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Organizational Effectiveness Through Feedback Management
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>> Site Map of Articles -- Synopsis
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Review our
Read our latest article on
and learn the dramatic shortcomings of a pooled service delivery design -- and horrific Servcie Recovery.
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Learn how to conduct a survey project from questionnaire design
to survey administration
to data analysis.
 March 2-4, 2010 DubaiMarch 15-19, SingaporeMarch 23-24, Kuala LumpurApril 21-23 2010, Wash DCJune 21-23, 2010, Chicago~~~
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Get an experti's review of the feedback management processes in your organization for customers or other stakeholder groups --
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Private On-site Survey Workshops are available at your company. This may prove more cost effective and deliver immediate value to your survey program as we build your survey instrument in class.
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For a comprehensive list
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To see a simple list of the articles without the Abstract, go to the Resources link.
Title
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Publication Date
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Abstract
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February 2010
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"Everyone in the pool" may make for a good summer party, but it's a lousy design for customer service organizations. Customer service at companies such as United Airlines and Comcast used the pooled approach to answer customer email inquiries. While the approach lends the impression of greater efficiency, this approach leads to more rounds of email exchanges, customer aggravation, and wasted effort on the part of the company. The failure lies in the performance metrics used to measure the organization.
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February 2010
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During new product development, R&D engineers need to consider a wide range of often-conflicting requirements, including product features, cost, quality and manufacturability. Therefore, it is not surprising that support requirements are often neglected. However, support is an essential factor for achieving customer satisfaction in many industries, and so ensuring that products are easy and economical to support is a priority. Customer support managers know this but often have problems in convincing their R&D colleagues. This article looks at the issues involved in achieving Design for Supportability-the full evaluation of support requirements at the design stage.
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December 2009
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A long understood, but seldom followed, truism of organization design that reporting for operational control and management control should not be mixed. Tools designed to provide front-line managers information about operational performance will become compromised when used for performance measurement. This is true for surveys used for operational control. Reichheld's Net Promotor Score ™ was intended to be an operational control tool, but when used for performance measurement, we can see the deleterious effects.
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August 2008
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Survey designers ignore their respondents at their peril. The author recounts lessons from an ardent survey taker about how the design affected her respondent burden.
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April 2008
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Customer appreciation is one of those terms that is bandied about so much that it has lost its meaning. As a consultant in customer service and customer feedback management, I'm pretty cynical about these attempts at such marketing hype, so imagine my pleasant surprise when I actually felt appreciated as a customer, not from some major retailer with a fancy promotion or some high tech firm who had hired marketing wizards, but from my local restaurant. Their secret sauce: genuineness.
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November 2008
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What's more important when the economy goes in a downturn, capturing profit today or maintaining customer loyalty? Read about the Indian Lakes Conference Center focus on short-term profits and the resulting attrition to its customer base.
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"Automated Phone Surveys: IVR Survey Administration Method"
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January 2008
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IVR surveys are a relatively new method for survey administration, best used for transactional surveys. In this article, we define IVR surveys and examine their strengths and weaknesses.
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"Complaint Identification: A Key Outcome of World Class CRM Surveys"
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January 2008
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Arguably the most important part of a customer satisfaction survey is not part of the survey process but rather what you do after the survey with the survey data. Companies, such as Sears and Home Depot, frequently miss the golden opportunity to identify customers at risk and engage in Service Recovery.
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Large, sophisticated companies, like Sears, can make devastating mistakes in their survey program design, creating customer disloyalty. Read this review of Sears IVR customer satisfaction survey for its multiple mistakes. You'll come to understand why Sears has earned its reputation for poor customer service.
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January 2008
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Hotel surveys are typically transactional or event surveys, used for customer satisfaction measurement and improvement. A key challenge is how to increase response rates to generate actionable data through better survey design. Stephen Hardenburg of the Hilton Family of hotels discusses the challenges he faces managing Hilton's customer satisfaction research programs.
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Service Insights, October 2007.
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To create a survey program for any IT support center can be a challenge, but throw in the limitations faced by a university help desk and the issues can be daunting. Joyce Sandusky of Clayton State University led an effort to design a customer loyalty program for their help desk. She learned many hard lessons, even though she went into the project with her eyes wide open. We interviewed her for this article to get some insights and lessons for others who are undertaking the challenge of creating a help desk survey, especially for a university setting.
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Service Insights, August 2007.
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The essence of service recovery is fairness. A customer with a problem wants the company to treat him fairly. An intelligent company recognizes long term benefits of effective complaint handling and tries to deliver a fair resolution in all its dimensions. This article presents the three dimensions of fairness, and shows how Subaru of America missed the mark on one dimension - thanks to the lawyers - turning sour an otherwise good service recovery, negating the benefits on the other dimensions.
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Service Insights, May 2007.
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Performance measurements help guide organizations to achieve their goals. Service organizations have conflicting objectives. They strive to be both efficient in resource use and effective in the quality of service as perceived by customers. But how to measure service effectiveness? This article presents a framework for service measurement -- from call monitoring and mystery shopping to customer surveys, focus groups and complaint solicitation. The key finding is that a portfolio of approaches is needed to provide comprehensive and balanced measures of service effectiveness.
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Service Insights, February 2007.
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Lean production principles can lead to great efficiency improvements through waste (muda) elimination coupled with competitive advantages in lead times and quality. But a too lean service operation with no buffers for uncertainty can lead to disasters like Jet Blue's Valentine's Day Massacre. This article examines the uncertainties inherent in a service operation like airlines and explores the logical extent of lean application.
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Service Insights, January 2007.
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Online survey software tools can make it easy for novices to create a survey -- or a bad survey! This article reviews the benefits from using web survey tools, such as SurveyMonkey or Zoomerang, including strong concerns about blind reliance upon Internet survey tools, which can result in invalid survey questionnaires and delusions of knowledge.
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Service Insights, January 2007.
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This article reviews important features of online survey tools and the decision process for selecting a web survey tool, such as SurveyMonkey, Perseus, QuestionPro, or Zoomerang.
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Service Insights, November 2006.
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Home Depot requests its customers to take a "brief survey about your store visit," which is a classic example of an event-based survey. Perhaps you've taken it. However, this is not just an event survey. The survey design shifts into a relationship survey mode, which lengthens the survey greatly. Plus, the survey displays some questionable design practices. Read this critique.
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Service Insights, November 2006.
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Summary of lessons learned from the Home Depot customer satisfaction survey about the proper use of event surveys.
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Service Insights, September 2006.
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Customer Experience Management (CEM) is a catch phrase for business processes that focus on delivering customer experiences that enhance the perceived value of a company’s products and services. Superior CEM requires good process design and solid execution – and a supportive organizational culture. This article presents examples of Good, Bad, and Ugly CEM examples, concluding with key lessons.
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MathWorks recognized one of customer support's strategic roles for a company: providing a training ground for new, entry-level employees. By delivering support, the employees learn the products quickly -- and they learn customer sensitivity. Read how they make this program work for the employees, the company, tech support, and the customer.
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Service Insights, June 2006.
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Frederick Reichheld's Harvard Business Review article, “The One Number You Need to Grow,” may lead readers to believe that a one-question survey design that measures "net promoter score" will provide all the data needed to grow a business. However, digging deep into the article we find that a meaningful customer feedback program also has to identify the root causes for a customer's unwillingness to recommend a product or service. This article highlights those points and shows that more than one number is needed to grow a business.
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Service Insights, December 2005
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Survey questionnaire design has a critical impact on the value of the data generated by the survey program. The survey scale design in particular can skew the responses generated to create almost perfect "top box scores." This article examines the transactional survey used by Ritz Carlton and shows how the scale design impacts the value of the findings.
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Insights, October 2005.
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Effective service recovery requires that robust complaint solicitation and complaint handling systems be built and executed consistently. Part of that "system" is a pervasive corporate culture that supports service recovery. This article reviews the author's experiences at two hotels, extremely well known for service and service recovery, and how they bungled customer service issues. The lessons from these experiences are pertinent for most any business.
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Insights, July 2005.
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Service recovery is more than just complaint handling. It is recovering a customer’s positive feelings about a company after a bad experience and taking action to resolve the root cause of the problem. This article looks at service recovery as practiced by the Toronto Maple Leafs and the Seattle SuperSonics and how they create Fan Delight and avoid Fan Outrage.
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Insights,
March 2005
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Research studies, such as surveys, are meant to enlighten some decision making process. However, if the research is poorly conceived and executed, incorrect data may be generated. Decision making is then made under delusions of knowledge.
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Insights, January 2005
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The choice of question type on a survey questionnaire is critical. Why? Because survey question types generate different types of data, the data type constrains the type of analysis that can (legitimately) be done to the data. This article presents the five data types generated by the five major types of survey questions. It illustrates a typical error in data analysis when ordinal data is treated as interval data and how the resulting analysis can mislead decision makers.
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In my Survey Workshops, I discuss the need to localize survey instruments if they will be delivered internationally. Well, during an exercise where students build a scale, a Texan created a scale regionalized to Texas. Have your own localized contribution?
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When a company chooses to implement a CRM system, several critical questions must be addressed. This article outlines a case study where the initial approach was to isolate certain sales and marketing functions as the target for the CRM implementation. Midway through the project, the company recognized that all aspects of the customer order, fulfillment, and support processes needed to be considered even if not all would be re-engineered in the initial stages of the CRM project. They also recognized that certain front-office processes were more logical candidates for the initial re-engineering.
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Insights, November 2004.
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A counterintuitive result of a survey project is that a survey's results are likely to pose as many new questions as it answers. An email to me recently posed a dilemma that can result from a particular approach to a survey program. The company had conducted a survey and now they wanted to ask some follow-up questions based upon the learning from the first survey. The question is: whom should they invite to take the survey?
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Insights, September 2004.
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This article examines the design of the scale chosen for the survey and its impact upon setting performance goals. Scale choices and question design will affect the way people respond. The article also discusses why high scores are not necessarily good -- if your goal is to use the survey results for continuous improvement projects, requiring Pareto Analysis.
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Insights,
July 2004.
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Reporting the results of a customer survey is a critical step, and different statistical approaches can be applied to survey data. This article discusses the implications of reporting means versus "top box" cumulative distribution scores, especially as it relates to setting performance goals.
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Insights, June 2004.
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You may recall the game show by the name of this article. A panel of celebrities would try to guess someone's profession by asking yes or no questions. Imagine if one of your customer service employees were on the show. Would you be able to guess their profession? It likely depends upon how narrowly or broadly their jobs have been defined. This article shows the impact of the two extremes, narrow and broad job definitions.
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Insights,
April 2004.
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The goal of a survey project should be to generate data that will be used to monitor or improve some business process. Generating actionable data from a survey is not a simple task. This article outlines some ways to get more useful data from a research program that includes surveys.
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Insights, January 2004.
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Many organizations call themselves Customer Care. But do the organizations truly care about their customers? This article relates a personal example of deep customer care in the most trying of circumstances.
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Insights, October 2003.
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Response rates and statistical confidence are always concerns for those tasked with a survey project. This article outlines the factors that determine the number of responses needed for a level of accuracy and shows how to determine the statistical confidence that can be placed in survey results.
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Insights,
August 2003.
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Measuring importance of business factors on surveys frequently generates useless data. Everything gets rated as important, so nothing is important. This article covers methods of measuring importance showing the advantages and disadvantages of each.
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Insights,
June 2003.
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Is the legislation contemplated by Senator Mark Dayton of Minnesota really needed to correct bad support practices? Should this be a wake-up call for the support industry?
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Insights, May 2003. Also printed in the July 26, 2002 print edition of the Boston Business Journal.
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Common wisdom is that only large companies need customer-research programs. After all, small companies have their feet on the ground and know what customers are thinking, right? On the surface, that seems a reasonable attitude for small-business managers to take. But ask yourself if there is some percentage of customers defecting to competitors each year for part or all of their purchases.
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Insights, April 2003. Also published in the April 28 2003 edition of the Boston Business Journal.
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Steven Spielberg's 2002 movie, Minority Report starring Tom Cruise, presents a world in which homicides are prevented before they happen. Three precognitives' visions of near future events allow the Department of Precrime to capture these intended killers. Neat idea. If only we in the business world could spot product quality `crimes' before they occur - rather than reacting to problems once customers use our products. Product designers and product managers are tasked with projecting the future, but is there an organizational equivalent for Agatha, the precog who sometimes saw the future differently from her mates, Arthur and Dashiell?
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Insights, February 2003.
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Everyone wants to do surveys on the web as the new thing, but perhaps the old techniques still have some life. This article outlines the experiences of one of my students who performed a postal mail survey -- and got a response rate over 60%!
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Insights, November 13, 2002.
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This article outlines the 7 key elements that are essential to success in a survey project.
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Insights January 2003 and also published in the November 8, 2002 edition of the Boston Business Journal.
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We usually think that our most valuable customers are ones that buy a lot from us -- and that's true! -- but to learn about your business practices your best customers may be the ones that walk away from you. Of course, this value is only recognized -- if you capture their feedback!
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Originally published in the September 1999 issue of Customer Support Management.
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This article outlines key elements of a customer satisfaction survey and its role in a customer loyalty program.
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"Re-engineering the Support-Development Interface," a synopsis of Fred Van Bennekom's research.
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“Viewpoint" article, November 1998 ServiceNews.
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How could buying paint provide lessons on capturing customer feedback? See how.
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"Viewpoint" article, February 1997 ServiceNews.
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Chronicles the similar evolution of the role of relief pitchers in baseball with the role of support organizations.
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