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Trying to understand what customer satisfaction means? Trying to understand customer satisfaction benchmarking? We all know client satisfaction is essential to the survival of our businesses. Client satisfaction is a marketing term that measures how products or services supplied by a company meet or surpass a client’s expectation. It is important because it provides marketers and business owners with a metric that they can use to manage and improve their businesses. In a survey of nearly 200 senior marketing managers, 71 percent responded that they found a client satisfaction metric very useful in managing and monitoring their businesses. Servicing a client is a part of every purchase and interaction with internal and external contacts. It can last a few seconds up to hours. So if we all do it and experience it everyday in almost everything we do, why isn’t good client service the norm? We all have stories about when we were treated exceptionally well or extremely poorly. We tend to share these extraordinary stories with others. We all know that word of mouth marketing can be the absolute best advantage or the worst drawback for a company. Warren Buffett said it best: “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.
How do we find out whether our clients are satisfied? The best way to find out whether your clients are satisfied is to ask them. When you conduct a client satisfactory survey, what you ask the clients are important. How, when, and how often you ask these questions are also important. However, the most important thing about conducting a client satisfactory survey is what you do with their answers. First question you should ask yourself…How do you measure client satisfaction? If you are measuring by the # of complaints you are or are not receiving, you are in trouble. Not everybody bothers to take the time to tell you about his/her horrible experience. If you are asking your clients if they are satisfied, you are telling them that their satisfaction matters. There are many different ways to ask: post-purchase and post-support surveys, enclosures in the monthly invoice, follow-up phone calls and quarterly or annual surveys. The right method depends on your business and your client base. Try different ways. Just do it. How You Ask Whether Clients Are Satisfied? There are many ways to ask your clients whether or not they are satisfied with your company, your products, and the service they received. You can ask them: a) Face-to-face as they are about to walk out of your store or office, ask them; b) Call them on the phone: If you have their phone number, and their permission, you can call them after their visit and ask how satisfied they are; c) Mail them a questionnaire: This technique has been used for a long time. The results are predictable. Email them a client satisfactory survey. Be careful to not violate Spam laws. Email them an invitation to take a client satisfactory survey. When To Conduct A Client Satisfactory Survey? The best time to conduct a client satisfactory survey is when the experience is fresh in their minds. If you wait to conduct a survey, the client's response may be less accurate. He may have forgotten some of the details. She may answer about a later event. He may color his answers because of confusion with other visits.
So what are some basic rules about client service? 1) Honesty is the Best Policy. Integrity – Be honest and own up to your mistakes. Communicate what you plan to do to change or prevent the same mistake from happening again. Don’t be fooled into believing that a regular ‘mea culpa’ will get you off the hook. At some point the plan to fix the problem must take effect! Break Glass in Case of Fire. Response Time – The best tact is to quickly get on the phone with the client to explain your company’s mistake. Don’t rely on email for this communication if it can be done quickly one on one. If you are communicating to a large client base then email is certainly the fastest and most effective way to quickly notify your clients that you are aware of the problem. Frequent updates is there is a protracted issue and a brief overview of how you will prevent it from happening in the future will give your clients confidence that you are aware of the client impact. 2) Keeping it Real. Set a Realistic Expectation – Clients who have been promised something that isn’t delivered as promised are far more frustrated and disappointed than if they are notified at the outset they won’t have it sooner than later. In other words, under promise and over deliver is the best policy. This may take some arm wrestling with other departments who want to take a feature or product to market before it is ready. Set the expectations correctly internally as to what the fallout may be so everyone understands the impact to client satisfaction and ultimately client retention. 3) R-E-S-P-E-C-T. Everyone in your company should love your clients. Without them, you have no company. This doesn’t mean you won’t have difficult clients who will push the limits and try everyone’s patience. But if you don’t have a company philosophy to respect and appreciate your clients, the opposite tone will infect client interactions from all departments. All departments, client facing or not, should care about client satisfaction.
The client is the most important asset. The following facts, namely the way the business is consistent in client service is important. 1. Client-journey consistency: It’s well understood that companies must continually work to provide clients with superior service, with each area of the business having clear policies, rules, and supporting mechanisms to ensure consistency during each interaction. However, few companies can deliver consistently across client journeys, even in meeting basic needs. Simple math illustrates why this is so important in a world of increasingly multichannel, multitouch client journeys. Assume a client interacts six times with a pay-TV company, starting when he or she undertakes online research into providers and ending when the first bill is received 30 days after service is installed. Assuming a 95 percent satisfaction rate for each individual interaction--whether measuring responsiveness, the accuracy of information, or other factors--even this level of performance means that up to one in four clients will have a poor experience during the on-boarding journey. The fact is that consistency on the most common client journeys is an important predictor of overall client experience and loyalty. Banks, for example, saw an exceptionally strong correlation between consistency on key client journeys and overall performance in client experience. And when we sent an undercover-shopping team to visit 50 bank branches and contact 50 bank call centers, the analysis was confirmed: for lower-performing banks, the variability in experience was much higher among a typical bank’s branches than it was among different banks themselves. Large banks typically faced the greatest challenge. 2. Emotional consistency: One of the most illuminating results of our survey was that positive client-experience emotions--encompassed in a feeling of trust--were the biggest drivers of satisfaction and loyalty in a majority of industries surveyed. We also found that consistency is particularly important to forge a relationship of trust with clients: for example, clients trusted banks that were in the top quartile of delivering consistent client journeys 30 percent more than banks in the bottom quartile. What is also striking is how valuable the consistency-driven emotional connection is for client loyalty. For bank clients, “a brand I feel close to” and “a brand that I can trust” were the top drivers for bank differentiation on client experience. In a world where research suggests that fewer than 30 percent of clients trust most major financial brands, ensuring consistency on client journeys to build trust is important for long-term growth. 3. Communication consistency: A company’s brand is driven by more than the combination of promises made and promises kept. What’s also critical is ensuring clients recognize the delivery of those promises, which requires proactively shaping communications and key messages that consistently highlight delivery as well as themes. Southwest Airlines, for example, has built client trust over a long period by consistently delivering on its promise as a no-frills, low-cost airline. Similarly, Progressive Insurance created an impression among clients that it offered lower rates than its competitors in the period from 1995 to 2005 and made sure to highlight when it delivered on that promise. Progressive also shaped how clients interpreted cost-reduction actions such as on-site resolution of auto claims by positioning and reinforcing these actions as part of a consistent brand promise that it was a responsive, technology-savvy company. In both cases, client perceptions of the brands reinforced operational realities. Such brands generate a reservoir of goodwill and remain resilient on the basis of their consistency over time in fulfilling promises and their strong, ongoing marketing communications to reinforce those experiences.
Becoming a company that delivers client-journey excellence requires many things to be done well. But we’ve found that there are three priorities. First, take a journey-based approach. For companies wanting to improve the client experience as a means of increasing revenue and reducing costs, executing on client journeys leads to the best outcomes. We found that a company’s performance on journeys is 35 percent more predictive of client satisfaction and 32 percent more predictive of client churn than performance on individual touchpoints. Since a client journey often touches different parts of the organization, companies need to rewire themselves to create teams that are responsible for the end-to-end client journey across functions. While we know there are an infinite number of journeys, there are generally three to five that matter most to the client and the business--start your improvements there. To track progress, effectiveness, and predict opportunities, you may need to retool both metrics and analytics to report on journeys, not just touchpoint insights. Second, fix areas where negative experiences are common. Because a single negative experience has four to five times greater relative impact than a positive one, companies should focus on reducing poor client experiences, especially in those areas in which clients come into contact with the organization most often. For instance, training frontline service representatives to identify and address specific client issues through role playing and script guidelines will go a long way toward engendering deeper client trust. Finally, do it now. Our research indicates that since 2009, clients are valuing an “average” experience less and have even less patience for variability in delivery. In addition, companies that experience inconsistency challenges often expend unnecessary resources without actually improving the client journey. Making additional investments to improve the client experience without tightening the consistency of experience is just throwing good money after bad.
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