Há dias, durante este webinar "Measurement, Analysis, and Improvement According to ISO 9001:2015" recebi uma pergunta mais ou menos deste teor:
“Most companies find it difficult to measure customer satisfaction. Response rates for surveys is poor & does not serve the purpose. Data is scattered here & there in emails and no centralized analysis is done. Any comments?”
A minha resposta andou em torno de: Talvez os inquéritos a clientes não sejam o melhor método para a maioria das situações. Talvez as empresas usem inquéritos a clientes porque é um método fácil, não porque seja a melhor abordagem. A sua empresa tem um software de CRM? Por que não trabalhar com a sua área comercial para aproveitar as informações que lá estão? A sua empresa trabalha nas instalações dos clientes a fazer reparações ou instalações? Por que não usar algum pedido de feedback para essas interacções enquanto o seu pessoal está por lá? Não quero soar ou ser rude, mas acho que a maioria das empresas recebe o que merece pelo pouco investimento que faz (e não falo de dinheiro, mas de qualidade de pensamento) para obter feedback dos seus clientes. Depois, pouco fazem com isso também. A maioria quer ter um número para se satisfazer com ele.
"For many organizations, surveys like this qualify as “talking to the customer.” They’re ubiquitous – appearing in hotel rooms, after online purchases, and in hospital emergency departments. But do they really qualify as customer consultation? Or are they a symptom of an isolated management just putting on a show of interest? What can be done instead?The obvious answer is to talk with customers directly....If only they knew just how simple and straightforward a customer interview process can be, and how rich the rewards, if you know how to ask the right questions....If you’re like a lot of people, your initial response might be: “Twelve clients? The sample is too small. It’s not enough to tell you anything useful.”But in conversations with clients, you’re after quality not quantity. You want to know how they think about issues and how they make decisions. You want to get inside their minds. You want to get a feel for their needs, wants and pain. You can’t get that from a questionnaire....The short answer is: you need enough interviews to get to the point at which you hear nothing new and material is being repeated – so called “saturation”. You can, it turns out, reach this point surprisingly quickly....When it comes to obtaining customer input, executives often think a multiple-choice survey will be the most cost-effective option. They have their place, of course, such as if you want to know the percentage of people who liked or disliked something. But these instruments are shallow and derivative at best, and at their worst they can be annoying and counterproductive. So don’t let them become an excuse for not talking to the customer."
Trechos retirados de "Customer Surveys Are No Substitute for Actually Talking to Customers"
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