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Measuring and Managing Customer Satisfaction

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❶The questionnaire design and interpretation are within the control of the researchers and these are subjects where they will have considerable experience.

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High level issues are included in most customer satisfaction surveys and they could be captured by questions such as:. It is at the more specific level of questioning that things become more difficult. Some issues are of obvious importance and every supplier is expected to perform to a minimum acceptable level on them. These are the hygiene factors. If a company fails on any of these issues they would quickly lose market share or go out of business.

An airline must offer safety but the level of in-flight service is a variable. These variables such as in-flight service are often the issues that differentiate companies and create the satisfaction or dissatisfaction. What do they consider important? These factors or attributes will differ from company to company and there could be a long list. They could include the following:. The list is not exhaustive by any means.

Cryptic labels that summarise specific issues have to be carefully chosen for otherwise it will be impossible to interpret the results. Customer facing staff in the research-sponsoring organisation will be able to help at the early stage of working out which attributes to measure.

They understand the issues, they know the terminology and they will welcome being consulted. Internal focus groups with the sales staff will prove highly instructive. This internally generated information may be biased, but it will raise most of the general customer issues and is readily available at little cost.

It is wise to cross check the internal views with a small number of depth interviews with customers. Half a dozen may be all that is required. There are some obvious indicators of customer satisfaction beyond survey data. Sales volumes are a great acid test but they can rise and fall for reasons other than customer satisfaction.

Customer complaints say something but they may reflect the views of a vociferous few. Unsolicited letters of thanks; anecdotal feedback via the salesforce are other indicators. These are all worthwhile indicators of customer satisfaction but on their own they are not enough. They are too haphazard and provide cameos of understanding rather than the big picture. Depth interviews and focus groups could prove very useful insights into customer satisfaction and be yet another barometer of performance.

However, they do not provide benchmark data. They do not allow the comparison of one issue with another or the tracking of changes over time. For this, a quantitative survey is required. The tool kit for measuring customer satisfaction boils down to three options, each with their advantages and disadvantages.

The tools are not mutually exclusive and a self-completion element could be used in a face to face interview. So too a postal questionnaire could be preceded by a telephone interview that is used to collect data and seek co-operation for the self-completion element. When planning the fieldwork, there is likely to be a debate as to whether the interview should be carried out without disclosing the identify of the sponsor.

If the questions in the survey are about a particular company or product, it is obvious that the identity has to be disclosed. When the survey is carried out by phone or face to face, co-operation is helped if an advance letter is sent out explaining the purpose of the research.

Logistically this may not be possible in which case the explanation for the survey would be built into the introductory script of the interviewer. If the survey covers a number of competing brands, disclosure of the research sponsor will bias the response.

If the interview is carried out anonymously, without disclosing the sponsor, bias will result through a considerably reduced strike rate or guarded responses. The interviewer, explaining at the outset of the interview that the sponsor will be disclosed at the end of the interview, usually overcomes this.

Customers express their satisfaction in many ways. When they are satisfied, they mostly say nothing but return again and again to buy or use more.

When asked how they feel about a company or its products in open-ended questioning they respond with anecdotes and may use terminology such as delighted, extremely satisfied, very dissatisfied etc. Collecting the motleys variety of adjectives together from open ended responses would be problematical in a large survey.

To overcome this problem market researchers ask people to describe a company using verbal or numeric scales with words that measure attitudes. People are used to the concept of rating things with numerical scores and these can work well in surveys. Once the respondent has been given the anchors of the scale, they can readily give a number to express their level of satisfaction. Typically, scales of 5, 7 or 10 are used where the lowest figure indicates extreme dissatisfaction and the highest shows extreme satisfaction.

The stem of the scale is usually quite short since a scale of up to would prove too demanding for rating the dozens of specific issues that are often on the questionnaire.

Measuring satisfaction is only half the story. The measurement of expectations or importance is more difficult than the measurement of satisfaction. Many people do not know or cannot admit, even to themselves, what is important. Consumers do not spend their time rationalising why they do things, their views change and they may not be able to easily communicate or admit to the complex issues in the buying argument.

The same interval scales of words or numbers are often used to measure importance — 5, 7 or 10 being very important and 1 being not at all important. However, most of the issues being researched are of some importance for otherwise they would not be considered in the study. As a result, the mean scores on importance may show little differentiation between the vital issues such as product quality, price and delivery and the nice to have factors such as knowledgeable representatives and long opening hours.

Ranking can indicate the importance of a small list of up to six or seven factors but respondents struggle to place things in rank order once the first four or five are out of the way. It would not work for determining the importance of 30 attributes. Derived importance is calculated by correlating the satisfaction levels of each attribute with the overall level of satisfaction. Where there is a high link or correlation with an attribute, it can be inferred that the attribute is driving customer satisfaction.

The scores that are achieved in customer satisfaction studies are used to create a customer satisfaction index or CSI. There is no single definition of what comprises a customer satisfaction index.

Some use only the rating given to overall performance. Some use an average of the two key measurements — overall performance and the intention to re-buy an indication of loyalty. Yet others may bring together a wider basket of issues to form a CSI. You will not receive any e-mail from Nexthink regarding this program, regardless of whether or not you participate.

We do not collect personal identifiable information as part of this program that will be used to identify you or contact you. An Internet connection is required to participate in this program. However, you do not need to be connected all the time. When an Internet connection becomes available, the information is automatically transmitted with minimal impact to your connection.

Information is collected as long as you use the product version for which you have agreed to participate or until you decide to stop participating in the program. What is the anonymous installation ID used for? Upon the first startup of the Nexthink Finder, a random number is generated, the anonymous installation ID.

This installation ID can be used to help you if you experience issues with the Nexthink Finder.

A Six-Stage Process For Customer Satisfaction Studies

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Customer satisfaction is the degree to which there is match between the customer’s expectations of the product and the actual performance of the product. Expectations are formed based on information consumers receive from promotions, family, friends, opinion leaders, research, and past experience with the product.

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Program follow-up cards should not be used for this purpose, since the customer may not as yet have received the notification letter. In summary, whenever a vehicle subject to this program enters your vehicle inventory, or is in your facility for service through August 31, , you must take the steps necessary to be sure the program. ©, ITSMA | How to Build Successful Customer Satisfaction and Loyalty Programs That Drive Growth Listening: Gather Data and ChooseApproach The tendency in many companies is to equate the customer satisfaction survey with the overall program;.