Most companies devote a lot of energy to listening to the voice of the customer, but few of them are very happy with the outcome of the effort. Managers have experimented with a wide array of techniques, all useful for some purposesbut all with drawbacks. Elaborate satisfaction surveys that involve proprietary research models can be expensive to conduct and slow to yield findings. Once delivered, their findings can be difficult to convert into practical actions. The results also may be imprecise: Our research shows that most customers who end up defecting to another business have declared themselves satisfied or very satisfied in such surveys not long before jumping ship.
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