Customer Satisfaction and Customer Loyalty
What is the purpose of customer satisfaction analyses?
Are your customers satisfied? What are the most important factors that satisfy or even enthuse your customers? What are the greatest weaknesses in products and services that lead to customer dissatisfaction?
And – last but not least: How do you bind customers to your company? How do you create customer loyalty?
The answers to these questions are essential for successful company management – only satisfied customers stay loyal to the company, and only satisfied customers make recommendations and thus represent an important source of new customer acquisition.
A company that carries out customer satisfaction analyses can thus:
Monitor customer satisfaction and willingness to recommend over the course of time
Recognise important satisfaction and excitement factors
Eliminate customers’ central “pain points”
What possibilities for customer satisfaction analysis does intervista offer?
intervista develops individual, industry-specific sets of satisfaction indicators for you, then uses the data gathered to analyse the central drivers of your customers’ satisfaction and links these to other central loyalty indicators such as intentions to recommend or repeat custom.
Where required, we develop your company’s own indicator system for long-term tracking of customer satisfaction or we work with well-known systems, such as Net Promoter Score.
How do we gather the data? If you, as a company, have the contact details of your customers available, then we would gladly use these for data collection. If this is not the case, then the intervista Online Access Panel offers an excellent database for the purposes of identifying and questioning your company’s customers.
Below, you will find a selection of important processes:
Analysis of the Customer Satisfaction Drivers: Classic driver analyses offer a simple and comprehensible option to help you identify the areas where there is a pressing need for improvement in order to increase customer satisfaction. At the same time, it immediately becomes clear in which areas less investment needs to be made – either because the customers are already very satisfied or because the area is less important for customer satisfaction or is “only” a hygiene factor.
In the case presented, we recommend primarily the expansion of the online shop (4). In addition, quality improvements to the products are necessary (6, 7). The friendliness of the staff (1, 3) is a big plus in the sample company and should be maintained.
Kano Model: An alternative method with a somewhat different perspective on customer satisfaction is the model developed by Noriaki Kano.
Here, there is explicit differentiation between excitement factors and moments of frustration, and hygiene factors as naturally presupposed services of a product and/or a company are identified. The model differentiates in detail between:
(1) basic characteristics, which only lead to dissatisfaction when not met, (2) performance characteristics, which lead to customer satisfaction when they are met well, (3) enthusiasm characteristics, which the customer is not expecting and is pleasantly surprised by, (4) negligible characteristics with no positive or negative effects, and (not always included) (5) rejection characteristics.
Attribution Analysis: A process developed by intervista for the classification of excitement factors and frustration elements is attribution analysis, based on psychological attribution theories.
This type of analysis helps a great deal when it comes to understanding where the customer sees cause for a specific, emotionally judged experience with a company. This, in turn, helps in finding the right approach to further steps for the expansion of excitement experiences, but most importantly in the resolution of pain points. Negative customer experiences require very different measures of varying urgency, according to where the customer suspects the cause of such an experience is.
Net Promoter Score (NPS): The NPS is based on customers’ intention to recommend and is very easy to create. It is calculated using the difference between the proportions of the so-called “promoters” (people who are highly likely to recommend, 9 or 10 on an 11-point scale) and the “detractors” (people who are unlikely to recommend, 0 to 6 on the same 11-point scale).
As an established tool, the NPS is also very well suited to applying tracking to monitor the development of customer loyalty or benchmarking to draw comparisons between your company and your most important competitors.
intervista will guide you in the conception, choice of method, execution and evaluation of customer satisfaction and loyalty studies. We also support you with recommendations for action and in developing measures to act on the results accordingly.