A Retailer’s Guide To Customer Surveys

The famous comedian Gallagher entertains audiences with what he calls seeing things through “new eyes.” He proudly claims he got the concept from all the “bring you to your knees” questions asked by his young daughter. “Daddy,” she might ask, “Why do we drive on a parkway and park on a driveway?” or “Why is the Department of Interior in charge of everything outdoors?” As she got a bit older, he reported, she asked: “How come it’s a pair of pants but only one bra?”

Customer surveys are potent tools for gathering customer intelligence. However, surveys are fraught with more inaccurate fiction and erroneous folklore than all other customer intelligence methods. Breaking free of these mythical restrictions can come through “new eyes” questions. These “out of left field” questions can yield valuable insights for elevating the pursuit of what your customers really think.

Below are my favorite six questions. They may make you squirm or feel a bit guilty; they may also help you learn.

1. If the stimulus or impetus for this survey effort were a symptom, what might be the problem?

“Let’s survey our customers,” is a request that sounds almost sacrosanct. However, the rush to survey could be a knee jerk response to a warning sign, leaving the real trouble unaddressed. Try the “five why’s” technique you used as a child.  It might sound like, “Let’s survey.” “Why?” “Because we need to know what customers expect?” “Why?” “Because our frontline says we’re clueless about customers’ real needs.” “Why?” “Because we haven’t asked customers in a long time.” “Why?” “Because we were confident we knew what they expected.” “Why?” “Because we’ve stayed insulated and probably gotten somewhat arrogant.” Notice how the real issue is management isolation. A survey might provide some customer update, but not deal with the source of arrogance in the C-suite.

2. How will this effort impact other customer feedback efforts planned or underway?

A survey is only one of many ways for an organization to collect customer intelligence and feedback. However, given the familiarity everyone has with a survey as well as the sophisticated scientific methods typically used to interpret survey data, other, more powerful data collection techniques can seem plain vanilla. Watching what customers actually do with your product or service, for instance, can be more instructive than reading what they say they might do. “Have you recommended” is more a predictor of loyalty than “Would you recommend.” And, while surveys provide information; it is face-to-face/ear-to-ear and click-to-click communication that builds customer loyalty. Customers do not remain loyal because they received a survey.

3. How will customers influence or shape this survey effort (both in design and interpretation)?

Successful customer survey efforts involve customers before and after. Pre-survey participation includes a survey pilot to test the clarity of instructions, the relevance of items, and the simplicity of the return process. Post-survey participation is frequently overlooked. The obvious approach is to tell customers of results and plans for improvement. Remember that the results of even the most clinically pure, objectively conducted survey are being viewed through the biased, subjective eyes of the subject. Getting customers to help with interpretation can reduce that built-in prejudice. And, if a customer provides survey information that cannot be interpreted (assuming the respondent is identifiable), there is no crime in calling the customer and asking for an explanation.

4. What are your plans if get a lower return rate than you can live with?

Every company that uses a paper or online customer survey does so with the hope that enough surveys will be returned for statistically reliable data. There are subtle ways to enhance survey return rates. Crafting survey questions in everyday language (1: “They’re awful” to 5: “They’re awesome”) can improve returns. Making the survey instrument emotionally engaging — e.g., easy, fun, educational, or unique — all improve returns. However, if you do not receive enough completed surveys for true reliability, be prepared to undertake a follow up campaign via email or telephone follow up? Do not lower your standards for a less than solid return rate.  Unreliable data is more dangerous than no data at all.

5. What will you communicate to customers after the survey? How will customers know their input made a difference?

As soon as you announce a customer intelligence initiative, customers and employees have expectations regarding its impact. If service is poor yet customers value some employees, they may be less than candid in order to protect these employees from the consequence of candor. There may be units where employees know service is not acceptable. Fearing results will trigger “cleaning house” or adverse “quick fixes,” some may collude with customers to elevate results.  Therefore, it is important to develop plans for clear internal and external communications regarding the customer intelligence effort. Remember: Customers have long memories and will hold you to your promise. Do not put your organization’s integrity in doubt by not living up to customer and employee expectations for customer intelligence initiatives.

6. What topics do you want to avoid in this effort? What would be the impact if you did not avoid these topics?

The decision to avoid particular topics because the topic is “very sensitive” to certain customers should be a red flag. Your bias should be to find out as much as possible about “sensitive” topics, unfortunate incidents, poorly performing products, or inferior departments. Who better to ask for help than your customers? Avoidance of “sensitive” topics may signal to your customers you are less than serious about learning the truth. Make your customers a partner in your service improvement efforts. Customer inclusion builds customer loyalty. Give customers a chance to be honest; then give them an opportunity to be mentors.   

New times require new eyes. Customer intelligence methods are becoming more costly as customers are getting less tolerant of intrusions that add no value to their welfare. Smart retailers are those who exercise great care and rigor in how information is gathered and used. Only by asking the tough questions can we ensure that the intelligence gained is the intelligence sought and what is sought is what is truly important.   

Chip R. Bell is a keynote speaker and the author of several best-selling books. His newest book is Sprinkles: Creating Awesome Experiences Through Innovative Service. He can be reached at www.chipbell.com.