{"id":7053,"date":"2020-12-01T15:01:34","date_gmt":"2020-12-01T15:01:34","guid":{"rendered":"https:\/\/skillhill.fi\/?p=7053"},"modified":"2022-10-24T13:58:05","modified_gmt":"2022-10-24T13:58:05","slug":"customer-satisfaction-vs-customer-loyalty","status":"publish","type":"post","link":"https:\/\/skillhill.fi\/fi\/customer-satisfaction-vs-customer-loyalty\/","title":{"rendered":"Customer Satisfaction vs Customer Loyalty"},"content":{"rendered":"

Written by Tom Venning <\/strong>
tomvenning@outlook.com<\/em><\/p>\n\n\n\n

These notes were adapted from the book \u201cMarket-Led Strategic Change\u201dby Nigel F. Piercy, 2002, Butterworth-Heinemann (First published 1991 HarperCollins Publisher).<\/em><\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

The difference between client satisfaction and loyalty is the difference between belief<\/strong> and behaviour<\/strong>. Satisfied clients believe<\/em> they are getting value, loyal clients stay<\/em> with one seller and their behaviour<\/em> is predictable. A loyal client may not be satisfied; a satisfied client may not be loyal. The connection between the two is explained below<\/p>\n\n\n\n

Low satisfaction and low loyalty \u2013 Dealers<\/strong> are people who normally buy junk. They spend as little as possible on low quality products, are dissatisfied so repeat the process\u2026 and are still unhappy. Unless you run a \u2018pile-em high, sell-em cheap\u2019 discount store you probably do not want clients who exhibit these characteristics, unless you can re-educate them and change their purchasing habits.<\/p>\n\n\n\n

A second group of customers who appear in this quadrant are new customers who have no experience with your product or service. Consequently, they may have high expectations, but have no experience to be satisfied or loyal with. Your role is to manage their experience.<\/p>\n\n\n\n

High satisfaction and low loyalty \u2013 Wanderers<\/strong> are people who see little differentiation between products and services. They are happy with what they buy, but this does not lead to brand loyalty. For example… think of note book computers. With the exception of Apple, there is little difference between most other brands, so it is difficult to create brand loyalty.<\/p>\n\n\n\n

High loyalty and low satisfaction \u2013 Hostages<\/strong> \u2026 like the name suggestions, clients are normally locked into these relationships by tight contracts, high switching costs or lack of choice. For example\u2026 a typical telephone contract binds the user to a fixed time frame, and has penalties if you leave. If this is connected to online data storage, then leaving the provider means shifting your data to the new provider which is difficult. Finally\u2026 is there a difference between providers? Does it make a difference to switch?<\/p>\n\n\n\n

High Loyalty and high satisfaction \u2013 Satisfied stayers<\/strong> believe that they are getting the best. They are happy and loyal. This is the ideal client \u2013 seller relationship. In the extreme top right corner, the maximum satisfaction and loyalty, clients become advocates. They recommend the seller, the product or service to their friends\u2026 this is seller paradise.<\/p>\n\n\n\n

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When does satisfaction translate into loyalty? <\/strong>As long as clients have choice, only extremely high satisfaction translates into loyalty. Clients will become advocates only when satisfaction is very high.<\/p>\n<\/div>\n\n\n\n

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\"\"<\/figure>\n<\/div>\n<\/div>\n\n\n\n

<\/p>\n\n\n\n

How to develop and fill the grid.<\/strong><\/h2>\n\n\n\n

Imagine investigating a crime\u2026 a house break-in. There are clues; fingerprints, footprints, a broken window. The clues help you build a picture of what happened. It\u2019s the same with planning a client journey. Look for the clues of what makes your client happy, and what keeps them coming back for more.<\/p>\n\n\n\n

To build your client-seller relationship you need to understand what keeps the client satisfied and loyal, and you need to understand the relationship\u2019s pain points. To do that follow this flow\u2026<\/p>\n\n\n\n

1. Choose which relationship you are interested in understanding. That could be; Client \u2013 you, client \u2013 your company, client \u2013 your department, client-competitor, and \/ or the client\u2019s the ideal view.<\/p>\n\n\n\n

2. List all the factors that affect the client relationship. The more information the better. Use your professional judgement about how deep to go. What you list depends on the client, their business, your existing relationship and how much you know about them.<\/p>\n\n\n\n

The factors that affect satisfaction and loyalty have been built over time and tell us about the history of the relationship and its present condition. The following table shows some factors you may want to consider\u2026<\/p>\n\n\n\n

Factors created by the client<\/strong><\/td>Factors created by your company<\/strong><\/strong><\/td><\/tr>
Business approach Budget Their customer\u2019s demographics Level of innovation Skills and capabilities Business targets Purchasing criteria Local laws Personal motivation Who makes the purchasing decision Intangibles i.e. feelings, trust, etc<\/td>Services you offer Terms and conditions of business Service levels Skills and capabilities Method of selling Local laws Quality Types of offerings Size of portfolio Intangibles<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

3. Throughout this process keep a note of what you don\u2019t know\u2026 a list of questions you need to clarify. One of the most powerful aspects of any planning activity is when you discover gaps in your knowledge. Closing these gaps is part of your action plan.<\/p>\n\n\n\n

4. Some items in the list will be complex issues that you can break into detail. For example, the client may be loyal to your services (education, information delivery, Q&A hotline). It is more useful to break the Service relationship into its individual components (i.e. Response time, knowledge, invoicing speed, flexibility when things go wrong etc.) Understanding the details will give you the choice of which topics you need to address\u2026 here\u2019s a second example\u2026 You may offer a telephone helpline service which covers several different product lines, and has different support levels. The customer may be happy with one product\u2019s support and unhappy with another. If you don\u2019t realise that you can\u2019t learn from the strong service, and improve the poor service. So, split the service into its individual elements.<\/p>\n\n\n\n

5. Position these factors in the different quadrants of the grid. Use different colours to signify the client-competitor, client-you \/ your company, your client\u2019s ideal world. While positioning be aware of the criteria you use to measure satisfaction and loyalty. Are these your client\u2019s criteria? Do you fully understand your client\u2019s criteria? This is not a scientific activity\u2026 do it quickly\u2026 it will give you an overview of the what makes relationships valuable\u2026 you will need to double check with your client.<\/p>\n\n\n\n

6. You now have a view of the relationship\u2019s strengths and weaknesses and the points where you can intervene with minimum effort and maximum impact. These points are where there is a large gap between; your competitors offering and yours, and between the client\u2019s current view and their ideal view. <\/p>\n\n\n\n

Using the Satisfaction \/ Loyalty grid to change the relationship.<\/h2>\n\n\n\n

You now need to decide which specific items on the grid you want to change. Consider the following\u2026<\/p>\n\n\n\n

High Loyalty and high satisfaction \u2013 Satisfied stayers<\/strong><\/p>\n\n\n\n

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Typically, you want your client-seller relationships in the Satisfied Stayer quadrant. This is where you have long-term stable relationships, you are safe from competition and have the easiest sales. It is critical to understand why products, services and actions are in this quadrant. This is your target for all client interactions. Your goal is to try and move all relationships into this quadrant.<\/p>\n<\/div>\n\n\n\n

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\"\"<\/figure>\n<\/div>\n<\/div>\n\n\n\n

Typically, you want your client-seller relationships in the Satisfied Stayer quadrant. This is where you have long-term stable relationships, you are safe from competition and have the easiest sales. It is critical to understand why products, services and actions are in this quadrant. This is your target for all client interactions. Your goal is to try and move all relationships into this quadrant.<\/p>\n\n\n\n

High satisfaction and low loyalty \u2013 Wanderers<\/strong><\/p>\n\n\n\n

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Work here! Understand why the client is happy\u2026 this shows what they see as valuable. Discover why they are not loyal and ask what you can do to increase loyalty. Find ways of differentiating from competition by; helping the client understand what\u2019s different, focus on the brand experience, build stronger personal relationships and speak to other LOBs to build a stronger value proposition.<\/p>\n<\/div>\n\n\n\n

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\"\"<\/figure>\n<\/div>\n<\/div>\n\n\n\n

Attack your client-competitor relationships with the same approach. Here it is possible to have short-term easy wins due to lack of differentiation. Often price, or the latest feature will make the difference. However, once you have successfully switched the client, you need to focus on adding value to the relationship to build loyalty. If you don\u2019t, then your competition will attack back, probably with discount, and before you know it\u2026 you are in a price war.<\/p>\n\n\n\n

High loyalty and low satisfaction \u2013 Hostages<\/strong><\/p>\n\n\n\n

Its easy selling to hostages \u2026 they have no choice. However as soon as choice arrives your clients will have their revenge! Secondly, if part of your relationship is based on holding hostages, this will negatively impact other aspects of the relationship\u2026 the client may feel cheated and distrustful as a hostage and carry this emotion into healthy parts of the relationship. So do what you can to help the client understand the value of the relationship, explain why lock-in exists, and focus on satisfaction in all areas of the relationship.<\/p>\n\n\n\n

If your competitor uses hostage taking tactics then attack! You may need to wait till end of contract, or help reduce the pain of switching. You may need to help the client escape from old equipment, arrange buy backs, legal help etc. The key is to understand the client\u2019s pain, and cure it creatively. It may take time, so you will need to build relationships and trust. Often the client may be resigned to their fate, and not understand that it is possible to escape\u2026 you need to help them understand what is possible and reduce risk (both business and personal) of switching.<\/p>\n\n\n\n

Low satisfaction and low loyalty \u2013 Dealers<\/strong><\/p>\n\n\n\n

Do you want clients in this segment? You may want to lose these clients (give them to competition) as they create problems, complain, are negative advocates and always want a discount. However, their behaviour may result from years of poor service, and heavy discounts which have conditioned them into a specific purchasing habit. You can change this habit over time by educating the client about new ways of behaving and the stronger, long-term value proposition. Clients may appear in this quadrant because they are getting terrible service and don\u2019t know what is possible. In this case find out what causes pain, and begin to change it.<\/p>\n\n\n\n

What can you do to make changes to your Client\u2019s experience?<\/h2>\n\n\n\n

Consider the following\u2026<\/p>\n\n\n\n

Actions<\/strong>. What do you need to do to change the situation? The client\u2019s perception of your offering could be formed by a misunderstanding, in which case you need to correct it with better information. A change could happen by changing your behaviour, or managing your company more effectively. It could be that you are weak in a specific area, in which case you need to balance it with strengths in other areas. Maybe you want to highlight and build on strengths to transform them into loyalty drivers.<\/p>\n\n\n\n

Who<\/strong> is effected by poor service? Is it only the client or people in the client\u2019s network? You may need to address the issue with many different people to change the client\u2019s experience. Also consider who suffers as a secondary effect. For example, an invoicing problem may effect the purchasing department which has the knock-on effect of additional paperwork for accounting, and questions rolling back to a project manager. You need to address the issue with everyone involved\u2026 because it\u2019s the project manager who complains to the Key Decision Leader\u2026 who is your client.  <\/p>\n\n\n\n

Using the satisfaction \/ loyalty grid<\/h2>\n\n\n\n

The beauty of this model is that you don\u2019t need to use it! It is a way of thinking, questioning, acting and strategizing.<\/p>\n\n\n\n

Make a habit of asking your client several Satisfaction \/ loyalty questions in every meeting. You do this to\u2026<\/p>\n\n\n\n

  1. Understand your client\u2019s satisfaction \/ Loyalty perception. This is your target.<\/li>
  2. Develop the client\u2019s perception so it leans towards your offering.<\/li>
  3. Check that the client has a realistic point-of-view. If not you may need to begin remodelling their expectations so that is possible for you to match, or exceed them.<\/li>
  4. Set clear targets with the client. When you meet or exceed these targets, return to the client and make it clear.<\/li><\/ol>\n\n\n\n

    Periodically go through the formal process of constructing the grid\u2026 this tests your reality (do you really know your client that well? Have you covered all points?) and it highlights gaps in your knowledge.<\/p>\n\n\n\n

    If your client is friendly and curious you may want to show them the complete grid to get feedback, or use an empty grid to run a discussion.<\/p>\n\n\n\n

    Health check meeting \u2026 Setting Client Expectations \u2013 Meeting Client Expectations<\/h2>\n\n\n\n

    At regular intervals (every 4 to 6 months) meet your client to do a \u2018Health Check\u2019 meeting. This meeting will help you\u2026 <\/p>\n\n\n\n

    • Understand your Client\u2019s conditions of satisfaction and loyalty,<\/li>
    • Agree on actions to improve it.<\/li>
    • Measure how successful you are in changing it.<\/li><\/ul>\n\n\n\n

      I recommend following the process outlined in \u201chow to develop and fill the grid\u201d above. That is<\/p>\n\n\n\n

      1. List all your products and services, breaking each into details if needed.<\/li>
      2. Write each one of these onto a post-it-note. Aim to write about 10 notes.<\/li>
      3. Draw your grid on a piece of paper.<\/li>
      4. Organise a meeting with your client, and make it clear the meeting is all about their satisfaction and loyalty with your offering.<\/li>
      5. At the meeting ask the client to position the post-its on the grid. For each post-it ask which criteria the client used for positioning.<\/li>
      6. When all notes have been positioned, then discuss with the client what they think needs to change to improve the relationship. In this phase you will need to differentiate between what\u2019s possible and realistic against what\u2019s not. If your client has unrealistic expectations you will need to manage and change these wishes.<\/li>
      7. Agree on an action plan with the customer.<\/li>
      8. Implement the actions<\/li>
      9. Return to the customer after 4 or  months and ask if the actions have improved their satisfaction and loyalty.<\/li><\/ol>","protected":false},"excerpt":{"rendered":"

        Written by Tom Venning tomvenning@outlook.com These notes were adapted from the book \u201cMarket-Led Strategic Change\u201dby Nigel F. Piercy, 2002, Butterworth-Heinemann (First published 1991 HarperCollins Publisher). The difference between client satisfaction and loyalty is the difference between belief and behaviour. Satisfied […]<\/p>\n","protected":false},"author":6,"featured_media":6883,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[18],"tags":[],"class_list":["post-7053","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-entrepreneur"],"yoast_head":"\nCustomer Satisfaction vs Customer Loyalty - Up Skill Your Business<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/skillhill.fi\/fi\/customer-satisfaction-vs-customer-loyalty\/\" \/>\n<meta property=\"og:locale\" content=\"fi_FI\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Customer Satisfaction vs Customer Loyalty - Up Skill Your Business\" \/>\n<meta property=\"og:description\" content=\"Written by Tom Venning tomvenning@outlook.com These notes were adapted from the book \u201cMarket-Led Strategic Change\u201dby Nigel F. 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Piercy, 2002, Butterworth-Heinemann (First published 1991 HarperCollins Publisher). The difference between client satisfaction and loyalty is the difference between belief and behaviour. 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