By Connie Schlosberg, Primary Intelligence
We recently worked with a company trying to fix their high customer attrition rate with annual customer satisfaction surveys. Their survey project was successful. Fixing the attrition rate was not.
The company measured satisfaction, and the numbers said customers were not satisfied. To raise the numbers, the company formulated and implemented action plans. Sounds like a solid plan, right? The problem:
The company was measuring how their customers felt, but not why they felt that way.
They knew perception of their services was low, but couldn’t figure out why. Measuring satisfaction provides no predictive analytics that score the likelihood of renewal.
The account teams were earnest in their actions to attempt to solve the issues, but the actions were misguided because the surveys failed to ask the customer: What are we doing wrong or right? The team was assuming root causes based only on customer satisfaction numbers and their own best guesses about what, exactly, was causing those numbers.
Measuring Satisfaction is Not Enough
“Satisfaction” (including NPS) tells you if they like you. It gives you a thumbs up or thumbs down.
It doesn’t, in our opinion, accurately tell you what it’s like to be your customer (the customer journey). It also doesn’t necessarily help you retain customers because it leaves a host of questions unanswered. What will the customer care about when considering a renewal? What will drive their perception of value and ROI? A score can’t tell you either.
Customer experience analysis is ultimately about renewals.To really retain those renewal dollars, you need to do it differently.
Now, let’s be clear:
If you are not measuring your customer’s satisfaction, stop reading this post and do it now. It’s that important.
We are not really advocating doing away with customer satisfaction numbers. Instead we are advocating changing what is measured and how.
Start Measuring the Journey
Instead, start measuring and analyzing the customer’s experience. Customer experience analysis is different from customer satisfaction because it helps you walk the same path as your customer. At Primary intelligence, we’ve found a three-pronged approach works best.
- Feedback – Figure out what the customer thinks and why. I’d recommend conducting interviews using both quantitative (scale, ranking, binary, etc.) and qualitative (open-ended) questions. Create a formal discussion guide to create consistency and a focused discussion, but don’t be shy about going off script to probe for details. Figure out what will be driving a renewal decision and the overall perception of value.
- Discovery – Although the customer has filled in the gaps on what they are feeling and why, your account team needs to round out the view. Ask everyone involved with the account to review the interview feedback and then schedule a debrief session. Focus the session on what the team is doing – good or bad – to drive those perceptions and what will likely drive a renewal decision. (Get more tips on debrief sessions in this webinar.)
- Act – As you end the debrief and move into planning mode, identify specific actions the team can take to resolve concerns and emphasize value. Also don’t neglect identifying growth opportunities and how you’ll act on those. Ultimately determine what you want the customer to say during the next feedback session.
The When Matters Too
And while you’re at it, adjust when you measure. Reaching out to all customers at the same time each year doesn’t do your account teams any favors. They need feedback throughout the customer’s journey, so map the feedback timeline to that journey. No time is more important than 3 to 6 months prior to a renewal event. Give the team enough time to shore up weaknesses and plant seeds for growth opportunities.
Remember: Your customers are future buyers. Stop just asking if they’re satisfied. Instead use customer experience analysis to predict the likelihood of renewal.
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