Will TripAdvisor’s new Review Express make a difference to your business?

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By Clive Nicolaou, Plumsource Ltd.

Plumsource designs and develops integrated customer feedback systems that will help increase your customer value and advocacy. We can show you how to get real insight, and then engage with your staff and customers so you will understand how to develop and maintain a competitive edge.

Listen

We can help you choose and manage the channels of communication including:

  • Customer feedback research: customer satisfaction, service evaluations, complaints, user groups
  • Opinion: User rating sites; forums; social networking
  • Performance measurement: Service audits; Mystery Customer research; Employee feedback

Understand

We can show you how best to integrate feedback from multiple sources and gain insight so you can prioritise the key messages for your business.

Engage

We can work with you to engage with customers and staff alike to create lasting and measurable improvement to the business.

What is Review Express?

TripAdvisor (TA) has just launched a new service aimed at helping hospitality businesses generate more reviews by soliciting customers directly.

Since its inception one of TA’s key success drivers has been the independence of the reviews that are posted by travellers and diners. Indeed, businesses have, until now, been explicitly forbidden from using incentives to attract reviews. Will this move undermine TA’s position as the consumer’s champion?

The key features of the new service are:

  • Customisable emails, including ability to add a logo, image and personalised message (although a template is also available)
  • Bulk upload of up to 1,000 email addresses, allowing businesses to target recent guests or customers with one mail out
  • Processing of mail outs within 24 hours and automatic notification of successful and unsuccessful sends
  • Ability to send messages in the 21 languages that TripAdvisor supports.

This service has, we are told, been launched as a result of demand from businesses, and has been extensively tested.

To ensure that any reviews collected through this method can be identified by TA users they will be appended with “collected in partnership with [hotel/restaurant name]”.

Is this a positive development for the review user?

There are many businesses that have developed a systematic approach to attracting, and responding, to reviews within the confines of the existing system. There are always businesses ready to complain that reviewers have not treated them fairly and, undoubtedly, there are reviewers that do leave unjustified reviews (both positive and negative). However, this only happens in a small minority of cases. When taken in aggregate, TA reviews provide an accurate representation of the customer experience.

The users of TA have been shown to use reviews in quite a sophisticated manner. Before making a judgment they will take into account the following dimensions:

  • Quantity –   There must be sufficient reviews to make the rating reliable
    • Recency –   Reviews need to be current, and left on a regular basis in order for users to trust them
    • Balance –       Users will read a selection of good and bad reviews, looking for similarities in the accounts left by reviewers

Will this undermine the consumers’ trust in TripAdvisor?

A request to your customers for feedback is likely to be well received and most will be keen to provide an impartial review of your business, so don’t expect to receive glowing reviews just because they are on your mailing list. In fact sending out requests to up to 1,000 potential reviewers, when you have limited information about their relationship with your hotel or restaurant could prove disappointing for your overall TA rating.

On the other hand, those businesses with a more advanced approach to Customer Relationship Management (CRM) will have profiled their customers, and know who their most loyal guests or customers are. Therefore it will be no surprise if the bulk mailings used in the first instance are targeted at those most likely to provide a positive review.

As the reviews solicited using Review Express will be noted as such, will consumers consider them to be as trustworthy as those left spontaneously? If a business manages to increase the number and quality of reviews it attracts through this method it will, arguably, skew the overall rating in its favour. This will be especially true for those that engage with their customer base digitally.

Whether this undermines our trust in the impartiality of TA by creating a suspicion that is has made  a strategic shift away from being the consumers’ champion, and become more a survey tool for hotels and restaurants, only time will tell.

Our recommendation would be to start looking at your customer database and mailing lists, clean them up, and try to identify your most loyal customers and guests. They should be top of your list if you are considering using Review Express.

To find out how Plumsource can help you use the contact form below:

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Effective use of Online Reputation Management Systems

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About Plumsource Ltd

Plumsource designs and develops integrated customer feedback systems that will help increase your customer value and advocacy. We can show you how to get real insight, and then engage with your staff and customers so you will understand how to develop and maintain a competitive edge.

Listen

We can help you choose and manage the channels of communication including:

  • Online reputation management: Aggregation and analysis of user reviews; social media streams; forums; blogs
  • Customer feedback research: customer satisfaction; service evaluations; complaints; user groups
  • Performance measurement: Service audits; Mystery Customer research; Employee feedback

Understand

We can show you how best to integrate feedback from multiple sources and gain insight so you can prioritise the key messages for your business.

Engage

We can work with you to engage with customers and staff alike to create lasting and measurable improvement to the business.

Introduction

I recently travelled to France for a one-week driving holiday with my wife. As there has been so much recent publicity about the importance of online reviews – and the accuracy, or otherwise of those reviews, we decided not to book anything beforehand but to rely only on online reviews and social media channels when deciding where to stay each night.

How was our trip? Well we stayed in some great regional, independently owned, hotels that were accurately reflected by the views of the travellers that had recently stayed. We found the reviews articulate and fair, giving an honest account of the reviewers’ experiences.

As a hospitality professional how can you keep on top of your online reputation and use this valuable feedback to develop your staff and improve your customers’ experiences? This article considers the use of online reputation management software services as a natural progression for hospitality businesses.

Online Reputation Management solutions

Time is probably the most valuable resource for owners of small businesses, and managers of hotels and restaurants. In order to monitor and respond to customer feedback, and also to analyse those data in order to understand how to improve the customer experience the most effective way is to use the new wave of online reputation management tools that are now available.

Rather than track separately the latest reviews, tweets and facebook posts about your business you can subscribe to an online reputation management tool that brings them all together in a single dashboard.

These software service solutions bring the reviews together in one place so you can monitor them easily and respond directly from the dashboard without having to log into the review site itself. Social media streams are also monitored and so you can easily track and respond to these where necessary, again without having to log out of one system and into another.

The main advantage of using one of these systems is that they are designed to help you manage operational improvements which directly reflect the feedback from your customers. This is achieved firstly through the availability of electronic workflow job cards. These allow you to distribute the customer feedback to team members. They then report back when they have taken action and the job number can be closed. The second feature that is included is sentiment analysis – the identification of key themes through textual analysis of the unstructured comments left by customers through all sources.

A third feature is that you can benchmark your business against local competitors, based on the aggregated ratings left by customers in their reviews. Such comparative analysis allows you to target those areas of your business which are under-performing, and focus resources on improvement. This is a quick and efficient way to drive up your ranking and increase the likelihood of bookings.

These are not free services and are most often offered as a monthly subscription per business unit, with a small upfront set up fee. However the time-saving and improvements in workflow efficiency can be considerable so, if used regularly, will prove a shrewd investment.

Going one step further

An online reputation software service is not a replacement for other forms of customer feedback such as surveys, comment cards or even Mystery Customer research. These tools offer complementary data that can add to the views of those customers in the public domain.

Online reputation software providers are now beginning to offer the opportunity to incorporate these tools into their dashboards to deliver a completely integrated customer feedback platform.

By adopting this approach you are able to manage all channels from a single source which saves a considerable amount of time, makes the monitoring of all feedback simple and speeds up the business improvement cycle considerably.

Should you retain traditional feedback systems?

In order to achieve a balanced and representative view of the strengths and weaknesses of your business, feedback from social media streams, unsolicited comments and reviews must be combined with structured survey tools.

As described above traditional feedback tools such as customer comment cards, customer satisfaction questionnaires and performance management tools such as Mystery Customer Research can be incorporated into the online reputation management reporting platforms.

Assuming that you have well designed and managed systems bringing them all together will undoubtedly strengthen the link between the feedback and your teams, improving their understanding of how customers feel and motivating them to improve the customer experience.

Better outcomes for you and your customers

As mobile technology and network connections improve, customers will find it easier to source information about an intended purchase, be it a product or an experience. As analysis tools improve the unstructured comments and reviews made by customers will be processed to provide accurate analysis of where your strengths and weaknesses lie. Therefore the use of an integrated reporting platform is critical for you to maintain a competitive edge and attract more customers so your business can thrive.

To find out how Plumsource can help you contact:

Clive Nicolaou

Email: Clive.nicolaou@plumsource.com

Telephone: +44 20 7993 2553

Twitter: http://twitter.com/sourceclive

Linkedin: http://linkd.in/RyyCE2

 

Making the most of your Mystery Shopping budget

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About Plumsource Ltd

Plumsource designs and develops integrated customer feedback systems that will help increase your customer value and advocacy. We can show you how to get real insight, and then engage with your staff and customers so you will understand how to develop and maintain a competitive edge.

Listen

We can help you choose and manage the channels of communication including:

  • Customer feedback research: Customer satisfaction, service evaluations, complaints, user groups
  • Opinion: User rating sites; forums; social networking
  • Performance measurement: service audits; mystery customer research; employee feedback

Understand

We can show you how best to integrate feedback from multiple sources and gain insight so you can prioritise the key messages for your business.

Engage

We can work with you to engage with customers and staff alike to create lasting and measurable improvement to the business.

Introduction

There is no doubt that when frontline teams get engage with, and support, a programme of mystery shopping it is an effective tool for managing and improving customer service at the point of delivery.

However even well designed programmes can lose impetus and, as a result, their effectiveness over time. There are three main reasons:

  • Neglect – where the organisation does not invest the time and effort required to ensure the programme keeps apace with changing operational standards
  • Lack of ownership – Where internal changes to personnel result in lost responsibility for a programme
  • Poor focus – The information and feedback provided is not used by local team leaders and slips down their priority list

Quite often the outcome of these symptoms is much head-scratching, wholesale programme design or even more drastically, to seek an alternative method of measuring service performance.

There are however some alternative approaches which can be used to completely transform the programme, and restore it as an effective customer experience management tool. These are described below but before doing so it is important to recognise that the fundamental principles for any successful mystery shopping programme are:

  1. The standards measured must be communicated and teams trained in their delivery
  2. Frontline teams must be engaged with the programme
  3. Positive changes in service performance should be celebrated and recognised

There are three solutions outlined below which can help to reduce budgets and increase effectiveness of frontline service measurement.

Optimise the visit frequency

Most programmes are designed on the basis of visiting all locations during the course of each and every wave/round of visits. This is a sound approach for establishing a performance benchmark for the company as a whole and, to begin with, is an effective way to stimulate intra-company competition.

However over time there tends to be a stratification in the performance of the stores: there will be a group of consistently high performers, a group of highly inconsistent performers and a larger group in the middle that moves neither up nor down. In this model resources are allocated evenly across the business which, it can be argued, is unnecessary and is detrimental to the inconsistent performing stores.

In simple terms the solution is to reduce the frequency of visits to the high performers and increase the frequency, and focus, on the inconsistent performers. The successful implementation of this approach is a little more difficult to achieve though.

The three steps below describe how to achieve this in a little more detail:

Step 1: Establish a company-wide performance benchmark over time

It only by running a programme of regular visits to all locations that a robust benchmark figure can be calculated – Between six and 10 is a good range to consider.

A top and bottom threshold score can be agreed (the exact figure would depend on the highest and lowest scores, and the variation between them).

Step 2: Define the qualification criteria for top and bottom

The frequency of visits can then be divided into three groups: the top group would receive far fewer visits; the middle group would continue with the normal frequency and the lower group would receive a higher number of visits per annual cycle.

Locations can move between groups depending on whether they are able to improve their overall scores and consistency.

Step 3: Agree what actions local team leaders are responsible for and what support they will be given

This approach can release valuable funds as the total number of mystery visits can decrease. However in order to achieve real change within the under-performing stores, those resources should be reinvested as training and people development support.

Questionnaire flexibility

The vast majority of companies, both clients and suppliers, that use mystery shopping are quite rigid in their approach. They tend to favour a single questionnaire wherever possible, and are reluctant to make changes due to comparability issues. This is an understandable approach but is one of the contributory factors in programmes losing impetus and effectiveness.

Many businesses have to react quickly to changes in customer expectations, competitive activity, and both local and general economic factors. A mystery shopping programme is a perfect tool to react to these fast-changing conditions because it helps the frontline teams to understand what they should be doing differently, and how they have performed in that new task.

There are obviously considerations with regard to losing the continuity of certain fundamental measures but there are a number of ways around this problem, and the advantage to be gained by foreshortening the lead-in time of changes far outweighs the loss of some data continuity.

In addition to company-wide flexibility in questionnaire design it is sometimes desirable to flex the questionnaire based on performance of some stores versus others. So, if some stores under-perform in service delivery at certain points of the customer journey, a more detailed questionnaire should be used at those locations. This allows for a more detailed analysis of the teams’ performances.

Alternatively, if your business measures customer feedback through a variety of channels, and sufficient location-specific data are available then it is possible to identify the weaknesses from a customer point of view. It is not uncommon for a store to perform well in a mystery shopping programme but not so well through direct customer feedback. When this happens it is most often down to a “people” issue such as poor attitude, disinterested staff or a poor team leader. By altering the questionnaire to reflect the issues identified by customers it is possible to bring the performance into focus.

It also important to recognise that additional senior management support, and increased resources, are necessary to underpin these changes – measurement alone will not solve the problems.

Competitive comparison

A third opportunity exists which is slightly different from the previous two, and does not require changes to the ongoing programme.

Many companies carry out competitive visits to understand how they are performing against their local competitors. The host company’s questionnaire is used as the reference point and the result is a comparable score which can be used to determine where the business out-performs, or under-performs, its competitors.

There is however an alternative approach, which can engage your teams and stimulate ideas and their competitive spirit.

Instead of using mystery shoppers to carry out the competitor visits, it can be more useful and constructive to use members of your frontline team as the mystery shoppers. It is important that they are not too senior (area managers would be the most senior) as what they experience will be the most relevant to the frontline teams to whom they feed back.

They should fill out the questionnaires as mystery shoppers would, and reports should be produced, as they are in the main programme. Then, to get the most benefit from this approach, it is advisable to reinforce the reports with some additional, qualitative, feedback from the team members carrying out the visits after their visits. They should be debriefed after their visits by their own team and they can contribute to a blog, run workshops for other teams, or produce podcasts so others in the business can learn from their experiences.

In conclusion

Mystery shopping is an effective tool but sometimes the process is given precedence over its purpose – to improve the customer experience. By adopting a flexible and adaptive approach to measuring performance, your business can ensure the effective change is achieved in the shortest possible time and resources are conserved and directed to where they are most needed.

To find out how Plumsource can help you contact:

Clive Nicolaou

Email: Clive.nicolaou@plumsource.com

Telephone: +44 20 7993 2553

Twitter: http://twitter.com/sourceclive

LinkedIn: http://linkd.in/RyyCE2

Blog: Clivenicolaou.com

 

 

Involving frontline staff in the collection of customer feedback

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Introduction

It has been said many times that if you want to know what your customers are thinking, you should just ask them face-to-face what they think. This is easily done for the owner-operator who talks with customers on a daily basis. However, this close relationship with customers becomes more remote as the organisation grows, and formal feedback systems replace those valuable informal conversations.

Regardless of how large the business becomes, frontline staff will always have the best opportunity to engage with customers, find out what they think, and pass on valuable data-rich feedback.

This blog discusses how to establish a staff-customer feedback channel, and then how best to collate and analyse the data collected by your teams.

Bringing your team closer to its customers

There are many advantages to involving team members in talking to customers and capturing their feedback. No doubt they are busy and have highly structured tasks and procedures to follow, so in order to succeed the right environment must be created and they will need to be given the right tools.

Why?

The first task is to make sure your staff members see how they will benefit from engaging with their customers. The outcomes of this process will be to improve the customer experience and efficiency of the business. Successfully improving both areas will result in increased loyalty and share of wallet from customers and a more enjoyable job for frontline staff. You should ensure that this message is clearly communicated to them.

How?

The key to success is to avoid customers feeling as though they are being interrogated or surveyed; they will be much more willing to share their thoughts if the member of staff establishes a rapport with them. Provide staff with conversation starters, guidelines on when it is appropriate to engage with customers (without being intrusive), and how to use open questions to start a conversation.

Adoption is far more likely if these approaches are included in ongoing training so it becomes formalised and a part of the job. A common pitfall is that staff are given fixed scripts which are used robotically and, as a consequence, are perceived as insincere by customers. This can be avoided by encouraging your teams to develop their own individual style and, perhaps most important of all, involving them in the design of this process.

What?

As part of their training your team will want to know what they should be asking customers – what is it that the business needs to know that can be used to improve both customer and staff experience?

This is where it is important to consider other forms of feedback the business is collecting. You’ll benefit from ensuring that feedback captured by frontline staff is compatible with other streams of data.

There are three broad categories which are common to all businesses: People; Product; Environment. These are a good starting point for separating the feedback so it is easier to analyse and turn into actionable information. As the feedback being captured is qualitative it is likely there will be topics that don’t easily fit into any of the categories mentioned above. These topics can all be considered under a general heading so, if certain topics appear regularly, they can be added on an ongoing basis.

Systemising the data collection

Organising your teams to engage with customers and capture their feedback is a challenge in itself, but all that wonderful and potentially valuable data will be lost unless you provide a means by which it can be recorded for analysis.

There are a number of ways to capture and record the feedback given by customers. The first decision is whether to do so on an ongoing basis or at fixed intervals throughout the year. The decision should be based on impact to the business and pressure on resources.

There are two ways to record the information collected:

  • Informal discussion within teams – team leaders can record and summarise feedback
  • Provide a simple tool (e.g. online questionnaire) for team members to summarise the feedback themselves

Whichever approach is adopted, it is advisable to incentivise and recognise teams that embrace the approach and provide a regular stream of customer feedback.

Turning data into action

In order to increase your chances of success, it is critical to act on the feedback given, communicate to your teams what action has been taken and how this is going to benefit them.

If the feedback has been categorised then it will be possible to identify themes, both positive and negative, within the conversations between customers and staff. These will inform the operations team of where to focus attention on improving procedures, standards and training.

To keep teams engaged and motivated over time, their contribution to improvements to the customer experience and efficiency of the business as a whole should be recognised and, if appropriate, rewarded.

Integrating with other data sources

Where your business has established feedback systems from other sources, the customer feedback captured by frontline staff should be incorporated into these systems as another channel. This helps to enrich the information further, especially as it will be qualitative in its form, and will increase confidence in making decisions about how the business can be improved.

About Plumsource Ltd

Plumsource designs and develops integrated customer feedback systems that will help increase your customer value and advocacy. We can show you how to get real insight, and then engage with your staff and customers so you will understand how to develop and maintain a competitive edge.

Listen

We can help you choose and manage the channels of communication including:

  • Customer feedback research: Customer satisfaction, service evaluations, complaints, user groups
  • Opinion: User rating sites; forums; social networking
  • Performance measurement: service audits; mystery customer research; employee feedback

Understand

We can show you how best to integrate feedback from multiple sources and gain insight so you can prioritise the key messages for your business.

Engage

We can work with you to engage with customers and staff alike to create lasting and measurable improvement to the business.

Responding to online reviews

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Overview

This article aims to act as a guide on how to find and respond to reviews, whether positive or negative. Below are simple lists of what you should and shouldn’t do when it comes to the online reviews that your business receives.

Best practice

 

Best to avoid

Apologise without qualification at the beginning of your response

Personal attacks

Provide contact details for the reviewer to follow up

Being defensive and justification of events

Respond to positive as well as negative reviews

Questioning the integrity of the reviewer

Describe the remedial actions you will take

Offering discounts and vouchers

Thank the reviewer for taking the trouble

Using corporate speak and clichés

 The importance of reviews

Research shows that personal recommendation is the most significant influence in a purchase decision. And a review by a peer, or another customer, is considered to be a surrogate for a personal recommendation when one is not possible.

The growth in popularity of the online review is partly due to the accessibility of the internet. However, the initial momentum has been fuelled by its perceived freedom from censorship and control, and it is now largely seen as the most accurate and reliable source of information.

Consequently, the monitoring and management of reviews has become part of a brand’s reputation management system.

How to respond

Firstly, it is important to recognise that not all reviews are an objective assessment of a customer experience, written accurately and succinctly by a well meaning customer.

Those that are written with malicious intent, or in a fit of pique, should be ignored as much as possible. It is advisable to correct any factual errors but it is important to avoid getting drawn into an extended dialogue or trading insults.

Secondly, your responses should be as short and professional as possible – people reading reviews do so in a hurry and therefore are more likely to dwell on, and retain, short sentences.

Standard structure

It is helpful if you standardise your approach to responding to reviews. This ensures that whoever drafts the response (because it might be any number of people with the authority to do so) includes all the relevant information that company policy dictates. This approach also allows you to concentrate on the content of the response rather than the structure.

It is always advisable to include the following:

  • Standard opening
    • Dear reviewer, or Dear [name on the review]
    • An apology
      • This should be a straightforward:  “please accept our apologies that we did not live up to your expectations”. Do not be tempted to qualify the apology in any way. If you wish to correct any factual errors you should do so when detailing the remedial action you plan to take
    • A thank you for responding
      • If someone has taken the time to write a review it means that they are engaged. Regardless of how bad the review might be it is still worth trying to recover the situation so always be grateful for a review
    • Details for any further contact if desired
      • Provide your contact details so the reviewer can get in touch offline. In situations where there is an extended dialogue it is always preferable to spare the online audience

Remedying faults

When you respond to a negative review, it is important to think about the future audience for what you write. Therefore before responding, circulate the review to the relevant departments and agree with them what specific actions will be undertaken to remedy the problems described in the review. It is also important to agree when the changes will be completed.

When you are confident that you have an acceptable response, it is time to explain, as simply as possible, what action will be taken and by when it will be completed.

Resist the temptation to fill your response with platitudes and generalised promises of reviews and future action; most readers will dismiss these as insincerity.

If your colleagues are unable to provide a convincing response to a poor review, it is probably best not to respond to the review at all and concentrate your effort on bringing about internal change.

Reinforcing praise

Where a review is positive it is worth considering a response as well. This is a perfect opportunity to help celebrate success within the organisation and to recognise the efforts of the teams concerned.

By responding in a public forum, you are acknowledging the efforts and contribution that your staff have made to a great service experience. Make sure that you let them know about the review so they can enjoy the recognition.

It is also beneficial to share the positive review with all members of staff as it often helps to reinforce what constitutes great service in the eyes of the customer.

Incorporating changes into future marketing materials

Where changes promised in a review have been completed, it is a good idea to confirm these improvements in future communications. This includes descriptions on your website, in online directories, blogs, newsletters and mailshots.

For example you might mention that you have recently redecorated bedrooms, upgraded facilities or re-launched a menu.

When potential customers are considering choosing your business and they read the reviews it reinforces how important customer feedback is when it can be seen that feedback has led directly to improvements.

Company policy and process

In a small business it is likely that all reviews will be dealt with by the same person so the consistency to the response is inevitable. As the business grows, or where there are numerous members of staff authorised to respond to reviews it is necessary to establish a clear set of written guidelines for responding to reviews.

The following are the areas to include:

  • Who is authorised and responsible
    • To avoid confusion it is preferable to allocate to a role and not a person
    • Response time
      • What is the maximum number of days after a review appears that a response should be posted
    • Response policy
      • A clearly defined policy about which reviews to respond to
    • Structure and content of all responses
      • What should a response contain (see earlier sections)
    • Record-keeping requirements
      • A written record should be kept of any internal enquiry and action plan agreed
    • Follow-up
      • A team member who is responsible for ensuring that any actions are completed and signed off

Finding and monitoring reviews

There is no simple answer as it will depend on which sector your business is in. Some sectors, such as hospitality or mobile telecoms, are very reliant on reviews, whereas others are less so.

Initially, you are likely to have to search manually until you find the sites where your business appears and then you can utilise monitoring tools which, for a small business with few mentions, could be free of charge. As the business grows, so will the sources from which reviews will come. Therefore it is likely that you will have to pay for more comprehensive searches.

Other channels

Twitter

Tweets are, by definition (max. 140 characters), going to short and often made quickly by the sender. They can be positive or negative but either way should receive a response for each one.

You need to have monitoring tools in place so that all tweets about the business can be found, or you can auto-follow your followers. That way you will always be able to respond in a timely manner.

For positive mentions, you can re-tweet to share the news and reinforce a positive message.

Where a negative mention is made, or a direct message sent to you, it is important to respond using the same philosophy as you would when responding to a bad review. If appropriate, put the person in touch with someone who can directly help (making sure you follow-up), or deal with it directly. Quite often, a successful resolution is re-tweeted which again reinforces the positive messages about your business.

Facebook

If you have a company fan page and customers write on your wall, you can easily and quickly respond by posting a comment back. The same rules apply as above and it is also a good idea to offer the opportunity to continue the conversation offline.

Conclusion

There are a growing number of channels and tools used by customers to post reviews of your business in the public online arena. Hopefully, the approach described in this paper will prove useful when considering how your business should best engage with these customers that, through taking the trouble to write something, already show they care.

Whatever you decide:

  • Don’t underestimate the influence of reviews
  • Systemise your approach
  • Remain objective at all times
  • Be prepared to invest in tools that will save your time
  • Measure the outcomes

About Plumsource Ltd

Plumsource designs and develops integrated customer feedback systems that will help increase your customer value and advocacy. We can show you how to get real insight, and then engage with your staff and customers so you will understand how to develop and maintain a competitive edge.

Listen

We can help you choose and manage the channels of communication including:

  • Customer feedback research: customer satisfaction, service evaluations, complaints, user groups
  • Opinion: User rating sites; forums; social networking
  • Performance measurement: Service audits; Mystery Customer research; Employee feedback

Understand

We can show you how best to integrate feedback from multiple sources and gain insight so you can prioritise the key messages for your business.

Engage

We can work with you to engage with customers and staff alike to create lasting and measurable improvement to the business.