Use cases / Business services firm
Client case
Deepler Research · Continuous listening
Customer satisfaction survey: the cause was inside
A business services firm saw in its customer satisfaction survey that customers in one region were becoming less and less satisfied. The report showed what was going wrong, but not why. With Deepler Research, the organisation put the results per region next to the experience of its own employees.
Sector
Business services
Target group
Customers and employees
Solution
Deepler Research
Application
Customer and employee
In brief
The question
Why are customer scores falling in one region?
The insight
Internal friction carried over into customer contact.
The result
Actions aimed at the cause, not the symptom.
The question: why are customers in one region less satisfied?
Customer scores in one region had fallen for several surveys in a row. Customers mentioned slow responses and changing contact persons. Management wanted to intervene, but did not know where to start: was it the people, the processes or the planning?
The approach: customer and employee side by side
The organisation now measures customer satisfaction and employee experience at the same level: per region and per team. The questions are aligned, so themes such as availability and handover come back on both sides. The regional manager and the teams discuss the results together.
Customer satisfaction survey
Per region and per team
Employee experience
The same themes, the same structure
Discuss together
Regional manager and teams at the table
The insight: the handover was stuck
In the region with falling customer scores, employees said that the handover between the inside and field teams was not working well. Information got lost, and customers had to ask their question again. Exactly what customers named as a source of irritation in the customer satisfaction survey.
Customer and employee, the same cause
Schematic view
The result: working on the cause, not the symptom
Instead of compensating customers or expanding the inside team, the organisation tackled the handover. The teams drew up a fixed way of working themselves. In the next surveys, the organisation tracks whether customers and employees both notice the improvement.
- Customer complaints traced to an internal cause
- Teams that came up with the solution themselves
- Customer and employee experience in one overview
Getting more from your customer satisfaction survey: three lessons
What this organisation learned about combining customer and employee experience:
Measure at the same level
Only then can you compare results per region or team.
Align the themes
Ask customers and employees about the same topics.
Discuss them together
You find the cause at the table, not in the report.
Read more about the customer satisfaction survey from Deepler, or see how a healthcare organisation discusses its employee satisfaction survey per team.
Frequently asked questions
Frequently asked questions about the customer satisfaction survey
Why combine a customer satisfaction survey with an employee survey?
Because the cause of customer complaints often lies within the organisation. By putting both side by side, you see where internal friction carries over into customer contact.
How often do you measure customer satisfaction?
That depends on the number of customer contacts. Many organisations measure continuously after a contact moment, supplemented by a periodic survey.
At what level should you measure?
At the level at which you want to improve, for example per region or team. Measure customer and employee experience using the same structure.
Is correlation the same as cause and effect?
No. Correlation gives a direction for the conversation. You find the cause by discussing the results together with the teams.
Can Deepler run both surveys?
Yes. With Deepler Research you run both customer and employee surveys, with results in one environment.