Developing a data-centric approach paves the way to balancing customer satisfaction and business profitability, but also to developing hyper-personalized offers that ensure the long-term loyalty of a happy customer.
Focusing on customer satisfaction is of course essential - an optimal customer experience leads to better business results, while a dissatisfied customer is likely to turn to the competition.
"The satisfaction rate often becomes a goal in itself rather than a diagnostic tool," notes Simon Anthonis. "This is problematic because the focus is no longer on improving the customer experience but on improving the KPI."
To be useful, this measurement must first be taken authentically and objectively. We've all been confronted with those satisfaction surveys based on the Net Promoter Score (NPS) but which hijack it: it incentives to give a score of 9 or 10, offers an incomplete or wrong scale... "This is nonsense! This tool was created to identify and solve problems. To manipulate it is to hide from it since the underlying problems are not solved. Another bias occurs when customer satisfaction is coupled with individual or group bonuses."
Balance between satisfaction and profitability
Rather than measuring satisfaction at a given moment, it is interesting to do so continuously, at all stages of the customer journey: from prospecting to making contact, through payment, or requesting additional services. This diagnosis highlights the steps to be improved.
Taking into account the number of customers who experience this moment of dissatisfaction also makes it possible to measure its impact: if 1% of customers are concerned, the impact is marginal; if this is the case for 50% of the customer base, it is necessary to act to correct the situation. However, "setting priorities based solely on customer satisfaction is a risky business", warns Simon Anthonis.