Welcome to the Listening Post!

What is Your Version of Multi-Channel Voice of the Customer?

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We’ve heard so often that organizations are collecting multi-channel information as part of their Voice of the Customer programs that we thought it was time to ask those who read the blog to weigh in. When you say “multi-channel”, what are the top FIVE channels you use as inputs to your Voice of the customer Program?

(This survey is now closed. Thank you for your input!)

Putting a Bow on It

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So, my wife’s birthday is coming up in the next couple of weeks, and as I was wrapping my gift to her last night (and it’s a really nice gift, trust me – this is one of those milestone birthdays, and I cannot mess this up!), it struck me that “putting a bow on it” is a great way to sum up one of the real keys to staying engaged with customers (bear with me here...).

This time of year finds many of us individually and collectively reviewing the work of the past 365 days, and planning for the next 365 to come. It is also a great time to review with your customers the activities, research findings, and plans for the New Year.

I recently had the pleasure of co-hosting a “7 Steps to Highly Successful Surveys” Webinar with Sherri Greenhaus of CRMXchange. The final step is “close the loop,” and for many this step comes in several forms. When it comes to online survey research, it is obvious to most that it is required to go beyond a simple “Thank you for your feedback” message. But how, and via what means, were among the many great questions posed.

Should we use incentives, and advertise them up front (see Koma’s “Law of Incentives”)? How about using the survey as a recruitment tool for ongoing research panel membership? Do I “close the loop” immediately, or wait until final analysis is ready to distribute an executive summary?

Truth be told, you never really “close the loop” once and for all. The loop gets opened and closed dozens of times as you invite participation, exit a respondent from a survey, present an incentive, recruit into a panel, send out a summary report, re-engage though follow-up studies, and so on. What is critical is to recognize both that every interaction you have with your audience (and they with you) is part of a continuum of engagement AND that each interaction needs a corresponding transition to the next.

What I love best about the “close the loop” step is that even the smallest gesture can have tremendous impact. As a member of the NPR listener panel, I was pleased to receive a note from the team at NPR last week, linking to a neat little multimedia thank-you. Like each previous communication, this reflected what NPR knows about my listening habits and modes of consumption (I’m a commuting listener during the work week, and a satellite listener at home on the weekend). It is also a great example of how an intrinsic incentive can be used to effectively maintain a high degree of ongoing engagement (I keep participating because I want to both contribute and see what others contributed).

Along the way, NPR made sure that this critical “7th Step” was included in all their interactions. From post-survey “thank-yous” to periodic update reports to summary findings – to this end-of-the-year email to panelists – NPR stayed engaged and closed one loop by opening up another.

So, as you “wrap up” planning for your 2012 research schedule, consider putting a bow on your research year, as well. As you launch the next round of customer and employee engagement projects, make sure closing (and re-opening) the loop is part of the plan. You’ll see increased engagement, and likely increased satisfaction to boot.

The Age of the Customer

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I read a report last week from Forrester’s Kerry Bodine and Mora Dorsey called “Why Customer Experience, Why Now?” If you haven’t read it, check it out here. The paper is very informative, and walks through the different “ages” of companies, including the “Age of Manufacturing” and the “Age of Information.” The majority of the paper focuses on what Forrester calls the “Age of the Customer.”

The age of the customer is where “focus on the customer matters more than any other strategic imperative.” Bodine and Dorsey discuss the impact of commoditization, the dissolution of industry boundaries, and the power customers have today.

The authors also discuss the business value of the overall customer experience, which is critical to driving funding for customer experience efforts. Bodine and Dorsey highlight how an outstanding customer experience can be used to bolster brand equity, boost revenues, garner loyalty, and drive down costs.

In every business, serving customers well is critical to success, many organizations understand the importance of an excellent customer experience, but struggle with embarking on formalized efforts to build a robust customer experience program. In the end, the goal is not only to implement a program, but to create a strategy that can be deployed throughout the organization.

One of the areas Bodine and Dorsey discuss in the paper is “customer experience ecosystem mapping.” Just last week, our own VP of Customer Experience, Nancy Porte, got the chance to present a Webinar with Andrew McInnes from Forrester. The Webinar focused on customer centricity. Within that discussion, the Webinar covered customer journey mapping, in which an organization lays out company interactions from the customer’s perspective. The range of tangible and quantitative interactions, triggers, and touch points are shown in sequence – and some mapping extends the experience to include intangible and qualitative motivations and emotions. To learn more about journey mapping and the overall customer experience we are offering free access to this recently recorded webinar.

As a marketer, all roads lead back to one of the four points Bodine and Dorsey discuss regarding the customer experience: brand loyalty. Customers have brand and financial influence in today’s connected world, and are flexing their muscles every day – across every possible channel. The enterprises that are successful in the market are customer experience driven. As highlighted in the Forrester paper, improving customer experiences are driving millions in revenue gain across a wide variety of industries. Some of the world’s most successful and visible brands today infuse the customer voice into their business – recognizing and replicating the factors that create deeply loyal customers.

Remember: every time a customer interacts with your business there is an opportunity to form an impression about your brand. As such, it is critical to put careful thought into the way you want to interact with customers and elicit their feedback.

Not Another Annoying Customer Survey!

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D. Daniel Ziv, Vice President, Customer Interaction Analytics, Verint Systems

These days it seems on any given day, you can receive up to a dozen requests to participate in a customer service survey. As a marketing professional attuned to the importance of seeking and taking action on feedback, it's refreshing to see this focus on the rise. However, the lack of personalization coupled with poor timing and administration of these surveys can leave much to be desired. Collecting customer feedback effectively is no simple task and, when done improperly, can even have a negative impact on customer satisfaction. The following represent some of the more common practices organizations use to collect customer feedback – many of which can be quite annoying from the customer's perspective – along with some tips and best practices to help ensure the process is engaging to customers, as well as insightful and actionable to your business.

1. Using "one size fits all" survey questions. Running your surveys with a focus on very generic topics through a single channel can translate into dismal customer participation. Often, you'll see this play out when the survey questions asked have nothing to do with the phone call you just completed with the company. Not only is this frustrating, it's a waste of time on both ends. Instead, businesses need a solution that uses short, context-sensitive, dynamic survey questions that enable it to capture the most relevant information from customers across different channels of contact.
2. Collecting feedback too late after the original interaction. Consumers have dozens of interactions with companies about multiple products and services, making it difficult for them to remember all the specifics associated with each. Sending a customer an email or calling them three days after-the-fact can result in both lower response rates and less relevant input. By engaging customers immediately after their interactions with your agents over the IVR, web and/or email, your organization can benefit from timely insights and response rates far greater than those obtained days or weeks later.
3. Underestimating the value of open-ended questions. While it's certainly interesting to know if the customer would recommend your company, it's equally important to give them a chance to share their feedback in their own words. Open-ended questions open the door to these more detailed, personal experience insights and bring the "voice of the customer" dynamic into the survey mix in a powerful way. To get the most out of the open-ended customer comments you receive, your organization can leverage automated software that mines and analyzes customer interaction content comprised of both structured and unstructured data from text and voice interactions, and by mining such channels as email, online chat or even social media outlets. Doing so can provide your organization with rich insights from a broader sample size and with less bias.
4. Offering prizes and incentives for providing feedback. While this may increase response rates, it runs the risk of skewing the type of people that respond. Those with less money and more time on their hands are more likely to participate in these "lottery" surveys, perhaps distorting the results to focus on customers that are of less interest to your organization.
5. Capturing feedback and not taking action on the findings. This is probably the most annoying of all the common-place practices. There is a somewhat unspoken expectation that a company will read/listen to the customer that provides feedback, and as a result, make changes. However, too often we see organizations collecting customer feedback, but failing to act on it. To complement traditional customer feedback solutions, technology tools that mine the actual voice of the customer help surface these root causes and trends. Taken further, you can then share the adjustments and changes you're making with your customers. If they see that you have taken their feedback seriously, they're more likely to provide feedback in the future and to remain more engaged and loyal.

The good news is that for every organizations that hasn’t used customer feedback to its fullest potential, abused it or used it improperly, there are many, many others that have made great strides in improving their customer experiences by incorporating these types of tools and processes into their day-to-day business operations. Being mindful of some of these best practices will help your organization ensure the feedback process is engaging to customers, insightful and actionable to your business.

The Silver Bullet to Survey Success

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So it turns out there really is no silver bullet or magic potion when it comes to creating highly successful surveys. I know, I wish there was. If so I would whip it up for you, I swear! But as we discussed in my recent Webinar, The Seven Steps to Successful Surveys, there ARE ways to make your surveys as successful as possible.

First you must have a definitive goal for what information you need and what you plan on doing with it. Don’t let every department chime in with questions, be specific about what you want to accomplish and stick to it. Then, make sure to survey the right group of people for your needs. Maybe it’s everyone in your database or maybe you just need a sample. Craft your invitation carefully. A well-crafted initiation is essential to jumping response hurdles. Next, order your questions logically using the inverted pyramid approach, drilling down from general questions to the more specific. Then, try to write your questions objectively. Poorly worded questions will lead to suspect results and erroneous conclusions.

Now that you are all done crafting your excellent survey, shorten it! The more questions you have, the more customers will abandon the survey. Be as concise as possible and remember the goal of your survey. Think about going back through your survey and removing any questions that don’t directly address your original goal. And last, close that feedback loop and share the findings and identify the actions you are taking as a result of the survey. You can even use this to stimulate additional participation and ongoing feedback.

So even if you are taking all steps toward make your surveys as successful as possible many of you still had excellent questions about things like incentives and doing reminder campaigns. For incentives my advice is for your first survey mail campaign to a target audience, avoid offering incentives. You need to establish a baseline response rate for this target group. If you are disappointed in the response rate for this survey, you will now have a response rate to compare incentive-based campaigns against. If you decide to use an incentive, a large number of small incentives will typically get a better response than a small number of large incentives (thanks to my colleague Brian Koma for his “First Law of Incentives”). For more info on incentives, see the best practices noted in this blog post, Survey Incentive Strategies.

On the question of whether to use reminder campaigns, my advice was that for relationship surveys reminder campaigns should absolutely be used, with at least two reminders and ideally three. Be forewarned that you’ll receive most of your responses immediately after the initial invitation, and see incremental increases after each reminder. For transaction surveys a reminder campaign also works, but with only one reminder sent within a few days of the initial invitation. In this case you want fresh insight into a specific transaction without it being corrupted by additional interactions or other transactions.

So even if there is no silver bullet or magic potion, (sorry!) following some of these tips will help you achieve that ultimate goal of surveys that are as successful and effective as possible. And you don’t need to get near a bullet or some scary concoction either!

Where’s the Devil? Oh, right.

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As it turns out, the Devil is in the details.  As someone who is anxious to get results and start taking action to improve processes, I’m often tempted to take short cuts when it comes to research planning and design.    But those short cuts can result in bad data – or, more specifically, the difference between reproducible results and the accuracy of those results.

A recent study, the 2011 Temkin Loyalty Ratings, concluded there were differences in loyalty ratings among ethnic groups.  Key findings included 1) Hispanics were the least loyal group in 10 out of the 12 industries and 2) African Americans gave companies the highest experience ratings in most categories. 

For those of us building customer loyalty programs, this study underscores the importance of understanding the feedback we receive from all subgroups, including ethnic groups.  Attention to detail and effective research design is required to make sure we are hearing all customer voices clearly.

In an article written by Jim Starks, published in the February edition of Quirk’s, specific recommendations are made for those practitioners of Hispanic research.  The challenge exists for researchers because different cultural groups respond to scalar questions differently.  As Mr. Starks states, in the U.S. particularly, Hispanics tend to use higher scale points than other ethnic groups.  The scale response differences between Hispanics and non-Hispanics have long complicated market researchers’ attempts to draw meaningful conclusions about differences between them. Specifically, these practices are recommended:

1. Sample management – Starks recommends careful sample management for any study where subgroup comparisons are important. Primarily, careful quota construction is preferred, acknowledging that costs and timing constraints are often prohibitive. In this case, weighting can be a useful tool, although not without its own pitfalls. At the very least it is recommended to control for country/region of birth, gender and educational attainment.
2. Normalizing data - Some practitioners use various techniques for “normalizing” data among Hispanic respondents.  Starks does not recommend normalizing Hispanic response data on an individual level.  Instead he recommends normalizing data on a group basis for relevant between-group comparisons or for comparing with norms.
3. Choice of scales – Starks’ study only dealt with one type of scale (1-10, anchored) in one application (attribute ratings).  However, they allow that other scale lengths (five or seven point) may be effective in shifting behavior.
4. Question Types – Since scales can reveal little differentiation among brands, products and concepts in Hispanic research, the practitioner should consider choice-based respondent tasks.  Even choice-based questions with degree of preference follow-ups preserve a significant amount of differentiation.

Comparisons between non-Hispanics and Hispanics are frustrating because of the broadly accepted knowledge that Hispanics tend to utilize extreme scalar points.  But with careful attention to detail in research design, understanding about our diverse customers will deepen.

The Five Keys to Improving Customer Satisfaction

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Less than two weeks ago I was privileged to participate in Vovici’s Vision conference, where more than 200 Vovici customers, partners, employees and industry speakers came together to discuss best practices for Voice of the Customer, Voice of the Employee and overall enterprise feedback management.

While much of what I do is virtual due to cost and time constraints, there is a particular connection that can only be formed in a face to face meeting.  At this year’s Vision conference it was brought home to me the power of connecting with people face to face.  For those of you who attended, I’d like to extend my thanks for making the effort to do so. For those of you who didn’t have the opportunity to participate in person, I thought I’d recap my presentation on the Five Keys to Improving Customer Satisfaction. 

As I do, it’s important to keep in mind the reason that we measure satisfaction: to understand the factors that drive customer loyalty.  Loyalty is that elusive quality that we all seek because it means that customers will continue to come back despite having a bad experience or less than satisfying interaction. Loyalty is the key to business growth because it means you can grow faster and at less expense than your competitors because you’re not constantly struggling to stanch the flow of customers out the door. Trying to grow your business without building loyalty is like trying to fill a bathtub with the drain open – you can do it, but it takes a tremendous amount of input and it doesn’t last very long. 

So what are the keys to building loyal customers? I’ve identified five based on Vovici’s interactions with customers and our work with leading brands around the globe.

1.        Create a formal Customer Feedback Program

   The old adage “if you don’t know where you’re going, any road will take you there” applies to many organizations because they lack a coordinated program to gain customer feedback. By empowering individual departments and business units to collect their own data in an uncoordinated fashion, many organizations lose the value of the data they gather by over-surveying some populations, obtaining data that can’t be compared and used, and not having an overall commitment to using customer data.

2.        Measure Customer Satisfaction using a mix of internal metrics and customer viewpoints

   While loyalty is the ultimate goal, customer satisfaction is table stakes in this process. But in too many cases customer satisfaction surveys are created only from the vendor’s perspective. We all need to measure internal metrics like first call resolution time, the speed of product delivery and the professionalism of staff members.  But the most successful organizations also ask the customer what’s important to them in the relationship and then measure their satisfaction with those elements. By examining the gap between Importance and Satisfaction from the customer’s perspective, organizations can gain better insights into what is causing friction in customer relationships and then take steps to address them.

3.         Respect your customer by using known data in your feedback program

   Most organizations already have a wealth of information about their customers that should be used in the survey process to drive engagement and loyalty. Unfortunately, most of the customer satisfaction surveys that we all receive reflect none of the knowledge that we have of the relationship with the vendor.  How many times are you asked to answer such questions as: “Which of our products do you own?” or “How long have you been a customer?” or better yet, “When is the last time your called our Help Desk?”.  Most organizations already know the answers to these questions and could easily embed it behind the scenes to perform what Don Peppers (one of our keynote speakers at Vision) refers to as “invisible customization.” By using known data in the survey process you can now show customers that you respect their time and are honoring the relationship you have with them by not asking questions to which you already have the answers.  By asking customers 10 highly relevant, targeted questions that reflect your knowledge of the relationship you will get better more insightful answers that you can now use to effect fundamental change to drive loyalty.

4.        Make data actionable and share results and actions with customers, employees and internal groups

   Getting feedback is just part of the process to drive satisfaction and loyalty. Now you MUST act upon it if you’re to move the needle in a positive direction with customer satisfaction and loyalty. Before you conduct a survey ask yourself two very simple questions: 1. “Does the data that I want to collect exist somewhere else (or very simply: Do I need to bother my customers with this request?).  2. “What am I going to do with the data once I get it?”

   If the data you’re about to gather is “nice to have” and won’t be used to drive decisions, actions or programmatic improvements, then you should stop the project.  Once you ask customers for their input you have now created an expectation that you’re going to do something with the data. Your obligation is now to act on the overall data, and very specifically, to understand where there are specific items in customer relationships that if you took action on them very soon, could prevent a customer from walking out the door.  Collect the data – but act on it and let the customer’s know what you’re doing with their input.

5.        Invite customers to provide ongoing feedback as part of a feedback panel.

   In research, randomness is a virtue. In customer feedback -- not so much. 

   While getting feedback from a representative group is important, so too is obtaining feedback from customers on a very consistent basis. And the best way to do that is by forming a customer feedback panel. 

   What is a panel? Think about a panel as a roomful of your customers that you can walk into at any time, ask any question and are guaranteed to get a response. How might you use that?

   Creating a panel can be as simple asking customers to participate.  You’ll be amazed at how many of them want to give you feedback consistently but lack the means to do so. By asking – and obtaining – their permission, you now have the right to interact with them on a regular basis. But with this great power, now comes great responsibility. You must honor the relationship you have with them and ask questions that are relevant to them, and not too often.  In exchange for putting limits on your behavior you’ll actually get more and better data back from them over a period of time. But I’ll cover panel management in more detail in another post.

For now, I encourage you to think about the Five Keys to Customer Satisfaction and how they might apply to your organization.

Customer Experience Drives Satisfaction & Loyalty

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How does measuring customer experience fit with traditional models that measure customer satisfaction and loyalty?  Experience is an interaction between a brand and its customers, an interaction that leads to an attitude (satisfaction), which itself leads to behavior (loyalty or disloyalty).

Key aspects of the customer experience are how useful a product or service is, how easy it is to use, and how enjoyable the interaction is. Satisfaction, in its turn, is composed of overall satisfaction and mental comparisons of the interaction to initial expectations and to the ideal interaction. Together customer experience and satisfaction cause a change in the behavior of the customer, encouraging or discouraging them from purchasing again, purchasing more and recommending the brand to others.

Organizations have often wondered why customer satisfaction alone does not always predict loyalty behaviors – and the customer experience itself is one of the reasons. It shouldn’t be a surprise that the interaction with the product, service and firm itself affect loyalty, and Forrester is able to demonstrate this with a mathematical model: the Forrester CxPi measure of customer experience shows a strong correlation to loyalty behaviors across 13 industries (see the independent report, “The Business Impact of Customer Experience, 2010”, for more detail).

Firms that don’t measure and study the customer experience often are uncertain of why they have low ratings on satisfaction and loyalty, and they are unclear about what changes they need to make to improve attitudes and behavior. Studying the quality of the customer experience helps reveal where an organization is falling short and where it can improve.

See also:

• Customer Experience Management with the Forrester CxPi
• ACSI (American Customer Satisfaction Index) Score & Its Calculation
• Customer Loyalty Questions

Re-engineering the Annual Relationship Survey

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The only customer-satisfaction measurement most organizations take is to run a relationship survey annually. Such surveys often reflect the best practices of a slower, pre-Internet era. With a small bit of re-engineering, relationship surveys offer major opportunities for better serving customers.

Here are the changes needed:

• Run them more frequently. Recently I was talking to a prospect who confessed that it had taken them more than a year to launch a major initiative inspired by their 2009 relationship survey. Unfortunately, the results of the 2010 survey had just come in, and the problem this initiative addressed was no longer important to their customers! In today’s rapidly-changing business climate, relationship surveys need to be run at least quarterly. Divide the customer base into four segments with similar composition and then survey one segment each quarter. This will provide more timely data for you to react to.
• Move some sections of the survey to transactional studies. Because relationship surveys are often the only survey being run, they may include sections about the customer’s last call into customer service, last field repair or last problem with an invoice – events that might have taken place more than six months ago. The customer may not recollect the event in much detail. Instead, create a follow-up survey that is sent shortly after each event; this will provide more accurate data.
• Make them shorter. Some of the longest surveys we field tend to be relationship surveys; often the sponsoring organization overestimates how willing people are to provide feedback, figuring that it is only once a year that they’re asking. While we’ve successfully fielded hour-long questionnaires for major accounts, such surveys are onerous on customers – follow some proven tips to shorten questionnaires instead.
• Add action alerts. Most relationship surveys are designed for measurement, not action. To inspire tactical action, make sure to add email alerts to trigger the appropriate department that an individual customer is dissatisfied. We’ve literally had B2B relationship surveys pay for themselves in one business day, as the sponsor became aware of unhappy customers and intervened immediately to save those accounts.
• Inspire operational and strategic action. A common complaint about annual relationship surveys is that organizations don’t act on them. Often this is because the data is reported only to senior management where findings are either incorporated into major initiatives on the one hand or ignored on the other. It’s important to create reports that filter the data by the responsibilities of midlevel managers, showing them what customers think for the geographic regions, products or departments they are responsible for. When they can see what their own customers are saying, they can take action.

Is it almost time to re-run that annual satisfaction survey?  Please give it a fresh look rather than running it the same way you did last year.

See also:

• Voice of the Customer Programs from Scratch
• Relationship Surveys vs. Transactional Surveys

Great Expectations Make for Lousy Survey Results

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When JetBlue first came to Boston years ago, I only booked a flight with them because it was the cheapest flight available. I have no brand loyalty to airlines; I’m a budget traveler and always book one of the least expensive flights I can find. I had heard about their seats with built-in TVs, but I didn’t care; I usually spend flight time working anyway.

So I was completely blown away after my first flight aboard an Embraer 190. It seats only 100 passengers, in 25 rows of 4 seats each. This means no middle seats!  I hate getting stuck in the middle seat. Four seats across also means that E190s load and unload much faster than traditional 7x7 planes with six seats across. I even liked the in-seat entertainment centers, as it led to quieter flights, and I got hooked on XM radio. The E190 has become without a doubt my favorite jet.

Now had JetBlue asked me the traditional expectations question – “On a scale of 1 to 10, where 1 is ‘falls short of expectations’ and 10 is ‘exceeds expectations’, to what extent did your flight meet your expectations?” – I would have rated them a 10 that first flight.

But now, after six years of flying JetBlue, they asked me to rate my expectations after a recent trip (using a different question than the old stand- by). Well, my expectations have been reset to a higher level – JetBlue certainly doesn’t exceed my expectations any more, as I now know what to expect. So they got a lower rating.

Am I any less satisfied than I was after that first flight? Not at all.

Unfortunately, JetBlue has fallen victim to use of the “disconfirmation of expectations” model – the dated but still popular theory that failure to meet expectations will greatly reduce customer satisfaction.  In the real world, expectations do not neatly align with customer satisfaction:

• A customer might buy a lower-quality product or service because it all that is available or affordable. This product may meet that customer’s lower expectations without contributing to their satisfaction.
• A customer might purchase a widely hyped or popular product and find that it does not meet the raised expectations they had for it. However, it might still perform significantly better than competitors’ products, thereby producing great satisfaction and loyalty, despite failing to meet expectations.
• Many product or service attributes might not have been part of customer expectations and yet can contribute greatly to satisfaction or dissatisfaction, despite the fact they were not anticipated in advance.
• Customer expectations may be amorphous and inchoate. Customers may enter a transaction with few if any expectations.
• Expectations are subject to being misremembered and misreported. Even when the expectations disconfirmation question shows a high correlation to satisfaction, it may simply do so because respondents’ reconstruct their expectations based on recent product experience. People can’t always accurately recollect their expectations prior to purchase, especially for purchases made a long time ago (as for durable goods) or for impulse buys.
• Over time, performance against initial expectations contributes a diminishing amount to satisfaction.

Asking customers for an expectations rating doesn’t provide enough context to be useful. I typically only include an expectations rating if I need to estimate an ACSI score. When looking to measure satisfaction, I’m more interested in current assessments of attitudes than retrospective evaluations of expectations. For those times when I am interested in understanding expectations, I prefer to explore what customer expectations were and how they matched up with the actual experience through open-ended questions.

Not convinced to forgo having customers rate expectations? Let me state this as baldly as possible: organizations commissioning surveys like to show constant improvement over time. Unlike other satisfaction and loyalty questions, disconfirmation of expectations ratings have a tendency to regress over time, as experienced customers increase their expectations of service and lower their ratings. So not only is it not a terribly useful measure, it’s a measure you’re going to get worse at over time.

Ah, expectations! I very well expect to be stuck in the middle seat of an airplane on my next trip, but it’s not going to make me more satisfied having that expectation met.

See also:

• Best Customer Satisfaction Loyalty and Experience Measure for You
• On a Scale of 0 to 10, Numeric Ratings are a 6 Pack of Suckitude
• ACSI (American Customer Satisfaction Index Score) & Its Calculation