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Customer Satisfaction Surveys
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Customer Satisfaction Surveys
Expert Opinion
Research Data
Measure and Evaluate
Example Cases
Summary
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Example Cases

Learn valuable lessons from these organisations:

Charter One Bank

Customer survey results aligned to incentives for improved performance

At CharterOneBank, Cleveland, an examination of its customer survey processes revealed that whilst the surveys gathered responses as to how customers felt about the bank as a whole, the data was used to hold the call centre representatives accountable for the brand rather than call handling quality. Scores would inform the individual representative of the need for improvement but no incentive was attached. The bank changed the process and began to mail 90 surveys per representative per month to customers who called in. Results were analysed and tabulated and incentives were attached for improvement. Once incentives were related to improvement the representatives' performance improved dramatically.

Farmers and Dealers Bank

Customer Surveys determine products and services

Farmers and Dealers Bank (Lake Butler, Florida) surveyed its customers to determine what products and services were of interest to them, and to gauge the bank`s Community Reinvestment Act performance. The bank had a 13.3% response to the 4,977 surveys mailed. The 20-question survey was designed simply so that it could be answered quickly. As a result of the questionnaire, the bank extended lobby and drive-in teller hours and planned feasibility studies for services including ATMS (automatic teller machine services), financial planning, income tax preparation, and checking account reconciliation. The bank decided not to introduce cheque safekeeping, because of a negative customer response to this service.

Deck House Incorporated

Customer Surveys: Home design

In 1989, when a new president of Deck House Incorporated took over the home designer and builder in Acton, Massachusetts, his first move was to conduct a customer survey. As a result of the survey, Deck House designed a new line of standardised homes and improved the quality of its service before, during, and after construction. In 1992, only about 25% of Deck Houses were custom-built, compared with 75% in 1991 and the time it took to process a piece of business was reduced from 549 days to 370 days. The extensive changes were motivated by a customer survey that questioned each stage of the home-building process. For example, the Pre-Construction section helped the president to find out a lot about his sales force and the Product Section alerted the company to a number of weaknesses in its products. As the final stage in the questionnaire process, the president wrote a letter to each person who had responded to the survey and provided them with more detailed answers to their concerns.

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