Tool to assess organization's level of customer satisfaction and what to do to improve customer relationships.

1. Boomer Match to Business
match@bm2b.ca 905.662.5130 www.bm2b.ca
Customer Satisfaction Continuum
Stage 1 Stage 3 Stage 5
Stage 2 Stage 4
MINIMIZE LINK EMPLOYEES BUILD A
MANAGE PROMOTE
WITH CUSTOMERS
HASSLES DISCONTENT COMMUNITY CUSTOMER-FOCUSED
CULTURE
TOTAL SCORE
0 30 90 120 150
Your Place on the Customer Satisfaction Continuum
1. Transpose your Total Score onto the Continuum with an “X”
2. Mark the place on the line of the continuum where you would like your organization to be.
3. Proceed to developing an action plan to close the gap between where you are and where you would like to be. Utilize the CSP Con-
tinuum—Interpretation Chart on the next two pages to help you make these plans.

2. Boomer Match to Business
match@bm2b.ca 905.662.5130 www.bm2b.ca
Customer Satisfaction Continuum—Interpretation
Stage Customer Focus Measurement Environment
1. Minimize Hassles  fixing things  Occasional acts of exceptional  Pyramid structure
‘Keep the customer under  Moving surpluses customer service  Internal focus
control’  Ensuring reliability, responsiveness, consistency  Focus on enhancing current/known  Relatively small number of employees with
 Routine and reactive strengths direct customer interface
 Managing errors  Low tolerance for mistakes  Operational focus
 Brand recognition  Volume driven  Highly segmented jobs
 Short term results focus  Customer segmentation based on
locale/product
Score 0—10  Cost driven Score 0—8
2. Manage Discontent  Create and maintain a customer service vision  Occasional acts of exceptional customer  Pyramid structure
‘Listen to the customer’s voice’  Fixing things service  Use customer data to improve internal pro-
 Ensure responsiveness, reliability and con-  Focus on enhancing current/known cesses and systems
sistency strengths  Employees trained on delivering good cus-
 Customer voice part of planning  People and process changes and develop- tomer service
 Trends and ease of doing business is customer ment  Communication of results to all employees
focus  Customer satisfaction goals set  Supplier input and feedback
 Become ‘best in class’  Short term results highest priority  Supplier audits
 Customer preferences decide product and ser-  Long term results given consideration dur-  Customer segmented based on volume and
vice changes ing planning product and locale
Score 13—24 Score 11—20 Score 9—16
3. Link Employee with Customer  Customer pleasing  Employees encouraged to help customers  Team structure
‘Empower both employees and  Building customer trust, interest and involve-  Customer satisfaction linked to perfor-  Linkages across all functions and levels
customers’ ment mance management and management  Processes and systems facilitate information
 Unique order and delivery options compensation sharing and communication
 Customer enabling systems and processes  Customer satisfaction linked to profits  Employees have access to all customer satis-
 Target customers  Strategic plans affected by customer future faction data
needs  Total channel management
 Reward and recognition for meeting and  Customer segmentation based on ‘best’ cus-
exceeding customer expectations tomers
 Supplier relationships leveraged
 Measures based on team performance
Score 25—36 Score 21—30 Score 17—24
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3. Boomer Match to Business
match@bm2b.ca 905.662.5130 www.bm2b.ca
Customer Satisfaction Continuum—Interpretation
Stage Customer Focus Measurement Environment
4. Promote Community  High level of customer touch  Customer satisfaction links to profits inte-  Team structure
‘Create a sense of community with your  Customer needs anticipated grated and fully understood  Employees think like customers and business
customers’  Customers and employees participate in owners
 Delighting customers
strategic planning  Jobs broadly defined
 Become ‘best’ - leader in customer satisfaction  De-emphasis on individual performance,  Employees have full authority and accounta-
 Bringing like-minded customers together continued emphasis on team bility for delivering on customer satisfaction
 Getting customers to do more—helping other  Customer satisfaction ratings drive insourc-  Lots of customer segmentation and customi-
customers ing and outsourcing decisions zation
 Internal customers assess each other’s  Customer and employee hot lines integrated
 Getting customer input in all aspects of the performance for maximum results.
business  Customer satisfaction performance key
 Creating buzz about your business input to succession plan
 Employees encouraged to submit and im-
plement changes based on customer in-
put—linked to performance management
 Customer satisfaction and competitor com-
parison measures used in strategic planning
Score 37—48 Score 31—40 Score 25—32
5. Build a Customer-Focused  Management of the total supply chain  Stakeholder input key element of strategic Customers segmented by stakeholder group
Culture  Focus on first line as well as customer’s cus- plans and within stakeholder group
‘Everyone knows what to expect and is tomers  Recognition for contribution to the commu-  Recognized role in the broader community
constantly delighted’  Anticipate all customer needs nity—organization, team, individual  Information sharing and communication with
 Focus on profitability and loyalty of customers  Stakeholder performance integrated into all stakeholders
compensation and succession plans  Culture so strong everyone behaves in com-
 In house awards highly regarded in the mon ways
industry
Score 49+ Score 41+ Score 33+
Underlying Tenets of the Continuum:
 Movement along the continuum is a cumulative process of adding new practices. Organizations need to continue those practices that aided their performance in the
previous stage but now they adopt new practices to advance further.
 Linking customer satisfaction to compensation should not occur (employee level) until Stage 4 when the systems and processes are in place.
 As organizations progress along the continuum, there is further integration of players in the value chain (suppliers, customers, employees, shareholders, etc.)
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