1. Customer Satisfaction
• Think of an incident in which you were
“surprised and delighted” as a satisfied
customer. How did that happen?
• Think of another situation where you
“Another satisfied
were very disappointed as a customer,
customer!”
and you did not return or you told others
about your negative experience. How did
that happen?
2. Customer satisfaction means money!
• The lifetime value of a supermarket customer is estimated
at $250,000
• IBM in Rochester, Minn., calculates that a 1 percent
increase in customer satisfaction is worth $257 million in
additional revenues over five years.
• Marriott found that each percentage point increased in the
customer-wide satisfaction measure of intent-to-return was
worth some $50 million in revenues.
• A study in the Harvard Business Review showed that just a 5 percent
increase in customer retention boosts profits by 25 percent to 125 percent.
• Winners of the Malcolm Baldrige National Quality Award ( heavily oriented
toward customer satisfaction) outperform the Standard & Poor's 500-stock
index by 3:1 in ROI
• Sears, Roebuck operates on a financial model which shows that a 5 point
improvement in employee attitudes will drive a 1.3 point improvement in
customer satisfaction, which in turn will drive a 0.5 percent improvement in
revenue growth. The model also established that 4 percent improvement in
customer satisfaction translates into more than $200 million in additional
revenues.
3. Customer (dis)satisfaction
• the average business loses 10-30% of its customers
each year (without knowing which, when or why lost)
• it’s more costly to win a new customer than to lose an
existing one (5-7 times greater); it takes 12 positive
incidents to make up for a negative one
• Customers are three times more likely than service
providers to recall the quality of the personal element in
a transaction
• 96% of dissatisfied customers never complain to the business, but 91% will not
make return purchases
• 70-85% of dissatisfaction is due to customer service not product; 68% of customers
who stop buying do so because they perceive an employee as discourteous or
indifferent
• dissatisfied customers on average tell 12 friends of the poor service; satisfied
people tell 5 friends (2:1 ratio)
• 70% will return if complaint is resolved, and 95% of customers would do business
again if a problem is resolved quickly and effectively
• highly effective companies spend 10% of their operations budget on fixing problems
related to customer complaints; ineffective ones spend 40%
4. More (dis)satisfaction Facts
People who complain are generally younger, have higher
incomes, are better educated, have more experience with
the product, are less brand loyal, and may have higher
expectations
• For every complaint there are an estimated 25 unnoted complaints
• 75% of complaints reported to front line person do not get reported to
management
• Only 20% of complaints are directed to the manager by customers
• 800# doubles calls to corporate, but only 1 per 100/500 get addressed by a
senior executive
• Quick resolution results in higher satisfaction & loyalty than multiple contacts
• losing customers is strongly related to employee turnover; Fortune magazine
found that the companies with the happiest employees also produced the
highest returns to shareholders by a substantial margin, 27.5 percent vs. 17.3
percent for run-of-the-mill companies.
5. General Measures in a Customer Satisfaction Survey
Product Use Message and Package Evaluation
•Frequency of product use • Packaging size, design
•Primary use location • Advertising Promise, message fulfillment
•Primary precipitating events or situations for evaluation
product use or need
•Usage rates and trends Value Analysis
• Expectation of price
Product Familiarity • Expectation of relative price (full price, on sale)
•Degree of actual product use familiarity • Current price paid
•Knowledge (read product information, read
product label, etc.) Satisfaction Measurements
•Knowledge and Involvement with product and • Overall Satisfaction
the purchase process • Reasons for Satisfaction Evaluation
•Awareness of other brands • Satisfaction with attributes, features, benefits
•Reasons for original product purchase • Satisfaction with use
(selection reasons) • Expected and Ideal Satisfaction-Performance
•Primary benefits sought from the product Measures
Product Evaluation • Likelihood of recommending
•Attribute evaluation matrix: (quality, price, trust, • Likelihood of repurchasing
importance, performance, value)
•Perceived benefit associations matrix
Importance, performance
•Identification of primary benefits sought
Comparison to other brands (better, worse)
•What is the best thing about the brand, what
could be done better
6. Customer complaint activity is
Perceived value is measured
measured as the percentage of respondents
ACSI through overall price given quality
who reported a problem with the measured
and overall quality given price; it
Components has somewhat less impact on
companies’ product or service within a
(American specified time frame; it has an inverse
satisfaction and repeat purchase.
Customer relationship to customer complaints.
Satisfaction Index)
Perceived quality
refers to overall quality,
reliability, and the extent
to which a product or
service meets the
customer’s needs; this
shows the greatest impact
on customer satisfaction.
Customer expectations Customer Loyalty is measured by
influence the evaluation of likelihood to purchase a company’s products
quality and forecast (from or services at various price points. Customer
customers’ pre-purchase satisfaction has a positive effect on retention,
perspective) how well the but the magnitude of that effect varies greatly
product or service will perform. across companies and industries.
7. Customer hopes &
asks but doesn’t
Customer tells what expect; if met then
is important; delighted. Unlikely to
satisfaction vs. cause dissatisfaction.
dissatisfaction if Build customer loyalty
met
Benefits above &
beyond expectations;
identify and suggest
innovations with new
Meeting basic respect products
& courtesy needs;
dissatisfaction if not
met; indifference if met
8. Some key points on developing loyalty
• Since what was once unexpected/unstated becomes
expected/stated, you must keep innovating
• Performance excellence occurs by design, not
default
• All parts of the organization are part of creating
customer loyalty
• Reliability: Keeping your promise, doing what you said you will do. Doing things
right the first time.
• Assurance: Making the customer feel safe in their dealings with you, being
thoroughly professional and ethical.
• Tangibles: How the product/service looks to the client, the appearance of
personnel and equipment, etc.
• Empathy: The degree to which the organization and service personnel
understand the individual client and their needs, the ability to adapt the service to
each client, the willingness to 'go the extra' for the client.
• Responsiveness: The availability, accessibility and timeliness of the service.
The ability to respond to enquiries and complaints in a timely fashion.
Parasuraman, A., Zeithaml, V., & Berry L. (1984, August). A conceptual model of service quality and Its implications for future
research. Cambridge, MA: Marketing Science Institute.
9. Pampering Customer Loyalty
Proctor & Gamble's Pampers product had 13%
market share in Hong Kong. They went on a
massive campaign to gather the names and
addresses of mothers and babies through
highly successful cash back sales promotion
activities. To get the cash back, mothers had
to write in with full name and address details,
as well as the babies birth date and sex. Using this
information they wrote to the mothers on a quarterly basis, telling them
of their babies growth and what to expect at the various stages. They
also sent out discount vouchers when it was time to buy the next size
up, so that the nappies always performed well.
Within 14 months (the fifth cycle of the ever-growing list of mothers)
Pampers had moved to the number one position with 49% market
share. Each percentage point was worth US$1million over the life usage
of the product. That's $29mil just by staying in touch with the same
base, within 3 months over and over.
11. Basic design of the Hierarchical Values Map
for Means-Ends Chain Analysis
Values: abstract consequences, valued end-goals:
• I am helpful & caring
Psychosocial consequences: psychological & social outcomes
• I can tell others
Functional consequences: tangible outcomes of product use
• gives me useful information
Attributes: product characteristics & features
• Editorial content & articles
“Why is it important?
What does it give to you?
What is negative about it?
What do you want to avoid”
18. Laddering practice:
• form pairs (or triads) and take turns constructing
value ladders for each other’s purchases
• identify some product you purchase to which you
have had some degree of brand loyalty over the years.
• start by describing the attributes of the product
• then link those to the benefits you obtain from it
• then link to the (instrumental) values it satisfies
• and finally, link to the terminal values it supports
20. Key Elements of the Balanced Scorecard
Financial
n
Perspective tio
sfac
S ati
Customer er
Perspective s tom
Cu
Operations
Perspective
Learning & Growth
Perspective
21. Higher Profit Margins!!!
• < price elasticity (tolerate price increases)
• < transaction costs (not spend as much to attract new customers)
• < product failure costs
• < resources due to handling & returning
• < reworking defective items, handling complaints
• Increased Word of Mouth
• > reputation of business
• Repeat Sales
• > effective advertising
• > frequent purchases
• help introduce new products via instant awareness
• > purchase volume
• lower buyer’s risk of trial
• > other goods/services
• + relationship with key suppliers, distributors & allies
• < switching
• enhance halo effect
• insulate against short term adverse events
Customer Satisfaction
22. Price change causes
Price Elasticity change in demand
Factors Affecting the Price Elasticity of Demand
• Availability of substitutes: the more possible
substitutes, the greater the elasticity.
• Degree of necessity or luxury: luxury products
tend to have greater elasticity. Some products that
initially have a low degree of necessity are habit forming and can
become "necessities" to some consumers.
• Proportion of the purchaser's budget consumed by the item: products
that consume a large portion of the purchaser's budget tend to have
greater elasticity.
• Time period considered: elasticity tends to be greater over the long
run because consumers have more time to adjust their behavior.
• Permanent or temporary price change: a one-day sale will elicit a
different response than a permanent price decrease.
• Price points: decreasing the price from $2.00 to $1.99 may elicit a
greater response than decreasing it from $1.99 to $1.98.
23. American Customer
Satisfaction Index,
is based on a quarterly
survey by the National Quality
Research Center at the
University of Michigan
business school, in
partnership with the
American Society for Quality,
a professional group in
Milwaukee, and Foresee
Results, an Internet tracking
firm. It focuses on different
sectors of the economy
ranging from autos to
household appliances to
government services to
grocery items.
ACSI results provide:
• an economic indicator of the quality of economic output
• calculation of the net present value of their company’s
customer base as an asset over time
• information for strategic business applications
• a predictor of consumer spending & corporate earnings
