Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001...

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Get Customer Feedback Chapter 8

Transcript of Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001...

Page 1: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

Get Customer Feedback

Chapter 8

Page 2: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

Customer Service, 5ePaul R. Timm 2

© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Many people dislike negative feedback, however…

Feedback is a valuable form of coachingcoaching

Our toughest critics can become our best friends

Page 3: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

Customer Service, 5ePaul R. Timm 3

© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

“How likely is it that you would recommend this company to a friend or colleague?”

Page 4: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

4

Detractors Passively Promoters Satisfied

Page 5: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

NPS (Net Promoter Score): An excellent way to gather critical data about overall

customer loyaltyP - D = NPS

Total number of [P]romoters

Subtract the number of [D]etractors

The end number is your NPS

Page 6: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Companies have varying levels of commitment to feedback

Reluctant-compliant

Active listener

Metric-conscious

Page 7: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Increasing the number of complaints heard may be an effective strategy

Lack of feedback can indicate that something is preventing customers’ speaking out

Rewarding low complaint rates may give incentives for employees to ignore or discourage customer feedback

Page 8: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Feedback cards are an unproductive way to get feedback

Customers only fill out a card when they are very upset or very happy

Cards are not readily available

Cards have too many questions

Cards are too open ended

Page 9: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

Customer Service, 5ePaul R. Timm 9

© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Feedback cards are an unproductive way to get feedback

Customers may not know what to do with the cards

Customer doesn’t believe that you really want feedback

Card mixes marketing with customer service questions

Page 10: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

How we react to customer complaints determines whether we get additional “coaching”

The initial reaction is critical

Don’t justify or explain

Simply accept the criticism

You want to solve the problem

Page 11: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Four ways to proactively seek out customer feedback

Focus groups

Explorer groups

Surveys

Mystery shoppers

Page 12: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Focus groups gather unstructured information and opinions

Get a representative sample of customers

Use not fewer than five, not more than a dozen people

Reward participants for their time

Limit the time for the group

Record the entire session for analysis later

Page 13: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Explorer groups go to other businesses

They do not need to go only to competitors;

They are forms of observational research

Before you go, decide what you are looking for

Page 14: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Customer surveys work best with a random (or stratified random) sample

Random sample: any customer has an equal chance of being selected for the survey

Stratified random sample: anyone in a pre-selected category has an equal chance

Page 15: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Use surveys when customers have recently completed a transaction

Face-to-face surveys as they walk out of your office or store

Mail or email brief questionnaires

Written surveys that they can mail back later

Telephone customers at home or at work

Page 16: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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Upper Saddle River, NJ 07458. • All Rights Reserved.

Mystery shoppers visit or contact companies, posing as customers

Findings are used

In employee training materials

For improving the business

For improving product quality

To compare one location to another

Page 17: Get Customer Feedback Chapter 8. Customer Service, 5e Paul R. Timm 2 © 2011, 2008, 2005, 2001 Pearson Higher Education, Upper Saddle River, NJ 07458.

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© 2011, 2008, 2005, 2001 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.

Capturing and using feedback is critical to success. Managers can benefit from maintaining a complaint log to capture ideas from customers and others.