RAF Learning Lab · Customer Satisfaction Measurement Webinar 31 August 2016 RAF Learning Lab...

Customer Satisfaction Measurement Webinar

31 August 2016

RAF Learning Lab

RAFlearning.org

2

Context and motivation

Guide 1 - Business case for customer satisfaction measurement

Customer satisfaction measurement

Annex

Guide 2 - Principles and mechanisms for measuring customer satisfaction

3

The existential importance of customer satisfaction in the private sector has led to robust principles and a multi-billion dollar industry

Dissatisfiedcustomer

Poorrevenuegrowthandfailingbusiness

Poorwordofmouthmarketing;badreputation

Weakcustomerloyalty;highcustomerchurn

Necessitatesexpensivenewcustomeracquisition

Limitedproduct/companydifferentiation

Lowcustomerrepurchase/reuse

Measurement of customer satisfaction is a crucial part of business strategy as it:• Provides an indicator of ability to serve a market, enabling differentiation in competitive industries• Provides an indication of future purchase patterns and habits to supplement present/current sales data• Can provide warnings of potential revenue or profit dips if results are negative • Focuses staff on fulfilling customer expectations

4

Leading firms realize that that a customer-centric business strategy has impact for staff and core operations

Guides learning & action at all levels of the organization

Puts voice of the customer at heart of everything we do

Empowers employees to continuously improve the customer experience

Enables culture change & engages employees in the company mission

Development orgs

supporting smallholder finance have

the same objectives

5

While the RAF community may agree generally on the importance of customer satisfaction, many providers are not collecting this data

What are common objections or concerns from your grantees, partners, or teams and staff?

• TOO EXPENSIVE

• TOO TIME-CONSUMING

• TOO COMPLICATED

• DOESN’T MATTER

• DON’T KNOW HOW

We’ve put together two short guides to show you a simple approach that is grounded in the low-burden, low-cost, high value approach used by private businesses worldwide.

Firstly, we have gathered some evidence around WHY measuring and ensuring customer satisfaction is important for FSPs. This guide can help you make the business case for customer satisfaction measurement, and help allay some of the concerns of the “It doesn't matter” variety.

Secondly, we’ll walk through an effective approach to customer satisfaction measurement, highlighting principles and considerations that you can share and to demonstrate that this important metric can be gathered cost effectively and with with real value for operations and decision making.

• ITDOESMATTER

• HOWCANWECANHELP?

ITDOESN’THAVETOBE

Note: Keystone Accountability highlighted resources for the development community working on beneficiary feedback in a past presentation for the Lab: http://www.raflearning.org/sites/default/files/00_client_voice_deck_keystone.pdf

6




Annex


7

Why measuring (and improving) customer service matters: Global evidence shows the importance of customer loyalty for business success

SOURCE: Colin Shaw 2013 “15 Statistics that should change the business world but haven’t”; Brandon Carter 2016 “Loyalty Statistics: The Ultimate Collection”

• A 5% reduction in the customer defection rate can increase profits by 5 – 95% Bain & Company

• A 2% increase in customer retention has the same effect as decreasing costs by 10% Leading on the Edge of Chaos, Emmet Murphy & Mark Murphy

• 96% of unhappy customers don’t complain, however 91% of those will simply leave and not come back 1Financial Training services

• 55% of consumers said they are not likely to continue being a customer of a company that ignores their feedback Apptentive

• It costs 6–7 times more to acquire a new customer than retain an existing one Bain & Company.

• The probability of selling to an existing customer is 60 – 70%. The probability of selling to a new prospect is 5-20% Marketing Metrics

• Price is not the main reason for customer churn, rather decreases in quality of customer service creates unhappy customers Accenture

“

”Evidence from thousands of business applications illustrates the case for careful and conscious collection, analysis, and application of customer satisfaction data to increase customer loyalty, reduce defection/churn, increase re-purchase rates and reduce the need to sell to new customers.

Greater loyalty from existing customers; easier acquisition of new customers

8

Why measuring (and improving) customer service matters: Evidence from financial institutions in Africa reveals additional value of customer surveys

• 43% of survey respondents say they would change their banks as a result of poor service quality• 16% said they wanted to see friendlier staff• 14% said they would like faster and more effective complaints resolution• 1 in 5 respondents prioritized a reduction in wait time for transaction / request processing as the top area for

improvement• Only 3 in 10 customers said they were very satisfied with their bank staff’s knowledge of banking products

• Other areas where banks can improve to increase their competitiveness in the market• 17% of respondents said they wanted improvements in the way services are delivered through channels• 8% said they would switch because of the proximity of branches.

• Clients would like banks to improve product and support offerings • The Suitability of product offerings was cited as the top factor in this category in 9 of the 14 countries surveyed• 70% of respondents said that they did not feel that they received the assistance they needed to understand their

bank’s products and how to access them• Less than 10% of respondents admitted being very satisfied with the way their banks delivered their products

SOURCE:KPMG2013“AfricaBankingIndustryCustomer Satisfaction Survey”

“”In addition to enabling responsiveness to customer needs/requests/complaints, customer

satisfaction measurement can also reveal details about preferences and desires that can inform product development and differentiation, value-added services that would be appreciated by customers, features of distribution channels that would be attractive or not attractive, among many others.

Better products; happier customers; stronger business.

9

Why measuring (and improving) customer service matters: Customer loyalty pays-off: loyalty leaders outperform on both growth and costs

SOURCE: Bain & Company. http://www.bain.com/publications/articles/customer-loyalty-in-middle-east-trends.aspx

10

Why measuring (and improving) customer service matters: Customer loyalty pays-off: evidence from the organizations using the NPS approach

Source:“TheEconomics ofLoyalty”Bain&Company,RAFLLAnalysis

Examplefromaretailbank

11

Why measuring (and improving) customer service matters: Thousands of companies have seen the benefits of integrating NPS into their businesses

Source: Bain & Company, RAFLL Analysis, The Institute of Customer Service, Vodacom; South African Customer Satisfaction Index

• Focus on loyalty enabled doubling their NPS in 3 years, and improving efficiency margins and employee retention.

• South African health insurance provider Momentum has continued to improve its NPS by championing customer experience and customizing products and services based on customer feedback. Their 2016 NPS exceeded industry benchmarks by close to 13%.

• Focus on loyalty and customer experience enabled rapid sales growth of 35% CAGR over 4 years and over 4x average sales per square foot than competitor retailers

• ING’s focus on learning and action based on NPS feedback has led to a leading NPS position in multiple markets and strong referral economics (40% of new customers come through referrals)

• By capturing and acting on NPS data from multiple channels, Swedbank was able to increase NPS 13 percentage points from 2009 to 2010; total promoters up 10% and detractors are down 25%

Illustrative Examples• South African mobile provider Vodacom improved their NPS and sales conversion by focusing on

the customers experience. By integrating NPS into their agent’s desktops, Vodacom is able to rate and improve service after every interaction.

• The National Bank of Kenya continues to improve its NPS through initiatives to transform customers experience at branches, agent outlets and digital channels. In 2015, they received the “Best Bank in Customer Service” award by the Institute of Customer Service based on their NPS (ICS randomly polled 7000 customers).

12




Annex


Principles for how to measure

Mechanisms of data collection

13

We have distilled some key principles for customer satisfaction measurement that emerge from learnings across organisations over time

• Align capacity and incentives from the outset

• Ask few questions

• Ask the right questions

• Ask questions often

• Listening is not enough

14

Align capacity and incentives from the outset: If staff and/or customers fear the repercussions, feedback will not be reliable or incorporated

SOURCE: Learning Lab analysis; Keystone Accountability 2014 “Constituent Voice: Technical Note 1” ; ”; Jump 2013 “Beneficiary Feedback Mechanisms: A Literature Review; BBC Media Action/UKAid 2012 “Still left in the Dark?”

• Employees often worry about the possibility of negative feedback about their performance

• Board may worry that negative feedback will undermine donor relationships

• Need for deep trust and no fear of repercussion/punishment for “negative” feedback

• Feedback needs to translate into action/change or will be perceived as a waste of time

• Staff may fear that they will not be able to answer questions/ requests/ complaints from constituents

• Concern may be that team will not be able to handle the volume of feedback

• Clients may worry that survey means extensive questions and require a lot of valuable time/energy

• Clients may worry they may not have the skills/capabilities (language, literacy) to respond

Incentives Capacity

Inte

rnal

Exte

rnal

Internally, there needs to be consensus about the need and value of constituent voice/ customer satisfaction data

Externally customers/ constituents need to see the value in providing feedback at all, and more importantly, in providing honest feedback

Tips:• Set the ambition: establish a vision for the future with inspiring but achievable goals• Coach customer and employees: make time to interact with customer and employees and

support and train employees in customer feedback • Cascade commitment from executive level to front line: integrate customer satisfaction at all

levels of the organization ensuring senior leaderships highlights the importance of customer satisfaction relative to financials

15

Ask few questions: “Micro-surveys” minimise response burden but can be varied and supplemented to collect a broader range of relevant data

SOURCE: Learning Lab analysis; Survey Monkey 2011 “How much time are respondents willing to spend on your survey?”; Keystone Accountability 2014 “Constituent Voice: Technical Note 1”; Wootric 2016: “Tagging: How to make the most of open-ended NPS feedback”

High-frequency micro-surveys provide ongoing management data but should be supplemented with periodic (every 18-24 months) in-depth research to better understand the questions arising from the micro-surveys (usually “WHY”) and to shape future strategic priorities.This research can continue to employ closed-ended/Likert scale questions or short answer but can also employ more elaborate observational and participatory methods for greater nuance and depth.

Median response time by survey lengthn-100,000

Micro-surveys:

• Never more than 3-5 questions• Full question bank per organisation can be 15-25

questions• Systematic rotation of questions through data collection

cycle ensures an adequate sample of responses to each question

• Should include a “Free Response” or “Open-ended” question to enable unprompted feedback or requests.

• While requiring more effort for analysis, this could provide interesting insights into how the product/ service is used, highlight additional customer needs, identify most appreciated elements of product or service design, etc.

PRO TIP: Use “tags” to help identify and track themes and to route feedback to the appropriate responder

16

Ask the right questions: NPS is a simple and powerful tool that can be incorporated as part of a micro-survey to measure customer loyalty and advocacy

SOURCE: FeedbackLabs “NPS for the Non-Profit Sector: What we’ve learned so far”; PeoplePulse Survey Solutions

The Net Promoter Score (NPS) is a common and simple metric used in the private sector for determining customer loyalty and a company’s future growth. Companies with the highest customer loyalty typically grew revenues at more than twice the rate of their competitorsThe exact question asked can be modified to fit the RAF sector and smallholder clients but the key is to keep the question closely linked to behaviours. Some providers in the RAF portfolio may already be using the NPS

On a scale from 0-10 how likely are you to recommend our product/service to a friend or family member?(0 = not at all likely, 5 = neutral, 10 = extremely likely)

MINUS

% Promoters

% Detractors

= Net Promoter Score (NPS)

0-6

7-8

9-10

Extremely likely

Detractors

Passives

Promoters

Extremely unlikely

17

Ask the right questions: The NPS question – followed by the ‘why’ – allows us to focus on behaviors and immediately drive to core issues

Why are you recommending our product / service to a

friend or family?

What would need to happen for you to recommend our

product / service to a friend or family with a 9 or a 10?

Why are you not recommending our product / service to a friend or family?

Identify key elements of the customer experience that have the most impacts on customer

delight

Identify key customer pain points and root causes for customer

dis-satisfaction

Identify customer touchpoints to transform customers from

passives to active promoters

18

QUALITY OF RELATIONSHIPCore and interrelated elements of relationship quality include notably trust, fairness, voice, and empowerment. These questions explore the quality of relationship and how to improve it, which over time can impact effectiveness and outcomes,

Example questions:• I have confidence and trust in the integrity of […]. • [...] listens to my questions and views and responds genuinely.• I am more connected to [financial services, training resources,

markets, etc] thanks to […]. • With support from […], I am getting better at achieving my

goals.• I feel that I am ready and willing to try new things offered by [...].

OUTCOMESConstituent perceptions of outcomes are evidence that should be combined with other measures of outcomes.

Example questions:• How well did the [advice/product/service] work when you tried it? • I have more income and my family lives a better life because of

[...]. • There are real and positive changes taking place in my life and

my community because of […].

Ask the right questions: The NPS approach can be used as part of the “Client Voice” approach to understand the client’s full perspective

SOURCE: Keystone Accountability 2014 “Constituent Voice: Technical Note 1”

Importance / Relevance

Quality of product / service

OutcomesQuality of relationship

IMPORTANCE / RELEVANCESeeking to understand - Is your product/service central to the respondent’s life or goals? Or is it relatively trivial? Is it somewhere in between?

Example questions:• How important are the products /

services provided by [...] to you and others in your area?

• How significant is this issue [or cause] to you?

QUALITY OF PRODUCT / SERVICETrying to understand experience of a product or service as close to a unique touch point as possible with both general and specific questions

Example questions:• I learn something in every [training session] that I

attend• Based on the services I receive from […], I would

recommend […] to family or friends. • Have you received this [product or service] from

another organisation? If “Yes”, how does it compare, much worse, or much better?

• Was the [point of sale / service/ delivery] at a time and place that was easy for you to access?

The balance or weight of the different categories, or their relative utility depends organisation-to-organisation on the business model, nature of the work, the context, etc.

19

Why the NPS approach in particular is effective: the NPS methodology is cost-effective and highly informative

Source: Bain & Company, RAFLL Analysis

Simple and effective

Informative

Easy and affordable

Adaptable and flexible

Proven

• Resolves uncertainty/debate about which episode/touchpoints of the customer experience have the most impact on customer delight

• Ties directly to customer behavior and the economics at the customer level

• Provides a foundation to conduct cost-benefit analysis of investment decision

• Limited number of questions (1-2) keeps the burden on the customer low• Likelihood to recommend is scored on a simple zero-ten scale making it easy

for customers to understand• “Recommending to a friend / family” reduces beneficiary bias• NPS can be tracked regularly, just as other financial metrics, and can be

broken down by multiple criteria e.g. business line, product, geography etc.

• NPS can be conducted by phone, SMS, email, web• Score is easy to calculate allowing for quick feedback and follow up

with customers and employees to understand root causes

• Its easiness to implement means NPS can be used in very different business settings e.g. at the point of sale, after servicing calls, after “x” time of product / service usage

• Thousands of companies in many different industries have measured their NPS, experiencing enhanced growth and sharing their experiences and lessons learned

20

Ask questions often: Feedback is powerful if regular. Frequency of survey is informed by data need and collection method among other factors (1/2)“Don’t just use NPS once a year– no one will pay attention to it. The more frequently scores come out, the

more opportunities you have to try out a new approach to a problem to see if it changes outcomes.”

SOURCE: Learning Lab analysis; FeedbackLabs “NPS for the Non-Profit Sector: What we’ve learned so far”; Wootric 2015 “How and when to survey your customers for NPS Feedback”

1. WHAT KIND OF INFORMATION ARE YOU LOOKING FOR? Feedback about a product or service interaction? • Then you want immediate feedback about so you can change and respond quickly - you should survey very frequently. • However, be careful – too often and you may create survey fatigue! Feedback about the outcomes or impact of a product or service?• Then give the customer time to use the product or service multiple times for the effect to be realised – you should survey less

frequently

2. DOES AN “EVENT-BASED” SURVEY OR “TIME-BASED” SURVEY MAKE MORE SENSE FOR YOUR SPECIFIC PRODUCT AND INFORMATION NEEDS?

Time –based surveys• For the first survey, after ~one month of use is normal – this allows customer enough time to use the product and reflect on their

experience• If you are testing a product, then you might need data sooner – in which case survey sooner maybe after 1-2 weeks of use• You can resurvey to understand a customers continued use experience. A common corporate time frame is every 3-4 months (once

a quarter)• Example: a quarterly survey over the course of a 1-year loan to understand repayment experience, interaction with collection

method, changing outcomes, desire to re-borrow, etc.Event-based surveys • For the first survey, after the first interaction /purchase/deployment means you gather first impressions, “shopping” experience”• This approach is good for service-based interactions while experience is fresh. For products it is less useful as there is little use

experience• For resurveying, you can gather feedback after every event. Think about Uber as an example – a customer is surveyed after every

ride.• Example: If you need feedback on a training programme, you could take multiple approaches - after every complete period of

training/after every course vs after each day of training

Some factors to consider as you design the frequency of data collection

21

Ask questions often: Feedback is powerful if regular. Frequency of survey is informed by data need and collection method among other factors (2/2)

SOURCE: Learning Lab analysis; Keystone Accountability 2014 “Constituent Voice: Technical Note 1”

Passive (Feedback is client-driven) Active (Feedback is solicited)

Without personal interaction Personal interaction Without personal

interaction Personal interaction

Vs.

Examples: • Suggestion boxes• Dedicated auto-reply email

address

Examples: • Call centres staffed by full-

time responder(s)

Examples: • USSD interface• SMS platform• Interactive Voice Response

Examples*: • Point of contact –

salesperson, trainer, service-provider

• Household survey by enumerator

• Phone based surveyADVANTAGES:• Relatively low cost • Without personal interaction means high degrees of

anonymity are possible which could increase honesty/openness

DISADVANTAGES:• Feedback is likely to be limited in volume/frequency• Data is likely to be biased by outliers – the extreme

experience or perspective is more likely to seek a feedback channel

*Note: Data capture in these methods can be paper-based or digital

ADVANTAGES:• Enables higher volume, higher frequency, targeted input for

decision-making and product development• Technology platforms can enable large scale data collection and

analysis at lower cost

DISADVANTAGES:• Mobile-based surveys are easy to ignore/abandon. Would need to

adjust for potential low response rates• Point-of-service surveys could be biased in their inherent

selectiveness• Household surveys are expensive and time-consuming

22

Listening is not enough: One-way systems are extractive so feedback loops must be closed to be usefulThere is a wide spectrum of ambition for client/customer feedback:

– Collecting views/ensuring client feels “heard” – Listening and responding– Triggering a response/action and

communicates that response

In the RAF portfolio, we believe that the objective in collecting customer feedback is to drive decision-making and real change in products and operations.

For this to happen, feedback loops or two-way systems are better than one-way systems:

– One way systems are “data extractive” –gathering evidence or input from customers/clients

– Two way systems are dynamic and involve both listening and responding with action

The Hirschman Voice Cycle designed by Keystone Accountability provides a useful template for an effective mechanism for gathering and using customer feedbackSOURCE: DfID 2015 “Beneficiary Feedback in Evaluation”; Keystone Accountability 2014 “Constituent Voice: Technical Note 1”

Design

Collect

Analyze

Dialogue

Course Correct

Hirschman Voice CycleThe operationalisation of “Constituent Voice

Understand the Theory of Change; balance pragmatic

constraints (budget, capacity) with needed level of rigour

Continuous micro-surveys + occasional in-depth surveys

Segment – Triangulate –Benchmark - Visualise

Affirm strengths – make improvements – adjust the feedback mechanism itself

Report back and validate data – conduct targeted

investigations - agree plans for improvements

23




Annex


Principles for how to measure

Mechanisms of data collection

24

Reliability is important: Decision makers need to have confidence in the customer feedback and data collection process to feel comfortable using it

Your partner providers need reliable customer feedback to feel confident in using the data to determine priorities and drive investments for the business.

RAF partners need to have confidence in the accuracy of the data to be able to use customer feedback as an indicator in measuring the performance of your programs.

Challenges:• How can we make a stronger business case to convince

providers to prioritize customer satisfaction measurement? • What is the cost/benefit of implementing more rigorous and

reliable data collection methodologies?• Can we get the customers we care about the most (high

value customers) to provide accurate feedback? • Do the customers we do hear from reflect the whole, or at

least the segments we care the most about?

When Is Customer Feedback Data Trustworthy?

Customer feedback data can be trusted if it meets the following criteria:

• The data needs is valid, meaning that it measures what you want it to measure

• The data is reliable, meaning that it provides a consistent and accurate measurement

• Executives and employees are willing to use the data to make important business decisions

SOURCE: Satmetrix, “Creating a sampling strategy for your business

25

Four data collection methods: These active data collection methods are well suited for NPS surveys and should be evaluated against pros/cons

Mobile / web Live phone Live in-person

Examples: USSD, SMS platform, Web based, Interactive voice response

Advantages:• Low cost• High volume• High frequency• Targeted input for decision

makers• Anonymity

Disadvantages:• Mobile surveys easy to

ignore/abandon • Respondent can’t be

probed• Literacy can be an issue• Gender bias (mostly men

own phones in rural areas)

Example: Live phone survey (call center or phone survey service provider)

Advantages:• Low cost• High response rates• More positive response

with human interaction• Anonymity• Flexibility

Disadvantages:• Lack of visual materials• Time constraint• Inattentiveness • Poorly formulated

questions can be confusing and lead to inaccurate responses

Example: Household survey, market survey

Advantages:• Clearly structured,

flexible and adaptable• Personal interaction

can produce more accurate results

• Can observe behavior

Disadvantages:• Expensive• Time consuming• Interviewer bias• Geographic limitations

Example: Survey done through a point of contact salesperson, trainer or service-provider

Advantages:• Ability to collect

feedback immediately after an event

• Personal interaction can produce more accurate results

• Can observe behavior

Disadvantages:• Reliance on 3rd party to

administer survey can introduce error

• Interviewer bias

Point of contact

SOURCE: Learning Lab analysis; Keystone Accountability 2014 “Constituent Voice: Technical Note 1”; FAO “ Advantages and Disadvantages of Survey Methods”

26

Three survey approaches: Census, Representative sampling, and Non-probability sampling

Census Representative sampling Non-probability sampling

Method: Collect feedback from all customers

Advantages:• Provides accurate feedback from

the whole customer population (no sampling error)

• Detailed information about subgroups of customer population

Disadvantages:• Very costly and time consuming if

the population is large• Very difficult to implement (i.e. need

complete list of customers with up to date contact information)

• Declining response rates in subsequent waves

Method: Collect feedback from a subset of customer selected through a randomization processes to be representative of the population

Advantages:• More cost effective and less time

consuming than census• Results can be representative of

customer population of designed with a rigorous sampling technique

• Allows for collection of feedback over time to reduce respondent fatigue (i.e. different waves)

Disadvantages:• Requires a well designed

sampling approach• Results may not be

representative of customer population if sample is small

Method: Collect feedback from a subset of customers selected on the basis of their accessibility or purposive judgment of the researcher.

Advantages:• Inexpensive, quick and easy to

implement• Requires less technical capacity

as there is no sampling plan• Useful when you are looking for

descriptive comments about the sample

• Useful for preliminary studies

Disadvantages:• Results may not be

representative of the customer population

• Data is not reliable as precision can not be measured

SOURCE: Satmetrix, “Creating a sampling strategy for your business;StatisticsCanada,“Nonprobability sampling”;AustralianBureau ofStatistics

27

Collect NPS data using a sample survey: A practical approach to developing a sampling plan for a NPS survey (1/2)

In analyzing customer feedback with the NPS metric there are a few key questions that most companies want to answer:

1. Did the NPS change over the last survey period?2. Which product/service lines are above or below our

company’s NPS goal3. Which customer segments have the highest NPS

The best way to determine whether observed differences in two test scores is statistically significant (usually with 95% certainty) is to use different tests of significance (i.e. T-Test).

The accuracy of these tests depend on the size of the sample and are therefore a good starting point for determining sample size.

SOURCE:Satmerix, “Creating asamplingstrategyforyourbusiness”;Genroe, “Mostpeopledon’t understand samplesize”.

A Note On Sample Sizes For NPS Surveys:

• The NPS metric requires larger sample sizes to measure very small differences in scores compared to simple proportions.

• The reason for this is that the NPS is a difference between two proportions with values ranging from -100 to +100.

28

Collect NPS data using a sample survey: A practical approach to developing a sampling plan for a NPS survey (2/2)

SOURCE: Satmetrix, “Creating a sampling strategy for your business”; Genroe, “Most people don’t understand sample size”.

Steps to develop a sampling plan for your NPS survey:1. The most practical way to determine the sample size for a

NPS survey is to decide how small the difference in scores needs to be to provide decision makers with enough confidence to trust the results.

2. Refer to existing NPS sample size tables and identify the sample size needed to deliver this level of confidence

3. Calculate the number of customers to send the survey to using historical or industry standard response rates

4. Randomly select customers to participate in survey

Table 1: Minimum statistically significant differences in NPS between 2 groups by sample size (Source: Satmerix)

An Illustrative Example:1. Management wants to feel confident (95%)

that any difference in scores more than 3.6% points is statistically significant

2. Based on this requirement, the sample size needs to be at least 1000 customers (see table 1)

3. Average customer response rates in the industry are 25% - based on this response rate, the company will need to survey 4000 customers to get the right sample size

29

Non probability sampling: Even with limitations of sampling methodologies, you can still collect critical data – Don’t let perfect be the enemy of the good

Non probability sample surveys are a good alternative for providers that want to collect valuable customer feedback, but lack the budgets, time and human resources to implement a more rigorous method.

• While the results may not be representative of the whole customer population, you can learn valuable feedback from the customers you receive feedback from. A positive or negative NPS can tell you a lot about the customers you were able to survey!

• This type of survey is also a good starting point for businesses that are just starting to collect customer feedback as it can deliver quick results at low costs and effort. As you gain more experience with collecting, analyzing and reporting customer feedback data, you can graduate to more rigorous data collection methods.

There are four different types of methods for selecting customers to be interviewed when conducing a non-probability sample survey:• Convenience or haphazard sampling• Volunteer sampling• Judgment sampling• Quota sampling

Convenience sampling is a cost effective and easy method for selecting customers to participate in a non-probability sample NPS survey:

1. Identify how many customers you would like to survey or simply try to survey as many customers as possible

2. Select these customers based on cost, convenience and accessibility (i.e. visit market places where farmers sell their goods that are nearby bank offices)

SOURCE: Statistics Canada, “Non probability sampling”

30




Annex


31

Annex: Potential Resources

Other useful resources*:

• Keystone Accountability Feedback Commons: http://feedbackcommons.org/

• Feedback Labs: http://feedbacklabs.org/• The Listening Program (now absorbed into CDA’s

Accountability and Feedback Loops practice area): http://cdacollaborative.org/cdaproject/the-listening-project/

• DataShift (citizen generate data): http://civicus.org/thedatashift/

• Collected examples of client/community feedback in the development/non-profit sector: https://ngoperformance.org/related-initiatives/feedback-examples/

• Genroe website and blog includes resources for NPS data collection: http://www.genroe.com/blog/most-people-dont-understand-sample-size

• Satmetrix has a good white paper on developing a sampling plan for NPS surveys: http://cdn2.hubspot.net/hub/268441/file-205878064-pdf/White_Papers_(PDFs)/WP_-CreatingASamplingStrategy.pdf

* Illustrative not exhaustive

NPS and/or Customer satisfaction software or applications* • Open Data Kit• KoboToolbox• Datarivet• Wootric• Zendesk• AskNicely• Promoter • Client Heartbeat

General online survey building tools or applications* • Survey Monkey• Survey Gizmo• Loop Survey • Limesurvey• Polldaddy• Survey Legend• Survey Planet• Survey Nuts

32

Annex: Other models

KPMG Africa Banking Industry Customer Satisfaction Study used the “Customer Satisfaction Index (CSI):

SOURCE:KPMG2013“AfricaBankingIndustryCustomer Satisfaction Survey”

THANK YOU

RAF Learning Lab · Customer Satisfaction Measurement Webinar 31 August 2016 RAF Learning Lab...

Documents

Transcript of RAF Learning Lab · Customer Satisfaction Measurement Webinar 31 August 2016 RAF Learning Lab...