02/04/2012

By Adrian Swinscoe, Director, RARE Business

Recently, I was on a climbing trip to Mallorca with a bunch of friends. It was a great trip with lots of laughs and some fantastic climbing. Thank you Mallorca and everyone involved.

However, on the plane of the way back the air crew distributed a customer satisfaction/feedback survey and asked the passengers to complete it and return it to the crew before they disembarked.

I looked at this questionnaire and it was 5 pages long and very detailed. This caused me some concerns as I thought about how many passengers would complete such a survey. I looked around the cabin and saw many passengers receive the questionnaire, look it over and then, turned off, place it in the pocket in the chair in front of them.

I completed a small part of the survey and then went to hand it in to one of the staff and asked how these surveys went down and what response rates they got. The stewardess I asked replied that they didn’t get many responses as it was too long but they continued to distribute it as they were targeted on this in their performance reviews, despite giving feedback to senior management and recommendations that they make it shorter.

I wrote another post here about the impact of customer surveys and if they do more harm than good. I think this travel company is missing a great opportunity to get more feedback from its customers but is not willing to put the effort in to make their survey shorter.

Why is it that senior management ignore feedback from frontline staff about things not working and don’t implement recommended changes? Is it that it is too hard? Is it to do with internal data needs, politics and culture? How does it impact the relationship with the customer?

What do you think?


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