See clearly. Act decisively.
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As a part of our continuing dialog with our customers, we seek to answer your questions.

How are you different from CRM?

CRM is a software. We are a solution – a combination of service, expertise, analysis, delivery systems, and reporting. We know how to ask the right questions and provide you with actionable reports. The information we provide can often complement your existing CRM system.

Is customer satisfaction a satisfactory strategic measurement?

Interestingly, the final version of ISO 9001:2000 standard 8.2.1. uses the term “customer perception,” which indicates a broader understanding of the requirements than the more traditional “satisfaction.” Customer satisfaction is traditionally limited to asking your current customers what they thought of past transactions. Managers are becoming increasingly skeptical about the correlation between customer satisfaction, narrowly defined, and key strategic outcomes such as repeat purchase, growth potential, and overall revenue.

On the other hand, “customer perception” looks to the future behaviors of both current and prospective customers. Managers have found this more useful when making key strategic decisions with bottom-line consequences.

Together, comprehensive assessments of performance, satisfaction, loyalty, competitiveness and share comprise the market intelligence business managers need to make key decisions when managing one’s business to improve both top-line and bottom-line results.

Why can’t I conduct my own research?

For understandable reasons, many companies attempt their own customer satisfaction and loyalty research. But such efforts often overtax internal resources and rely on employees whose expertise is in other areas. The results are sometimes late and frequently disappointing.

To gather truly useful information requires optimal questions, phrasings, and question-sets; it requires the expertise to discern strategically significant correlations between those questions.

That is what we have done – and built into our product. When you select us, there is no learning curve, no wasted time, no expensive re-dos. Your people get to focus on serving customers, not surveying them.

The costs of do–it-yourself research often include:

  • Employee hours
  • Out-of-pocket costs
  • Re-dos
  • Low priority/Late delivery
  • Missed opportunities
  • Inaccuracy due to bias
  • Lack of actionable results

What if my business has unique processes? Can you measure those?

Although we establish a baseline of standardized questions about cross-industry measures, we also allow a high degree of customization. By working with you to select the process areas that matter most to your business, and by profiling your customers, we can help you isolate the specific performance factors that drive your success. You can test hypotheses – e.g., do large customers have different service requirements? – and link strategies to particular customer segments.

We track trends over time, so you discern ongoing concerns and measure change. We also help you determine what strengths you should leverage, what you should fix now, and what you should monitor. In some cases, we can even help you find areas where you are devoting a disproportionate share of resources. You might want to reassess these areas, and direct resources elsewhere.

I’m skeptical about the bottom-line return of quality programs. Does quality really make me more competitive?

We believe that if quality doesn’t help you compete, it’s not really quality.

And we are committed to ISO and other quality systems. But while we start with ISO requirements, we go above and beyond. Certification is a by-product of competitiveness. Our clients are confident they can meet the customer perception requirements of the ISO standards. Those standards are more rigorous than ever before, with a greater emphasis on demonstrable business results.

What kind of R.O.I. can I expect?

It depends on what kind of issues your research uncovers and what kind of changes you initiate.

If you’re like most businesses, a 5% increase in loyalty can increase profits by 25% to 85%. After all, it costs five to six times more to attract a new customer than to keep an existing one.

But how do I know if my company’s a good fit?

While almost all companies benefit from our approach, we sometimes find that we are not the optimal choice for clients with too few customers. Because this depends on a number of factors, we examine this on a case-by-case basis.

Companies need to be online. Due to the rapid growth of the internet, this is seldom an issue.

If you are the monopoly player in your industry, you probably don’t need us. But if customer satisfaction and loyalty and competitive threats are an issue with you, we can help.

Have an infrequently asked question?

E-mail it to Rob Reul at