Aviões e clientes que não regressam

"272. Survivors are Noteworthy

During World War II, a lot of airplanes were shot down. The army hired Abraham Wald to inspect the planes that had made it back to base to suggest how they should increase their armor to improve their odds.

The planes Wald reviewed had bullet holes throughout their wing area. The conventional approach was to add more armor there, where the holes were.

He pointed out the counterintuitive truth: The fact that these planes made it safely home meant that the wings were fine. Put the armor where there weren't holes, because the planes that got shot in the fuselage were the ones that never made it back.

Another example: A company works hard to fix the things that lead customers to call in and complain. That's fine, but it ignores the customers that aren't bothering to call in but who are just walking away or badmouthing you to others.

Figure out what those things are and you'll make an even bigger impact on your long-term success."

A analogia entre os aviões que regressavam à base e os clientes que reclamam é extremamente pertinente para as PME. Muitas empresas focam-se excessivamente nas queixas dos clientes que dão feedback explícito, mas ignoram aqueles que simplesmente deixam de comprar sem dizer nada. O problema? Esses clientes "silenciosos" podem representar uma perda muito maior do que os que reclamam.

Ouvir o silêncio é tão importante como ouvir as queixas. Se um cliente reclama, significa que ainda tem interesse na empresa. Quer que o problema seja resolvido e está disposto a dar feedback. Mas os clientes que desaparecem sem avisar podem ser os mais críticos para o negócio - e nunca se saberá porquê, a menos que se investigue. 

As PME devem olhar para os clientes que deixam de comprar e tentar perceber o que os afastou. Foi o preço? O atendimento? A concorrência? Se apenas se focarem nos problemas levantados pelos que reclamam, podem estar a corrigir pormenoress que não são os verdadeiros responsáveis pela perda de clientes. O desafio é identificar os "buracos invisíveis" que realmente fazem os clientes desistirem. Não basta esperar que os clientes se queixem. Criar inquéritos, fazer follow-ups, analisar comentários em redes sociais e observar mudanças no comportamento de compra pode revelar problemas que nunca chegam a ser reportados.

Qual o propósito dos inquéritos que criamos? Picar o cartão ou procurar pistas sobre o que não sabemos que não sabemos?

Trecho retirado de "What is Strategy" de Seth Godin.

Há clientes e clientes

"The trouble is that, in Japan as elsewhere in the world, the "customer is always right" mantra is having a bit of a wobble. Perhaps existentially so.

...

Japan's current experience deserves attention. After many decades at the extreme end of deifying the customer (Japanese companies across all industries routinely refer to clients as kamisama, or "god"), there is now an emerging vocabulary for expressing a healthy measure of atheism.

...

The Japanese government is now planning a landmark revision of labour law to require companies to protect their staff from customer rage.

The real breakthrough, though, lies in legislating the idea that customers can be wrong - a concept that could prove more broadly liberating.

...

Perhaps the biggest dent left by Japan's superior standards of service, though, has been the chronic misallocation of resources. [Moi ici: Por que tenho cuidado ao usar a palavra excelente] The fabulous but labour intensive service that nobody here wants to see evaporating has come at a steadily rising cost to other industries in terms of hogging precious workers.

...

Worldwide, though, the sternest challenge to the customer is always right mantra arises from its implication of imbalance. Even if the phrase is not used literally, it creates a subservience that seems ever more anachronistic. In a research paper published last month, Melissa Baker and Kawon Kim linked a general rise in customer incivility and workplace mental health issues to the customer is right mindset. "This phrase leads to inequity between employees and customers as employees must simply deal with misbehaving customers who feel they can do anything, even if it is rude, uncivil and causes increased vulnerability," they wrote."

O cliente tem a última palavra, mas o fornecedor tem a primeira, recordar o que escrevi em 2012.

Recordar "the most important orders are the ones to which a company says 'no'" em The Most Important Orders are...

Recordar Jonathan Byrnes e Justin Bieber.

Trechos retirados de "When the customer is not always right"

Para reflexão!

 

 "Thought Provoking Consulting. There is, he says, "serious oversupply" in the retail market — too many businesses vying for our custom — and, as recent retail collapses have demonstrated, not enough consumer spending to sustain them all. Yet separate ICS data shows that over 30 per cent of people would pay more for a product or service if they received exceptional customer care.

...

The best service I have received on the high street is from Hobbs. It's one of the few shops where sales staff have the confidence to say, "That style doesn't suit you as well as this one." How ironic that telling me not to buy something is the reason I keep going back.

...

Based on data it has collected between 2017 and 2023, firms with customer-satisfaction scores at least one point higher than their sector average achieved average compound revenue growth of 7.4 per cent. This compared to flat revenue growth for firms with average satisfaction scores at least one point below average. The impact was even greater on EBITDA (earnings before interest, taxes, depreciation and amortisation — a measure of profits), which averaged just over 20 per cent at the leading firms — twice the rate of those with below-average scores.

...

As I think back to the origins of service culture, to the close relationship between the customer spending money and the independent shopkeeper who has hit on a formula that keeps people coming back to spend more, I wonder, "How hard can it be?"

Bosses cannot and should not rely on technology or statistics to do the job of telling them about the customer experience. [Moi ici: Eheheheh! O tema do Big Data aqui no blogue] They should regularly be "on the shop floor" (or in the contact centre or with the tech team) listening to staff and customers, asking questions and understanding precisely where they're able to delight us, and frustrate us. In an online world, the need to make these human connections becomes more vital.

With years of high inflation forcing consumers to buy less stuff, getting value for money has never been more important. But this does not mean a race to the bottom with pricing. A third of customers say they will pay more for better service."

Recordar: Cuidado ao tirar os humanos da equação 

Trechos retirados de "How did customer service get so bad?" 

Modelos mentais, clientes ou concorrentes, qual o foco?

"Any path to understanding complex systems involves building evidence-based, statistically sound abstract representations of different aspects of reality. The same reality can be approached from different perspectives, using different paths and tools, but always through the manipulation of abstractions. As practically minded and down-to-earth as you may be, you cannot shy away from abstractions and deny the omnipresent role of your mental models in guiding your actions. [Moi ici: O mais difícil é reconhecer que vemos o mundo através desses modelos. Anil Seth, "the brain is continually generating predictions about sensory signals" , descreve-nos como um cérebro fechado numa prisão de osso e que aprende a interpretar o mundo através de um jogo de ténis entre sinais recebidos e sinais enviados. E esquecemos que isso está sempre a acontecer. As nossas interpretações são fruto desses padrões de aprendizagem. Há tempos, numa conversa percebi uma reacção de uma maestrina que estranhei, ela estava a dizer que o cântico estava errado. Eu olhei para a folha e fixei-me no que sei ler, o texto. E pensei: Duh! O texto está OK. Depois, percebi que ela estava a referir-se à partitura. A música que lá estava era outra.]

...

A company's mission statement defines its raison d'être. Why does it exist? A company's business model specifies how it exists and grows. ... The business model must spell out how and for whom the company creates value and how it translates this value into profit.

...

We shall differentiate the business model concept from that of business strategy, to be construed as the overall game plan to beat competition. [Moi ici: Come on!!! "game plan to beat competition". Um livro que parece tão interessante e com esta linguagem arcaica? Para mim é "game plan to seduce clients" - Getting back to strategy ] The business model further entails the setting up of a sustainable network of partners and suppliers. "What trusted partners can make up for what we cannot do on our own?"

Trechos retirados de "Complex Service Delivery Processes - Strategy to Operations" de Jean Harvey.

Números interessantes sobre vendas

Números interessantes:

"Only 13% of customers believe a sales person can understand their needs. [Moi ici: Este é o número que mais me impressiona]

Takeaway: Too many people in sales still don't get it. It's not about you. It all starts and stops with the buyer. Good sales professionals are like a doctor diagnosing a patient's illness. If you can't uncover your customer's problems and needs you don't stand a chance at selling them a solution."

...

The average company spends $10K - $15K hiring an individual and only $2K a year in sales training. [Moi ici: Este também impressiona]

Takeaway: Sales training is paramount for new salespeople. If you hire A players but don't invest in their growth you will never have an A team.

...

Retaining current customers is 6 to 7 times less costly than acquiring new ones.

Takeaways: Pay attention to your existing customers. The fact that they are engaged with your brand gives you an advantage that you’d be mistaken not to capitalize on. This is all about account management, up-selling and cross-selling.

...

After a presentation, 63% of attendees remember stories. Only 5% remember statistics.

Takeaway: Tell stories. Storytelling is one of the most powerful techniques salespeople have to communicate and motivate. Using stories to make a connection with a prospect can greatly increase your ability to close deals. How has your product or service helped other companies? How has it caused big changes for other organizations?"

Trechos retirados de "21 Mind-Blowing Sales Stats" 

Foi você que falou em certificação dos clientes?

Nestes tempos em que se fala tanto de qualidade, de satisfação dos clientes, de certificação, de clientes mistério, de ... 

"Americans are encountering more problems with companies' products and services than ever before, and a higher proportion of them are actively seeking "revenge" for their troubles, a new study has found.

Some 74% of the 1,000 consumers surveyed said they had experienced a product or service problem in the past year. That is up from 66% in 2020, when the study last was conducted, and 56% in 2017. Only 32% told researchers they had experienced a problem in 1976, when a similar version of the study was first conducted.

The percentage of consumers who have taken action to settle a score against a company through measures such as pestering or public shaming in person or online, has tripled to 9% from 3% in 2020, according to the study. That reversed a downward trend with regards to revenge-seeking behavior: The average percentage of customers seeking revenge between 2003 and 2017 was 17%."(1)

"Effective support for years has been looked upon as a consumer right, however, and some customer experience executives say stratifying it into tiers runs the risk of eroding trust among those who can't or don't want to pay." (2)

(1) - As Customer Problems Hit a Record High, More People Seek 'Revenge 

(2) - Want Better Customer Service? Join the (Membership) Club

Satisfação dos clientes - inquéritos ou entrevistas?

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.

Outra pergunta em torno do mesmo tema mereceu uma resposta do tipo: Por exemplo, recentemente conversei com uma directora da qualidade muito aborrecida porque apenas 30% dos clientes responderam ao inquérito de satisfação. Tive que animá-la e chamar a sua atenção para o facto de que 30% não é nada mal. Mais importante é entender que informações serão extraídas desse inquérito. Não devemos perder a oportunidade de comunicarmos directamente com os clientes sobre a sua experiência.

Entretanto, ontem li:

"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" 

Caderno de apontamentos - I

O meu caderno de apontamentos no final de uma das reuniões na semana passada.

1 - O ciclo de vida da relação com os clientes 

Onde medir a percepção dos clientes acerca da interacção e do produto? 

2 - Para quem trabalhamos? Underserved ou overserved?

3 - Temos de fugir do pensamento Muggle para aumentar a WTP (willingness to pay)

4 - Aumentar a WTP é o passo para aumentar a produtividade a sério.

"Sorry" or "Thank you"?

"Business leaders worldwide report that consumers’ expectations of service quality are higher than ever. It is therefore not surprising that consumers’ interactions with service providers are often rife with service failures, or negative service encounters that do not live up to their expectations.
...
Meanwhile, service failures engender formidable consequences to businesses, such as considerable financial loss and negative word of mouth (WOM). For example, U.S. companies lost $1.6 trillion in 2016 from customer switching caused by poor service, and 44% of unsatisfied customers vented their frustrations on social channels.
.
Given the prevalence and dire consequences of service failures, identifying effective recovery methods that are cost efficient and easy to implement is critical to restore consumer satisfaction and increase retention.
...
Specifically, while apology (e.g., “Sorry for the wait”) acknowledges the service failure through the admission of service providers’ fault and accountability, appreciation (e.g., “Thank you for your wait”) acknowledges the service failure by honoring consumers as a benefactor and highlighting their merits and contributions. Drawing from research on consumer self-view, we expect that this shift of focus in the service provider – consumer interaction (from “sorry” to “thank you”) can significantly increase consumer self-esteem. As a result, appreciation should be superior to apology in boosting consumer postrecovery satisfaction.
...
Our findings have substantial implications for service providers regarding how to effectively recover service failures. As an initial step after service failures, service providers need to decide what to say to consumers to redress the failure and restore satisfaction. Despite abundant guidance on whether and when to redress a service failure, researchers have offered little advice on what service providers should say, except for recommending that they apologize for the service failure. Our work suggests that rather than saying “sorry,” service providers should say “thank you,” which is often more effective in enhancing consumer satisfaction. In addition, our studies identify the effectiveness of various symbolic recovery strategies for service failures and thus contribute to better managing business operations.
.
Moreover, this research emphasizes that what service providers ultimately say (“thank you” or “sorry”) should be tailored to certain situational (i.e., timing of the recovery, severity of failure, and presence of utilitarian recovery) and individual (e.g., consumers’ trait narcissism) factors. For example, our results suggest that service providers could monitor the service delivery and redress potential failures in advance. Furthermore, we show that when the service failure is severe, utilitarian recovery or material compensation is a prerequisite for the superior effect of appreciation. We also alert service providers to the importance of consumers’ personality traits, especially their level of narcissism. Our research suggests that service providers should use appreciation in their service recovery for consumers with a higher narcissistic tendency (e.g., those who use social networks more, are younger) but should be aware that appreciation is not necessarily better than apology for those low in narcissism."

Excerpts from "When and Why Saying “Thank You” Is Better Than Saying “Sorry” in Redressing Service Failures: The Role of Self-Esteem" de Yanfen You, Xiaojing Yang , Lili Wang, and Xiaoyan Deng, published by Journal of Marketing.

"a myopic strategy that leads to consistent mediocrity"

"customer loyalty is driven more by emotional factors than by rational ones.
...
Ask yourself this: Is your company trying to minimize complaints or maximize customer delight? Given the research I’ve cited, you might think that every company would be trying to create dynamic, delightful customer journeys infused with emotion. You’d be wrong. Many focus almost solely on complaints. Their goal: Eliminate the customer’s pain at every point where the consumer and the company intersect. It’s a myopic strategy that leads to consistent mediocrity, because companies miss much of what the customer experiences on his or her journey.[Moi ici: Recordar "There’s nine times more to gain by elevating positive customers than by eliminating negative ones"]
...
The journey between visiting a company’s website, say, and making an actual purchase is an emotional, cognitive, and motivational process. It’s the mix of those forces that creates feelings, memories, and stories about an organization, whether positive, negative, or ambivalent. It’s this variability that creates opportunities for companies to deliver memorable experiences. Rules and standardization can get in the way.
...
When companies focus on reducing variance in customer experience, eliminating outliers, they make sure that, statistically speaking, as many customers as possible occupy the middle of a normal distribution curve. Terrible customer experiences get a lot of attention, which reinforces the strategy of standardizing operating procedures and laying down more rules. Imposing controls helps bring experiences closer to expectations. While eliminating bad experiences may reduce complaints, result in fewer angry customers, and trim costs, the unanticipated consequence of moving most customers to the middle of distributions is that it will also result in consistent mediocrity. They will have undifferentiated, average experiences, which will leave them with few, if any, memories.
...
For that reason, positively varied emotional journeys can have the richest payoff. They leave indelible memories, increase customer loyalty, and have multiplier effects in a world where customers are closely connected. For companies that embrace variability, even terrible experiences that spawn negative emotions — such as that lost purse at Disney World — are an opportunity. If the company surprises and delights the customer by efficiently and innovatively resolving his or her problem, the dominant emotion, the one that lasts in memory, will be positive."

Trechos retirados de "The Magic That Makes Customer Experiences Stick"

A merecer reflexão (parte II)

Spirit Airlines Revenue 2014-2019

Cada vez mais clientes usam os serviços da Spirit Airlines.

No entanto, "Companies That Mistreat Their Customers Are Mistreating Their Employees".

E recordar "A merecer reflexão" (Outubro de 2016).

Lembro-me de ler um artigo que dizia que quando algo atingia o preço zero, comportamentos esquisitos podiam surgir. Aqui temos uma empresa que pratica preços super-baixos, deixa os clientes insatisfeitos, mas como o factor principal é o preço... o número de clientes continuam a crescer.

"There’s nine times more to gain by elevating positive customers than by eliminating negative ones"

Há anos aprendi uma grande lição com Youngme Moon no seu brilhante livro "Different". Relatei essa lição no postal "Now, something completely different... para nos deixar a pensar".

Ontem, durante uma caminhada matinal li:

“Research suggests that when customers contact you because they’ve had problems with your product or service, you should focus on defense—that is, you should focus on efficiency and not try to “delight” them.)
.
“Studies have consistently shown that reliability, dependability, and competence meet customer expectations,” said service expert Leonard Berry, a professor at Texas A&M University. “To exceed customer expectations and create a memorable experience, you need the behavioral and interpersonal parts of the service. You need the element of pleasant surprise. And that comes when human beings interact.” Here’s the surprise, though: Most service executives are ignoring the research about meeting versus exceeding expectations.
.
The customer experience researchers at Forrester, a leading research and advisory firm, conduct an annual survey of more than 120,000 customers about their most recent experience with companies from a wide range of industries: banks, hotels, automakers, PC manufacturers, and more. One question in a recent survey—“The US Customer Experience Index (CX Index), 2016”—asked how the customers felt about that experience. They rated their emotions on a scale of 1 to 7, where 1 reflected a very bad feeling and 7 a very good one.
...
If you were a service executive, what would you do with the results of this survey question? You probably wouldn’t focus on the 7s; they love you, they’re happy. But given that everyone else—from the 1s to the 6s—has room for improvement, who gets the attention? Would you try to fix problems for the 1s, the people you’ve made miserable? Or would you try to delight the 6s to nudge them up to a 7? In an ideal world, you’d do everything at once—finding ways to vault everyone up to a 7. In our world, though, you face trade-offs of time and attention. So which customers would you focus on?
Let’s simplify the decision a bit. Say you had to choose between two plans. Plan A would magically eliminate all your unhappy customers (the 1s, 2s, and 3s), boosting them up to a 4:

And Plan B would instantly vault all your neutral-to-positive customers up to a 7:

Which would you choose?We’ve presented this scenario to dozens of executives who focus on the consumer experience, including leaders from well-regarded brands such as Porsche, Disney, Vanguard, Southwest Airlines, and Intuit, and asked them which plan better described the way their company allocated its time and resources. They estimated, on average, that their companies spent 80% of their resources trying to improve the experience of seriously unhappy customers.

That seems reasonable at first glance—they’re trying to eliminate the worst customer problems. But as a strategic investment, it’s madness.
Here’s why. Forrester’s researchers have built models of the financial value of a customer. They know from survey responses, for instance, that an airline customer who gives a 7 (very positive) rating will spend about $2,200 on air travel over the next year. A customer giving a 4 rating, on the other hand, will spend only $800. The equivalent figures for the package shipping industry are $57 and $24.
.
In other words, the happiest people in any industry tend to spend more, so moving a 4 to a 7 generates more additional spending than moving a 1 to a 4. Furthermore, there are dramatically more people in the “feeling positive” 4–6 zone than in the “feeling negative” 1–3 zone. So, with Plan B, you’re creating more financial value per person and reaching more people at the same time.
.
As a result, choosing between Plan A and Plan B is not a close call. Here’s the astonishing finding from the Forrester data: If you Elevate the Positives (Plan B), you’ll earn about 9 times more revenue than if you Eliminate the Negatives (Plan A). (8.8 times, to be precise.) Yet most executives are pursuing Plan A.
...
To be clear, we’re not recommending that leaders abandon their efforts to fix big problems. Rather, they should reallocate their attention. There’s nine times more to gain by elevating positive customers than by eliminating negative ones.
And that process of elevation—of moving customers to 7—is not about filling pits or paving potholes. To create fans, you need the remarkable, and that requires peaks. Peaks don’t emerge naturally. They must be built”

Trechos retirados de “The Power of Moments” de Chip e Dan Heath.

"Turn disappointment into delight"

Primeiro a leitura desta carta "An open letter to Aer Lingus on the occasion of their quite dreadful service." de onde retiro, a título de exemplo:

"I was unfortunate enough to be on your delayed flight EI937 from Heathrow to Belfast City on 19/7/19, so am writing to complain about the delay itself, the way you made the delay worse, and the way you treated your passengers.
...
Your flight was scheduled to leave at 19:20. When the boards in the airport showed that it was delayed till (if I recall correctly) 22:40, I went to find some Aer Lingus staff to ask for vouchers for food and drink. Since you are obliged to provide your passengers with food and drink during this delay, of course I should not have to go searching for them: you should be making an announcement over the PA and seeking out your passengers to provide them with what you are legally obliged to. But no.
...
I should not but apparently do need to explain to you that the purpose of providing food and drink to your passengers is to make a bad experience — a severely delayed flight — somewhat less bad. Forcing your passengers to stand in a queue for hours in order to earn the privilege of asking for vouchers makes the bad experience worse. That is the opposite of compensation."

Recordo um texto re-lido esta semana, "Why Is Customer Service So Bad? Because It’s Profitable." e recomendo a leitura deste outro artigo lido esta semana "The Magic That Makes Customer Experiences Stick":

"2. Turn disappointment into delight. If your company is going to value the outliers, it must be ready to transform negative experiences into positives,
...
By resolving a problem that he didn’t cause, the night manager delivered an experience that was remembered for years. When employees are taught to be in tune with the customer’s emotions, they can notice changes in emotional state and respond quickly. As their alacrity accelerates the shift from disappointment to delight, the intervention creates a sudden contrast that makes experiences sticky.
...
By turning disappointment into delight, companies can create emotionally memorable experiences and win customers who will sing their praises."

Connected companies

"The Old ApproachCompanies used to interact with customers only episodically, when customers came to them.
.
The New ApproachToday, thanks to new technologies, companies can address customers’ needs the moment they arise—and sometimes even earlier. With connected strategies, firms can build deeper ties with customers and dramatically improve their experiences.
.
The UpshotCompanies need to make continuous connection a fundamental part of their business models. They can do so with four strategies: respond to desire, curated offering, coach behavior, and automatic execution.
.
A seismic shift is under way. Thanks to new technologies that enable frequent, low-friction, customized digital interactions, companies today are building much deeper ties with customers than ever before. Instead of waiting for customers to come to them, firms are addressing customers’ needs the moment they arise—and sometimes even earlier. It’s a win-win: Through what we call connected strategies, customers get a dramatically improved experience, and companies boost operational efficiencies and lower costs.
...
In our research we’ve identified four effective connected strategies, each of which moves beyond traditional modes of customer interaction and represents a fundamentally new business model. We call them respond to desire, curated offering, coach behavior, and automatic execution."

Trechos retirados de "The Age of Continuous Connection"

Perguntas e inquéritos (Parte II)

Parte I.

Sabem que sou muito crítico acerca do que se faz sobre a medição da satisfação dos clientes. Por exemplo:

• "e eu respondi ao calhas!!!" - Janeiro de 2019
• But Our Executives Want A Number! - Dezembro de 2017
• Acerca da medição da satisfação dos clientes - Outubro de 2016
• Avaliar a opinião, não a satisfação - Janeiro de 2010
• Avaliar o grau de satisfação dos clientes? - Julho de 2009
• Acerca da satisfação dos clientes (parte I) - Fevereiro de 2010
• Acerca da medição da satisfação dos clientes - Fevereiro de 2010
• Medir o Grau de Satisfação dos Clientes para quê? - Setembro de 2006

Por isso, neste artigo, "What Must You Ask? Comparing Two Customer Survey Approaches", apreciei sobremaneira a liberdade das perguntas abertas:

"Understanding context of satisfaction – Word cloud based on responses to question, “What one word best describes this company?” [Moi ici: Até que ponto o que os clientes pensam da empresa está em sintonia com a mensagem que a empresa procura passar?]

Understanding context of satisfaction – What improvements would you make?" [Moi ici: Uma das frases mais comum naquela lista de artigos lá em cima é "não existem empresas perfeitas"]

Como escrevo aqui:

"Não existem empresas perfeitas. Por isso, de cada vez que um inquérito de satisfação dos clientes conclui que somos bons... perdeu-se uma oportunidade de melhoria e reforçou-se o conformismo com o status-quo."

Agora, relacionar isto com a parte I.

Perguntas e inquéritos (Parte I)

Há dias, ao terminar a leitura do livro "Choose" de Ryan Levesque fixei a SMIQ:

“The ASK Method starts with the desire to better understand your market at a deep emotional level so you can ultimately better sell and better serve your market. Knowing your market at this deep emotional level requires asking the right questions in the right way to understand what your most ideal potential customers want. Not what they think they want, not what they say they want, but what they really want. And most importantly, what they really want to buy.
...
People don’t know what they want. But they do know one thing, and that’s this: They do know what they don’t want. And therein lies the first clue to figuring out what to ask. The right questions are somewhat counterintuitive.
...
what we call the SMIQ, which stands for Single Most Important Question, because as the name implies, this is your single most important question
...
When it comes to X, what’s your single biggest challenge, frustration, or question you’ve been struggling with? (Please be as detailed and specific as possible.)
...
Now, the reason for asking this question in this specific way, is because, as we now know, while people don’t know what they want, they do know what they don’t want.
...
When you ask people this question, whether through a survey link created in a survey software like bucket.io designed for this very process, or through a simple Facebook post, you want the response format of this question to be open-ended—that is, they can write their response in their own words, as opposed to selecting one of several multiple choice options. The reason for keeping this question open-ended is that it’s all about discovering who the “hyper-responsive” potential customers are in your market—the people most motivated and interested and likely to spend money to solve the problem that you’re intending to solve. It’s about uncovering what natural language patterns these hyper-responsives use, so you can echo that language back in your marketing and messaging. It’s about identifying what makes the hyper-responsive people in your market different from everyone else so you can focus 100 percent of your effort on targeting and serving similar customers.
One of the ways in which you can identify hyper-responsives is, in part, by looking at the length of their response to your SMIQ. All things being equal, the person who gives a longer, more detailed, more passionate response to the question “What’s your single biggest frustration?” is more likely to spend money on a product that solves that frustration than the person who gives you a short one- or two-word answer.”

Julgo que a técnica proposta faz todo o sentido.

Continua.

O que dizem e o que fazem

O amigo @pauloperes mandou-me este artigo "Why did Shoes of Prey fail? Because it listened to customers":

"Shoe retailer Shoes of Prey toppled over like Bambi in heels last week. And no wonder, because according to chief executive officer Michael Fox, the founders trusted what their customers told them.
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In outlining the reasons Shoes of Prey failed, Fox pointed to a yawning gap between customer intent and actual behaviour: “While our mass market customer told us they wanted to customise …what they were consciously telling us and what they subconsciously wanted … were effectively polar opposites.”"

O artigo fez-me recordar vários postais ao longo dos anos sobre o tema:

• You can’t ask customers what they want (Junho de 2016)
• Acerca da medição da satisfação dos clientes e A merecer reflexão (Outubro de 2016) 
• "Many companies fall into the trap of asking consumers" (Dezembro de 2016)
• "don't put their money where their mouth is" (Fevereiro de 2017)

"e eu respondi ao calhas!!!"

Li ontem, um título qualquer que dizia que o número de jovens que de manhã vai para a escola em jejum está a aumentar.

Sorri e lembrei-me logo de uma estória que aqui escrevi em Fevereiro de 2010 (o meu parceiro das conversas oxigenadoras vai sorrir):

"Esta semana, em conversa com o administrador de uma PME que partilha da minha desconfiança em relação aos inquéritos, entre sorrisos, contou-me esta estória pessoal:
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Esta semana, tinha sido convocado a comparecer na escola de um dos filhos. Uma vez lá chegado percebeu que o assunto era por causa de uma resposta que o filho tinha dado num inquérito (daqueles que se preenchem com cruzes) feito pela escola. À pergunta "Costuma vir para a escola de manhã sem comer, sem tomar o pequeno almoço?" O filho respondeu "Sempre!!!"
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O pai ficou atónito, mas é claro que o filho tomava pequeno-almoço antes de ir para a escola!!!!???
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O pai saca do telemóvel, liga ao filho e pergunta-lhe porque é que ele respondeu daquela forma:
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"Sei lá! Puseram-me um inquérito chato à frente e eu respondi ao calhas!!!""

Obter informação sobre a satisfação dos clientes é um tema deste blogue desde pelo menos 2006. Não obter um número e ficar mais ou menos satisfeito porque o "grau de satisfação dos clientes" subiu, mas obter intuições sobre o que melhorar, sobre oportunidades para inovar, sobre onde aprofundar a diferenciação.

A quem ainda confia em inquéritos de satisfação de clientes para obter informação útil recomendo a leitura de "Customer Surveys Are No Substitute for Actually Talking to Customers":

"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?
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The obvious answer is to talk with customers directly. But executives are often put off by the idea of interviewing customers individually, believing that it involves many hours and massive expense. Instead they get together in a group and guess what the customer — or any stakeholder — wants, with only the flimsy, half-hearted responses of customer surveys to guide them. It usually results in the wrong answers and the wrong strategies."

Satisfação e preço

Mais um excelente texto de Seth Godin:

"If you want to create satisfaction, the two elements are:
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Make useful promises
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Keep them
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Price is unrelated, except for one thing: Charge enough that you can afford to actually keep your promise. The thrill of a low price disappears quickly, but the pain of a broken promise lasts a very long time."

Trecho retirado de "Price and satisfaction"

Acerca do feedback dos clientes

O tema da satisfação dos clientes, no âmbito da ISO 9001, é um tema que me persegue há uma série de anos (por exemplo em 2006, em 2009 e em 2010).

Vejo mais trabalho para responder a um requisito e satisfazer o auditor do que genuína intenção de capturar a percepção dos clientes. Caso a caso vou procurando (muddling through) algo que consiga capturar essa tal percepção.

Assim, apesar de nada ter a ver com a ISO 9001 e a satisfação de clientes, não posso deixar de recomendar este artigo "Why customer feedback is killing your innovation efforts"