Editorial: Customer Satisfaction

We have discussed customer satisfaction before, but not like this. This is about the requirement of customer satisfaction in the ISO 9000:2000 standard. Customer satisfaction . . . what is it? How do you ensure it? Is it really something different from what we normally do in serving customers? First we must reemphasize that the ISO standard doesn’t tell us how we should do our jobs; but, instead, that we must define our job, how we will do it, and then show that our method works. In the area of customer satisfaction it pushes us to ask the question, ‘How do we know we are meeting our customers’ needs?’

Too often we fall back on the position that we must be doing everything well if our customers are not complaining. The truth of the matter is that sometimes customers don’t complain, they just go somewhere else. Another fact is that with philosophy as our measurement system, once we start receiving complaints our internal systems may already be in shreds. I am not saying that we shouldn’t consider our customer’s complaints. In fact, just the opposite, complaints should be measured and analyzed for frequency of occurrences and identification of the causes.

But again, how do we know if we are meeting our customers’ needs; if they are truly satisfied customers? The first thing that comes to most people’s minds is (let’s just go ahead and say it): the survey. A few years ago, I was talking to several customers about measuring the job we are doing for them. Before I could get any further, every customer said, “Please, not another survey”. The survey can be a good tool, but, unfortunately, is often misused. The right questions may not be asked or the right issues addressed. Most often there is no follow up. We take a survey, and we may not get back to those surveyed with the results. Even worse, we get the results and consider our job done instead of just beginning. We don’t follow through with the things we need to improve. We fail to communicate and act on findings. Surveys can be a good tool; but, if you use it, make sure you involve your customers with its development, and that you follow through with the identified opportunities for improvement.

I personally like to use what I consider the best tool for measuring customer satisfaction; the salesman or account manager. Who better to gather information on customer satisfaction than the individuals who have built the relationship with our customers, those who are in front of the customers discussing their needs, problems, and how we can better serve them? There are several things necessary to make this method work properly and also meet the ISO 9000:2000 requirements. First it needs to be formal. We need to identify our service information and train our sales force in how to gather it. We need a consistent process in place to record and analyze the information collected. The data and analysis of the data should be used to identify action items to improve our service and better support the present services we are providing. Follow up with the customers should insure we are making measurable improvements. This should be a continuous process.

There are other ways to measure customer satisfaction besides the three we listed above (complaint measurement, surveys and sales gathering data). As mentioned, I prefer using the people we already have in place working directly with our customers. Regardless of the method or methods chosen one thing is a fact: If you are to be a successful company you must address your customers’ satisfaction and provide evidence you have addressed it and met their needs.