In an article published by Customer Think, author John Goodman explains the key differentiators between companies that move the needle following investments in customer surveys and those companies that do not.
John also provides a framework for the various types of customer surveys to allow clear understanding of focus and purpose, identifies which ones are relevant to the customer feedback process, how to create a baseline, and how to track progress, who should be part of the survey team, and much more.
Learn how to get executive buy-in to KPIs and to keep the same objective for at least six years. Turning data into an action plan where performance accountability is assigned to staff is essential for progress.
Sixteen best practices for survey execution will ensure you field surveys and deliver an impactful product like a seasoned professional.
In reading the article, it becomes clear that simple surveys that offer scores are largely a waste of time, and that poorly engineered and executed surveys turn off employees who wind up discounting the data and estrange customers who conclude your business does not value them or their time.
On the other hand, a well-conceived and actionable survey on which changes are made generates surprisingly positive feedback from customers.
READ the full article here.
