- ALTERNATIVE DESIGNS AND METHODS FOR CUSTOMER SATISFACTION MEASUREMENT. - The purpose of this paper is to help customer survey process stakeholders understand some of the inherent tradeoffs of alternative survey methods. - The scope addresses factors including size of the customer population, strengths and weaknesses of alternate methods, survey response rates and resource constraints. - When taken with the information needs of the organization, these factors converge to suggest appropriate survey methods and designs that will facilitate an effective customer satisfaction measurement (CSM) process.. - Customer Satisfaction Measurement (CSM), research design, survey methods, response rates INTRODUCTION. - In addition to understanding the purpose and objectives for CSM (Israel, 2000), we can create a more effective CSM process by understanding the differences (tradeoffs and implications) between alternative research designs and survey methods. - However, we can choose a method well suited to a particular situation and an approach that ensures value exceeds costs of the feedback system.. - RESEARCH DESIGN ELEMENTS. - survey method selection. - Results from qualitative research may not be projected to all customers but is fundamental in determining which aspects of product and service delivery should be included as metrics in the CSM quantitative survey. - key service delivery processes – is another helpful way to identify customer requirements, and also provides focus on areas critical to customer satisfaction. - The types of customer surveys most often used for measuring customer satisfaction include general customer satisfaction tracking and transaction satisfaction tracking, determined by whether the population is defined in terms of customers or transactions. - New customer surveys help ensure customer relationships get off on the right foot (i.e., high initial quality), while lost customer surveys can help identify root causes of problems driving customers into the arms of the competition.. - The population may be all customers (N). - Actual survey samples are drawn from the lists of customers or transactions contained in the sample frame.. - Survey method selection (whether electronic, mail, phone, in-person, or some combination) may be made based on a number of factors. - In next few sections of the paper, the relative advantages and disadvantages of the alternative survey methods are presented and tradeoffs of important factors are explored.. - It is important that the survey conveys professionalism and sincerity to your customers. - Regardless of the type of CSM survey, questionnaires should include: quantitative metrics for both satisfaction outcomes and processes. - COMPARISON OF ALTERNATIVE SURVEY METHODS. - Several survey methods may be used to collect CSM data. - The following table highlights key advantages and disadvantages of alternative survey methods across a number of key survey comparison categories.. - category: Electronic Mail Phone In-person Hybrid Likely. - On review of the information in the table, in-person surveys are ranked best in all categories except cost. - Because costs are very high, in-person is often only practical when the desired sample size is relatively small, or when the value of a particular customer population warrants the additional expense. - In-person surveys can add extraordinary value in customer relationship management (CRM) initiatives (Israel, 1997).. - While response rates can vary widely, non-response bias is less a concern than it is for mail or electronic surveys (ASQ Quality Management Division, 1999). - Like in-person methods, quality for both quantitative and qualitative data (comments) is very high. - While still fairly expensive, phone surveys cost considerably less than in-person surveys. - When the customer perceives the products or services provided by your company as “less critical” than other key suppliers, phone surveys will be more successful than less obtrusive methods (mail / electronic).. - Poorly executed mail and electronic surveys commonly yield disappointing response rates (10%- 15. - However, there are many tactics that may be employed to improve response rates, both for mail surveys (Dillman, 1978) and electronic survey methods. - If provided, their comments may be vague or unspecific. - Survey length must be kept short in order to maintain reasonable response rates.. - Even if they do have access to email and the web, it is fairly common for company databases to be inaccurate or incomplete in fields like email address. - If email address information is lacking or not up-to-date, some customers will be excluded and survey results will be biased accordingly.. - For example, they can be sent a mail survey but a URL with the survey web address can be included in the cover letter.. - While the above factors may suggest a particular approach, it is very important to factor in some other key parameters. - Population size, desired sample size and required response rates may further influence the method selection decision.. - IMPACTS OF POPULATION, SAMPLE SIZE AND RESPONSE RATES. - In the section detailing research design elements, a brief overview of sample design was presented. - It is often more beneficial to target specific customer segments or groups according to the most critical information needs and specific survey objectives. - Second, should we attempt a sample or census? Third, if a sample, how big should the sample size be? Finally, how will method response rates affect the achieved sample?. - Please note that desired sample size depends on the needed precision (expected variation) and the level of acceptable sampling error. - Actual response rates will vary depending on the ways methods are deployed and should be expected to vary from one organization to another.. - Impacts of Population Size, Sample Size and Response Rates on Method Selection Sample Required. - Desired Sample Size (n). - In-person (80%). - Need 472 Meet target The shaded cells in the table highlight situations where it is unlikely that desired samples sizes could be achieved. - In other words, if we accept more variation in our results (expand allowable precision range) and accept higher levels of risk that our statistical inferences are incorrect (where á is probability of wrong conclusion), the effect is to reduce the required sample size. - We can conclude that when dealing with small customer populations (including core segments) we may have no choice but to select a method that facilitates higher survey response rates. - In addition, this table underscores the value of making extra effort to increase response rates, especially in the case of small populations.. - NON-RESPONSE BIAS CONCERNS. - (telephone and in-person) always enjoy the highest response rates. - Those in the middle may feel less compelled to respond. - Phone and in-person surveys remove most of this potential bias from non-response. - For non-core suppliers, short telephone surveys may be the best approach.. - In-person surveys can often yield response rates of 80. - The in-person methodology is efficient if there are multiple stakeholders (purchasing, manufacturing, quality) whose perceptions should be included to assess satisfaction of the organization at-large. - Since out-of-town travel will be required, it is ideal if all stakeholder interviews can be scheduled on the same day or on consecutive days. - With telephone surveys, the highest response rates are attained with surveys of less than ten minutes. - In our experience the key to higher response rates is the amount of effort the research supplier is willing to expend to complete an interview. - It is common research industry practice to replace a target respondent after three attempts for consumer surveys and after five attempts for business surveys. - Our results for business surveys have often succeeded in attaining response rates of 60. - With very small samples, it is also helpful to send an advance letter to target respondents so they will be expecting the call for the survey interview.. - In the past, the biggest limitation has been the lack of universal access among customers. - Our experience suggests that response rates will be slightly lower than for similarly executed mail designs. - Five to ten minutes later their responses may be in your email inbox. - Within another week you will have received most of the surveys that will be returned. - Total cycle time from start to finish for data collection is only two to three weeks! Again, incentives may help boost response rates.. - It is implicit that the value of the CSM system needs to exceed the costs to deploy and sustain it. - One tactic to reduce sample size (without impacting statistical validity) is to focus on core customer populations instead of all customers. - When CSM is outsourced to external research suppliers, there may be a tendency to go with low bidders. - but reality may be quite different. - It takes considerably more effort to achieve high response rates. - If you feel response rates are important for your customer population, ask suppliers about expected response rates, and what steps they take to minimize non-response.. - Whether you outsource all CSM activities or implement all phases with internal resources, take time in your resource planning to understand the skill sets and stakeholders that will be involved with the CSM process. - If you plan to conduct telephone or in-person interviews internally, be sure to provide the training and autonomy needed to obtain unbiased and professional results. - There is no one “best method”, or for that matter, one “best research design” approach for customer satisfaction measurement. - In the end, the cost versus the value of the information should dictate CSM form and function for each organization. - It is critically important to be clear on both the information needs and how results will be used for improvement. - In addition, clarity on the key factors impacting CSM designs and methods (and the resulting tradeoffs) facilitates the creation of an effective approach, one that will succeed in attaining the objectives of the organization.. - Mail and Telephone Surveys – The Total Design Method. - “Enhance Your Quality System With Customer Satisfaction Measurement.”. - “Increasing the Power of Customer Satisfaction Measurement – Barrier Surveys Facilitate Improvement Breakthroughs And Customer Focus.” ASQC Customer- Supplier Division Fall Conference. - “Steps to Create A Successful Customer Satisfaction Measurement System.”. - Customer Satisfaction Measurement Simplified: A Step-by-Step Guide for ISO 9001:2000 Certification. - Jeff Israel is the founding Principal of SatisFaction Strategies, LLC, a consulting firm specializing in the design and improvement of customer satisfaction measurement and feedback systems. - He has more than 20 years experience in customer satisfaction and service quality research, serving a broad range of industries.. - Jeff is also is a member of the American Marketing and Business Marketing Associations.. - Jeff frequently speaks on customer satisfaction topics and has written and presented six papers on customer satisfaction, performance improvement and improving customer relationships.. - Recently, Jeff authored several chapters of The Certified Quality Manager Handbook (Quality Press), published by the Quality Management Division in 1999. - In 2000, he received the Customer-Supplier Division’s R. - Maass Award for his publications and presentations in the area of customer-supplier relations. - The papers authored and cited by Jeff in this paper may be accessed and downloaded from www.satisfactionstrategies.com
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