Islander says surveying customers can help companies flourish
BY KEN SHANE

Michael Casey started doing electronic customer surveys for American Power Conversion in 1993, long before the practice was commonplace. But it wasn’t until 2006 that changes in the marketplace led him to shift the emphasis of his own company from leadership and customer service training to surveying work.

Casey was raised in Narragansett, and after graduating from Narragansett High School he got his bachelor’s degree in resource development. From there he went on to the executive MBA program at University of Rhode Island’s Alton Jones Campus.

After leaving American Power Conversion in 2000, Casey started his own company, which was originally called Progressive Leadership. In the next few years he found himself doing more and more customer survey work on behalf of clients and changed the name of his Jamestown company to Survey Advantage to reflect the shift in emphasis.

Survey Advantage is located on Douglas Street in Jamestown. It provides surveying services to clients in a variety of industries including property management, printing, marine services and hospitality. The main focus of the company is on a program called Customer Pulse. This ongoing program surveys customers (or tenants in the case of property management clients) periodically with short surveys after the client company has provided a service or product. The data is then trended over time so that the client can stay on top of it.

“If they have multiple properties or multiple branches, we’ll benchmark each one against the entire entity, and in some cases against the industry,” Casey said. “So they get a very objective view of how they’re performing.”

As an example, Casey cited a new relationship with a company with 135 locations that does sign making. Casey’s company will contact the company’s customers for feedback each time a sign goes out. “We’ll be able to give them a bird’s-eye view of how they’re doing at a corporate level, but then also down in the trenches with their local owner of a small business.”

While Survey Advantage does seek feedback on a single job, more often the surveys are batch processed wherein a client will provide files on a regular basis that contain the information for all the sales during a certain period of time. Casey’s company will then enter that information into the system and send out surveys to all of the customers at one time.

An important aspect of Casey’s work is managing the frequency of each communication. It is important that each customer is not bombarded with surveys. A time span of 90 to 120 days between survey communications is in place for repeat buyers. The concern is that too many contacts will cause the customers to stop responding. This type of frequency management plan is unique to Casey’s company.

“That’s a problem with the whole online surveying industry,” Casey said. “We’re still trying to figure out how much can we ask someone without ticking them off.”

While surveys are still conducted using paper cards, or through an Internet link provided to customers, the biggest and fastest response by far is to the email surveys. Approximately 30 percent of customers respond, which is well ahead of the other methods.

“The key to it [is that] they’re short, and for the person taking it it’s fast,” Casey said. “With paper there’s an extra step or two, and that hurts your response rate, and the time to get it back.”

Market Pulse is the name of a program employed by Survey Advantage on a project basis, rather than the ongoing work involved in Customer Pulse. Right now the company is conducting an annual survey for customers of the Fortune 500 company, Unilever. The results of these surveys are used by the client company or trade organization as a strategic planning tool.

Casey expects his company to focus more on the Customer Pulse aspect of his company in the future. “It’s an ongoing model,” he said. “It’s low cost, so we can help small business owners, which I love doing. I think anybody should be surveying their customers. You don’t have to be a Fortune 500 company.”

Casey said that it’s “very transactional,” so if there is a problem with a customer, the company can react within minutes of getting the survey.

The expanded focus on the ongoing Customer Pulse effort is due to the fact that the Market Pulse projects tend to be large, and can be overly time consuming for a two-person office like Casey’s. Casey expects to continue to ramp up the company’s efforts in the property management sector because keeping tenants happy in the present environment is more important than ever.

“There’s a huge opportunity in tenant retention,” Casey said. “If someone moves out of an apartment, it costs that property manager $3,000 to $4,000. You lose a month’s rent, and you have to paint the apartment, do maintenance on it, and market it. Sometimes you have to give a concession to get someone in there. When you add all that up, it’s expensive and it hits their bottom line.” (Link)

How many customer e-mail addresses do you have in your database? Where do you keep your customer data such as e-mail, phone and mailing address? How do you keep your customer database clean so you can market effectively to your clients? It is amazing how many businesses I work with who lack a good grasp of their customer database. It is time to manage your database, to market effectively. You need to do better if you are going to survive and connect with your customers in an efficient and effective manner, or if you are going to keep your name in front with your customers. It is time to make this a priority.

Recently I had the opportunity to work with five business owners who are part of an executive group. Basically they get together every six months to help each other with strategic planning. The group decided to survey customers to find out how they were doing, benchmark performance with each other and probe into several marketing areas. The goal was to use the data as they plan for 2011. Online surveying is a great way to get customer e-mail databases. It is shocking how many businesses still don’t put a priority on managing e-mail addresses, but actively manage phone numbers and mailing addresses. I know our phones don’t ring like they used to, but e-mail volume has more than made up for that. We all get a continuous flow of e-mails from clients and prospects. Welcome to the Internet Age.

The basic requirement to any e-marketing or e-surveying process or project is to export your customer database out of your production, invoicing, or customer relationship management system. The one place with all customer data may vary by industry, but the key decision markers are typically in one of these three areas.

Enter the buyer’s e-mail address into the system when entering an order. It is amazing how many businesses don’t do this, instead burying customers’ e-mail addresses in Outlook, ACT! or some other disconnected system. How do you leverage the customer information if the data is fragmented and on a laptop or in an individual’s e-mail address book? You must have a central place, and it all begins with order or transaction entry. Granted, there are other decision makers you want to track, but many times, people responsible for the next order are included when entering the order or transaction.

Now, back to the peer group project. When starting this project, all the businesses felt it would be easy to get their customer list. After four weeks of hard work they finally got their lists together. It was painful and a wake up call for some of these businesses. One business got the list to us right away, and it was very clean as they already had a well greased process with discipline. Another business had over 30% of their customer database with bad e-mail addresses and this was a customer list! The great thing about e-mailing surveys is you get feedback on the undelivered e-mails and don’t need to wait for the Post Office to send you the report and undelivered pieces. It is immediate and you also learn why the e-mail was not delivered so you can correct it or investigate. The best-run businesses are getting under 10%, and 5% is stellar. How do they do this?

Here are five tips:

1. Start at order or transaction entry. All the MIS systems have a field for e-mail address. Many businesses are not entering anything into this field because, with most systems, the team doesn’t e-mail out of the system as with Outlook. There appears to be no reason to enter this information. Educate your team on why e-mails must be entered with orders. Over a 30-day period you will be thrilled at how many e-mails you will have. Then start using the information. Start now.

2. Educate your team on the value of entering e-mail addresses into the system. Give them the big picture. Many businesses are entering the Accounts Payable people, and this is important. The buyer’s e-mail address is just as critical. The best way to help sales teams be more effective and efficient is to leverage e-mail to send marketing messages and complement what they are doing face-to-face or over the phone. You must work as a team and have corporate messaging going out to help sales people. They can’t be everywhere, all the time, but a focused e-mail campaign or project feedback survey can really help them retain customers and expand opportunities. Have a team meeting.

3. Assign someone to keep the database clean. E-mail management is different than phone or mailing address management. Most people have multiple e-mail addresses, move around a lot and change e-mails. E-surveying and e-marketing services inform you if someone is not getting e-mail. You need to know this and call the customer to find out what is happening, or delete them from the system. Someone needs to police this and manage a process to keep on top of it. Set 10% as your goal for bad e-mail addresses and you will be in good shape. 5% would be even better.

4. Have an e-mail management and e-communication strategy with discipline. Engage everyone in your business about the strategic importance of managing e-mails in one central place. I prefer the MIS system or tech support system, as that is where the orders and transactions are flowing, and I know it is easier to earn more business from existing customers than to chase prospects. There are two different messages going out depending on whether they are prospects or customers. Customer relationship management (CRM) systems sometimes integrate with the MIS, but if they don’t, set up a system to de-dupe or filter out customers so you don’t over communicate.

5. Make it a priority. Too often I hear that this is something we are going to get to, but then it never happens or it takes over a year to get done. Starting with order entry can quickly get data flowing into a system so you can leverage it in 30 days. It should not be a major project, but set up baby steps to get there over time. Start small. Maybe for the first month you have 30 e-mails in the system. Then you can promote something to those contacts, know they are good e-mails and know they are customers. Don’t procrastinate.

Good luck with your customer base hygiene efforts as you push ahead in 2011.

By now you should have at least started your 2011 planning cycle and engaged your customers, asking them what they need from you in 2011. What better way to show you are not like any other supplier, but a partner. As you push into new services or products it is great to connect with customers as a litmus test that you are going in the right direction If you think you need to improve in a specific area, they will tell you in the survey to make more grounded decisions and investments.

Any strategic planning book stresses that the first step is analyzing customer and marketing data to make more grounded decisions. Well, why not go out to your customers and ask them strategic questions? Position the survey as a planning tool to help you serve them better. Look at each survey as a gift and a road map for when you meet with each customer to plan together. The survey results and trends will help you have more meaningful, focused planning meetings with your customers and staff.

A well designed annual strategic survey typically yields 30% response rates for B2B clients or high end B2C customers. This information is invaluable to connect at an individual level as well as uncover trends when planning for 2011. Here are a few areas to consider:

* Improvement areas for next year.
* Services to consider rolling out.
* Consideration for other services you offer.
* Sourcing for different services.
* Percentage of business awarded to you.
* Awareness of different services you offer.
* Quality of products and services.
* Budget or spending trends for 2011.
* Supplier decision making process.
* Marketing communications effectiveness.

Customers will share with you if you ask in a thoughtful way. Take the time to do it right. Customers will appreciate this. Connect with your customers early, change the game and position yourself above the competition as you approach 2011. It starts with putting your house in order, so consider running an annual survey to get that foundation. Good luck in 2011.

Thousands of business owners and executives participate in peer groups, typically comprised of six to eight people who meet every 6 months. The goal is to drive business by learning from each other and to leave with fresh ideas from a respected source. Usually the best-run businesses in their industry participate in peer groups because these owners continue to invest in themselves and their business, and they are open to criticism, objective feedback and fresh ideas. Each member benefits from:

*Learning what others are doing.
*Leaving with fresh ideas.
*Being held accountable for results
*Networking and cultivating friendships with successful people.
*Trending and driving performance over time.
*Hearing candid feedback and opinions from industry experts.
*Specific, expert advice from owners dealing with the same issues.

Standardizing Customer Loyalty Metrics

Most peer groups standardize on reports to pinpoint opportunities for improvement and growth. Many use benchmarks similar to those published by their industry; benchmarks such as wages, pricing, and financial benchmark studies. The best peer groups benchmark customer loyalty and share at each meeting a standardized SWOT analysis (strengths, weaknesses, opportunities, and threats) based on customer feedback. Benefits of implementing customer feedback into peer groups include:

*Customer-centered goal setting.
*Increasing customer loyalty levels with all members of the group.
*Challenging peer group members to drive improvements based on facts.
*Disciplined, focused discussions around marketing, customer service and sales efforts
*Quantified, fact-based decision making tied to customer needs.

Standardize on the customer loyalty question(s), the way customer feedback is obtained and how it will be shared. Make each owner responsible for bringing one improvement area and one opportunity for growth identified from customer feedback. Each owner brings his or her customer loyalty scores to the meeting, and those scores are displayed, side by side, to help during discussions.

We all stress how important loyalty is to our survival and growth, yet we know we can do a better job measuring, monitoring and leveraging customer information in a disciplined, deliberate way. Standardizing on how customer feedback is shared during peer group meetings and setting better, customer-centered goals is one more way best-in-class businesses continue to distance themselves from their competitors.

We are asked quite often to create a quote follow-up survey. We are asked to launch the survey to all open quotes that were sent out between x and y days before. It is a great idea, but response rates are very low. It is one thing for a customer to share after buying a service or product from you, but what is in it for a prospect or customer to tell you that they did not buy from you because they got a better deal, found a more perfect fit, you messed them up before, or they decided not to buy. Will they really click a survey link and fill out a form? I think it must be easier and more straightforward than that. Don’t make them jump threw even a little hoop to give you feedback on quotes.

The best way to follow up on quotes it either to call them directly. If you don’t have the resources then send out a simple, to the point e-mail blast. Smaller businesses sometimes have a difficult time following up on quotes so I recommend a very simple, personal, direct email Leverage your estimating and quoting software to pull all “open quotes” for a date range. Leverage the fields you have in your estimating system to use variable data and personalize the mass follow-up eblast.

Dear (first name),

This is a follow-up to the quote we sent to you on (quote date). Thank you for giving us the opportunity. We are very excited to work with you, but have not heard anything. Could you please give an update or status? Thank you.

Sincerely,
Your name
Title
Phone
Website.

Nothing fancy. It should be short, to the point, and ask the one question. You already quoted and maybe spent time with them understanding requirements for the work. Now is the time for them to decide or engage. Nothing is more effective than calling, but in these economic times you may not have that luxury and may need to batch process in a disciplined, automated way using technology.

Trust, Credibility, and Rapport. Customers don’t care if you have the best technology, have the best location, or hang out with movie stars. You won’t survive if your foundation is weak. If a customer catches you lying just once they question everything you say in the future. If your advice is out of date, they ask your competitor. If you just don’t quite gel with them and talk their language, they rather not spend time with you. Establish trust, credibility, and rapport to create your network of great customers.

Over the past two weeks while attending the MFSA(Mail & Fulfillment Services Association) and IPMA(In –Plant Printing & Mailing) Annual Conferences I noticed sessions were focused more on customer relations and less on technology. Keynote speaker, John Foley, President of InterlinkOne, presented at the MFSA Conference in Charleston, SC and stressed the importance of social networking to share knowledge, help others, and stay connected. John is successful because he lives by the three foundational principles of trust, credibility, and rapport. Next stop was IPMA’s annual conference in Albuquerque, NM where the keynote, Bill Farquaharson, President of Aspire, explained why customer loyalty isn’t dead, unless you do it to yourself. He stressed the importance of you showing customers how much YOU care. Show them the love!

Yes, you are only as good as their last experience with you, but build up an “emotional bank account” or reserve with your customers. You make a deposit in this emotional bank account every time you go the extra mile, give great advice, connect with a customer in special ways, or whenever they feel unique and special. You withdraw from your account every time you stretch the truth, miss commitments, give poor advice, have awkward communications, or ask them to jump through hoops.

Trust:
Trust involves your honesty and integrity. Trust takes much time to earn and little time to lose. Just ask Tiger Woods. Compare Tiger Woods to John Wooden. Both sports super stars, yet in my opinion, complete opposites. Today while flying back from IPMA I am reading all the John Wooden testimonials and stories in USA Today. During his 99 years with us he touched so many lives in special ways. Tiger is incredible to watch on the course, but John Wooden had such integrity and honor. What a remarkable person. What an emotional bank account he established with so many! What are you doing to build trust? Are you ALWAYS honest with your customers and employees, leading by example under ALL instances, both personal and in business. Trust goes a long way toward building that emotional bank account. Sounds simple, yet how many of us are challenged to remain trustworthy when under stress to perform? Don’t waiver on this core principle. Stay strong!
How can you build trust?
* If you mess up, claim it.
* Always explain facts and don’t stretch it
* Respect confidentiality under all conditions
* Don’t gossip or others will wonder if you will gossip about them

Credibility:
Credibility is a proficiency issue or how good you are. This involves being proficient at your craft, is measured through performance, and expressed by the company you keep. Pick your friends wisely and do things right. Know your customer’s business or industry to help add credibility and be more helpful. Roll out services and products only after you perfect them or have piloted first. Tell the guinea pigs that they are just that. Show honesty and set expectations upfront. Credibility is conveyed to customers by offering great advice, and delivering quality products and service. How can you drive credibility with your customers?
* Continue to learn. Never stop.
* Invest in education and show them what you are doing.
* Hang out with people who are credible
* Offer advice in areas you are proficient.
* Get to know your customer’s business and internal processes

Rapport:
This is extremely challenging and what is called the soft stuff. You want customers to like you and want to be around you. Most know what trustworthiness is and how to be credible, but rapport building doesn’t come natural to most. Rapport is how you connect with your customers and communicate on their wave length. Style flexing is changing your communication style to meet the needs of each customer. Not easy. Don’t show sensitivity toward George Steinbrenner when the Yankees are losing, or don’t get right down to business with Woody Allen. What can you do to build rapport with customers?
* Get good at style flexing. Practice.
* Get good at reading people and adjusting your communication style
* Change your mindset from one of “customers just need to get to know me better” to “I need to know how my customer is wired to be effective”.
* If you can’t style flex, then pick customers who appreciate your one size fits all
mentality.
* Don’t expect customers to change their communication style to fit yours.
* Get psyched about your customer’s business and get personal.

In summary, deliberately watch your emotional bank account with customers. You must earn their trust, prove you know your stuff, and be someone they connect with. Get all three in line and everything else falls into place. Don’t forget the best way to monitor these foundational principles is to ask customers through an effective, ongoing survey process.

You may survey customers regularly, but how frequently do you analyze the results? Even more importantly, have you implemented any changes based on the feedback?

Bottom line is that you must take action on the results or don’t bother surveying. Surveying should be conducted for process improvement and expansion. It shouldn’t be to get that ISO auditor out your door and do it just to say you do something! Surveying is not an event, but an ongoing process.” Below are the top 5 questions we are asked when printers are setting up a print buyer feedback process.

Should I survey customers with every print order?

For repeat buyers we suggest surveying no more than every 90 days. If surveyed too often, regular repeat buyers will become annoyed and you will drive down loyalty. Also, in your email message state something like “You won’t get this survey more often than every 90 days if you buy from us regularly.” Tell customers upfront so they won’t assume the survey process is going to turn into a spam issue. If you are correctly managing the frequency of surveys to repeat buyers, you can anticipate a 20% to 35% response rate on a continuous basis. Let the feedback flow and let customers know that the survey is just another way to stay connected and responsive.

How many questions should I ask?

Keep the survey to less than 30 seconds (5-7 questions maximum). State In the email invitation that it will take less than a minute of their time and stick to that promise. Don’t say that it will take 30 seconds and then ask 30 questions. You may want to change the questions regularly and the invitation email to keep it fresh and inviting.

When considering the number of questions, be aware that there are two types of surveys. A strategic survey helps to map out necessary investments during the upcoming year. Customers appreciate this type of survey. If it’s positioned correctly and you promise to share the results with them, they will give you 5 minutes and answer around 20 questions. The second type of survey is the post-job survey or the 90-day pulse type survey to keep connected in an ongoing fashion. We suggest doing both because one is strategic and one tactical, but if budget and time is a constraint, go for the tactical survey asking customers for 1 minute to answer 5 or 6 questions and keep communication open all the time.

If I can only ask one question, what should it be?

“How likely are you to recommend us to colleagues and friends?” This is the ultimate question and there is an entire book dedicated to this question called “The Ultimate Question.”

What are the biggest mistakes I should avoid when surveying customers?

1. Waiting too long between surveys. I spoke to a printer last week that hadn’t surveyed customers in 10 years. He got good results, but when I asked why he waited 10 years he said it took too much time. Using today’s technology, surveying should not be that time consuming. Just read Lori Fuller’s case study from University of Nebraska at www.surveyadvantage.com/printers
2. Making the survey too long.
3. Making the process too complicated so it isn’t done continuously.
4. Assigning the wrong person to manage the process. I have seen “gaming” of the system where an internal person doesn’t survey certain customers because they don’t want to hear complaints. That’s a bad reason not to survey. You need to hear from everyone.
5. Not continually monitoring the process. If management doesn’t watch the process and the person assigned looks at surveying as an optional task, it might not get done regularly. Or it may stop and management never realizes that it has stopped. Gathering and monitoring customer feedback starts at the top and must be part of the culture of the operation — not just another task thrown out there.

Once the information is gathered, what should I do?

The best, most successful printers contact every customer who responds to the survey. That is right, every one. There is a story behind every survey even the glowing ones. Thanking those customers with great comments shows you listened and appreciate their comments. If you get a referral call, thank them so you get more referrals. Thankfulness breeds more good work. Those who are neutral about the experience should be asked how you can change to get top marks. Comments that are positive should be acknowledged and once again respondents should be thanked for their time and candidness. Negative survey results are typically the ones that gain the most attention, but there is usually more opportunity to sell to those customers who are happy and will share with you other services that they buy elsewhere or provide a referral. Remember contacting respondents builds loyalty, and they are more likely to fill out the survey once again later in the year.

The best, most successful printers also share the glowing comments with their teams to build moral. Post it on the lunchroom bulletin board. Managers can tell an employee that their efforts are appreciated, but it means so much more to get it from the customer directly. Approximately 95% of survey comments are positive. Don’t bury them in the customer feedback database. Share them. In addition, the best printers put questions on the survey that probe for other selling opportunities. Keep the survey to around 5 questions, but build one question in to learn what services they are buying elsewhere or to ask for a referral.

Don’t just look at surveying as a reactive, passive process. It can be a selling process as well.
Take the compiled information and do something with it. Just today I spoke with a printer who had 30% of his customers share what they bought elsewhere. Sadly, he hadn’t followed up on any of them because he was so busy in production. He did say over the next few months he is going to make a conscious effort to pursue those leads to expand client share. The good news was that he followed up on every referral and closed two new accounts.

Another great strategy is to print out the survey results weekly and review them with your team. Discuss what customers are saying and together come up with a game plan. One printer does an annual survey and then goes through all the nearly 300 responses, does his own SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), and delegates at the account level and strategic execution level. This printer has done this for 4 years now and has had tremendous success even in a weak Michigan economy.

If sending out a survey is the first and last step, you are dropping the ball at the most important time. Put the information to work for your business. If conducted properly, surveys are indispensable tools for growing your business, enhancing performance and making informed decisions about the allocation of resources.
For more information, read printer case studies at http://www.surveyadvantage.com/printers

Recently there was a discussion between business owners who were concerned with surveying their customers and causing a negative reaction. They shared how much they hate getting surveys. In a Business to Consumer relationship many times we get pounded with surveys and get numb to them hitting “delete” as quick as we can. But, I would warn you not to generalize. Know thy customer!

Depends on the relationship one has with the specific supplier, how important that supplier is to their business, how long the survey it, and most importantly if the company responses quickly the first time the customer shares their thoughts. If I have a good ongoing relationship with the supplier as a partner, they are important to my well being, the survey is short and covers points most interesting to me and not you, and the company responds quickly maybe even call me, then I feel it is a way to get things changed and get a reaction. I will fill out surveys for them.

Example, if I have a partnership type relationship with my printer, rely on them to perform to drive marketing efforts, the survey takes a minute, and they call to discuss, then I DO NOT get survey burn-out.

If you are just another printer, who puts out average work with no skin in my game, the survey doesn’t respect my time, and you do nothing when I gave feedback of any kind in the past, then I hate to get your survey, wouldn’t take it, and WOULD get survey burnt out quickly. I would be burnt out the first time I got a survey and maybe even use it as an excuse to stop using you because I was thinking of moving on anyway and needed a reason.

We get so many surveys, but the ones I take are the ones where I respect their business, enjoy working with them, they know me, or I know they will do something with my information.

I would argue that burnout is an indication that the supplier is missing something in their relationship with the customer or they lack an understanding of how frequently to go to the well for feedback or how to approach customers for feedback.

I am not going to get political here, but I hope this entry educates people on how “not” to ask questions.  This survey is an example of how questions can lead or push people into a direction you want them to take.  It frustrates me when I hear on the news about polls and surveys and don’t hear how the question was asked or who was asked.  When you see the results of this newest survey out of Washington I hope you discount the results.  This weekend I recieved in the mail a very offiicial document from Washington wanting my opinion.  In big letters it said “Obama Survey”.  Here is the list of questions that were asked and all were “Yes/No” answers.

1. Do you agree with Barack Obama and the Democrats that taxes should be raised for the sake of “fairness” regardless of the negative impact it is likely to have on the economy?

2. Do you believe that the best way to increase the quality and effectiveness of public education in the U.S. is to rapidly expand federal funding while eliminating performance standards and accountability?

3. Do you support the creation of a national health insurance plan that would be administered by bureacrats in Washington, D.C.?

4)  Do you believe that the quality and availability of health care will increase if the federal government dictates pricing to doctors and hospitals?

5) Are you confident that new medicines and medical treatments will continue to be developed if the federal government controls prescription drug prices and sets profit margins for research and pharmaceutical companies?

6)  Are you in favor of reinstituting the military draft, as Democrats in Congress have proposed?

Wow!  I wouldn’t expect more than 1% to pick “Yes” to any of these questions if they read the entire question.  I wonder who is managing this “objective” study?  I wonder what the statitical signficance will be when they publish it?  In research it is easy to get the answers you want “to hear” if you just ask the questions in the proper way.   OK, I am a little sarcastic here, but beware of published results without seeing the actual question and who the questions were asked to.  I am considered a conservative so my guess is that they felt they would get the data they wanted.  Sorry, but this datapoint will not be included in this study.   The survey is now carefully being placed in the round file.

Survey Advantage now is offering busy managers the ability to view recorded trainings focused on customer retention, client share expansion, and referral generation, on-demand.  Many times managers and business owners are unable to make the specific days and times of our webinars due to their busy schedule. 

We have released several 7 to 8 minute, recorded trainings to explain how to survey using different printer MIS installations; PrintSmith, Printer’s Plan, Technique, Enterprise Print Management Solutions, Printer’s Plus, and a session on how to survey using all other MIS installations.   To view the on-demand library and select your specific printer MIS, visit www.surveyadvantage.com/printers.

We are planning to release several new trainings in the future focused on our other verticals; marine services, association research, business services, parking facility feedback, manufacturing, education, finance, and healthcare.