Abstract:

This paper describes how Unilever's Personal Products Companies in Europe used a Customer Satisfaction Survey to improve their relationship with their customers in the retail trade. It does not present a revolutionary approach to the methodology of research as part of a TQ programme. However, there is always a danger that the best research can be useless if the client is not prepared to act on the results. How the research is organised plays an important role in ensuring the results are used. In this paper, therefore, we would like to concentrate on describing the process of executing, analysing, reporting and using such a survey. The research was international on a wide scale; it asked key retailers in 17 countries in Europe for their assessment of the importance of customer service factors and Unilevers' performance on these factors. Moreover, there was a need not only to get a consistent European overview, but in-depth local results. To avoid this, we were careful to establish the survey as a centrally co-ordinated programme of local surveys, harmonised to a common methodology, to retain local ownership of results. It was clear from the size and scope of the survey that good co-operation through a strong network was necessary to make it work effectively. This was as TRUE of the client side as of the agencies and the interface between the two. We shall show the value of integrating the client-company network into the research process at all stages from design to reporting. This widens ownership of the survey, increases confidence in the results and commitment to act on them. Indeed, results have been used at a high level in Unilever's formal reporting and planning system. The existence of the network also aided the reporting process, so that the lessons learnt cascaded down from a European overview at the top, to quite detailed and specific messages for individual Account Managers, (enabling them to take specific actions with their retailers). The findings of the survey were not imposed on account managers; rather, they were seen as ways in which to improve performance. Communicating the results was also aided by keeping the analysis straightforward and appropriate to the needs of the businesses.