Blog Post

Putting “Action” in Customer Satisfaction Measurement

Customer satisfaction (C-Sat) measurement isn’t about arriving at an accurate number or percentage; it’s about capturing customer sentiment and acting on it to continuously enhance the customer experience. Many contact centers pat themselves on the back for merely having a C-Sat measurement process in place. They’re happy to capture stats but fail to track how effectively the C-Sat process drives improvement, loyalty and revenue.

I’m less impressed by a contact center that sustains a 90 percent C-Sat rate than I am by a center that can show how it used customer feedback to move from a 75 percent rate to an 85 percent one. C-Sat is about action and movement.

But forget about impressing me; you need to impress your customers. To do so you’ll want to embrace three features of the most active and dynamic C-Sat measurement programs, highlighted here.

Timely and concise post-contact surveys. You can’t capture actionable customer feedback without a solid C-Sat survey process in place. The best contact centers administer a post-contact transactional survey via email, IVR or live phone immediately (or very soon) after the customer interaction has taken place – asking no fewer than four to five questions and no more than eight to nine questions, with options to provide open-ended qualitative comments.

While specific questions will vary from center to center, top-notch surveys ask customers to rate how satisfied they were with: 1) their overall service experience; 2) the agent’s knowledge/competency level; and 3) the agent’s professionalism/courtesy.

Another important question to address is whether or not the customer’s issue was resolved, as this helps the center to gauge first-call resolution – an important metric. Some centers also include a net promoter score (NPS) question in their post-contact C-Sat survey.

Real-time “disgruntled customer” alerts. Thanks to the immediacy of today’s survey solutions, contact centers can stay on top of and quickly recover from customer-threatening issues and incidents. Smart centers have incorporated real-time alerts into their C-Sat survey process to ensure that highly dissatisfied customers receive immediate attention.

Let’s say a recent caller completes a survey in which he compares his service experience unfavorably to oral surgery. With an alert system in place, the contact center’s Recovery Team receives a “danger, danger” ding, listens to a recording of the call to see what all the hubbub is about, then contacts the customer to apologize and shamelessly beg for forgiveness.

Experts say that such personalized attention following a service mishap makes customers feel better about the brand than if the mishap hadn’t occurred in the first place. I’m not suggesting that you and your agents screw up on purpose, but make sure you take advantage of the situation when you do.

Use of C-Sat survey results to optimize service and offerings. As important as it is to use survey feedback to recover quickly from bad customer experiences, it’s even more important to such data to continuously improve service and provide better, more personalized offerings.

Careful analysis of survey results reveals what customers like, dislike and despise about your brand, your products, your agents and your on-hold music. Root-cause analysis can help uncover common problems with processes, workflows and performance that can be remedied by canning everybody in your IT and Training departments.

It’s okay to celebrate a high C-Sat score now and again; just remember that C-Sat is not just a stat to be measured, but rather a sentiment to be understood – and acted upon.

 

About the author

Author of Full Contact: Contact Center Practices and Strategies that Make an Impact. He has written hundreds of feature articles, case studies, blog posts and research reports on contact center best practices trends and challenges. He is founder and principal of Off Center, which provides a variety of resources to educate, inspire and entertain contact center professionals. Levin is the former editor of ICMI’s pioneering publication Service Level Newsletter, as well as its highly regarded follow-up journal Call Center Management Review.

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