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Increase customer requirements, increased customer satisfaction rate, should we be the world champions of the customer relationship?
In our business, it is totally inconceivable to record a satisfaction rate of less than 80%. But with a satisfaction indicator above 80%, why do not we have 80% of loyal customers? With an indicator of satisfaction greater than 80%, why are there still "no clients"?
And if our indicators were misleading us? And if, unwittingly, we perceive that our indicators of what we want although they show us? And if studies of satisfaction which they come deceived us?
To set the scene, take the example of two criteria, both collecting 80% satisfaction rate in a study customer satisfaction and ask us questions. Which of these two criteria would prefer to join us?
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NEED TO MEET FOR JUST GIVE THE CUSTOMER SATISFACTION?
It would simply raise the bar to a level altogether Median not to say mediocre. The objective is it to make customers "satisfied" or "very satisfied"?
Customer satisfaction is not an action is a perception, it is a state of mind and this is its true value because, according to its intensity, it inspires actions: purchase, loyalty, recommendation.
behavior is influenced by customer satisfaction and a neutral level of satisfaction, or just good, does not inspire action known. Only a satisfaction or dissatisfaction, intense can create action and action inspired by emotions is much more powerful than motivated by reason.
Until now we had the habit of reading a customer very satisfied or very dissatisfied could communicate his feelings with 10 other people. Today with the development of Web 2.0 and social networks (Twitter, blogs, forums and other exchange), the spread of information is much more powerful and amplifies the phenomenon of word of mouth. " This change in the balance of power between suppliers and customers require more than ever companies to be more attentive to customer behavior.
The objective of a customer-oriented strategy should be to provide intense satisfaction, customer delight, a delight for the customer it becomes a loyal customer, a prescriber, a sales force for further the company.
Generate customer delight, the delight the customer, what the Anglo-Saxons called the "customer delight" is a great way to stimulate growth, generate new opportunities for organic growth in Environment economic downturn that we know today.
In this context, a business become ambitious in terms of customer satisfaction is expected to display and not follow in his dashboard that the rates of customers "very satisfied" that some authors have termed the "top box".
Although satisfaction rates and retained will be much lower than those usually announced but the goal of a satisfaction survey is not to show others that we work well, it bring out internally areas for improvement to meet the customer expectations better and try to retain.
OBJECTIVES OF THE STUDY OF SATISFACTION
A satisfaction survey is a time of listening to the customer. It is an exploration phase of customer expectations that should allow to discover deposits of values that must operate and capable of acting. Such an investigation is not a simple questionnaire.
The goals and future use of the data collected must be very clearly defined. Otherwise, it is likely that the right questions, ones that will bring out the interesting indicators and direct action plans, will not ask.
Identify the right questions is to be able to respond in advance to:
- Why and for what purpose do we want to monitor the level of satisfaction?
- What do we measure?
- Who do we want to measure? All clients or a particular segment?
- Why not to focus the study on customers who complain or who have left?
(orientation in an interesting and effective target to enhance the quality and causes of defection).
Responses to give, after aggregation, to calculate an indicator of overall satisfaction and indicators by sector analysis. Again identification of areas of analysis must first be clearly defined, we will return.
WHAT THE CUSTOMER SATISFACTION?
satisfaction is generally defined as the feeling experienced by the customer as a result of the use of a product or consumption of a service. Satisfaction is therefore:
- the result of the perception of an offer (and not the reality of supply, it may be his superior),
- and on a comparative basis, the result of feeling that results from the comparison between perception and expectation (and not a desire, it can be higher than expectation).
Figure 1: Defining customer satisfaction
WHAT OUR SATISFACTION INDICATORS ARE WRONG?
THE PSYCHOLOGICAL PROCESS OF RESPONDENTS
If the client's psychological processes come into play in the perception of the offer, they also come into play when, response to research it must decide on their level of satisfaction.
It is found that when the gap between the perception of supply and the wait is not too pronounced, the response tends to be less harsh in its assessment and to minimize dissatisfaction.
This creates a tolerance zone which enhances the rate of false satisfaction of customers "satisfied."
THE CREDIBILITY OF THE RESULTS OF STUDIES
Many companies report on an indicator of overall satisfaction 80% or 85% if not 95%. What is the meaning of such a result? If market share is not at this level it is that we should not measure what should be or that they are wrong in the data that we aggregate and certainly in the assessments of respondents that are aggregated .
A satisfaction survey is purported to act, how much is left to the action with such high levels of satisfaction?
But maybe it enough to do nothing! I recently read an article that, in a tone of humor, predicted an improvement in indicators of satisfaction of our companies. The argument was simple but full of common sense in times of crisis, lowering turnover, the first customers to exit a business are usually the least satisfied.
TOWARDS A NEW APPROACH TO SATISFACTION INDICATOR
ON THE LEVEL OF APPRECIATION TO REMEMBER
All the above reasons, but one could find others, just to keep campaigning in the dashboard that the level of customers "very satisfied". The company and some will not rest on laurels nonexistent.
In this context, the study of satisfaction should not be perceived as a threat (by producing a lower rate), it is not to establish a threshold the results are deemed good or bad. Instead, the issues identified as merely "satisfactory" or concern must be considered as opportunities for improvement and not as problematic elements.
ON APPROACH OPERATING RESULTS
The satisfaction indicator reflects a gap between expectation and perception, but in a multidimensional approach to this gap (discussed in the next paragraph), it is possible to subdivide it into other differences may cause different action plans. It should then be included in the study of issues that will facilitate the identification of these other differences.
ON THE SAME OBJECTIVE OF THE STUDY OF SATISFACTION
We of repeating the data collected should enable it to act. We must therefore define the indicators of satisfaction to guide action plans and ideally can in turn be broken down into a balanced scorecard within the strategic map of the company. This goal requires a prior modeling objectives (discussed in last paragraph).
ANALYSIS OF SATISFACTION WITH A MULTI-DIMENSIONAL APPROACH
It should distinguish between technical quality of an offer supplier based on objective criteria and customer satisfaction, which itself falls within the realm of the subjective.
The correspondence between the perception of clients and what is regarded as fact just is not the rule. Nevertheless, the assessment from the viewpoint of customers, remains essential. It can effectively reveal the presence of various problems seeking differentiated action plans.
Thus, the satisfaction gap, which measures the gap between expected quality and perceived quality will reveal in a multivariate analysis:
- a problem of matching supply ( a gap waiting )
- a problem of quality of supply (a quality gap )
- a problem of perception of the offer ( perception gap ).
Figure 2: The multidimensional approach to the satisfaction gap
AWAY WAITING
This difference is revealed when the customer's expectations exceed the company's offer. Although the quality to which the company is made in accordance with good and flawless, it does not meet the expectation or the idea of supply expected by the customer.
If the difference of expectation can find an explanation in some misunderstandings customers have supply product or service, it can also be a problem regarding the balance between supply and customer expectations. It also raises a question as to the identity of the customer to satisfy, the choice of target.
In terms of improvement, the gap is therefore invited to communicate better and to clarify the offer to customers or to assess the relevance and change to better meet customer needs.
the quality gap
This gap is revealed when the supply of product or service was not made as agreed.
In terms of improvement, this gap calls for identifying the causes of poor quality, to implement a plan of improvement in business processes and evaluate the results.
the perception gap
the perception gap
This difference is revealed when the customer does not realize that the offer was made pursuant with good or that the offer is not in its correct position (price / quality).
In terms of improvement, the gap is invited to establish better communication with customers to provide better visibility to the offer made to either revise the price / quality ratio.
Orient action plans therefore requires otherwise process the information from the satisfaction survey to identify such individual differences potentially problematic.
A complementary approach is used to enrich even more the results obtained by declining the action plans in the strategy of the company, this step requires a model of customer behavior.
MODELING THE BEHAVIOR AND USE CUSTOMER SATISFACTION AS INDICATORS OF BASIC GUIDE TO THE STRATEGY OF THE COMPANY
Philippe Plantier , researcher in modeling consumer behavior, this approach more relevant than the use of satisfaction surveys.
It identifies the client in four fundamental behavior from which issues should be developed from the satisfaction survey to be conducted. The responses can identify four indicators of satisfaction.
This approach allows customers to move from behavior to behavioral indicators and these indicators of decline in operational measures that can be transposed into the strategic map of the company.
It occurred to me interesting to resume the outline of his analysis.
Figure 3: The transposition of the study of satisfaction with elements of the strategy map
THE FOUR FUNDAMENTALS OF CUSTOMER BEHAVIOR
- The first pillar of the "compliance" : compliance means that the offer meets the basic criteria promised. It is still reliable because compliance is more comprehensive and reliability is guaranteed (eg : In the supply of bank account management, it is inconceivable that any statement could be false, it must be reliable so that there can be no complete verification).
- The second pillar of the "availability" : availability means that the offer must be available (example of branch open on Saturdays. If it is not open on Saturday The proposed offer is not perhaps not in line with my expectations). It is still accessible to the product, ie the price (eg free the issuance of checks).
These two pillars represent the basic factors of quality that are essential but do not offer value for differentiation. These are the minimum requirements that cause dissatisfaction if they are not made and conversely not cause satisfaction if they are done. At this stage, the competitor makes an offer exactly the same.
These two factors certainly do not retain a client. Yet it is ironic that in many satisfaction studies, most of these questions relate to two basic factors: compliance and availability. We can then question the value of indicators of satisfaction that emerge and which merely reflect that the company is working correctly. Under these conditions a satisfaction rate of 80%, 85%, 90% or more must have nothing exceptional.
The source of a customer loyalty lies in the other two pillars of customer behavior.
- The third pillar of the "caring" : care that is caring, thoughtfulness, active listening, empathy, understanding, responding to requests or problems, ability to turn a negative into contact contact very positive. It is also targeting, segmentation to contact the customer so differentiated and therefore effective. It still inform, reassure, defused, convince customer satisfaction and loyalty.
- The last pillar of the "trust built" : Philippe Plantier defines it as "it is the pillar of the values held by the mark, the transformation into shares of each of these values by the employees themselves who embody this confidence built and all the values of the brand image. "
way to make sense of a satisfaction survey is do not forget to ask questions related to these two aspects of customer behavior, which themselves are the source of the customer loyalty.
INDICATORS OF SATISFACTION OF THE STRATEGY AL'ORIENTATION
Such modeling can identify four indicators of satisfaction remember having any real meaning and that will facilitate decision-making:
- the indicator of compliance,
- indicator of availability,
- the indicator of care,
- the indicator of trust built.
The issues of compliance and availability are problems manufacturing process or service. Problems refer to the level of managers and employees to organizational problems.
The issue of care, ie, the ability to listen to the customer the right questions and the ability to process the request is a jurisdictional problem individual. Problem refers to the level of managers and employees to problems learning and training .
The problem of the image, values, trust is built a problem of collective behavior that is of human resources and communication strategies consistent with a steering committee and based on a vision, a position expressed and understood by all. Problem refers to the level of managers and employees to joining a project and values elements that build collective behavior.
This approach shows that it is the whole company that is involved in a customer-centric strategy. It can decline satisfaction indicators and action plans in the balanced scorecard of their business and add indicators of ad hoc actions.
Customer satisfaction does not guarantee loyalty, but one does not go without the other. The dynamics of loyalty stems mainly from two streams: the satisfaction and image. But we realize that the pursuit of customer loyalty is not always seen as the main objective in all businesses. The purpose is itself a provocative but nothing is still certain truths as it is true that winning a new customer is often promoted as a former customer loyalty:
- it is true that if gain a new client is visible and measurable, the loyalty of a former client is invisible and its gain drowned in a turnover already acquired.,
- it is true that if the gain from a new customer is rewarding and sometimes paid the loyalty of a former client is considered altogether normal
- it is true that if the gain from a new customer is considered a victory over the competition, retention of a former client is a non-event,
- Etc ...
News the moment suggests to me that monitoring of the indicator of customer satisfaction should not obscure the monitoring of other key indicators. From the press:
- "For the fifth consecutive year, Toyota finished No. 1 manufacturer overall in the study of customer satisfaction. "
-" Customer Satisfaction Survey France, Toyota leader "
What do you think?
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