CUSTOMER SATISFACTION

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 1. CUSTOMER SATISFACTION
Customer satisfaction, a business term, is a measure of how products and services
supplied by a company meet or surpass customer expectation. It is seen as a key
performance indicator within business and is part of the four perspectives of a Balanced
Scorecard.
In a competitive marketplace where businesses compete for customers, customer
satisfaction is seen as a key differentiator and increasingly has become a key element of
business strategy.
There is a substantial body of empirical literature that establishes the benefits of customer
satisfaction for firms.

1.1 Measuring customer satisfaction

Organizations are increasingly interested in retaining existing customers while targeting
non-customers; measuring customer satisfaction provides an indication of how successful
the organization is at providing products and/or services to the marketplace.
Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and product/service to
product/service. The state of satisfaction depends on a number of both psychological and
physical variables which correlate with satisfaction behaviors such as return and
recommend rate. The level of satisfaction can also vary depending on other options the
customer may have and other products against which the customer can compare the
organization's products.
Because satisfaction is basically a psychological state, care should be taken in the effort
of quantitative measurement, although a large quantity of research in this area has
recently been developed. Work done by Berry (Bart Allen) and Brodeur between 1990
and 1998 defined ten 'Quality Values' which influence satisfaction behavior, further
expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten
domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access,
Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment
to the Customer and Innovation. These factors are emphasized for continuous
improvement and organizational change measurement and are most often utilized to
develop the architecture for satisfaction measurement as an integrated model. Work done
by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the
basis for the measurement of customer satisfaction with a service by using the gap
between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective and
quantitative in nature. Work done by Cronin and Taylor propose the
"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,
Zeithaml and Berry as two different measures (perception and expectation of
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performance) into a single measurement of performance according to expectation.
According to Garbrand, customer satisfaction equals perception of performance divided
by expectation of performance.
The usual measures of customer satisfaction involve a survey [4] with a set of statements
using a Likert Technique or scale. The customer is asked to evaluate each statement and
in term of their perception and expectation of performance of the organization being
measured.

1.2 Methodologies
American Customer Satisfaction Index (ACSI) is a scientific standard of customer
satisfaction. Academic research has shown that the national ACSI score is a strong
predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of
Personal Consumption Expenditure (PCE) growth. On the microeconomic level, research
has shown that ACSI data predicts stock market performance, both for market indices and
for individually traded companies. Increasing ACSI scores has been shown to predict
loyalty, word-of-mouth recommendations, and purchase behavior. The ACSI measures
customer satisfaction annually for more than 200 companies in 43 industries and 10
economic sectors. In addition to quarterly reports, the ACSI methodology can be applied
to private sector companies and government agencies in order to improve loyalty and
purchase intent. Two companies have been licensed to apply the methodology of the
ACSI for both the private and public sector: CFI Group, Inc.applies the methodology of
the ACSI offline, and Foresee Results applies the ACSI to websites and other online
initiatives
The Kano model is a theory of product development and customer satisfaction developed
in the 1980s by Professor Noriaki Kano that classifies customer preferences into five
categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model
offers some insight into the product attributes which are perceived to be important to
customers. Kano also produced a methodology for mapping consumer responses to
questionnaires onto his model.
SERVQUAL or RATER is a service-quality framework that has been incorporated into
customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction
Barometer to indicate the gap between customer expectations and experience.
J.D. Power and Associates provides another measure of customer satisfaction, known for
its top-box approach and automotive industry rankings. J.D. Power and Associates'
marketing research consists primarily of consumer surveys and is publicly known for the
value of its product awards.
Other research and consulting firms have customer satisfaction solutions as well. These
include A.T. Kearney's Customer Satisfaction Audit process[6], which incorporates the
Stages of Excellence framework and which helps define a company’s status against eight
critically identified dimens

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1.3 Improving Customer Satisfaction
Published standards exist to help organizations develop their current levels of customer
satisfaction. The International Customer Service Institute (TICSI) has released The
International Customer Service Standard (TICSS). TICSS enables organizations to focus
their attention on delivering excellence in the management of customer service, whilst at
the same time providing recognition of success through a 3rd Party registration scheme.
TICSS focuses an organization’s attention on delivering increased customer satisfaction
by helping the organization through a Service Quality Model.
TICSS Service Quality Model uses the 5 P's - Policy, Processes, People, Premises,
Product/Services, as well as performance measurement. The implementation of a
customer service standard should lead to higher levels of customer satisfaction, which in
turn influences customer retention and customer loyalty.

2. CUSTOMER SATISFACTION RESEARCH

Customer satisfaction research is that area of marketing research which focuses on
customers' perceptions with their shopping or purchase experience.
Many firms are interested in understanding what their customers thought about their
shopping or purchase experience, because finding new customers is generally more costly
and difficult that servicing existing or repeat customers.
Many people are familiar with "business to customer" (B2C) or retail-level research, but
there are also many "business to business" (B2B) or wholesale-level projects
commissioned as well.

2.1 Types of research

2.1.1 Descriptive or documentary research

Many customer satisfaction studies are intentionally or unintentionally only "descriptive"
in nature because they simply provide a snapshot in time of customer attitudes. If the
study instrument is administered to groups of customers periodically, then a descriptive

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picture of customer satisfaction through time can be developed (this is a type of
"tracking" study).

2.1.2 Inferential or models-based research

Beyond documentary types of work are studies that attempt to provide an understanding
of why customers have the perceptions they do and what may be done to change those
perceptions. While models-based studies also provide snapshots of customer attitudes, the
results of these studies are more powerful because they present the firm with
recommendations on how to improve customer satisfaction. Frequently, these studies also
provide firms with a prioritization of the various recommended actions. Inferential
studies can also be conducted as tracking studies. When this is done, the firm can gain
insight into how the drivers of customer satisfaction are changing in addition to
documenting the levels and areas of customer satisfaction.

2.2 Methods

2.2.1 Quantitative Research Studies

Quantitative studies allow a firm to develop an understanding of the "big picture" of their
customers' experiences based upon a relatively small number of interviews. This
"sample" of the firm's customers must be carefully designed and drawn if the results of
the study are to be considered representative of the customer population as a whole. In
most cases, the results of quantitative studies are based upon the responses of a relatively
"large" number of interviews. Depending upon the size of the population and the amount
of segmentation desired, "large" can be as few as 50 responses or range from several
hundred to thousands of interviews. Mail-based, telephone-based, and (more recently)
Internet-based surveys and related data collection methods.

2.2.2 Qualitative Research Studies

Qualitative studies are used by firms to provide a more detailed and/or unconstrained
understanding of customer experiences. In most cases, the results of qualitative studies
are based upon dozens of interviews. Qualitative studies are not designed to provide
insights that are projectable to the customer population: qualitative studies are used for
initial exploration of experiences and topics or to probe more deeply the reasons behind
customer perceptions. Focus groups (group depth interviews) and "one-on-ones"
(individual depth interviews) are common examples of qualitative studies.

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 3. CUSTOMER SATISFACTION IN 7 STEPS
1. Encourage Face-to-Face Dealings
This is the most daunting and downright scary part of interacting with a customer. If
you're not used to this sort of thing it can be a pretty nerve-wracking experience. Rest
assured, though, it does get easier over time. It's important to meet your customers face to
face at least once or even twice during the course of a project.
My experience has shown that a client finds it easier to relate to and work with someone
they've actually met in person, rather than a voice on the phone or someone typing into an
email or messenger program. When you do meet them, be calm, confident and above all,
take time to ask them what they need. i believe that if a potential client spends over half
the meeting doing the talking, you're well on your way to a sale.

2. Respond to Messages Promptly & Keep Your Clients Informed

This goes without saying really. We all know how annoying it is to wait days for a
response to an email or phone call. It might not always be practical to deal with all
customers' queries within the space of a few hours, but at least email or call them back
and let them know you've received their message and you'll contact them about it as soon
as possible. Even if you're not able to solve a problem right away, let the customer know
you're working on it.
A good example of this is my Web host. They've had some trouble with server hardware which
has caused a fair bit of downtime lately. At every step along the way I was emailed and told
exactly what was going on, why things were going wrong, and how long it would be before they
were working again. They also apologised repeatedly, which was nice. Now if they server had
just gone down with no explanation I think I'd have been pretty annoyed and may have moved my
business elsewhere. But because they took time to keep me informed, it didn't seem so bad, and I
at least knew they were doing something about the problems. That to me is a prime example of
customer service.

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3. Be Friendly and Approachable
A fellow SitePointer once told me that you can hear a smile through the phone. This is
very true. It's very important to be friendly, courteous and to make your clients feel like
you're their friend and you're there to help them out. There will be times when you want
to beat your clients over the head repeatedly with a blunt object - it happens to all of us.
It's vital that you keep a clear head, respond to your clients' wishes as best you can, and at
all times remain polite and courteous.

4. Have a Clearly-Defined Customer Service Policy

This may not be too important when you're just starting out, but a clearly defined
customer service policy is going to save you a lot of time and effort in the long run. If a
customer has a problem, what should they do? If the first option doesn't work, then what?
Should they contact different people for billing and technical enquiries? If they're not
satisfied with any aspect of your customer service, who should they tell?
There's nothing more annoying for a client than being passed from person to person, or
not knowing who to turn to. Making sure they know exactly what to do at each stage of
their enquiry should be of utmost importance. So make sure your customer service policy
is present on your site -- and anywhere else it may be useful.

5. Attention to Detail (also known as 'The Little Niceties')

Have you ever received a Happy Birthday email or card from a company you were a
client of? Have you ever had a personalised sign-up confirmation email for a service that
you could tell was typed from scratch? These little niceties can be time consuming and
aren't always cost effective, but remember to do them.
Even if it's as small as sending a Happy Holidays email to all your customers, it's
something. It shows you care; it shows there are real people on the other end of that
screen or telephone; and most importantly, it makes the customer feel welcomed, wanted
and valued.

6. Anticipate Your Client's Needs & Go Out Of Your Way to Help

Them Out
Sometimes this is easier said than done! However, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
Take this as an example: you're working on the front-end for your client's exciting new
ecommerce endeavour. You have all the images, originals and files backed up on your
desktop computer and the site is going really well. During a meeting with your client
he/she happens to mention a hard-copy brochure their internal marketing people are
developing. As if by magic, a couple of weeks later a CD-ROM arrives on their doorstep
complete with high resolution versions of all the images you've used on the site. A note
accompanies it which reads:

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"Hi, you mentioned a hard-copy brochure you were working on and I wanted to provide
you with large-scale copies of the graphics I've used on the site. Hopefully you'll be able
to make use of some in your brochure."

Your client is heartily impressed, and remarks to his colleagues and friends how very
helpful and considerate his Web designers are. Meanwhile, in your office, you lay back in
your chair drinking your 7th cup of coffee that morning, safe in the knowledge this happy
customer will send several referrals your way.

7. Honour Your Promises

It's possible this is the most important point in this article. The simple message: when you
promise something, deliver. The most common example here is project delivery dates.
Clients don't like to be disappointed. Sometimes, something may not get done, or you
might miss a deadline through no fault of your own. Projects can be late, technology can
fail and sub-contractors don't always deliver on time. In this case a quick apology and
assurance it'll be ready ASAP wouldn't go amiss.

3.1 Conclusion
Customer service, like any aspect of business, is a practiced art that takes time and effort
to master. All you need to do to achieve this is to stop and switch roles with the customer.
What would you want from your business if you were the client? How would you want to
be treated? Treat your customers like your friends and they'll always come back.
“A customer is the most important visitor on our premises, he is not dependent on us. We
are dependent on him. He is not an interruption in our work. He is the purpose of it. He is
not an outsider in our business. He is part of it. We are not doing him a favor by serving
him. He is doing us a favor by giving us an opportunity to do so.” –Gandhi

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 CUSTOMER FOCUS

4. THE CUSTOMER FOCUS

Customer service training for companies who want to create a stronger service
culture that builds loyal relationships with their customers and a better
environment for their employees.

Welcome to The Customer Focus website. The programs focus on customer service
training, and were created to help develop a mindset dedicated to delivering outstanding
customer service to both external and internal customers. A by-product of this customer
service training program is that it helps build employee loyalty and a better working
environment.

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The fundamental purpose of a business is to satisfy customer/client needs at a profit.
Your company can only benefit from a strong customer service culture. Satisfied
customers are converted to loyal customers. More sales come from existing customers.
You customers become your advocates, creating excellent word of mouth advertising.
And, much more. The bottom line is increased revenue.

Shep Hyken, the creator of The Customer Focus programs, has been working with
companies in the area of customer service and loyalty since 1983. It has taken years to
develop the content that goes into The Customer Focus programs. The concepts,
strategies and exercises are facilitated by professional trainers that have been approved to
present the programs. The Customer Focus is a process that will require the commitment
and dedication of every employee in a company.

Click here to learn more about what The Customer Focus is all about. Or, call us at
(314)692-2200 and have a short conversation with us. Within ten minutes we will
determine if The Customer Focus program is right for you and/or your organization.

4.1 What is The Customer Focus?

The Customer Focus™ (TCF) programs are powerful customer service training
workshops. There are several options (Click here to view TCF options.) to consider.
The most popular option is to bring TCF direct to your company in the form of a four-
part workshop series or one-day seminar. However, all of the TCF programs have similar
results – to create and sustain a culture that gets every employee to recognize the value of
providing excellent customer service to both internal and external customers.

The success of the TCF program is based on continuity of information flowing to the
participant over an extended period of time. With the exception of the one-day
workshop, most of the TCF programs consist of four “classroom” sessions with simple,
yet effective, exercises/homework in between each session. These sessions will inspire,
motivate and educate. Following the sessions, including the one-day workshop, there
will be at least six months of weekly
tips and articles that reinforce the overall message of customer and internal service. In
addition, we can help you create a simple program that recognizes participation and
success. This gives longevity to the program and the feeling that even though the
“classroom” sessions are over, the customer service training continues.

Throughout the sessions the participants will learn to understand their role in the
company’s overall customer service and customer loyalty strategy. They will completely
understand how their department and individual responsibilities impact the customer.

Participants will become aware of the many opportunities they have to make positive

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impressions (Moments of Magic™) with both their outside and internal customers.

Participants will learn to enhance the experience that both customers and fellow
employees have with the company.

One of the by-products of the TCF sessions is a stronger sense of teamwork and
cooperation between employees and departments.

Participants will develop a mindset that will help solve problems and complaints for both
outside and internal customers. They will help save defecting customers as they learn
how to turn Moments of Misery™ into Moments of Magic™.

The bottom line is that participants will, through specific techniques and awareness, help
to raise the bar on the company’s overall customer service strategies. The program will
help create and sustain a culture that gets every employee to recognize the value of
providing excellent service to both internal and external customers. This is customer
service training at its best!

4.2 That is what The Customer Focus program is all about!

What is Customer Focus?

• Customer Focus is about getting input from the customer far in advance of the
sale - perhaps even before the product or service is designed.
• Customer Focus is about getting all employees to look at their job through the
eyes of the customer.
• Customer Focus is about adding value at all levels of the organization - not just
sales and customer service.
• Customer Focus is NOT customer service...let us show you why Customer
Service is NOT a Competitive advantage in today's marketplace and why
Customer Focus IS...
• .“This workshop gave me skills I can use in every aspect of my job. It will make
me a better employee and I will focus more on customers internally and
externally.”
4.3 Customer Focus Research
What make one document more customer focused than another document? Doindividuals
perceive customer focus differently? Do individuals with differentcultural backgrounds,
different training, or different work experience perceivecustomer focus differently?

Before I answer those questions, I need to define style versus tone in a document.Style
refers to the choices that the writer makes. Tone is the impact on the reader. Style choices
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include word choice, sentence structure and length, organization, graphics, and the page
and document design. Customer focus is an element of tone; it’s the impact of your style
choices on the reader. So we are really asking: What style choices should I make as a
writer or speaker, to give my document or presentation a customer-focused tone?

To determine what prompts readers to see one document as being customer focused, I
asked individuals to rank the customer focus of five documents. The base document was
a two-page executive summary for a sales proposal. For each of the five documents, the
appearance and content were the same while the organization and the writing varied. In
other words, the objective of the experiment was to determine what style choices affected
the perceived customer focus of a document. To date, more than 2000 individuals from
26 different countries have ranked the customer focus of these five documents. The
results have been consistent across cultures:

1st 70% ranked the same document as most customer focused

2nd 70% ranked the same document as least customer focused

3rd The composite ordinal ranking was consistent across groups and cultures

4th Most participants could cite only one or two aspects of the writing to support their
ranking

CUSTOMER RELATIONSHIP
MANAGEMENT

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 5. CUSTOMER RELATIONSHIP MANAGEMENT

CRM (customer relationship management) is an information industry term for

methodologies, software, and usually Internet capabilities that help an enterprise manage
customer relationships in an organized way. For example, an enterprise might build a
database about its customers that described relationships in sufficient detail so that
management, salespeople, people providing service, and perhaps the customer directly
could access information, match customer needs with product plans and offerings, remind
customers of service requirements, know what other products a customer had purchased,
and so forth.
According to one industry view, CRM consists of:
• Helping an enterprise to enable its marketing departments to identify and target
their best customers, manage marketing campaigns with clear goals and
objectives, and generate quality leads for the sales team.

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 • Assisting the organization to improve telesales, account, and sales management
by optimizing information shared by multiple employees, and streamlining
existing processes (for example, taking orders using mobile devices)
• Allowing the formation of individualized relationships with customers, with the
aim of improving customer satisfaction and maximizing profits; identifying the
most profitable customers and providing them the highest level of service.
• Providing employees with the information and processes necessary to know their
customers, understand their needs, and effectively build relationships between the
company, its customer base, and distribution partners.
CRM--Customer Relationship Management--has entered the mainstream. Despite the
uncertainty of the economy, CRM is being thrust into corporate budgets and talked about
as a critical initiative by hundreds of Fortune 1,000 and tens of thousands of other
companies. It has gone from being an important edge in the business world to a necessary
tool for survival. The notion of the customer as king or queen is once again the rule. How
you treat this is a mission-critical business issue.
But, what is CRM and how does it change the way companies do business? The changes
in the world have been so dynamic and so dramatic that the path isnt necessarily all that
obvious. How CRM impacts that business path is a continuing source of debate in the
world of corporate management.

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5.1 CRM focuses on the relationship
Successful organizations use three steps to build customer relationships:
• determine mutually satisfying goals between organization and customers
• establish and maintain customer rapport
• produce positive feelings in the organization and the customers

5.2 CRM conditions

The organization and the customers both have sets of conditions to consider when building the
relationship, such as wants and needs of both parties;
• organizations need to make a profit to survive and grow
• customers want good service, a quality product and an acceptable price

Good CRM can influence both sets of conditions.

5.3 Why do organizations undertake CRM?

CRM is a new concept to many organizations. If it's new to you, here's why most forward-
thinking organizations devote lot of energy and resources to the set up and management of a
CRM capability.

5.4 How CRM impacts on the organization

CRM can have a major impact on an organization through:
• shifting the focus from product to customer
• streamlining the offer to what the customer requires, not want the organization can make
• highlighting competencies required for an effective CRM process

5.5 Why does the organization need CRM?

The ultimate purpose of CRM, like any organizational initiative, is to increase profit. In the case
of CRM this is achieved mainly by providing a better service to your customers than your
competitors. CRM not only improves the service to customers though; a good CRM capability
will also reduce costs, wastage, and complaints (although you may see some increase initially,
simply because you hear about things that without CRM would have stayed hidden). Effective
CRM also reduces staff stress, because attrition - a major cause of stress - reduces as services and
relationships improve. CRM enables instant market research as well: opening the lines of
communications with your customers gives you direct constant market reaction to your products,
services and performance, far better than any market survey. Good CRM also helps you grow
your business: customers stay with you longer; customer churn rates reduce; referrals to new
customers increase from increasing numbers of satisfied customers; demand reduces on fire-
fighting and trouble-shooting staff, and overall the organization's service flows and teams work
more efficiently and more happily.

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5.6 Features of good CRM
The old viewpoint in industry was: 'Here's what we can make - who wants to buy our product?'
The new viewpoint in industry is:
• 'what exactly do our customers want and need?' and
• 'what do we need to do to be able to produce and deliver it to our customers?'

This is a significant change of paradigm and a quantum leap in terms of how we look at our
business activity.

5.7 What do customers want?

Most obviously, and this is the extent of many suppliers' perceptions, customers want cost-
effective products or services that deliver required benefits to them. (Benefits are what the
products or services do for the customers.) Note that any single product or service can deliver
different benefits to different customers. It's important to look at things from the customer's
perspective even at this level.
More significantly however, customers want to have their needs satisfied. Customers' needs are distinctly
different to and far broader than a product or service, and the features and benefits encompassed.
Customers' needs generally extend to issues far beyond the suppliers' proposition, and will often
include the buying-selling process (prior to providing anything), the way that communications are
handled, and the nature of the customer-supplier relationship.

5.8 Managing customers

Why manage customers? Customers are the usual source of income for an organization. (If not
then they will certainly leverage your income, as in the case of readers of a free publication
which is funded by advertising. As such there are two types of customers: the readers and the
advertisers).
Customers are also an exceptional source of information - information which is vital to enable a
business to succeed; ie., giving customers what they want.
Managing customers entails:
• knowing what customers want and need - which enables you to focus your production and service
efforts
• knowing which products or customers have most growth potential - which enables you to focus on
developing highest potential
• knowing which products or customers are most or least profitable - which enables you to focus on
maximising profit
• knowing which customers will be advocates and supporters - which enables you to provide references,
case studies, and to safely test new products and services

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5.9 Achieving good CRM
Achieving effective Customer Relationship Management requires many organizations to adopt a
new perspective. Consider the following:
• traditional customer service is something you 'do to' the customer
• modern Customer Relationship Management is 'done with' the customer

The second statement is emphasises the big differences between conventional traditional
customer service, and the modern progressive CRM approach.
Your relationships with customers should be ongoing, cooperative, and built for the long term.
Organizations who have many transitory relationships with customers consequently have to
spend a lot of money on finding new customers.
The cost of keeping existing customers is a tiny fraction of the cost of acquiring new customers.

5.10 Focus on building relationships

The essential CRM focus of any organization should be on developing core competencies, and
an overall strategy of building customer relationships. In this way, all efforts in the organization
can be aligned to:
• customers and the culture of exceeding of customer expectation
• understanding and managing the people impact on the culture of the organization
• customers being recognised and treated as partners
• the value of relationship-building being valued
• service being seen as a value-adding activity
• reward and recognition being based on customer focus ie., 'going the extra mile'
• evidence of corporate support for service activity

BIBLIOGRAPHY

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  Philip Kortler Millennium Edition (2001) “Marketing Management”, ‘Prentice-Hall
of India New Delhi’.
 Rajendra Nargundkar, Fifth reprint (2005) “Marketing Research” ‘Tata McGraw-Hill
Publishing Company Limited’.
 Gupta S.P., Thirty Third Revised Edition (2004) “Statistical Methods”, ‘Sultan Chand
& Sons New Delhi’.
 Kothari. C.R, Second Edition (1998) “Research Methodology” ‘Wishwa Prakashan’
 Uma Shankaran, (2000) “Research Methods for Business” ‘Johnwiley and Sons inc.,
NewYork’.
 Kenneth L. Kraemer and Jason Dedrick, Center for Research on Information
Technology and Organizations. University of California, Irvine, CA 92697.
 Dr. Rajendra Nargundkar, Professor IIM Kozhikode. Dr. Gurvinder Shergill,
Department of Commerce, Massey University, New Zealand.
 Tamer Cavusgil. S, Tunga Kiyak and Sengun Yeniyurt, Department of Marketing and
Supply Chain Management, The Eli Broad Graduate School of Management, Michigan
State University, 370 North Business College, East Lansing, MI 48824, USA.
 www.marketresearchworld.net.in
 http://en.wikipedia.org/wiki/Market_researchhttp://www.google.co.in/search?
hl=en&q=market+development+index.pdf&start=10&sa=N
 "http://en.wikipedia.org/wiki/Market_development"

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