Case Studies

Customer Satisfaction 1

Objective:

A major UK supplier of training wanted to measure satisfaction of its customers across a range of issues and develop a plan for improving customer satisfaction. The client also wanted a better understanding of its positioning in training market place.

Methodology:

The research study was quantitative in nature undertaken by means of telephone interviews with customers and potential customers of our client.

The main survey was preceded by a short in depth phase of qualitative research comprising a total of 10 open ended interviews. We needed to ensure that the main survey questionnaire addressed appropriate issues and to test customers understanding of the factors that our client wished to examine. A final quantitative questionnaire was then agreed with the client before starting the main survey fieldwork.

Fieldwork:

In view of the nature of the study objectives the aim for the survey was that the respondents were all specifiers - people who choose external training suppliers on behalf of their organisations or are free to make decisions themselves. Contacts for the survey were drawn from a database from the client.

The original sample target for the survey was a total of 300 interviews. 200 with clients and 100 with potential clients. The telephone interview took on average 15 minutes to complete.

Findings:

  • Spontaneous awareness of the client amongst its client base was high - nearly 75% give the client's name as a principle provider of training services in the UK.
  • Awareness amongst potential clients, however, is very low - just 11% give the client's name as a principle provider of training.
  • Customer base was identified as promiscuous - ie. was using our client and many other training companies in the same year.
  • The client achieved high ratings amongst its client base on issues of importance to their customers - we identified the performance on ratings in the context of the level of importance given to the particular issues by clients (ie, gap analysis).
  • Client's courses were identified as providing value for money - even though the courses were priced higher than the majority of competitors.
  • Areas with most potential for further base development were identified - project management, base communication skills, management development.
  • The internet was identified as effecting the organisation of training to a considerable degree - the majority of customers were already sourcing the training courses online. There was less attraction for clients in actually booking courses online.

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