Being a successful service provider to the trucking industry is impossible without satisfied, repeat customers. That’s why it is so important to have benchmark metrics, such as a customer satisfaction index (CSI) program to measure customer satisfaction or dissatisfaction.
The Technology & Maintenance Council (TMC), through its S.16 Service Provider Study Group, is developing recommended guidelines for service provider business practices. To date, the group has issued or nearly completed a dozen such recommended practices designed to improve service provider-fleet relations.
Recognizing the fundamental importance of a standardized CSI program, S.16’s first recommended practice (RP) effort focused on measuring customer satisfaction. Entitled TMC RP 1601, Guidelines for Measuring Equipment User Customer Satisfaction, this document offers service providers industry-proven suggestions on avoiding customer relation pitfalls and implementing a successful CSI measurement tool.
This month’s column sets the spotlight on the study group’s thought leadership in this area.
Key Factors
In its study of various industry CSI programs, TMC has learned that program success or failure can largely be attributed to a few basic factors.
Research indicates that there are several basic reasons why CSI programs fall short of their goal of providing service providers effective feedback on how to improve their customers’ service experience. These common pitfalls include:
1. Program survey questions are addressed to the incorrect person at the customer’s company.
2. Customer dissatisfaction expressed in the survey is overlooked and not resolved in a timely manner.
3. The customer continues to experience the same problem because the root cause has not been identified or addressed by the service provider.
4. The customer’s level of satisfaction is not surveyed in a timely manner after his or her experience.
5. The survey does not address service elements that are important to the customer.
6. The length of the survey becomes burdensome to the customer, so only those with the most extreme feelings respond.
CSI Essentials
Based on this information, TMC has compiled a list of elements that are essential to a successful CSI program. This list is not all-inclusive, but it provides a checklist of important factors that should be considered by management before establishing a program.
A. Identify Program Goals. Identifying goals should include development of the scope of the program, as well as calculating the expected return on investment and resources required for administration of the program and resolution of customer issues.
B. Define Limits. Define the parameters for what your company is willing to pay to ensure satisfied customers. Everyone wants their customers to be happy with their service experience; however, there are times when an employee is not in the position to do so or does not have the resources to make the necessary changes.
On the other hand, some direct customer feedback could be very valuable in protecting existing business, finding new customers or successfully launching a new location or service offering.
C. Identify and Commit Resources. The commitment to resolve customer complaints must be supported at all levels of an organization. Asking a customer to complete a survey creates an expectation that any dissatisfaction expressed will be addressed. If no action is taken to resolve the customer’s complaint, his/her perception of your company may decline.
D. Outsourcing vs. Insourcing the CSI Program. The decision either to outsource the program or to develop and execute it internally is critical to the success of a CSI program. Cost is certainly a major issue, but determining whether outside help is needed depends upon the scope of the initiative, how much is riding on the outcome of the project and level of expertise available in house.
E. Employee Involvement. Employee involvement is important in every phase of the project, especially if a change in employee behavior is critical to the achievement of greater customer satisfaction. Make sure employees are informed of the goals, how complaints will be investigated and handled and if customer feedback will be the basis for recognition or disciplinary action.
Employees need to feel that management is committed to both customers and themselves.
F. Methodology Selection. The methodology selected will vary based upon goals, budget and what works best to get response from a cross section of your company’s customer base. Different types of customer contact is necessary, depending on the goal of the survey, the frequency of the survey contact, the size and importance of the customer and whom within the customer’s organization you are trying to reach.
G. Follow-up Plan. Prompt follow-up is required when the customer voices a problem with his/her service experience. Every effort should be made to address and correct the problem as quickly as possible. Confirmation should be obtained from the customer that his/her problem was satisfactorily resolved.
H. Measured Performance. Track program goals and the return-on-investment target. Monthly, quarterly and annual reporting on these metrics is important to keep awareness and commitment high.
These detailed specifications form the backbone of RP 1601. It is just one of over 450 RPs that have been created for the purpose of improving maintenance efficiency and providing the industry with trucking solutions.
Kenneth Calhoun is the outgoing chairman of TMC’s S.16 Service Provider Study Group. In February 2015, he was elected to TMC’s board of directors as its first service provider representative. He is also vice president of customer relations for Truck Centers of Arkansas (www.truckcentersar.com), a full-service dealership with headquarters in North Little Rock, Ark. TMC is North America’s premier technical society for truck equipment technology and maintenance professionals (www.trucking.org/Technology_Council.aspx). It is a part of the American Trucking Associations (www.truckline.com), the largest national trade association for the trucking industry.
