“Hearts and minds” using survey data to improve the customer experience

1. “Hearts and minds”using survey data to improve the customer experience Stephen Hampshire http://customersatisfaction.typepad.com

5. Get the right data Build the bridge from data to action Keep the momentum

6. Get the right data

7. What customers want to say, not what you want to know The survey basics—boring, but important Getting the right balance of quant. & qual.

8. Ask the right questions

9. What customers want to say, not what you want to know The survey basics—boring, but important Getting the right balance of quant. & qual.

10. Company 1 79% 65 Company 2 67 85% Company 3 71 88% Company 4 74 90% Company 5 92% 76 % satisfied is a very weak measure % “satisfied” Satisfaction Index™ 5 point verbal scale 10 point numerical scale

11. 85% 67 Use a tough measure if you want to improve

12. Up to date information Good fit with MI Fast changing markets Large customer base Event-driven B2C Can become wallpaper Big impact Easy to see improvement Stable markets Small customer base Relationship B2B Keeping the spotlight on Frequency

13. What customers want to say, not what you want to know The survey basics—boring, but important Getting the right balance of quant. & qual.

14. Measurement is important…

15. …but show people real customers

16. “Gimmicks” can be effective

17. There was no toilet paper, and no coat hooks on the door. The female toilet area is too small. The voice of the customer “ The toilets are small and grotty, very very poor. They are not clean enough and have not been decorated for years. The toilets are smelly and could do with an air freshener or fan. Getting ready for refurbishment, they're a bit dingy. The toilets are very cramped. There is water everywhere from the sink and the toilet. Not spacious and very tatty. No loo roll and bits of paper on the floor. The toilets are dreadful. I went in one which had a baby changing unit and thought that I would never change a baby in there if I had one. There was no toilet roll. The toilets are clean, but very very small and out of date. They are really cramped, so they get dirty and messy quickly. The toilets are disgusting, horrible and old. They need a good clean and decorating. They are also very small. The toilets are shabby. The toilets themselves had yellow stains. They are very squashed and you have to back into them so you can get out. One tiny toilet in the whole place. Horrible. You have to wait in the hallway if someone is using it. It really lets the place down. The toilets are grotty. They are cheap, nasty and not in keeping with the rest of the premises. ”

18. Discussion • Is your survey asking what customers want to say, or what you want to know? • What is your methodology? • How do you manage the balance between quantitative and qualitative data?

19. Build the bridgefrom data to action

20. Engage staff Involve customers Focus

21. Good employees beat systems Vs. • “ Why is it that every time I ask for a pair of hands, • a brain comes attached? ” • Henry Ford “ Techniques don’t produce quality products or pick up the garbage on time; people do, people who care, people who are treated as creatively contributing adults. ” Tom Peters

22. Step 1 – engage them with you • “ Customers don’t come first. Employees come first. If employees are treated right then service will follow.” • Richard Branson

23. Show them where to change • Map the customer journey • “Doing best what matters most” • Think like a customer

24. Involve them in making change

25. Prove it • Satisfied customers • Stay longer • Buy more • Pay more (9% on average) • Recommend more • Complain less • Cost less to service • Are more profitable It costs 5-20 times more to win a new customer than to keep an existing one

26. The $4,000 pizza customer $8 x 50 weeks x 10 years

27. UGRs, not words, drive behaviour • The only time anyone gets spoken to by the boss is when something is wrong • The company talks about good customer service, but we know they don’t really mean it, so we don’t really have to worry about it • We go through the motions with our bosses, once they’ve gone we do what we want

28. Best practice—staff “You can only remember 3 things” It has to come from the top Ownableresults Healthy competition Proveit matters

29. Engage staff Involve customers Focus

32. Google search trends (UK)

35. Engage staff Involve customers Focus

36. Priorities help staff and customers

37. But are PFIsright for everyone?

38. Discussion • Do satisfaction-based bonuses work? • Where could (does) co-creation fit in your service delivery? • Do PFIs work for you?

39. Keep the momentum

40. Talk (and listen) to customers PFIs to actions Re-measure

41. Showing that you listen

42. Channels

43. Perfect Pint of Guinness

44. Manchester United

45. Capio

46. Perception is reality.Tom Peters “ ”

47. Best practice—customers Make it relevant(tailored?) The dog muck theory Notice change Link change to survey Impact on response rates

48. Talk (and listen) to customers PFIs to actions Re-measure

49. Satisfaction drivers

50. Maintainers Reduce variation Six sigma Average Bonuses Enhancers Innovation Lean Co-creation Intrinsic rewards Not all PFIs are the same