Database Systems Corp.
Home  |   Contact Us  |   About Us  |   Sign Up  |   FAQ

predictive dialers and crm software
computer telephony software predictive dialer

Voice Broadcasting
Automatic Call Distribution
Telecommuting Software
Voice Recording Software
Predictive Dialer
Business Phone Systems
Office Phone Systems
Phone Software
Softphone IVR System
Computer Phone Software
Softphone Phone System
Emergency Broadcast Systems
Emergency Communications

predictive dialers and crm software
computer telephony software predictive dialer

Automated Phone Survey Software
Customer Survey Software
Church Events Announcements
School Alert Service
Digital Phone Systems
Collection Predictive Dialer
Debt Collection Software
Human Resources Software
Financial Services Marketing
Mortgage Software
Mortgage Calculator
Mortgage Leads
Call Centers
Marketing Leads
Real Estate Leads
Insurance Lead Providers
Fund Raising By Phone
Store Locator Phone Service
Insurance Marketing Leads
Insurance Software Solutions
Mortgage Marketing
Political Call System
Political Activism
Real Estate Marketing
Real Estate Marketing Tools
Real Estate Software
Real Estate Listings
Reminder System

predictive dialers and crm software

Customer Survey
IVR Phone Surveys
Touchphone Surveys
Phone Survey Software
Customer Surveys
IVR Call
Clinical IVR
Employee Opinion Survey
Automatic Surveys
Salary Survey
Customer Satisfaction Survey
Customer Service Surveys Opinion Survey
Automated IVR Survey
Political Survey
Marketing Survey
Consumer Survey
Automatic Survey
Survey Dialers
Phone Surveying
Automatic IVR Surveys
IVR Survey Software
Survey Autodialer
Market Research Survey

emergency notification systems

phone survey and customer surveys
ivr survey software solution

Automated Customer Surveys

Technology from Database Systems Corp. lets you develop IVR survey applications using our interactive voice response IVR solutions. Surveys can be initiated by outbound phone calls or can be a response to callers. Using our PACER and WIZARD phone systems with the Smart Message Dialer and survey software, we can call your survey prospects and play a highly focused and custom greeting. We then can give your survey audience the option to take your survey or even talk with a representative, leave a voice message, hear additional information, or simply decline to participate in the survey. The survey can accept touchphone response or can record each question response for later analysis. To view more information regarding our automated phone applications, please visit our Automatic Phone Survey solution web page.

The following is an article relating to automated survey techniques and products and services in our business.

Improving Customer Satisfaction

The Business Research Lab

Improving Customer Satisfaction Once a Customer Satisfaction Measurement Program Is in Place

Customer satisfaction research is not an end unto itself. The purpose, of course, in measuring customer satisfaction is to see where a company stands in this regard in the eyes of its customers, thereby enabling service and product improvements which will lead to higher satisfaction levels. The research is just one component in the quest to improve customer satisfaction. There are many others, including:
  • Top management commitment,
  • Linking of Customer Satisfaction scores with employee and management monetary incentives,
  • Recognition of employees who contribute to customers' satisfaction,
  • Identification, measurement, and tracking of operational variables which drive satisfaction scores,
  • Customer-based improvement goals,
  • Plans for improving operational variables,
  • Incorporation of customer satisfaction skills into employee training programs,
  • Measurement of and plans for improvement of employee satisfaction,
  • Changes in corporate hiring practices.
We will touch on each of these issues briefly.

Top Management Commitment

Top management, through its actions, must show that customer satisfaction is important to it. This can be done in several ways.
  • Acknowledging areas where the company needs to improve,
  • Allocating appropriate resources to the improvement of customer satisfaction,
  • Involvement of management and employees in the development of plans for customer satisfaction improvement,
  • Linking management bonuses to satisfaction scores,
  • Clear and frequent communication of what is being done to improve customer satisfaction.

Linking of Customer Satisfaction Scores With Employee and Management Monetary Incentives

This really is just a case of having management put its money where its mouth is. Monetary incentives for improving customer satisfaction scores should reach all levels of the organization, from top management to front-line employees and suppliers. Incentive programs can be structured so that all employees in an organizational unit receive compensation if the unit's customer satisfaction goals are met. Additionally, exemplary service on the part of individual employees can be rewarded on an ad hoc basis. Management incentives do not have to result in incremental expenditures; a reallocation of current incentives will suffice. For example, if 100% of a manager's bonus is dependent upon meeting operational and sales goals, the mix could be changed to include a customer satisfaction goals.

Recognition of Employees Who Contribute to Customers' Satisfaction

This is an inexpensive way to foster customer satisfaction. The keys to success are:
  • Making sure that all employees are aware of why a particular employee is being recognized,
  • Making sure that each employee being recognized is worthy of recognition.
Identification, Measurement, and Tracking of Operational Variables Which Drive Satisfaction Scores The results of a customer satisfaction survey need to be evaluated to determine what needs to be improved. For example, a survey may find that customer waiting times need to be reduced. The next step should be to quantify actual customer waiting times, and to set goals and strategies for reducing them. Goals should be as specific as possible. It is better to say "we want to reduce wait times during peak periods from an average of twenty minutes to fifteen minutes by the end of June," than to say "we need to reduce customer waiting times."

Customer-Based Improvement Goals

This ties directly to the previous point. Once you have identified what needs to be improved, you need to develop a plan for improving each identified area. Such plans need to be based on what customers really need, rather than what management believes to be a good goal. Using the previous example, if customers really desire wait times of ten minutes or less, having management dictate that wait times must be reduced to fifteen minutes will have limited appeal with customers. You may need to do a separate survey with customers to actually set appropriate goals. If this is not economically feasible, at least talk to a number of customers and gain their input before setting a goal.

Plans for Improving Operational Variables

Once you have established what needs to be improved, and how much it needs to be improved, plans need to be developed to make improvement happen. The keys to successful planning are to:
  • Involve front-line employees and management in the planning process,
  • Make sure plans are specific,
  • Evaluate the success of plans once they have been put into place. This is done by measuring actual improvement in operations and customer satisfaction.

Incorporation of Customer Satisfaction Skills into Employee Training Programs

Employee training programs should be modified to include:
  • A description of the importance of customer satisfaction to the company,
  • Descriptions of what keeps customers satisfied,
  • A description of customer satisfaction measurement programs, recognition programs, and incentive programs,
  • Specific employee-performance expectations with regard to keeping customers satisfied.

Measurement of And Plans for Improvement of Employee Satisfaction

Unhappy employees will have difficulty in keeping customers happy. You should consider measuring the satisfaction levels of employees, and then developing action plans to improve employee satisfaction.

Changes in Corporate Hiring Practices

Certain types of people will do a better job of satisfying customers than will other types of people, regardless of the quality of training, reward, and recognition programs. Once you have determined the types of employee behaviors are important to customers, you should incorporate this knowledge into your hiring practices.