Q: Can you give me more information about how organizations gain, measure, and retain customer satisfaction and loyalty?
A: The Quality Improvement Glossary, by Donald L. Siebels, defines customer loyalty/retention as “the result of an organization’s plans, processes, practice, and efforts designed to deliver their services or products in ways which create customer satisfaction so customers are retained and committed to remain loyal”.
ASQ has over 200 books, articles, and case studies that focus on the topic of Customer Satisfaction and Value. The following recommended books from ASQ may help to provide additional insight:
The Customer Advocate and The Customer Saboteur
Quality Press, 2012
Measuring Customer Satisfaction and Loyalty, 3rd Ed.
Quality Press, 2008
Strategic Customer Service: Managing the Customer Experience to Increase Positive Word of Mouth, Build Loyalty, and Maximize Profits
Managing the Customer Experience: A Measurement-Based Approach
Quality Press, 2007
Beyond the Ultimate Question: A Systematic Approach to Improve Customer Loyalty
Quality Press, 2010
You also may want to take a look at the following articles and case studies:
Quality Progress, February 2006
The listen, collect, analyze, learn, improve (LCALI) process can help an organization capture important customer data for analysis and action.
Case Study, April 2009
3M’s approach to enterprise-wide quality improvement for business results and customer satisfaction is a fusion of ISO 9000, Six Sigma, lean, business process management, commercialization, and supplier management, along with a homegrown model, process and product understanding (PPU).
Six Sigma Forum Magazine, November 2011
For noncontractual businesses, identifying profitable customers before they take their business elsewhere is important but difficult. These businesses usually have limited information about when these customers churn. Taking a control chart approach similar to statistical process control (SPC) can help develop churn predictive models and identify early churn.
Case Study, May 2011
When a key client entered a new line of business, Firstsource Solutions earned the contract to provide inbound customer service and technological support. Metrics showed that 15 percent of calls for the client’s new business were repeat calls, leading to higher costs and lower customer satisfaction scores. A cross-functional Six Sigma team implemented process improvements that lowered the repeat call rate to 9.6 percent.
Quality Management Journal, January 2008
To remain competitive in today’s business climate, organizations must offer services that not only satisfy their customers, but delight them. SERVQUAL and other measures have been used in the past to measure and improve service quality in the US and Europe, but Japanese quality systems such as Kansei Engineering (KE) and quality function deployment (QFD) offer an alternative way to include the voice of the customer in the development and improvement of service quality systems.
Other helpful web pages include:
I hope that this information is helpful. If you are interested in conducting your own search, you may want to visit the ASQ Knowledge Center.
ASQ Research Librarian