A customer may continue to buy from us even whilst they are already considering another supplier. On the surface, everything seems fine: orders are coming in, relations with the sales representative are cordial, and there are no complaints.
In the meantime, however, something may already have gone wrong: a delayed reply, a minor issue that has been left unresolved, the feeling of receiving less attention than in the past and of no longer being a priority.
When a letter of termination arrives, the company finds itself wondering what has happened. The truth is that a customer’s departure never happens overnight; listening to customers systematically and consistently allows us to identify these vulnerabilities whilst there is still time to take action.
The customer satisfaction It helps us understand how the customer experiences the business, which expectations are met, and what value they place on what they receive. Product quality, service reliability and the balance between benefits and price all contribute to forming this judgement. It provides a valuable external perspective for those who make decisions within the organisation on a daily basis.
Achieving customer satisfaction does not mean racking up high scores to show off in company presentations; it means looking at the company through the eyes of those who pay for a product or service. From the inside, every delay has a justification, every cumbersome procedure a historical explanation, every difficulty a plausible excuse. The customer, however, is not interested in internal dynamics: they only care about the result.
- How complicated is it to place an order?
- How long does it take to resolve a service disruption?
- How clear is the communication?
Understanding their perspective enables us to identify where the company’s efforts are creating value and where changes are needed.
Let’s take, for example, a manufacturing company that invests in the technical refinement of its products. On paper, this is a best practice; a thorough survey might confirm that customers greatly appreciate the quality whilst, at the same time, highlighting a problem: obtaining reliable updates on deliveries involves too many steps and too many phone calls.
For buyers, this information is useful for planning work shifts and meeting commitments.
Improving communication regarding orders therefore becomes the real priority if the relationship is to be saved.
This is precisely what research is for: not to act on the basis of incomplete information, but to truly understand where it is worth focusing our energy and resources.
Satisfaction relates to how the experience is rated; loyalty is reflected in repeat purchases.
This distinction has practical implications. A customer may express appreciation yet still choose a competitor, because their needs have changed. They may also continue to buy out of habit, due to the costs of switching, or because of a lack of immediate alternatives. To understand how strong the relationship is, it is necessary to explore the reasons behind their purchases and the conditions that might cause them to change.
The iceberg metaphor brings this problem into sharp focus. Orders, renewals and contract terminations are the tip of the iceberg – the part that the business can see. Beneath the surface lie the customer’s experiences, their assessments and the intentions they are forming. Examining this submerged part helps to interpret what is happening in the purchasing process and to identify signs of a possible change.
It is therefore important to be mindful of how the data is interpreted. Sometimes simple numerical averages can be misleading; a positive average may mask very different situations: in the B2B sector, for example, the purchasing manager might be satisfied with the commercial and financial terms, whilst the end-user might be experiencing difficulties with after-sales support.
Both experiences contribute to the relationship with the supplier. Being able to consider different perspectives enables us to understand it better and identify targeted measures.
The decisive moment comes when listening turns into action.
Asking for an opinion creates an expectation: demonstrating through actions that feedback leads to tangible changes is the most effective way to cement trust.
This relationship is strengthened through these everyday experiences, the importance of which may be overlooked by those who view the company solely from the inside. Measuring satisfaction helps to recognise them; listening again after taking action allows us to understand whether anything has actually improved.
To continue to be the preferred choice, this is also essential: making what matters to the customer a genuine priority in the way the business operates on a day-to-day basis.
