Survey Advantage Press

Yesterday I was speaking with the director of a state marine industry association who said something very profound.  He said that many have the wrong thought process because they are alarmed dealers are hurting and going out of business.  If they go out of business, they wrongly believe there will be less boaters. 

He went on to say that service is what keeps people in boating, not having access to buying boats.  Most boats are used anyway and what makes people leave boating is waiting too long for the boatyard to fix the boat or not knowing what is going on with their boat.  He went on to say that many boatyards don’t comprehend they are in the service business and need to keep customers in the loop when jobs are underway and they need to hit deadlines.  In the northern regions if it takes two weeks to get a boat fixed, that is 2 or 3 weekends out of 16 that they have to use the boat.  On average, a 40 foot boat costs about $5,000 to $10,000 a year just to maintain, get dockage, winterize, launch, insurance, etc.   Losing two weeks can be a reason to just get out of boating and start camping, golfing, or get into some other past time or hobby. 

So a lot rests on the boatyard’s ability to turn jobs quickly and effectively or the boating industry will suffer from people getting out of boating.  That is the real issue, not selling more new boats.

To learn about and obtain copies of the AMI Boater Satisfaction Benchmark report you may visit https://www.marinaassociation.org/ami-publications.php. The study benchmarks facility satisfaction, customer service satisfaction, customer loyalty, and marina services quality.

Associations, corporations, non-profits, small business owners always ask this question.  It is a loaded question, but here are a few things to consider.  Response rates can vary from <10% to >80% depending on a lot of things and how you approach the study.
 
1) Topic is very important.  How important is it to them to share their brain and heart??  Get inside their head and know their appetite for the topic you are throwing at them. 
 
2) Positioning is important.  You must sell the idea to participate.  I am not saying with incentives, but tell them why it is important TO THEM. 
 
3) Know your audience.  If your members are really engaged with you, you share lessons learned from previous surveys, then you have a great foundation for high response rates.  
 
4) If you don’t send out a survey a week to members then you have a good foundation.  Surveys should have meaning and pick your battles when asking members for help.
 
5) Try to keep them short whenever possible and tell them that.  “This is a five question survey that will only take 2 minutes”.  That will get better response then “This is a 125 question survey that will take you what feels like forever”. 
 
6) Think about each question before you send it to them.  Wording, clarity of purpose, understanding what information you want back and what format should be taken into account.
 
These all may seem obvious, but it is amazing how many surveys I get that start asking my gender, marital status, and income when frankly there is nothing in it for me, it is wasting my time, and I wonder what they plan to do with that information to get at me!   I just received a birthday card last week for a trip to the Virgin Islands.  It was my birthday the week before and that scared the *&*() out of me because they don’t know me, I don’t know them, it was a scam mailer, and I wonder what else they know about me.   Be relevant and respect your audience.

Today ABBRA posted how to obtain copies of the ABBRA Boatyard Customer Satisfaction Benchmark report.  This report was created by Survey Advantage in cooperation with ABBRA.  Customer Satisfaction for facility quality, boatyard service and customer service were benchmarked from boater survey results collected in cooperation with ABBRA members using ABBRA CustomerPulse(TM) and ABBRA HealthCheck(TM), two programs managed by Survey Advantage to help boatyards stay connected with customers.   To read the general summary and learn how to obtain your own copy of the benchmark report please visit   http://www.abbra.org/customer-service-index.

Many of us are timid to ask our most loyal customers for referrals.  We feel uncomfortable asking or don’t want to alienate an already loyal customer.  Sometimes we feel the loyalty may go down by being direct and asking the question “Do you know someone we could help as we help you?” 

A more subtle way to capture referrals is to tie the request for referrals into a customer feedback survey.  The way it works is that you send a customer a very short five question survey after your complete a job, complete a service, or ship a product.  One of the questions asks the ultimate question “How likely are you to recommend us to a colleague, friend, or family member?”  For all customers who click “Very Likely”,  you now know they are loyal, love you, are passionate about what you do for them, and are the customers most likely to recommend you.  They have self qualified themselves!  At that point when they click submit on the survey you direct them to a landing page to highlight your referral program along with any gift you want to offer.  It is that simple.  I have seen up to 5% of those filling out the survey offering referrals to help their supplier or vendor.  What an opportunity!   Just don’t forget to call them or thank them for the referral.  It is only common courtesy and it will feed the referral process.  

Just last week a small printer closed a $1,000 initial order with a referral by using this process and the newly acquired customer appears to be ready to give them future orders for other printing needs.  This process isn’t just for printers, but can work with insurance agencies, any service organization or business that relies on referrals to grow and prosper. 

So, don’t leave your loyal customers just buying from you.  Engage them in the selling process and expand your selling force.

Leveraging customer testimonials is a great way to improve your marketing approach. Most businesses do not do this effectively or don’t make it part of their overall marketing strategy. It is very easy to collect testimonials.

The easiest way to get testimonials is through a paper or e-surveying process either done annually to all customers or individually after jobs are completed. In the survey add the question “Is there anything you think we do particularly well or anyone you want to recognize?” You will quickly get dozens of testimonials to use. All you need to do is immediately send back the comments to the customer asking their permission to use in marketing.

99% of the time they will say “sure” and now you have your dozens of testimonials. Another way is to add an approval box after the question asking their permission to use any comments in your marketing efforts. Any checked off are fair game to use and you have documentation that they gave the OK to use it. Good luck!

Marine service providers are encouraged to compare how they are meeting the needs of boaters with others in the industry.

Jamestown, RI, March 6, 2009 – As part of its commitment to help marine service providers develop profitable, highly responsive, customer-focused organizations, Survey Advantage (www.surveyadvantage.com), a customer research and loyalty firm, has released their 2008 benchmarks for marinas and boatyards. This benchmark report was designed in cooperation with AMI and ABBRA, the two major associations serving the marine services industry. The report tracks four key areas: facility quality, marine service quality, customer service, and boater loyalty.

“We hope this benchmark will help marine service providers understand their competitive position in the market and set goals for expansion and improvement. Marine service providers now have the same customer intelligence the hospitality industry has been collecting for years. Any size operation can obtain feedback after jobs, transient stays, or from seasonal and annual customers to drive improvements and referrals.” said Michael Casey, president of Survey Advantage.

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The little things tick people off at marinas; cold showers, no toilet paper in bathrooms, not enough launches on race night, puddles near the electrical connections.   When it comes to boatyard service the frustrations include dirty boots climbing deck during commissioning, greasy hands on masts, rude ill trained seasonal help. 

The surest way to keep customers is to keep the pulse of your operation and react quickly.  Understand how you are performing on a regular basis.  Don’t wait to find out the showers were cold a week after the heater went on the blink.  Yes, you would think a customer would walk in and tell you, but don’t assume.  Make it easy for customers to give you feedback.  Feedback cards and boxes in convenient places, online surveys on kiosks or emailed to customers after a stay or boatyard service, phone survey followup for larger jobs or high end operations. 

The best way to keep your operation profitable is through referrals.  By building an army of those “Very Likely” to recommend you, there is no reason to have a huge marketing budget, put big advertisements in cruising guides, or buy google ad words.  People in boating love to talk about experiences.  Their boating or yacht club gathers are your greatest marketing opportunities and it’s free!  You much rather have the member bragging about their recent decision by saying,  ”Boy, marina xyz was the best I have been to.    A true 5 star. Thier customer service was unbelievable and they …..  The facilities were incredible and they had……..  The most outstanding thing was……

The flip side could be “Never go to XYZ marina.  The bathrooms were always out of toilet paper, I had to …  The showers were cold at 6AM causing me to …..  I had to wait 20 minutes for the obnoxious kid on the gas dock to……

Remember, your best source of referrals and repeat business is to make experiences memorable in a good way.  Give them a reason to brag about their great choice when sipping wine with their boating friends.  The only way to make this happen is to keep the pulse of your operation through the eyes of your boating customers.

Ever work with a supplier, business partner, or vendor when your relationship was virtually dead and you were actively searching for someone else to supply that service or product to you?  You were walking or still buying from them, but trying like mad to get out from under them.  They made life so miserable for you, were very difficult to do business with, were rigid in their policies, did not come through for you when you needed them.   You felt liberated when you could finally tell them to go pound sand.   You then went on to tell everyone you could how aweful it was and now how good it was. 

Now as a business owner or manager, we all need to look in the mirror.  I will be the first to confess that I have at times made life miserable for customers, but not on purpose.  Maybe you are now saying “Boy, that business is messed up”.  Well, if you have been in business more than 20 years and haven’t had a dissatisfied customer I want to hang out with you.  Things happen, but we need to own up to it, fix the issue quickly and stay on top of it.  Process breakdowns, lack of proper resources, miscommunications can cause train wrecks, but typically the problems start small and if left uncorrected come to a head.  When we hear of these problems we apologize and can’t believe it happened.

Does your business know when customers are so frustrated with you that they are trying to leave?   The larger the enterprise, the trickier it is to know.  The smaller the enterprise, the easier for the customer to gently walk away without telling the truth to your face.  Here are a true story from a recent survey we conducted.  A printer recieved a loyalty rating, those who say they would recommend you to others, of 53%.  Average printers run in the 92% range here.  Nearly 100 years ago they carved out their niche and owned the market by locking out competition, but now things changed and their ex-customers were telling them why they left and really gave it to them.   The “Walking Dead” or those still buying, but feeling hostage explained their efforts to find someone else.  I felt aweful for the business because it was slowing dying and management continued to blame the economy and the shift to the internet as the reason.  There is some truth in that, but customers were also walking to other printers.  It was not the quality of the product as much as the level of service that caused the walking dead.

Lesson learned:  keep the pulse of your customers over time, react quickly, and don’t become complacent.     

Here are a few things to consider when you look at customer loyalty and keeping the pulse.  Think of the critical satisfiers for your customer base.  Assuming your product is solid, think of the things such as responsiveness to e-mail and voicemails,  shipping product on time, having clear invoices, estimating properly, estimating timely, communicating project status on a continuous basis, issuing credits timely, shipping the right products,  having product in stock for quick delivery.  Pick the top 4 or 5 things that if done well will put you in the best position.  But, don’t neglect the little things that can drive people crazy.   

Great Customer Loyalty is driven by treating each customer in a unique and special way while doing the basics well.

Think of your best suppliers, vendors, partnerships. These are busineses that make you feel special and unique. They do the little things that don’t cost a lot of money, but show flexibilty, responsiveness and you connect with them. For printers this means asking your customers what you can do to make life easier and then delivering on that. If they want proofs picked up, then you pick them up. If they want a call when you drop the mailer, then you personally call their cell phone to let them know. Here are a few easy things to do to make the customer feel special.

1) Give your best customers your cell phone and maybe even your home phone. They won’t call unless it is an emergency, but it shows you care.
2) Invest in a robust CRM system. Be able to track key dates, events, personal information, notes from past meetings. Takethe time to review this before your visits or phone calls.
3)Communicate the way the customer wants. Some love e-mail and others hate it. Ask customers and use the appropriate methods. Respect “Opt Outs” from your communications, but be careful managing this. Most customers don’t want to be “Opted out” of everything, but maybe just one e-communication piece. Manage this to keep communications open.
4)Don’t assume they are doing well. Ask them face to face, survey them once a year, do a short simple survey once a month. Keep those lines open. Some customers will tell you face to face if something is up, but some rather think and type up their thoughts in a comments box of a survey. One size doesn’t fit all.
5) Think of chemistry and don’t be afraid to move or assign CSRs and sales people who match the chemistry of the customer. Many people will buy based on rapport as well as how well you do.
6) Always tell the truth. I know this sounds obvious, but customers respect if you tell them if you made a mistake. Of course you can’t have too many of those, but owning up to it is respected and honorable.