1. Five Keys to Improving Customer
Satisfaction
Brian Koma
Vice President, Research

2. Why Listen to Your Customers?
2

3. To build Loyalty…

4. Otherwise, it’s like
trying to fill a
bathtub with the
drain open…..

5. Loyalty Correlates Directly to Revenue Growth
$40 M
$30 M
Last Year This Year
5

6. Loyalty Correlates Directly to Revenue Growth
$16.8 M $40 M
$30 M
$1 M
$7.8 M
Last Year Lost Customers Market New This Year
(74% customer retention) Growth Sales
6

7. Loyalty Correlates Directly to Revenue Growth
$40 M
$12 M
$30 M
$1 M
$3 M
Last Year Lost Customers Market New This Year
(90% customer retention) Growth Sales
7

8. What is the Most Measured Metric? Satisfaction
8

9. What’s the Problem with Satisfaction?
9

10. Satisfaction is Table Stakes in Building Loyal Customers
10

11. Most Common Pitfall of Customer Satisfaction Research
11

12. Most Satisfaction Surveys Only Measure Internal Metrics
Identify internal metrics that you need to measure and
report
Find out what’s important to the customer through one-on-
one interviews, customer councils and social listening
Use surveys to identify two key measures: Importance and
Satisfaction
Identify the gap between importance and satisfaction and
use this analysis to focus resources on critical areas
Use open-ended questions to gain additional insight into
the reasons for customer ratings
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13. The Five Keys To Moving from Satisfaction to Loyalty
Implement a formal Customer Experience Management Program
Utilize a common set of metrics and measure against them
Use known data to personalize customer interactions and
respect customer relationships
Make data actionable and share results and actions with
customers, employees and internal groups
Create a feedback panel
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14. Implement a Formal Customer Experience Program
Customer processes
How do customers interact with you
over time?
Customer needs
What does the customer want during
each interaction? How do they want
to feel and be treated?
Customer perceptions
What customers think
about current interactions?
Are they satisfied?
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15. LIRM Process: Listen, Interpret, React, Monitor
Listen. Capture everything.
Interpret. Put comments
into context and look for
Monitor Listen patterns.
React. Respond, change and
adapt.
React Interpret
Monitor. Track performance.
Source: Bruce Temkin,
Experience Matters blog
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16. “Moments Of Truth” Create Focus For Action
Most important interactions for
customers – they make or break
the relationship
Determine which interactions
impact brand perception
No matter how you define them
they become the priorities for
measuring, analysis, action and
monitoring
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17. Utilize Common Metrics and Measure Against Them
If you don’t know where you’re going, any road will take you there….
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18. Traditional CSAT Question
Brief & easily understood, but not a complete reflection of customer experience
What is your overall Focus on percent who
answer “Completely
satisfaction with our satisfied”
company?
For Xerox, completely
• Not at all satisfied satisfied customers were 6
times more likely to
• Slightly satisfied repurchase than
moderately or very satisfied
• Moderately satisfied
And InfoQuest found that…
• Very satisfied
• Completely satisfied Source: Krosnick, J. A., & Fabrigar, L. R.
(1997). “Designing rating scales for
effective measurement in surveys.”
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19. Annual Revenue Two Years After Satisfaction Measure
14
12
10
8
6
4
2
0
Totally Somewhat Somewhat Totally
Dissatisfied Dissatisfied Satisfied Satisfied
Source: InfoQuest
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20. Develop an Overall Customer Experience Metric
The best customer-satisfaction measures have
underlying models that represent different
aspects of customer experience and their
interplay
Most organizations use a mix of measures
Customer experience leaders seek to
standardize across the organization
Leaders analyze the reason behind their scores
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21. Integrate What You Know With What You Want to Know
Historical Data Support tickets
Order History Contact Data
Contract Information Lead Source
Win/Loss evaluation Overall Satisfaction
Support Experience Event Feedback
Product Enhancement Feedback
Voice of the Customer Data
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22. Why Use Known Data in Surveys?
Customers want to be respected
Customers want relevant interactions
Customers don’t want to answer the same
questions again and again
Customers want you to honor the
relationship that you have with them
Customers don’t want to be asked for
information too often
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23. Why Use Known Data in Surveys?
Provides a contextual experience for the
customer and shows you know their history Support tickets
Order History Contact Data
Respects their time by eliminating questions to Contract Information Lead Source
Win/Loss evaluation Overall Satisfaction
which you already know the answers Support Experience Event Feedback
Product Enhancement
Reduces fatigue Feedback
Enables you to conduct in-depth analysis and
segmentation
Provides everyone with better information to
manage the relationship
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24. Use Known Data to Personalize Customer Interactions
Treat people like individuals, not market
segments Support tickets
Order History Contact Data
Use data you already know about the individual Contract Information Lead Source
Win/Loss evaluation Overall Satisfaction
to personalize your communications Support Experience Event Feedback
Product Enhancement
Respect their privacy, and they’ll share increasing Feedback
amounts of data with you that can improve the
quality of the interaction
Use this data to interact about topics of interest
to them
Personalization can dramatically improve
engagement and participation rates
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25. Turn Data Into Actionable Information
Deliver business intelligence at the right time to the right
people
Surveys can trigger alerts when a customer rates you below
a particular threshold
E-mails or other notifications should be sent to relevant
managers
Managers can now take the opportunity to follow-up
directly or create a formal Tier 2 recovery process
Bottom line: Negative comments don’t get buried in a
report – direct action can be taken when there is an
opportunity to recover
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26. Make Data Actionable Through Triggers & Alerts
CRM
System
Data
•Individual
•Products
•Strategic Account
Customer
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27. Don’t Just Measure Satisfaction—Intervene to Improve It!
Use survey alerts/email triggers to improve
satisfaction
Email appropriate department when a respondent
provides a negative rating of service
Reactive
o Help-desk ticket satisfaction
o General dissatisfaction
o Hotel-stay satisfaction
o Major-account satisfaction
Proactive
o Customer-service satisfaction
o Literature fulfillment
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28. Evolve Surveying to Include Panels
Surveys Panels
•Permission-based Surveying
•Centralized Touch Management
•On-demand Segmentation
•Use Customer Data
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29. How Does A Panel Work?
You invite customers to
provide ongoing feedback
as part of a panel
Customers opt-in to the
panel and agree to be
surveyed periodically
You survey them only
about things that are
relevant to their interests
– and not too often
Customers provide you
with detailed profile
information to help you
focus your surveys
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30. The Power of Panels
Allows on-demand segmentation and
creation of highly targeted surveys
Build rich profiles over time to conduct
in-depth analysis and better focus future
surveys
Control and manage the frequency and
timing of survey efforts to avoid fatigue
Deploy fewer surveys but get better,
more accurate responses
Close the loop by making changes and
then easily measuring the results
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31. The Five Keys To Moving from Satisfaction to Loyalty
Implement a formal Customer Experience Management Program
Utilize a common set of metrics and measure against them
Use known data to personalize customer interactions and
respect customer relationships
Make data actionable and share results and actions with
customers, employees and internal groups
Create a feedback panel
31

32. Five Keys to Improving Customer
Satisfaction
Brian Koma
Vice President, Research