Over the last decade organizations of all types and sizes have increasingly come to understand the importance of customer satisfaction.
It is widely understood that it is far less costly to keep existing customer than it is to win new ones, and it is becoming accepted that there is a strong link between customer satisfaction, customer retention and profitability. For many organizations in the public sector customer satisfaction will itself be the measure of success.
Customer satisfaction has therefore become the key operational goal for many organizations. They have invested heavily in improving performance in areas that make a strong contribution to customer satisfaction, such as quality and customer service.
Loyalty schemes have proliferated in the retail sector and are now moving into the business sector. Companies are investing in ‘database marketing’, ‘relationship marketing’ and ‘customer planning’, to get closer to there customers.
Organization in the public sector have developed customer charter to demonstrate their commitment to customer service, and just about every ‘mission statement’ includes a reference to satisfying or, increasingly, delating customers.
Customer satisfaction is a measure of how your organization’s total product performs in relation to a set of customer requirements.
Customer satisfaction measurement is therefore about measuring how customers perceive your performance as a supplier.
Customers’ satisfaction with a supplier over a period of time will be affected by what they see other suppliers offering.
If you plan to measure your own customers’ level of satisfaction with your organization you need to determine precisely what it is that you are measuring. You cannot have just the one question: ‘Are you satisfied with the products/services of any organization. There are many different factors, which combine to produce customers ‘level of satisfaction as the customer value package.
There is a limit to the number of components elements of satisfaction that you can include, so you need to be very confident that you are covering the factors that make the most significant contribution to customers’ overall level of satisfaction.
Exploratory research also allows customer an opportunity to set the agenda, to explain what matters to them in their relationship with the suppliers. If the way to competitive advantages lies in doing best what matters most to customers, it is surely important to let customer define what matters most to them.
Far too many organization leaps straight into a customer satisfaction survey having defined the relevant performance criteria themselves without consulting customers.
Firstly you need to understand how customers make the evaluate their buying decisions and who gets involved in those processes and secondly, what are the component elements of customer satisfaction and the relative importance of those factors.
It is widely understood that it is far less costly to keep existing customer than it is to win new ones, and it is becoming accepted that there is a strong link between customer satisfaction, customer retention and profitability. For many organizations in the public sector customer satisfaction will itself be the measure of success.
Customer satisfaction has therefore become the key operational goal for many organizations. They have invested heavily in improving performance in areas that make a strong contribution to customer satisfaction, such as quality and customer service.
Loyalty schemes have proliferated in the retail sector and are now moving into the business sector. Companies are investing in ‘database marketing’, ‘relationship marketing’ and ‘customer planning’, to get closer to there customers.
Organization in the public sector have developed customer charter to demonstrate their commitment to customer service, and just about every ‘mission statement’ includes a reference to satisfying or, increasingly, delating customers.
Customer satisfaction is a measure of how your organization’s total product performs in relation to a set of customer requirements.
Customer satisfaction measurement is therefore about measuring how customers perceive your performance as a supplier.
Customers’ satisfaction with a supplier over a period of time will be affected by what they see other suppliers offering.
If you plan to measure your own customers’ level of satisfaction with your organization you need to determine precisely what it is that you are measuring. You cannot have just the one question: ‘Are you satisfied with the products/services of any organization. There are many different factors, which combine to produce customers ‘level of satisfaction as the customer value package.
There is a limit to the number of components elements of satisfaction that you can include, so you need to be very confident that you are covering the factors that make the most significant contribution to customers’ overall level of satisfaction.
Exploratory research also allows customer an opportunity to set the agenda, to explain what matters to them in their relationship with the suppliers. If the way to competitive advantages lies in doing best what matters most to customers, it is surely important to let customer define what matters most to them.
Far too many organization leaps straight into a customer satisfaction survey having defined the relevant performance criteria themselves without consulting customers.
Firstly you need to understand how customers make the evaluate their buying decisions and who gets involved in those processes and secondly, what are the component elements of customer satisfaction and the relative importance of those factors.