Customer Satisfaction Measurement

Learn how best-practice organizations share ways to develop and implement improved customer satisfaction measurement (CSM) processes that link to broader quality-related processes and corporate mission statements in Customer Satisfaction Measurement. Discover strategic issues, CSM implementation, organizational issues, CSM methodology, and links from CSM to business results and processes. Examine other emerging trends from the study data, including cost-benefit analysis, customer value, organizational buy-in, and employee performance and business results.

KEY FINDINGS

• A "higher vision" of customer satisfaction distinguishes successful customer satisfaction programs.
• A strong customer focus and high level of customer interaction underlie successful customer satisfaction measurement processes.
• Partner organizations followed two models of implementation: "founding principle" and "evolution."
• Partner organizations identified several barriers to successful implementation of their CSM programs.
• Partner organizations emphasized the need to create a "compelling vision" of the CSM program to sell it to their organizations.
• Most partner organizations used outside consultants at the outset of their CSM programs.
• Successful CSM programs planned the involvement of key players and customers from the beginning.
• Best-practice CSM programs are well-resourced and strive for support from senior management.
• Staff members are held accountable and rewarded for customer satisfaction program performance and results.
• Successful programs tailor research tools to reach a diverse customer base.
• Data systems of successful CSM programs are integrated and coordinated to gather, analyze, and disseminate information.
• Strong qualitative and quantitative analyses are key tools for a responsive CSM program.
• Best-practice CSM programs analyze CSM results and link or correlate to business results.
• CSM results are disseminated and linked to internal processes and improvement measures.