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A Dozen Problems With Applied Customer Measurement

Most organizations today understand the importance of satisfying customers. Many have formal processes in place for survey-based customer satisfaction measurement. While right in intent, a large number of these programs have not kept pace with evolving ways of viewing, measuring, and managing customer relationships. Twelve common problems are described, characterizing specific ways in which applied customer measurement approaches fall short. Discussion of each problem helps to raise improvement possibilities for applied corporate researchers, and, offers fertile topical areas for academically-oriented researchers. Addressing the set of twelve issues in total also can be viewed as prescriptive for a progressive, up-to-date program of applied customer measurement.

  1. FAILURE TO CONNECT CUSTOMER MEASUREMENTS TO FINANCIALS
  2. THE ASSUMPTION THAT ALL CUSTOMER LOSS IS BAD
  3. VIEWING SATISFACTION IN ABSOLUTE TERMS
  4. BELIEVING THAT MEASURING IS DOING
  5. ASSUMING STAYING OR LEAVING HINGES SOLELY ON SATISFACTION
  6. IGNORING BEHAVIORAL MODERATORS
  7. STOPPING SHORT AT THE OUTCOME OF RETENTION
  8. STUDYING CURRENT CUSTOMERS TO UNDERSTAND DEFECTION
  9. IGNORING CUSTOMER ACQUISITION DYNAMICS
  10. NEGLECTING CONTACT EMPLOYEES AS A CRITICAL CONTROLLABLE
  11. MISSING INTEGRATIVE OPPORTUNITIES
  12. FAILING TO LEVERAGE AVAILABLE TECHNOLOGY
  13. CONCLUDING THOUGHTS

A Dozen Problems With Applied Customer Measurement, Douglas B. Grisaffe, University of Texas at Arlington, Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behavior, Volume 17, 2004, pp. 1-15

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