Real Time Customer Feedback Done Right

Net Promoter Score, Verbatim Comments on a Digital Sign.

Inspired by the “crawler” (or news ticker) on SkyNews and CNN, or maybe by the “Calls Holding” message boards in call centres, we proudly present the new CustomerGauge Real Time Feedback Screen. It’s designed as a digital sign (a new buzz word that as far as we can tell means “giant plasma display” and a spare PC running Firefox or Safari). Ideal for placing in your marketing department, lobby, canteen or even boardroom.

We pack a lot of information on this screen. As a CustomerGauge client, you can survey your customers continually. As comments and scores come in they are displayed in the upper part, on a sliding carousel of the most recent comments. All the relevant transaction information is shown next to the comment.

In the “lower third” we show the Net Promoter Score® for the current week, past week, month and year to date, plus sending stats and other useful information.

It is the latest iteration of our display board, and is designed to:

• understand the “zeitgeist” by reading customer voice in real-time
• help react immediately to customer comments
• motivate staff

For CustomerGauge b2c clients, it’s a simple low cost add-on. Let us know if we can show you more.

NB: Can’t see the Flash image above? View it on YouTube.

Make Customer Feedback One of Your 5-A-Day

Every e-commerce professional tracks traffic and counts orders once a day, but rarely (if ever) checks customer feedback daily, weekly, or even monthly. Let’s look at some reasons for this, and why regular customer feedback will benefit your business.

Reasons we have heard for not taking regular customer feedback included: “not standard business practice”, “it’s extra workload”, “how will it benefit?” and “just too difficult”.

Here is what every e-commerce manager needs to know about daily feedback:

1. It’s becoming the norm. World-class companies DO survey EVERY transaction for customer feedback. To mention a few: Sony, Philips, Canon, Avis, Hertz, eBay and many more. Feedback is an essential part of their daily business routine with comments distributed around the organisation. Also there IS an Industry Standard Methodology for measuring loyalty: the Net Promoter Score® - a simple, one-number approach, as understandable as page-views or profit.
   
2. It’s not extra workload. If a customer complains in a survey, you would likely have to deal with that customer issue anyway (so it’s not additional workload, just time-shifted forward). More usually an unhappy customer will silently defect and never return. Unless you ask customers, you may never know how much business you are losing.
3. It’s free consulting. Customer suggestions can help shape your business. We have seen examples where customer feedback helped merchandising give instant additional sales, and comments on manuals and packaging delivered cost-savings. In addition, positive comments can be used as testimonials on your site, which  helps reassure future customers.
4. It’s simple to implement. You can start a feedback project with a simple online survey tool and do it manually (actually, we started that way by doing monthly reports), but due to time lag we highly recommend that you automate it. Products like CustomerGauge have plug-ins for major e-commerce systems that automatically survey customers.

If you are still hesitant, here are some other points to consider:

Responding fast is impressive: When was the last time you had a response to a comment you made? You can transform customer experiences by responding quickly to feedback. Some large companies we deal with read and react to customer comments within 24 hours. That can turn the most hardened complainer into a delighted evangelist for a business.

Customer Focus: As a result of measuring, these same companies have become more customer oriented. Staff are bonused on Net Promoter Score, and welcome the feedback that customers give in order to improve service.

Give Us This Day Our Daily Feedback

Our customer feedback solution is CustomerGauge: a simple plug-in to your e-commerce site, paid monthly on subscription. All the hard work of integration and setting it up is handled by us. We arrange the emails, surveys (in different languages), automatic sending and reporting in real time. We deliver daily and weekly feedback to your staff by email. You can use positive comments and publish them on site as testimonials, which increase conversions significantly. CustomerGauge also helps keep your promises to customers: track open and closed customer issues with built-in workflow. And identify your most valuable returning customers with our real-time reporting.

In summary, Customer Feedback can become one of your essential Daily Metrics, tracked like your other Key Performance Indicators. You can receive it on a daily basis in your mailbox, and use metrics to check improvement. It is the business transformation you are looking for this year.

Join us today on our Campaign for Daily Customer Feedback and benefit from a January 2010 CustomerGauge offer: Free 30-day trial on your e-commerce website*

*Sign up by 31 Jan 2010. Terms and conditions apply, ask for details.

Real-Time Customer Comments via Twitter

With Google Real-Time Search launching today, we thought it appropriate to show off the CustomerGauge Real-Time Customer Comment Feed, which works via Twitter. Ideal for customer-focused companies that like to rapidly react to feedback and issues.

It started when a client asked: “Could we put a desktop widget on the bosses desk, so that every time a new comment comes in it pops up?”. Actually we’d been thinking about this for a while, trying to find the right component.

Now we have a solution that’s super easy and flexible: we integrated CustomerGauge with Twitter. As soon as a customer makes a comment, an API connection to Twitter is made and a “Tweet” sent – and you get a real-time feed on your favourite device (PC, mobile phone etc). It is customisable, so you can filter on comments – examples: “Score 9 + 10 comments for call center staff” or “Detractors commenting in Manchester with ‘reception’ keyword”. The feed can be public (if you are proud of what your customers are saying) or private so it’s secure for selected subscribers. A link takes you to the full comment and customer details.

We would be happy to give you more details, by tweet (@adamdorrell) or old-fashioned phoning. Contact us for details.

Demonstrators get Cool interface to view a wall of Images

New feature on our field marketing measurement solution DemonstratorGauge: A wall of photos to allow browsing, searching and downloading. It uses an excellent plug-in from Cool-Iris which looks rather like the fancy photo-manipulation you see Tom Cruise doing in the movie Minority Report.

After logging in, you have a super-easy way of looking through the photos collected by field agents. We have it set up to show the last 30 days of photos, which currently displays around 2000 images. No extra software is needed, but the small download from Cool-Iris gives a slightly better user experience.

If you wish to collect images from marketing activities from thousands of agents in multi-country locations, DemonstratorGauge is the natural choice. Enjoy this 90-second demo here (and for iphone users it’s also on YouTube).

Loyalty Spectrum Analyzer: A New Visualisation for b2b Surveys with Net Promoter Score

So what did Newton know about loyalty? 340 years ago Sir Isaac Newton demonstrated that white light was made up of a rainbow of colours by using a prism. What’s more, he astounded onlookers by showed the spectrum could be recombined back in to white light again, via a second prism. It was no mere party trick – it was the start of our modern understanding of light.

Refracting customer loyalty.

The December 2009 Business-Business (b2b) release of CustomerGauge takes the principle of Newton’s prism to split customer loyalty scores (based on Net Promoter Score®) into their component parts. We call this our Loyalty Spectrum Analyzer.

Using these new reports, it is possible to analyse the scores of each segment, and see the comments and results by each individual customer. Hovering over the image shows the customer comment, and a click allows you to drill down into details. Downloads are provided for each segement (or the entire dataset).

You can also analyse the Net Promoter Score of customer companies in the data with the Organisation report. The score of each company is shown, and again, a mouse-hover over the image shows comments and number of responses. A click shows organisation details and full downloads are provided.

Why is this useful? You can pinpoint problem areas at a glance – for example see the companies that need “rescuing”, or immediately see the reasons behind a low score for customers in “purchasing” roles.

It’s easier to see how it works in this short video (2′30). Also on YouTube for iPhone users

• Filter by “flight” (a batch of surveys)
• Reporting on Net Promoter Score by Organisation and Individuals
• Response percentage reporting by individuals and companies
• Tools to boost response and combat email filters: reminders, multi-point survey sending, survey link for completion by IM or telephone
• Email management: pre-email checks, and unsubscribe
• Root-cause analysis reports

Next steps

Never Was So Much Decided For So Many By So Few

“By cutting prices, you are upsetting our customers,” I was told when I presented the sales results of the company’s direct sales division to the UK sales director, “and they are threatening to not buy from us“. I probably should have been more polite, but instead I pointed out that he surely was confusing his retail partners (to him, customers) and end consumers (who buy from retailers). It didn’t help our relationship – let’s face it, nobody likes a smart-ass.

Consumer Electronics companies have for years dealt with the Power Retailer Oligopoly – a few powerful chains controlling 60 – 80% of the market. Over the years, this has evolved into  cozy manufacturer-purchaser relationships (especially in Europe) based around golf, annual dealer trips to sunny locations and other “boys club” activities. Despite investigations from the UK’s Competition Commission in the ’90s which eventually led to the prohibition of Recommended Retail Pricing, strong linkages between retailers and major brands still exist.

An article about the success of the iPhone reminded me of how destructive this relationship can be. In “Apple Proves… It pays to be late And ignore the mobile networks“  Andrew Orlowski explains how Apple managed to beat large companies full of clever people who devoted years of planning and expenditure to make a mark in the smart phone market. Ironically, Apple, by coming late to the market could buld a product that consumers wanted, not network executives.

He writes that in the mobile phone business “the customer isn’t you or me, or the billion and a half other phone users in the world. Phone manufacturers have only 800 customers, of which only around 200 really matter: these are the gentlemen from the networks. And one of these stroppy customers can demand changes that cost the manufacturer millions, or cause the cancellation of product lines in which tens of millions have been invested.” According to Orlowski, the network executives decided the “butterfly” design Nokia introduced with the 6800 was too complicated, and that disabling Wi-Fi and charging high prices for data was good for all of us.

Apple, with their close customer relationships (half of their business is direct via internet or own shops) understood that they could offer features consumers wanted, not the telcos.

But with Consumer Electronic companies still mostly dragging their feet on embracing a channel model that includes direct-to-consumer sales, I fear that the best product innovations are still hidden from us.  I wonder how many times  a Retail Purchasing Executive decided to  kill an interesting CE product because of his or her prejudices, or because their business model did not allow for such a price point?

The moral is that CE companies may be iPhoned out of business by not listening to the voice of the customer.

There are solutions to breaking the Power Retailer addiction: You can upset Retail Buyers. Get some help from the Manufacturers D2C Direct to Consumer Support Group. And CustomerGauge will help you measure and understand customer sentiment, and create innovative products.

Pic and Quote: The Few

Breaking the Fourth Wall in Business – a simple script in three acts

“How can I possibly be expected to handle school on a day like this?”

In the 1986 minor-classic film “Ferris Bueller’s Day Off“, Matthew Broderick occasionally stops and speaks to the camera to explain to the audience his character’s techniques and thoughts. This device, occasionally used in film or TV is known as “Breaking the Fourth Wall“. You can see it in other films, often comedies, when the director wants to shake up the narrative and bring the audience in to the action. The characters become aware of the audience, sitting beyond the imaginary “fourth wall” of the set. We are invited to become part of the theatre. It’s not new – the Greeks used it as a standard part of their comedies; Shakespeare used it extensively (all those asides to the audience).Favourites like Alfie and Up Pompeii! spring to mind.

Breaking the fourth wall is easy an technique for major businesses to exploit. And it is something that also helps them successful stand out. What do I mean? Simple: Start communicating directly with customers!

Very few of the major corporations that I work with actually bother to reply directly to customers when they take the time to complain, praise, or make suggestions. In marketing and sales (the departments one would most expect to respond to customers) a customer comment is greeted with panic, or otherwise ignored – almost as if the company wants to act out its own little drama without an audience – and that is not going to win any critics awards.

At best, a comment is directed to the “customer service department” or someone else to deal with. A few years ago I  worked with a huge well known company, where customers (and real fans of the brand) would often make suggestions for better packaging, changes to the manual, software improvements and so on. These were routinely directed to the Product Managers, who did precisely nothing with the information. “Too busy on real marketing”, they said. Ironically, the Product Designers back at headquarters often asked for customer feedback, and got little of value.

And when was the last time you got a personal reply from a  large company? It almost never happens, to the point of making it hardly seem worthwhile writing a letter, let alone an email.

But things can be different. For example Sony Style Online make a point of answering every single customer comment, and they send the learnings to other parts of the company to action. Philips Online Store actively encourage customers to comment after each transaction. This feedback helps design new products. Small companies often are excellent at directly answering customers.

So let’s make a dramatic change today, and have small revolution for big businesses. Here are three simple ideas to help break the fourth wall:

1. “Talk to your Audience” – Set expectations with your staff – tell them you expect them to pick up the phone, write some emails, pen some letters to real customers and thank them for their input. Invest in a tool like CustomerGauge that can help harvest feedback in a systematic way.
2. “Script your Ad-libs” -  Empower your people to talk to end users. Come up with some templates they can use to answer issues quickly – often a stock “thank you” with some personalisation will go a long way. Or write a small telephone script that takes the fear out of calling – you can run some simple role-plays to make the practiced seem spontaneous.
3. “The World is your Stage” – Demand your executives, managers and other non-front line workers spend some time (an hour or so) actually interacting with customers. Get them to sit in the call-centre and take calls, serve on the shop-floor, send some “thank you” letters.

Three simple ideas that can change your business today. You will delight customers, make your staff understand customers more, and with luck you can get really break through the fourth wall and engage your clientele.

Next week in pop-culture v business: TomTom – jumped the shark?

Oooooh missus!

Trust-O-Meter

One of the keynote speakers at our recent event made a very thoughtful comment. He said that the products his customers most prized were “speed and trust”. Leaving aside the convenience of a speedy delivery, trust is perhaps the most interesting and elusive quality that any vendor can supply.

We know from our experience as consumers (and sellers) that ‘trust’ helps a vendor charge a higher price – as security and lack of risk means less chance of a vendor walking away with a payment, or more usually, not delivering the right products. Consumers value a vendor that can be relied on to keep their word.

But I was reminded about the importance of trust when reading an excellent article in this week’s Economist “The faith that moves Mammon“. Commenting that the current economic issues are resulting in a lack of credit – and the very word comes from the Latin credere, to trust – the writer explains that two helpful human traits underpin our society: one, the capacity to weigh up costs and benefits of trusting others; the other, an instinct to return favours in kind (and seek revenge when trust is betrayed). When workers are treated generously, they work hard; when customers are swindled, they raise a fuss. These are reinforced by habits and social norms.

Usually, humans can be counted on to make reciprocal ties, especially where there are frequent meetings or trades. Supporting this are state institutions: regulators, bankruptcy procedures, courts and ombudsmen. But these are only used to settle a small minority of disputes. The state is just a backstop – in stable societies, transactions between strangers are mostly self-policing. And a reputation for honest dealing is valuable for both firms and employees.

The sentence in the article that made me stop and think: Suppliers gamble rewards from future commerce for a short term gain when they bilk [mistreat] their customers.

However, let’s take it further: suppliers who INVEST in excellent customer service, COMMUNICATE well with customers, seek out FREQUENT contacts can breed trust. And that means a more secure FUTURE revenue stream. These are long term bets that cost now, but that will predictably pay off in returning customers (or a good reputation, and so gain new customers from word-of-mouth).

There is often a battle for resources and costs played out between marketers and finance heads. I remember many arguments about how much to spend on a call centre (“it’s a cost”, insisted the Finance Director, “we should outsource, cut call times, charge for the calls”). On one occasion the finance-driven cost-reduction plan was implemented. It turned out to be a short sighted idea. The cost reductions were not significant enough to balance the business lost from the unhurried, expert help the customers valued. And they truly hated having to pay for calls. They said so many times, and after six months of the cost-cutting experiment, the call centre was brought back into the company, and call costs dispensed with.

How can a company know how much to invest? Too little, and the result is lost future business. Too much: not enough margin to operate effectively. The trick is finding the ‘Goldilocks’ or ‘just right’ amount. Here is where the Net Promoter Score®* comes in. By asking all the customers if they would recommend the company, the number of ‘recommenders’ and ‘detractors’ can be calculated. With a few assumptions, one can predict future business lost and won. And as the score can be tracked in real time (using survey systems like CustomerGauge for example) improvements in the score can indicate how an investment is working.

I read arguments against using Net Promoter Score (NPS) with interest. They mainly consist of saying that Net Promoter is ‘too simple’. Actually, that is its very strength. Used as a tool for Operational Feedback, NPS is the closest thing we have to a ‘Trust Gauge‘. Used with or without a complex predictive model to put some sort of Net Present Value on actions that result in Trust; a Net Promoter Score that climbs just one or two percentage points each month is about the most reliable indicator a company can get that it is doing the right thing.

Or in simple terms, a meter that shows Net Promoter Score is a company’s ‘Future Business Indicator’.

Manufacturers D2C Best Practice – Part 2: How do world-class organisations sell direct?

In Manufacturers D2C Best Practice – Part 1 I looked at the “Why” of selling direct to consumers. In this post I wanted to pick out some of the top ideas that 20 Manufacturer e-commerce managers discussed at our recent industry table event in Amsterdam.

All participants agreed that success with Manufacturer D2C (Direct to Consumer) depends a great deal on the following points:

• Strategy
• Defining a solid value proposition
• Clear communication internally and externally
• Persistence
• Operational excellence
• Customer focus

The issue of Channel Conflict so dominates the setting up of a manufacturer direct sales operation that it’s essential to have strategy at the top of the agenda. We largely covered “permission”, or overall mission in Part 1.

But once the go-ahead from the board has been given to sell directly – how can it be sold internally?

1. Set Clear Objectives

What is the expectation for direct sales? Is it possible to define a revenue target, or number of customers served? Around the table (and in private discussions) several revenue numbers were mentioned, in the EURmillions. But without the ability to control all the marketing mix a solid target is tough to achieve (more on mix later).

A more common way of starting is to set a target of a proportion of sales in a category, or country. Example: “5% of accessory sales to be sold direct in 2 years”, or “1.5% of high end ‘X’ to be sold direct by 2010, without cannibalising channel sales”. The last phrase implies that direct sales can be incremental, which was accepted and agreed by the group (of course, retailers might disagree!).

Key to consider: How to bonus internally. Best practice is to include direct sales in same organisation as channel sales – then the channel sales manager can balance apparent conflict, and still meet revenue targets.

Once the targets have been defined, it should be clearly communicated internally.

2. Create a real value proposition

Manufacturers are not able to compete in the same way as retailers. Of course there are advantages of web traffic, brand name, and trust – but one delegate likened D2C selling as “fighting with both arms behind your back”

The traditional “4P” marketing mix components of Price, Product, Promotion, Place should be used with care.

Price setting: Sell at low “internet prices” (to discounter levels), and the result is punishment by high-street retail partners de-stocking lines. In fact nearly all of the delegates reported that their pricing policy is “recommended price” (where allowed in law),  which in practice means at, or above retail prices. This mitigates any accusation of price-cutting. Some delegates admitted to occasionally dropping prices to boost sales, but usually got around the issue by putting together premium bundles – a collection on products with slight discount.

Product range: Best practice seems to be to work towards stocking ENTIRE product range. Stocking in depth is a key value proposition. This translates to:

• • wide range of accessories, especially hard-to-find items for  ‘end of life’ products;
  • latest products (sometimes available for pre-order)
  • Limited product editions (colour, spec variations, bundles)
  • Stock highly available

Products in short supply should not unfairly be only available in the D2C store, but should also be sensibly rationed among ALL channels.

Promotion: D2C stores are normally on separate platforms to manufacturer “catalogue” sites. Best practice is to include channel partners in a “where-to-buy” box on a catalogue page, with one of the options “buy direct”. Sensible monitoring of traffic can help predict channel sales.

“Place” - for this part of the mix read convenience, and premium customer care. Some of the organisations use  call-centres to provide  concierge services.

Interestingly, the D2C channels had adopted generous and flexible Terms and Conditions – well above those demanded in the EU Distant Selling Directive. The leading companies are making it easy to buy and return, after the statutory minimums.

A new trend here is widening use of personalization: Engraving and gifting, plus software or image/music pre-loading.

Services are becoming more important: Installations, extended warranties and insurance.

3. Clear communication internally and externally

The most advanced D2C organisations had spent time and energy consulting with channel partners, had explained strategy, value proposition and looked for ways to work more closely with retailers. However, progress towards joint ventures like “collect in store” was slow, or had stalled (even though this has been talked about 5+ years) so maybe it was not a real objection or need for retailers.

4. Persistence

“Not giving up” was the message from both keynote speakers. One organisation had tried, failed, tried again, failed again many times before hitting its stride. Pushback had not been as a result of sales, but perceived channel conflict. Winning over internal politics was seen as most essential to succeed.

5. Operational excellence

The steepest learning curve is in perfecting the operation. Manufacturers struggle to build the consumer distribution systems that retailers nailed years ago.  Typical weaknesses are in logistics, returns, cash collection (and fraud prevention), and credits. One keynote speaker noted: “Nice website is good, but great back office is key”.

Monitoring metrics is the first step. “If you can’t count it, you can’t get better”. See our article “77 Essential Metrics” for a few hints…

Best way of improving the operation: Listening to customers, measuring Net Promoter Score®, which leads us to…

6. Customer focus

Biggest surprise of the round table session was the emphasis on customer feedback and Net Promoter Score as measure of success. One keynote speaker held the room in thrall as he outlined how they act on EVERY customer feedback, DAILY, and reply to every comment. Success in customer focus had been due to understanding Net Promoter Score. All staff in the department had been schooled in NPS, including call centre staff, to the extent that team managers had asked their boss to be bonused on NPS.  Bonusing managers on Net Promoter Score helped to improve scores. After two years of tracking NPS they had ramped up score by 100%. They also attributed their significant growth to using the Net Promoter Score.

Some useful stats from one company:

• Web conversion improved +40%
• Contact centre conversion improved +25%
• Revenue ratio from returning customers increased +100%
• Daily monitoring of customer feedback helped reduce support issues later – Ratio of goodwill funding reduced 50%

All the organisations who were using NPS were prioritising customer feedbacks and taking actions each month to improve. Examples: making phone support line free for customers, extending delivery hours to Saturdays, reduing packaging material (and 28 others!). NPS focus means that the D2C organisation can also set a (good) benchmark for the channel, and help enhance brand.

The state of art is calculating value of promoter or detractor in revenue terms, and using for ROI purposes. Net Promoter Score then becomes a growth and profit driver rather than quality exercise.

Some other learnings:

Customer direct contact had produced some surprising facts, namely that customer profile can be completely different to previous assumption. The thinking was that hip young things were the main buyers.  Reality was that the typical customer had been retired three years.

Final soundbites from the round table:

“Speed and trust are the most demanded products”

Agents should not be upselling, but rather “Right-Selling”

Arguments with resellers over “who owns the customer” should be combated with “No one owns the customer”

Resources:

If you work in a manufacturer and wish to know more, I recommend you join the LinkedIn group of professionals “Manufacturer D2C e-commerce Europe” – the group is limited to managers and execs who work for major-brand, wishing to sell direct. News of future events are posted here, forums for sharing best practice, plus some presentations are available.

Hearing the Voice of Customers

Are you able to hear what they are saying out in Customerland? What did your company learn from your customers this month? Or are you choosing not to listen?

Over the course of a long career I have found that many companies are not ready to listen to what their customers are saying, or sometimes shouting at them. Causes vary – sometimes it’s cultural: “We know best”. Or structural: “We don’t have the tools”. Organisations are bombarded by customer feedback every day – in the form of complaints or praise, but few companies have an integrated view of customer sentiment. Therefore, no means of organising or archiving comments.

A new discipline of Enterprise Feedback Management is being grown up around this, and software vendors are rushing to help companies understand a holistic view of the client base. CustomerGauge has had feedback management built in from the start, and we have been helping our client companies improve by simply routing customer comments through to the correct people, and categorising them in ways that help them prioritise changes.

I thought I would share a sample of real (anonymised) customer comments to show this in action. These are some comments from the last week I picked at random. These are tagged to help understand major issues, but the main strength is the verbatim response from customers. Would this work to help your organisation?

Positive Comments (use as testimonials)

• “Fantastic piece of equipment! I am fascinated by the creativity & cleverness of the design. I get a lot of use out of it & am proud to show it off! thank you!”

• “This is one of the best online shopping experiences I have had in a long time. The price of the product was the best I could fine and the order process and delivery was flawless.”

• “Very easy to use site with fast delivery. well packed goods. Excellent.”

Constructive Criticism (use to help tune up services):

• “Purchased [XXX Product]. To fit the connecting lead into the power box was very difficult, resulting in me having to contact customer support. They were very helpful and the problem was sorted.”

• “Delivery company required a signature for a relatively low value item. i work six days/week and had to take time of work to collect item.”

• “I don’t understand why the outside packaging (plain cardboard box) was so big.”

• “The [Product MMM] was much harder to load photos on, then expected and the up/down arrows make navigation on the system difficult even for a seasoned geek head.”

• “Web page needs to be much more user friendly and order status needs to be improved.”

• “Your purchase/online system seemed to stop and I wasn’t sure that it had taken the order or not, somewhat disconcerting.”

• “I left a telephone message but no-one replied.”

• “When I called for support, I was on hold an extremely long time before I got to talk to someone.”

Suggestions (use for improvements)

• “The service provided was excellent. The only improvements which could be made are: (i) The ability to specify a different delivery date to the address registered with the Credit Card Used, and (ii) an option to extend the warranty would be useful.”

• ” recently bought from your website your new [Product XYZ] which are great. But, it would have been very useful to have had a bag or container to put every thing in for storage.”

• “Would like to be given an option for faster shipping.”

• “Still too many steps (clicks) to complete tasks such as updates.”

Of course, you need to do something about the comments if you want to improve performance. Here’s a graph from a company that classified feedback in CustomerGauge, and prioritised what to fix. The chart illustrates the trend over a year period, showing how some issues were more important to customers over time.

In this time, the Net Promoter Score rose each month, showing the changes were having a positive effect.

You don’t have to feel under siege from your customers! To learn more about how CustomerGauge helps companies please contact us or read our Product Description.

Next Page »