Measuring Customer Satisfaction: Exploring Customer Satisfaction’s
Relationship With Purchase Behavior
Tim Glowa
Author Bio
Tim Glowa is the co-founder and partner of Bug Insights, a marketing analytics firm. A results-focused marketing analytics consultant, Tim has been helping clients solve complex marketing challenges for nearly twenty years. He is a recognized thought leader in the preference measurement and total rewards strategy development spaces, and has published several articles on conjoint and its applications. Tim has also presented on this topic at numerous conferences in North America, Asia and Europe. He has conducted a number of studies over the past two decades for senior executives at Fortune 500 companies in the United States, Australia, Canada, China, Singapore, Hong Kong, Australia, and the U.K.
Description
The measurement of service quality and customer satisfaction has received considerable academic attention over the past twenty-five years. Companies spend hundreds of millions of dollars and thousands of people hours trying to understand and influence customers, and often assume (incorrectly) that satisfied customers are loyal ones. Simply understanding customer satisfaction is not enough – researchers and managers must also examine how satisfaction influences customer behavior. This paper presents a new methodology for understanding customer satisfaction and its relationship to customer behavior through the use of discrete choice modeling. Using an empirical example of customer satisfaction, the post-paid cellular service in Western Canada, the results of this new model are compared to two traditional methods of modeling customer satisfaction data – exploring the differences between attribute performance and attribute expectation, and uncovering the relationship between attribute satisfaction and overall satisfaction. The results of the choice model are compared and contrasted against traditional results, and are found to be strategically and tactically useful.
Book excerpt
Customer satisfaction is an important strategic issue for every company wishing to increase the value of customer assets and create better business performance. To increase the value of these customer assets, customer satisfaction should be measured and managed, its return on investment calculated and understood. Like other broad corporate strategies, customer satisfaction should be planned and thought out rather than just reported. Too often, it seems, the results of the monthly or quarterly study are reported and compared only to the previous month, and while viewing trends over time is helpful, especially if the cause of a change can be isolated and its impact understood. But this trending information is mostly descriptive, and not prescriptive. Understanding historical data doesn’t tell you how you can improve, or what the expected outcome might be.
Consider for a moment which is more strategic: the firm that cuts costs across the board during an economic downturn, not knowing the impact on customer satisfaction; or the company that confidently spends whatever it takes to keep satisfaction scores high, without an understanding of how satisfaction influences future behavior?
Neither. What firms must do is understand and selectively invest in the particular elements of service that drive customers’ repurchase behavior, carefully monitoring how competitors are satisfying their customers, while simultaneously optimizing its own customers’ satisfaction. The objective should be to link customer satisfaction with sustained profit growth, suggesting the “optimal” level of satisfaction may not be a “ten” or “excellent” in every performance measure.
Companies spend millions of dollars and hundreds of thousands of people hours trying to understand and influence customers – to hold onto them and encourage them to spend more. But to increase customers’ satisfaction, firms must do more than simply track loyalty, satisfaction or defection. Despite all the money invested to promote loyalty among high-value customers, it is increasingly elusive in almost every industry.
How good should an airline meal be? If you are guided by customer satisfaction, the answer is “extremely”. Airline customers often complain about food, and criticize it heavily in many customer satisfaction questionnaires . Inflight meals and beverage service are often identified as the most important key drivers of overall passenger satisfaction. However, passengers do not buy airline meals; they buy airline tickets. These tickets give them a bundle of service features including check-in, cabin service, meals, luggage delivery, and frequent flyer points or in flight entertainment. Some of these service elements are more important to some passengers than others. However, if providing a better meal has little influence on whether the passenger will purchase another ticket from the airline, what is the return in investing in better meals or pursuing higher meal satisfaction ratings?
Thus, a new approach to customer satisfaction must be examined. This book presents a methodology that examines how changes in satisfaction level (across a range of competitors) directly influences customer behavior, and addresses the broader strategic issue of whether customers are prepared to make purchase decisions based on levels of satisfaction.
This book examines the concept of customer satisfaction and defines its linkage to future customer behavior, and started as a white paper that was created ten years ago. It is laid out as follows. First, typical customer satisfaction measurement systems and their shortcomings are examined. This is followed by the introduction of a proposed competitive customer satisfaction model that links satisfaction with future purchase intentions through conjoint. After reviewing the concept of conjoint, the results are analyzed, compared against traditional models of customer satisfaction, and conclusions are drawn.