Was It Good for You?

An editor at my company once called a meeting to present a stunning magazine redesign. All went well until a sales type asked the inevitable question: “Did you do any surveys or focus groups to find out if this is what readers wanted?”

The editor responded: “I'm the focus group.”

It was about time somebody said that.

Yes, you should find out if your readers or customers like what you're doing. But some things should be driven by vision, not by focus groups. And you shouldn't annoy your customers by continually asking them what they think of you.

All this was brought to mind by a recent column in Financial Times by Richard Tomkins.

“I cannot be the only person to have noticed that customer satisfaction surveys have become a modern-day plague,” he wrote. “Market researchers phone us, write to us, e-mail us or stop us in the street to ask us about products or services which we have used. When we are online, questionnaires pop up asking us about the usefulness and effectiveness of Web sites we are visiting.”

Too true. I called a financial broker recently and was asked by the phone rep — who apparently was on another continent — if I would submit to a short satisfaction survey afterward.

Why would I bother? He answered two questions for me, and we conducted no business. It was not worth any more time than I gave it.

The real reason for the survey was probably to determine if I resented talking to someone in an offshore call center.

But what if I was unhappy with the answers he provided? Many customers tend to blame the messenger even if he is clearly reciting company policy. Does the company make that distinction, or does it discipline the rep?

My only reservation is that surveys do seem to work for some firms. For example, Borders is using surveys to hone its customer service. And I'm a big believer in asking about channel choices.

But enough already. It's sort of like the spouse who perpetually asks: “Was it good for you?”

But back to Tomkins, and why he is against surveys.

“Above all, my criticism of these surveys is that they are a sign of failure. Good companies with good products or services do not need to pester people with questionnaires; their measure of customer satisfaction is rapidly rising revenue and profits. It is like those “How's my driving” signs on the back of trucks: Good companies with good drivers do not need to ask.”

What do you think? Can Tomkins be right?