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on 22-Apr-10 02:08.
Customer Satisfaction Survey
By F. John Reh, About.com
We all know customer satisfaction is essential to the survival of our businesses. How do we find out whether our customers are satisfied? The best way to find out whether your customers are satisfied is to ask them.
When you conduct a customer satisfaction survey, what you ask the customers is important. How, when , and how often you ask these questions are also important. However, the most important thing about conducting a customer satisfaction survey is what you do with their answers.
How You Ask Whether Customers Are Satisfied
There are many ways to ask your customers whether or not they are satisfied with your company, your products, and the service they received.
on 22-Apr-10 02:07.
Customer Satisfaction Drives Sales and Loyalty for Top U.S. Retail Companies
Low Discount Prices Don't Guarantee Success During the Retail Recession
By Barbara Farfan, About.com
While the retail industry has been hyperfocused on pricing, the retailers who have continued to focus on customer satisfaction, like Amazon and Apple, have emerged as the winners in a losing holiday season.
The link between customer satisfaction and sales is not breaking news. The confirmation that overall customer satisfaction still matters in a price-conscious economy is definitely headline worthy. According to the "2008 Holiday Top 40 Online Retail Satisfaction Index" report from Foresee Results, the most satisfied customers still spend more, make more repeat purchases, and make recommendations to friends.
on 22-Apr-10 02:06.
Customer Relationships Are Key to Your Marketing Strategy
By Laura Lake, About.com
If I could show you how to increase your sales by 50% without increasing your marketing budget, would you be interested? Of course you would, what marketing professional or business owner wouldn't be interested? By the time you have finished this article you will have figured out how to do just that.
Take a few moments and think of all the inactive customer files you have in your file cabinet. Business owners often make the costly mistake of servicing a customer once then assuming "they'll stay" as a customer or client without maintaining and growing that relationship.
A year later that business owner is wondering what happened to that customer and where they went. Why haven't they hear from them? Did they leave? If so, why?
on 22-Apr-10 02:05.
8 Rules For Good Customer Service:
Good Customer Service Made Simple
By Susan Ward, About.com
Good customer service is the lifeblood of any business. You can offer promotions and slash prices to bring in as many new customers as you want, but unless you can get some of those customers to come back, your business won't be profitable for long.
Good customer service is all about bringing customers back. And about sending them away happy - happy enough to pass positive feedback about your business along to others, who may then try the product or service you offer for themselves and in their turn become repeat customers.
If you're a good salesperson, you can sell anything to anyone once. But it will be your approach to customer service that determines whether or not you'll ever be able to sell that person anything else. The essence of good customer service is forming a relationship with customers - a relationship that that individual customer feels that he would like to pursue.
on 21-Apr-10 23:01.
The Balanced Scorecard introduced customer metrics into performance management systems. Scorecards feature all manner of wonderful objectives relating to the customer value proposition and customer outcome metrics-for example, market share, account share, acquisition, satisfaction, and retention.
Yet amid all these measures of customer success, some companies lose sight of the ultimate objective: to make a profit from selling products and services. In their zeal to delight customers, these companies actually lose money with them. They become customer-obsessed rather than customer-focused. When the customer says "jump," they ask "how high?" They offer additional product features and services to their customers, but fail to receive prices that cover the costs for these additional features and services. How can companies avoid this situation? By adding a metric that summarizes customer profitability.
Consider the situation faced in the 1990s by one of the nation's largest distributors of medical and surgical supplies. In five years, sales had more than tripled to nearly $3 billion, yet selling, general, and administrative (SG&A) expenses, thought by many to be a fixed cost, had increased even faster than sales. Despite the tripling in sales, margins had declined by one percentage point and the company had just incurred its first loss in decades. Rather than SG&A costs being fixed or even variable, these costs had become "super-variable."
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