1. Financed bySupported byImplemented in cooperation with Financed bySupported byImplemented in cooperation with Customer Satisfaction

2. Financed bySupported byImplemented in cooperation with “ Think of an incident in which you were “surprised and delighted” as a satisfied customer. How did that happen? Think of another situation where you were very disappointed as a customer, and you did not return or you told others about your negative experience. How did that happen? Customer Satisfaction

3. Financed bySupported byImplemented in cooperation with Whose perspective? products people processes outcomes results benefits Lens of the organisation Lens of the customer

4. Financed bySupported byImplemented in cooperation with money Customer satisfaction means money! A study in the Harvard Business Review showed that just a 5 percent increase in customer retention boosts profits by 25 percent to 125 percent. Winners of the Malcolm Baldrige National Quality Award ( heavily oriented toward customer satisfaction) outperform the Standard & Poor's 500-stock index by 3:1 in ROI Sears, Roebuck operates on a financial model which shows that a 5 point improvement in employee attitudes will drive a 1.3 point improvement in customer satisfaction, which in turn will drive a 0.5 percent improvement in revenue growth. The model also established that 4 percent improvement in customer satisfaction translates into more than $200 million in additional revenues. The lifetime value of a supermarket customer is estimated at $250,000 IBM in Rochester, Minn., calculates that a 1 percent increase in customer satisfaction is worth $257 million in additional revenues over five years. Marriott found that each percentage point increased in the customer-wide satisfaction measure of intent-to-return was worth some $50 million in revenues.

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6. Financed bySupported byImplemented in cooperation with Customer (dis)satisfaction 96% of dissatisfied customers never complain to the business, but 91% will not make return purchases 70-85% of dissatisfaction is due to customer service not product; 68% of customers who stop buying do so because they perceive an employee as discourteous or indifferent dissatisfied customers on average tell 12 friends of the poor service; satisfied people tell 5 friends (2:1 ratio) 70% will return if complaint is resolved, and 95% of customers would do business again if a problem is resolved quickly and effectively highly effective companies spend 10% of their operations budget on fixing problems related to customer complaints; ineffective ones spend 40% the average business loses 10-30% of its customers each year (without knowing which, when or why lost) it’s more costly to win a new customer than to lose an existing one (5-7 times greater); it takes 12 positive incidents to make up for a negative one Customers are three times more likely than service providers to recall the quality of the personal element in a transaction

7. Financed bySupported byImplemented in cooperation with More (dis)satisfaction Facts People who complain are generally younger, have higher incomes, are better educated, have more experience with the product, are less brand loyal, and may have higher expectations For every complaint there are an estimated 25 unnoted complaints 75% of complaints reported to front line person do not get reported to management Only 20% of complaints are directed to the manager by customers 800# doubles calls to corporate, but only 1 per 100/500 get addressed by a senior executive Quick resolution results in higher satisfaction & loyalty than multiple contacts losing customers is strongly related to employee turnover; Fortune magazine found that the companies with the happiest employees also produced the highest returns to shareholders by a substantial margin, 27.5 percent vs. 17.3 percent for run-of-the-mill companies.

8. Financed bySupported byImplemented in cooperation with Product Use Frequency of product use Primary use location Primary precipitating events or situations for product use or need Usage rates and trends Product Familiarity Degree of actual product use familiarity Knowledge (read product information, read product label, etc.) Knowledge and Involvement with product and the purchase process Awareness of other brands Reasons for original product purchase (selection reasons) Primary benefits sought from the product Product Evaluation Attribute evaluation matrix: (quality, price, trust, importance, performance, value) Perceived benefit associations matrix Importance, performance Identification of primary benefits sought Comparison to other brands (better, worse) What is the best thing about the brand, what could be done better Message and Package Evaluation Packaging size, design Advertising Promise, message fulfillment evaluation Value Analysis Expectation of price Expectation of relative price (full price, on sale) Current price paid Satisfaction Measurements Overall Satisfaction Reasons for Satisfaction Evaluation Satisfaction with attributes, features, benefits Satisfaction with use Expected and Ideal Satisfaction-Performance Measures Likelihood of recommending Likelihood of repurchasing General Measures in a Customer Satisfaction Survey

9. Financed bySupported byImplemented in cooperation with Customer expectations influence the evaluation of quality and forecast (from customers’ pre- purchase perspective) how well the product or service will perform. Perceived quality refers to overall quality, reliability, and the extent to which a product or service meets the customer’s needs; this shows the greatest impact on customer satisfaction. Perceived value is measured through overall price given quality and overall quality given price; it has somewhat less impact on satisfaction and repeat purchase. Customer complaint activity is measured as the percentage of respondents who reported a problem with the measured companies’ product or service within a specified time frame; it has an inverse relationship to customer complaints. Customer Loyalty is measured by likelihood to purchase a company’s products or services at various price points. Customer satisfaction has a positive effect on retention, but the magnitude of that effect varies greatly across companies and industries. ACSI Components (American Customer Satisfaction Index)

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11. Financed bySupported byImplemented in cooperation with Annual Customer Satisfactio n Surveys Focus Groups (Formal/ informal) Online Questionnaires Phone or Fax Surveys Feedback Forms Online Polls Customer Service Feedback CRM Software Other Surveys (Benchmarking, Employee, Org Alignment) Different forms of measurement

12. Financed bySupported byImplemented in cooperation with http://www.totalcustomer.org/2014/06/13/customer-experience- satisfaction-just-technology/#sthash.yryVisWe.dpuf http://www.totalcustomer.org/2014/06/13/customer-experience- satisfaction-just-technology/#sthash.yryVisWe.dpuf http://www.businessballs.com/businessballspuzzlesanswers.htm http://www.businessballs.com/freebusinessplansandmarketingtemplates.h tm http://www.businessballs.com/freebusinessplansandmarketingtemplates.h tm Lovelock, Christopher and Wirtz, Jochen (2011), Services Marketing: People, Technology, Strategy, Upper Saddle River, New Jersey: Prentice Hall. Useful links

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