The Ultimate Guide: Customer Effort Score (CES)

What is Customer Effort Score, and what is its purpose? Customer Effort Score (CES) is a customer satisfaction metric. It measures the perceived level of effort required from a customer to work with a company. Most often it’s used in scenarios to ask how much effort...

NPS score berekenen: De formule

Wil je jouw NPS score berekenen? De uitslag is een goede indicator die laat zien hoe jouw bedrijf ervoor staat. Je krijgt namelijk een duidelijk beeld van welke klanten er bij je zullen blijven en welke er op het punt staan je te verlaten. Wat is NPS? Net Promoter...

3 New Year’s Resolutions for Feedback in 2018

As we move into 2018 it’s time for making plans to get the next year off to a great start. If you’re working with feedback you’ll already know how essential it is to know if you’re on the right track. Here are our top 3 New Year’s resolutions to make feedback a...

Evaluate your Customer Service

For many companies, Starred is the answer to traditional, dull customer satisfaction surveys. Starred is used to collect customer feedback on a structural basis, without bothering their clients with endless questionnaires. This way, Starred...

Voorbeeld Vragenlijst: Event evaluatie

Wanneer je als bedrijf een evenement hebt georganiseerd hebt is het natuurlijk van groot belang dat je bezoekers uiteindelijk met een voldaan gevoel weer naar huis gaan. Aangezien veel evenementen jaarlijks terugkeren, is het belangrijk feedback te ontvangen zodat je...

Voorbeeld Vragenlijst: Evaluatie Professional

As a temporary employment, secondment, interim or consultancy organization you regularly employ professionals at other companies. Afterwards it is wise to measure how your client experienced this cooperation. Positive experiences offer opportunities for...

How do I calculate my Net Promoter Score?

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Net Promoter Score: a means rather than a goal

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7 Examples of ultimate customer-centricity

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Example Feedback Form: Event Evaluation

One of the most important aspects when organising an event, is the feeling you want the visitors to have when leaving the event: satisfied and surprised. Did you meet their expectations? Or are there aspects you need to improve before your next event? No need to say...

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How to Apply NPS to Candidate Experience

In recent years NPS has evolved from being primarily a customer/marketing metric to an expanded set of use cases: HR and recruitment are now realizing the potential of NPS as an indicator of their performance and future success. In this article I’ll discuss the relevance of NPS to recruitment in the realm of Candidate Experience. Does it work the same way at it does for customer NPS?

A quick refresher: How does NPS work?

Net Promoter Score (NPS) is a widely used marketing metric. It’s based on the question: “How likely is it you would recommend … to others?” I’m sure you’ve been asked it a thousand times. Research by professor Fred Reichheld showed that high scores on this question correlated strongly with repurchases, referrals and other actions that contribute to a company’s growth. That’s why the likelihood-to-recommend question is often referred to as the “Ultimate Question”.

Here’s a quick reminder of how NPS works. You get to score the likelihood-to-recommend question on a scale from 0 (extremely unlikely) to 10 (very likely). Scores of 6 or below are Detractors, scores of 7 or 8 are called Passives, and  9s or 10s are Promoters. Your Net Promoter Score is your percentage of promoters minus your percentage of detractors. NPS ranges from −100 (meaning everyone is a detractor) to +100 (meaning everyone is a promoter). An NPS of, for example, +50 is excellent.

A very important aspect of NPS has become the opportunity to benchmark. As the question is universal you should be able to compare your NPS with other organisations, although you always need to take into consideration where and when in the customer journey ‘the ultimate question’ has been answered, to be able to compare apples with apples.

NPS & Candidate Experience

NPS has also been applied to employee engagement, transforming into eNPS. It modifies the question into something like the following: “On a scale of 0 to 10, how likely is it you would recommend this company as a place to work?”

So how do you apply NPS to the candidate experience? NPS in recruitment will be the Candidate NPS, or cNPS. The ultimate question will be: “how likely is it that you would recommend someone else to apply at … (name company)?” You want to know this in any candidate journey scenario. So when you hire someone, for sure. But the real learnings you’ll find from your rejected candidates. They outnumber the hires and will have the most impact on your reputation as a company to apply for a job. If your candidate experience is positive you’ll have ‘superpowers’ in hiring. If it’s bad you’ll not only lose the hunt for talent, but it may harm your business too, as Virgin Media found out.

One of the most important thing in applying NPS to Candidate Experience is concentrating on measuring cNPS with rejected candidates, at any stage in the hiring process. That’s the score you could benchmark against other companies, for example Intuit, who have an amazing cNPS. Spoiler alert! They claim to have a cNPS of 64, measured from rejected candidates.

A couple of tips to get started measuring cNPS

1. Make sure you’re automating your NPS process.

You’ll want to ask all rejected candidates for feedback and not allow for any cherry picking. Also, when you ask everyone you can solve issues in the candidates’ feedback, before they’ll go and share on Glassdoor, and so keep control of your recruitment reputation. Do get back to candidates, especially those who gave a low score, and address their issues.

2. Focus on rejected candidates

Rejected candidates are the ones that’ll tell you what to improve in your candidate journey and how to better your candidate experience. Compare cNPS with other organisations. Starred can provide you with benchmarks. But more importantly – start improving and tracking progress of your cNPS over time. Don’t forget to ask for more than just the likelihood-to-recommend question, as you’ll want to find out what the drivers of your cNPS are. Starred’s Priority Matrix will show the items that really make a difference.

3. Define the business impact of cNPS

Finally, make an effort to find out what the business impact could be of an increase in cNPS. For sure a bad candidate experience will be damaging to your business. So if you increase your NPS score the business will benefit, but how much? You might have to make some assumptions here and there. There might not be an absolute truth, but the Virgin Media case, mentioned earlier, can help you to develop an indication. Once you have an indication, albeit more directional than factual, you’ll be able to get much more buy-in from ‘the business’ to free up resources to improve the candidate experience and monitor it continuously.


Read more about Candidate Experience on Starred:

Candidate Experience is clearly important, but who’s responsible?

Why feedback is the gamechanger in building a great Candidate Journey


Serious about measuring your Candidate Experience? Starred helps you go even further – we’ll show you the drivers of your cNPS so you’ll know how to improve Candidate Experience.

Get in touch and let’s discuss your challenges.

Candidate Experience is clearly important, but who is responsible?

Is the tide turning in the recruitment industry towards Candidate Experience? It certainly seems so. Recruiters are becoming more and more concerned about measuring and improving Candidate Experience. The recruitment process can no longer be a black box for candidates. In the age of Glassdoor and wildfire social media, a candidate’s negative experience applying for a job can cost a company applicants, but also affect their bottom line.Take the often-discussed case which did the rounds on LinkedIn about how bad candidate experience cost Virgin Media over 4 million pounds annually.The calculation was fairly straightforward. If there were 123,000 rejected candidates each year, and 6% canceled their monthly Virgin Media subscription because of bad candidate experience, you end up with about 7,500 cancellations. Multiply that by the £50 subscription fee and by 12 months. Doesn’t take a lot to see that lost business because of bad candidate experience is costly. Candidates are also customers. Unhappy candidates means unhappy customers. Quite simple.

What’s the recruitment industry saying about Candidate Experience?

In our partner Bullhorn’s 2018 report on Staffing and Recruiting Trends there’s two very interesting findings with implications for candidate experience. Among the HR and recruitment specialists surveyed:
  • The talent shortage ranks as the #1 challenge for staffing professionals in 2018.
  • Candidate referrals rank as the #1 source of high-quality candidates.
What does this tell us? Recruiters need to provide increasingly good candidate experience to stand out. When talent is scarce, you need to make sure your candidate journey is watertight and you don’t leave candidates in the dark about their status. Only then can you expect high quality candidate referrals. No candidate will refer you to others if they’ve had a bad experience with you.

Whose responsibility is Candidate Experience?

The Bullhorn report also raised a crucial question relating to responsibility. Who is responsible for candidate experience? The jury is out. Forty-eight percent said individual recruiters are responsible, and 45 percent say it’s a shared responsibility. Bullhorn said they side with the 45, arguing that “delivering a truly rewarding candidate experience is something the whole firm contributes to, regardless of who’s on the front lines with candidates.” Here at Starred we’d tend to agree.What’s interesting to note here is that if there’s no clear consensus on who is responsible for candidate experience, the risk of fingerpointing becomes high. Improving Candidate Experience cannot start and end with the one person a candidate is familiar with. In consumer industries, the idea of measuring and improving Customer Experience is already years ahead. Using metrics such as Net Promoter Score and Customer Effort Score, and then finding the drivers of that score, allows for data-driven improvement. Feedback is essential to know if you’re on the right track with your customers. Recruiters need to catch up. A solo recruiter can’t implement a firm-wide feedback solution which benchmarks candidate satisfaction (and also client satisfaction!).  
You can only really learn how to improve candidate experience by asking candidates themselves.Recruiters will already be familiar with thinking of their process as a funnel or a Candidate Journey with many different touchpoints.Start from the beginning: let’s say candidates say that applying for your role is difficult – perhaps the user experience online isn’t applicant-friendly. You’re already off to a rocky start. Your designers and operations figures are more on point here than individual recruiters. How about your online branding? Not many companies have whole teams dedicated to Employer Branding. In terms of getting your candidate’s experience off to a great start, you want them engaged with your brand. Marketing and HR teams will have to be on the same page with this. You won’t be able to mobilise any of these people without the data to back it up. What if the majority of your candidates struggle to even get to the stage of submitting their CV? What if they encounter your tremendously well-defined branding materials, and then face an application portal which feels like it was last optimized for Windows 95?How about your interview stages? What if you asked your candidates about the people they spoke to, the different experiences they had with your team. You’re going to have very specific feedback for your individual recruiters, hiring managers and colleagues involved in the process.Again, these challenges are bigger than any one recruiter can tackle on their own.

Making a success of Candidate Experience: being systematic

Recruiters need to be systematic to find out what’s going right and wrong in their candidate experience. Get feedback and make sure it’s automated.All you need to do is ask – which applicant in your funnel worth their salt isn’t going to take the opportunity to respond when asked for their opinion? They want a job! They’ve taken the time and effort to apply and go through your process. There’s no need to run giant surveys and dangle Amazon gift vouchers in front of your candidate. Feedback can be bitesized and directly relevant to candidate experience at any particular stage.The insights you’ll earn will tell you in whose shop the improvements need to be made. That way you’ll avoid finger-pointing – if candidate experience is as serious an undertaking as all the reports say, and the business impact of not acting on it is as costly as the Virgin case paints it, then there’s only one way forward: turn candidate opinion into data and act on it. One of our clients Altus Staffing – a successful recruitment company – now run trainings for their consultants based on feedback data. This way trainings can be hyper-specific to an individual recruiter and how they can improve candidate experience. Smart thinking.What’s your opinion on this? Where does the buck stop with candidate experience? What are the Recruitment Trends going to show next year?

Read more about Candidate Experience on Starred:Why feedback is the gamechanger in building a great Candidate JourneyHow to apply NPS to Candidate Experience

What’s in an email?

What’s in an email? A lot actually.

As the primary channel that our clients use to reach respondents, it’s an important part of our business. The reason I’m talking about email is because when we looked at the journey with feedback, there is a direct impact as to the look and feel correlating to a successful response. In my previous blog on Starred’s product strategy, I outlined that two of our major themes of focus are showing value right away, and creating an intuitive user experience.

So we decided to take that challenge to something as simple as an email. We researched best practices, formats and structure to come up with a design that we believed was an upgrade over our current format. But as we are in the feedback business, we didn’t rely on just our intuition, we put this new format to work with an A/B test. And the results showed:

Our intuition was validated as we saw a 16.5% higher click rate when compared to the previous email design. What this means for you is that your already high response  rate should theoretically see an uplift with the new design. A higher response rate obviously provides you with more valuable data to improve your products and services. In addition, we saw a 67% drop in unsubscribes, which shows an increase to Starred’s performance in email engagement.

Our approach to helping our customers is that we’re invested in partnering to build towards better feedback – developing a feedback process and offering a branded solution that makes you proud. To enable this we made our email design cleaner by eliminating unnecessary content and graphics. We focused on highlighting the sender of the email and the company alongside the initial embedded question.

At Starred, our mission is to make feedback better for everyone. We take that mission very seriously even when looking at the simplest details of how an email is designed. As we continue down our value driven product strategy, we will share the results of the projects in our pipeline that will have an impact for you.

So what’s in an email? A lot as we see it.

How to get the highest response rates for your feedback

But without enough results coming in, you can’t say anything with confidence about your customers, your employees, your clients, your candidates – whoever you’re getting feedback from. So you need a decent response rate.

To get there, you need to be thinking of optimizing your conversions at two key points: click-through rate of your feedback invitation, and survey completion rate.

In this quick article I’ll dive into both stages of the process and run through ways of optimizing for click-throughs and completions.

Let’s get to it.

Optimizing invitation click-through rate

Unless you’ve developed telepathy and have direct access to the mind of your customer, to get their feedback you first need to invite them to a survey. In-app feedback is unreliable and is more often than not called upon by unhappy users to offload their immediate complaints. For in-depth feedback – the kind you’re thinking about for response rates – email remains the most viable channels for engaging your audience.

Problem #1 with email – ‘survey fatigue’. No matter who you’re asking for feedback, everyone’s a consumer and their mailbox is already stuffed with other invites for this, that and the third. The first step to overcoming survey fatigue is making sure your feedback invite stands out and engages your respondent. Making the experience personal goes a long way.

Here’s some quick advice on personalizing invites and making sure you’ve got the right workflows set up.

  • Experiment with email invitation subject lines, like any intro-to-marketing guide would tell you. You’re going for high open- and response rates. A/B test your subject lines and templates.
  • Is your first question there in the email? No one likes those horrible ‘click here to start the survey buttons! Besides being an eyesore, they harm your click-through rate. Get your first question in the email – and make it something direct and impactful like Net Promoter Score. Would you recommend us? Give them the 0-10 scale and make it clickable – have it lead through to the questions in your survey. Process this first score. Easy!
  • Put customer information to work – you’ve asked them for it for a reason, right? Personalize! No one likes reading ‘Dear Customer’. Include someone’s name and relevant purchase or account information so they know their feedback is directed at something. Work smarter at scale and employ the use of automated tags to pull this information through to your invites.
  • Make your invites short, clear, relevant and visually appealing. Think in terms of User Experience (UX) – does your respondent have to scroll through your email to find your Call-to-Action (CTA)? Making sure your CTA is above the fold and directly in their line of site will get you more click-throughs. Makes sense right? Keep it simple.
  • Avoid noreply@ email addresses. Especially if you’ve done the right thing and added a face and name to you invite to personalize it. This is almost worse than just sending a bland, generic invite.
  • Be upfront about how long the survey is. Too many companies – or more likely the agencies they outsource their feedback project to – are dishonest here. You can have your respondent get a head start by including the first question in the email. It gets them thinking and they’re more likely to convert to click-through.
  • You’re competing with a billion other emails to get their attention. Don’t get flagged as spam – avoid attachments and too many images. The words ‘feedback’ and ‘survey’ already have bad reps in spam filters, so you’ve got your work cut out for you. 

Getting a lot of click-throughs is about keeping your invite short, simple, and relatable.

Optimizing Survey Completion Rate

So you’ve cleared the first major hurdle – folks have clicked the CTA in your email and they’ve landed in your survey. Now what do they see?

If your survey is a ‘black box’ you’re going to have people dropping off left, right and centre. Respondents genuinely click through surveys which aren’t transparent in their length just to see how long they are. Besides screwing up your completion rate, this may lead to gibberish results. Here’s what to keep in mind as you lead respondents to the end of your survey.

  • Design surveys around key touchpoints: post-purchase if they’re a customer, for example. If they’re a client with an ongoing license – get their feedback as they approach renewal. Get employee feedback when new team members come onboard. You get the idea – feedback should be highly specific to a particular experience.
  • Stop thinking in terms of that big, yearly survey. Something else which needs to disappear from feedback forever: the promise of an Amazon voucher for the brave few who reach the end of a never-ending survey.
  • Cater to individual experience with your survey questions. It’s about their experience, not yours.
  • Understand the distinction between market research, reviews and feedback. Combining too many of these elements in a survey leads to survey fatigue – and you guess it: drop offs. For your respondent to easily reach the end of your survey, you need to make it clear to them why they’re there. Keep them on task and focused by making your questions clear. Neutral phrasing and consistent verbiage are key here. Double negatives and tricky phrasing aren’t going to help your completion rate. Steve Krug wrote an excellent book on web usability entitled Don’t make me think – quite appropriate here: don’t make your respondent think too much. People have increasingly short attention spans. 
  • The golden rule of feedback: put yourself in your respondent’s shoes. What’s the experience like for them? If you could imagine yourself filling out your own survey (!) then you should be well on your way to high response rates from your respondents.

By optimizing your survey click-through rate and your survey response rate, you’ll be on your way to high response rates overall. What I’ve written here above are just a few tips to get you started.

Why Feedback is the Gamechanger in Building a Great Candidate Journey

If you’re in recruitment then the ‘candidate journey’ should be a vital topic in your everyday hiring vocabulary. Everyone will have either had or have heard about a really crappy experience applying for a job. It’s all too frequent that you’ll hear someone complaining that Company X never followed up an interview, or that Company Y never actually acknowledged receiving an application in a proper way. It’s no wonder why the industry has a lot to improve in its reputation.

Luckily, the winds of change are sweeping across parts of the recruitment landscape, and many recruitment professionals are waking up to the reality that employer branding is key. The candidate’s experience all the way from finding your vacancy, right through to hiring/rejection will determine how they perceive you as a brand and as an employer. People talk. People share. In order to strengthen your employer branding you’ve got to work hard to build great candidate experiences.

What is the candidate journey and why should I care?

Old fashioned ways of thinking in recruitment would imagine the whole process as pretty linear. The candidate applies, the hirer reviews the application, the candidate is invited for an interview, or not, and then they’re either hired, or not. Is this way of thinking still tenable? Arguably… not. An unsuccessful candidate doesn’t fall off the face of the earth when you’ve hit send on your rejection email. The candidate journey will unfold differently in each unique case – of course – people are unique. Not every hire or rejection will follow the same path, but as a recruiter you should understand that there’s a fork in the road at every turn. You want to ensure the journey for every candidate results in the path on which they remain a promoter of your brand. Ask yourself if the course of action will work towards building a good relationship with the person behind the application. Every interaction with your candidate is an opportunity to demonstrate and reinforce your brand values.

A few things to consider about any unsuccessful candidate. You want them to be a brand ambassador for you, even if they’re not hired. Brand ambassadors are an essential part of your marketing, and in every job applicant you’ve also got a potential future customer. You’ve got two options:

  • Never communicate anything to the unsuccessful candidate and leave them feeling like they’ve been left out in the cold. Expect negative word-of-mouth to spread.
    Engage with the candidate throughout their journey from start to finish. You’ve respected their efforts and they’ll be left without a job (sure), but hopefully still positive.
  • Option two is easier said than done, but very doable. Tool-up with a good ATS (E.G. Bullhorn) and implement the right follow-up mechanisms at every crucial stage in the journey. Getting feedback from your candidates should be essential. Hiring is a two way street, and as a recruiter in order to build a great candidate journey you’ve got to be open to feedback.

Feedback in recruitment: the central cog in the wheel

As a recruiter, ensuring you have feedback from candidates continuously rolling in will give you the insights necessary to continuously improve the candidate experience and journey. There’s no room or actual need for guesswork when it comes to considering how candidates perceive their experience with you, before or after the inevitable decision.

There’s many important candidate touchpoints at which surveys can be sent. Here are just a few that we’ve found insightful:

  • Just after you’ve received their application. Send them a survey which helps you understand their estimation of your brand on various aspects. In the same survey why not ask them if they were easily able to apply for the role and whether they found enough resources on what working for your company is like. Let them know that this matters to you, and in their mind they’re already dealing with a company who takes them and their opinions seriously.
  • After a round of interviews. Give the candidate some time to digest all the information and discussion in the interview(s) they’ve had, then ask away. Did their expectations of the role based on what they researched beforehand meet with what you discussed in person? Did they feel welcome in your working environment? Was the content of the interview specific enough to the role in question? With concrete answers to these kinds of questions you’ll soon become acutely aware of where you need to improve in order to attract the right candidates, and equally know exactly what about your culture is appealing and can be leveraged.
  • Decision time. Have you made an offer and the candidate accepted it? Find out the reasons driving their decision. Or have you rejected a candidate? This is an opportune time to follow-up a kindly written, respectful notification letter with an invitation to get their feedback. They may have been rejected, but would they still recommend you as a company? If you’ve been engaged and upfront with them throughout, and the reasons for rejection are also communicated in an upfront way, then why wouldn’t they be a brand promoter?

Automated feedback & engagement at scale

If this all sounds labour-intensive then fear not – automation is your friend. Once someone lands in your ATS and moves between various stages in the candidate journey you should have triggers in place to send the right survey. With Starred for Candidate Experience we’ve got the perfect solution for this. Send a personalised invite to the right survey depending on where in the process your candidate is. By creating a landing page which thanks the candidate for giving their feedback, with StarredHR you can encourage your candidate to follow you on social media or perhaps subscribe to your newsletter with a click of a button. An engaged candidate is a happy candidate. You can expect extremely high response rates here.

Which candidate worth their salt would not respond to their potential employer’s invitation to communicate and connect? As already mentioned, the potentials for learning about your employer branding are huge when you work with feedback in the candidate journey.

Feedback should work for everyone

In the case of the candidate journey this means that everyone gains: your candidate feels engaged by being asked directly for their opinion, as a recruiter you learn from the candidate’s experience and improve your process. It’s about respect: the candidate put themselves out there to apply, did their research, made every effort to connect well in interviews – and then what?

“We’ll be in touch.”

Silence follows.
(and sound of crickets)

… Or you proactively engage with the candidate – I hope the advantages of doing so are clear by now. By getting feedback on their experience as a candidate, you’re making sure that no matter where they land they remain your promoter. If they get the job, they may have picked you over a number of other offers because you engaged them. If their application falls through and some way down the line they choose you as a supplier it may well be because you took them seriously as a candidate. Maybe there’s another role that will open up at your company that they will be perfect for. Building a great candidate journey with continuous feedback is an essential step towards the end goal of having a great employer brand. You obviously want the best people to work for you, so get (even) better at hiring and start listening.

Case study: Starred x Carerix

At Starred we stand behind the added value of feedback in strengthening the candidate journey. We’ve partnered with an excellent provider of recruitment solutions – Carerix – to integrate Starred feedback into their clients’ recruitment toolkit. Reinald Snik, CEO at Carerix, is a proponent of mapping out the new philosophy of the candidate journey that I’ve delved into here. “Effective knowledge about candidates is essential to intermediaries, outsourcers, HR managers and hiring managers. Starred’s feedback tool gives our customers a powerful instrument, which offers them a real-time insight into candidates.”

Careermaker is an innovative Dutch recruitment agency and user of both Carerix and Starred. Commercial Director Jorrit Brocaar’s description of the integration shows the value of feedback in the hiring process in action. “We ask our candidates for feedback after their first discovery conversation with us, after they had their first interview with our client, and once they are one month into their job.” On top of this, Careermaker also seeks the feedback of the company at all of the aforementioned touchpoints. Brocaar continues, “This gives us concrete insights into how good we are at our job: aligning our candidates needs and values with those of our clients and vice versa.”

The candidate journey is one of modern recruitments key terms. In this article I’ve made a case for why gathering feedback from candidates is an excellent way to keep them engaged, no matter their destination, and continuously learn about how you are perceived. Automating candidate feedback is a piece of cake with the right solution and a small amount of time invested, and the insights you’ll gather will keep on giving.

If you’re in recruitment and you’re not yet measuring Candidate Experience, you should be.

3 Ways to Fuel Startup Growth with Feedback

Starting up? Don’t overlook the value of early stage feedback. In this article I’ll explain 3 key reasons why metrics like Net Promoter Score and Customer Effort Score will be instrumental to your growth.

Feedback is an incredibly versatile instrument in business growth. It’s well-established that feedback generates insight into why your business performs as it does.

Its value isn’t limited to grown-up, later-stage companies. Feedback also fuels the growth of a start-up. If you’re starting up then feedback needs to figure into your toolkit. Here are three ways feedback will help you propel your startup towards hypergrowth.

1. NPS indicates product/market fit

One of the most crucial steps a young startup goes through is establishing product/market fit. You’re ready to receive funding and the world’s at your feet. Venture capitalists basically only care about their return on investment in your business (i.e. will this yield me more money than it will cost me?), so they’ll look at the product/market fit for your product or service.

Net Promoter Score (NPS) is a great indication for product/market fit. NPS separates customers into categories based on a simple question: ‘would you recommend us?’ The higher your NPS is the better your product/market fit must be. A high ratio of high-scoring early-stage adopters of your product will show any VC that you’re extremely likely to build a loyal customer base.

2. Using CES to improve product onboarding adoption

Building a great customer onboarding is another vital step in your startup’s journey. You’ll want to evaluate how your product performs in this regard: Can your customers easily navigate your product? Do they know where to find specific settings? How easy was the onboarding process in general?
Customer Effort Score (CES) is the right metric for evaluating your onboarding. It’s an ease-of-use question: it asks your customer how easy it was for them to do X. You can zoom in and ask about a specific feature or step, or ask how easy onboarding was in general.
With your CES baseline established you can get to work improving and bulletproofing your onboarding. Identify the strengths and pitfalls in your product. Look to correlate satisfaction with specific elements of your product or service with your CES – this will show you where to improve and what to leverage based on early usage of your product.
Don’t wait until you’ve got too many customers and you’ve not got time for this.  If there’s any phase you should consider crucial to the health of your startup it’s this – get onboarding right and you’ll have happy customers coming back again and again.

Keeping churn to a minimum will be instrumental to your success. We wrote an Ultimate Guide to Customer Effort Score which will equip you with the knowledge you need to nail customer retention.

3. NPS forecasts renewals and upsell potential

If you’re starting up a Software-as-a-Service (SaaS) business then you want to get a indication of renewals and/or upsell potential. Why? Upselling an existing customer is 50% more likely to succeed than selling to a new prospect. Upsells will be anchored around key customer lifecycle stages like renewals.
Enter NPS. With Net Promoter Score you’re dividing your customers into 3 bases: detractors, passives and promoters. It’ll give you a great forecast of how you’re renewals will play out. There’s plenty of research indicating detractors (scorers 0-6) are way more likely to churn than more loyal customers.

Individual feedback responses from your customers will give insight into their product usage. Maybe they’ll be complaining about missing a certain feature, or want to add more volume of some kind to their plan or license. Leverage this information: when it comes to renewal time it’s handy to know what you can upsell on. Feedback can also give great insights into what features you should develop next. You’ll then be able to retain and upsell based on those as well. You get the idea.

In short

Be structured with feedback in the earliest stages of your startup. When you’re helping solve people’s problems and adding real value with your product or service you’ll have people’s attention when your reach out for feedback.

Let’s recap. You’ll want to map customer feedback onto these three key stages:

    • Product/market fit.
      Loyal users and customers at this early stage sends VCs a positive message that you’re a good investment.
    • Improving onboarding.
      Feedback from customers on how well you’re onboarding them is a vital tool in preventing issues from scaling that will lead to churn.
  • Plan your expansion strategy.
    Fix issues early and identify upsell possibilities by being proactive with NPS.

Are you starting up and want to discuss how feedback plays into growth strategy? Reach out! I’d love to help.

How to build a business case for NPS

To show investing in NPS feedback makes sense, you need to show it makes business sense. In this blog series Starred’s finance guru Peter Strik breaks it down.   Customer centricity is essential to your organisation’s long term success. That’s why smart organisations invest in customer feedback. How else can you know if you’re headed in the right direction? It makes intuitive sense, but does it make business sense? Because while you’re struggling for even a small boost to your budget, the sales and marketing department is swimming in extra cash. How come? Because they can show return on investment.

What is NPS and why is it important?

Net Promoter Score (NPS) is one of the most prevalent and important business metrics. It’s a tool that helps you gauge the loyalty of your clients. The idea is that by asking a simple question based around whether someone would recommend you or not, you can understand their loyalty to your business. Answers to this recommendation question are given on a scale of 0-10. Scorers 0-6 are ‘Detractors’. 7s and 8s are ‘Passives’. 9s and 10s are your ‘Promoters’. Working out NPS is easy, here’s how to calculate NPS:

How to calculate Net Promoter Score:

Your overall score will land between -100 (all Detractors) and +100 (all Promoters). Companies with very high customer satisfaction tend to report NPS scores of +60 or higher. A lot of discussion occurs around benchmarks and comparisons of NPS scores. Arguably more important, however, is measuring your own NPS baseline and improving it based on the reasons *why *your customers are recommending you or not. More Promoters is without doubt better for your business. Enthusiastic, loyal customers recommend you more to others, buy more from you, and present significantly less risk of churning. To grow your customer-facing business you need to measure NPS and boost it.

In this series of blogs, I’m going to help you building a business case for NPS. To get customer feedback right, you’ll need to make sure everyone is singing from the same sheet. That’s why I’ll be a covering several topics, all grouped together in 3 main areas.

1. Strategic fit

2. Implementation plan

3. Working out the financialsLet’s dive into each of these three areas to cover the basics – I’ll get into more detail later.

The basics

Your overall score will land between -100 (all Detractors) and +100 (all Promoters). Companies with very high customer satisfaction tend to report NPS scores of +60 or higher. A lot of discussion occurs around benchmarks and comparisons of NPS scores. Arguably more important, however, is measuring your own NPS baseline and improving it based on the reasons *why *your customers are recommending you or not. More Promoters is without doubt better for your business. Enthusiastic, loyal customers recommend you more to others, buy more from you, and present significantly less risk of churning. To grow your customer-facing business you need to measure NPS and boost it.

When you write a business case, you evaluate a business decision and underpin it with three key elements. It comprises: strategic fit, an implementation plan, and the financials. These three elements come together in the decision taken by your team or management. For example, in your business case for NPS, you can propose them to take a decision like the following:

ACME Recruitment’s mission puts the customer at the heart of everything we do. To improve our ability to listen and learn from our customers, I propose to implement a fully-automated cloud software feedback solution. By collecting continuous feedback from our clients, we can monitor customer feedback and customer engagement, expressed through NPS, along the entire customer journey. This will require:

  • Authority to recruit one full time employee, who will develop and monitor fact-based improvement of customer experience, at an annual salary of € 30.000,
  • An annual operational expenditure of €4.000 for software license fees
  • One-off capital expenditure of €1.000 for internally developing integrations between the feedback software and our core CRM- and service ticket systems.

This will resulting in an improvement of the NPS of ACME Recruitment of +5, as well as an additional margin of € 60.000 per year, which represents a Return on Investment of +13%. Let’s break down the three key elements of the business case one-by-one.

Strategic fit

You first need to understand how NPS fits into your organisational strategy. This is the first step towards getting sign-off for the extra budget you need. The greatest challenge your team or senior manager has, is to make sure that they allocate the resources and capabilities at their disposal to execute and support their strategy. That means that all their staff, budget, and objectives should be focused on reaching the organisation’s strategic objectives. There’s both “business-as-usual” work, as well as strategic actions aimed at making big improvements.

Finding the right NPS strategy for your organisation

By taking into account your organisation’s corporate or departmental strategy, you can identify your proposal as a strategic action necessary to execute or support the strategy. For example:

  • Customer-centric strategies put the customer at the heart of everything that happens in the company. It’s therefore crucial to get high quality customer feedback from every stage of the customer journey, as it’ll help you identify strengths and weaknesses in your product, service, or customer-facing processes.
  • Growth strategies focus the business on expanding existing markets or finding new ones. Customer feedback will help you segment your existing customer base into Promoters, Passives, and Detractors. Promoters spend between +15% to +350% (!) more than Detractors, so identifying and growing your share of Promoters is an essential part of any growth strategy.
  • Cost reduction strategies aim to cut unnecessary expenditure from the budget. Build your NPS case on reducing your share of Detractors. They’re more likely to complain or take up your support resources, so solving a Detractor problem cuts your company’s customer service costs.
  • Innovation strategies help companies grow through advancements to technology or services. Innovating and solving your customers’ problems opens opportunities for feedback. Getting objective customer feedback will identify gaps in your portfolio and focus attention for your R&D by identifying things that your customers really value.

NPS implementation plan

The second key element in your NPS business case: a crystal clear implementation plan. You need the confidence of your team or senior manager that you’re ready to get started, as soon as you have the go-ahead. That’s why it pays to hash out the key steps of your plan for a successful roll-out of NPS. In your implementation plan, you need to cover 4 main elements.

The 4 main elements of an NPS implementation plan

  • Establish your NPS baseline. Do this either by analysing your existing NPS data. If you don’t have existing NPS data then Starred is the perfect solution. Book a demo with us and tell us your challenges. We’ll set you up a trial and you’ll be ready to send your first survey in less than an hour. With your NPS baseline taken, you can get to work. Segment your customers into Promoters, Passives and Detractors. You’ll have to do this to get your financial calculations in order, ahead of making your business case.
  • Identify NPS drivers, and analyse them using a priority matrix. You can only find out what is driving NPS if you measure correlation with several carefully selected variables. These can both be pre-defined (e.g. known customer characteristics), as well as additional satisfaction drivers (e.g. product delivery, packaging, service). Once you analyse the impact of all the variables on NPS in both your baseline and subsequent surveys, you’re establishing a list of the things you need to invest in that will actually improve NPS.
  • Implement automated feedback software so you can scale your feedback plan. Working with customer feedback in a structured way is a task which will require a few pairs of hands. But do it smart – there’s no need to waste time and play it risky by manually sending invites and handling data. Automating feedback frees up your stakeholders to focus on the things that will actually improve your NPS.
  • Design feedback processes to embed customer feedback throughout the organisation. By identifying the routing of feedback through your organisation, you can enable the right stakeholders to engage directly with customers, so that you can quickly solve your Detractors’ problems, or benefit from your Promoters’ enthusiasm. Just as important is setting up a process through which you will create action plans and monitor improvement initiatives.

A tool like Starred’s Priority Matrix helps you identify your NPS drivers by ranking up to 10 variables according to customer satisfaction and impact on NPS. It also helps you visualise which variables you need to improve, leverage, monitor, or maintain.

Working out the financials

Once you’ve found a strategic fit for NPS and created a clear implementation plan, you’ve established that your proposal makes business sense. Now you need to make sure that it makes financial sense. Because in the end, a business case is also very much a financial decision. Here’s how you demonstrate the return on investment of your business case for NPS. As the term suggests, Return on Investment determines the (expected) return in terms of net revenue growth for any investment. On the net revenue growth side, the equation has three levers.

NPS & the 3 levers of revenue growth

  • Increased revenue from a larger number of Passives and Promoters.Findings from studies on NPS show Promoters spend between +15% to +350% more than Detractors, and Passives spend around +10% more than Detractors. So, for every point that you improve your NPS, your organisation will increase its revenue.
  • Lower cost from a smaller number of Detractors. Again, drawing from case studies on NPS, it’s clear that Detractors cost your organisation a lot more money. They’re also more likely to complain, or call support. Reducing the number of Detractors therefore directly results in lower costs.
  • Less churn as Promoters are more loyal to you than Detractors. The evidence for this is overwhelming. It comes down to the fact that Promoters have no reason to look for alternatives. They’re already happy with your product or service. Detractors, unhappy with your organisation, will look elsewhere and are much more likely to leave. This is costly from a customer acquisition perspective. Finding a new customer is more expensive than maintaining an existing relationship. It also puts a brake on your organisation’s growth.

Finally, you estimate the investment you’re asking your team or senior manager to make. The investment will consist of the cost of any additional team members you need to implement your plan, the cost of the feedback software you need, any one-off investments in implementing the software (e.g. developers that can integrate the software into your existing core CRM- and support ticket systems), and a small percentage (5-10%) for any unforeseen costs. Even if you’re planning to absorb the extra work in your existing team, it’s good to include it in the financial plan. It shows you’ve got a comprehensive plan in place, that is well-supported by your organisation.

More to come

To make a success out of customer feedback the first step is building a business case for NPS which proves its fit in your organisation. On a strategic front, in a clear implementation plan, as well as with well-calculated financial planning – all bases need covering in your business case. If you follow this guide you’ll be off to a good start. Still to come in this series we’ll have articles focusing on all three elements I’ve put into play here, as well as deeper dives into specific topics. I’ll go more in depth on proving Return on Investment, putting together a flawless feedback implementation plan, and provide a template you can use to present to your team or senior management. Sign up for my blog using the form on this page to be the first to know when I’ve released my more detailed blogs on strategic fit, implementation planning, ROI-calculations, as well as the use cases of our customers that successfully implemented customer feedback software to get started with NPS.  

Thoughts on value-driven product strategy

If you walk into a dark room, the first thing you do is turn the lights on. It’s an immediate reaction that we are used to doing and is generally a norm. The best way to build great products is to listen and engage with user feedback. However, although it’s considered a best practice, it’s not a norm that is followed through frequently. One of the reasons I joined Starred is that I firmly believe in the mission of making feedback better for everyone. I’ve seen the value of it in software development and also as a consumer with customer service feedback and as an employee with HR engagement feedback.

Over the last few months we have listened and heard great ideas from our clients on how we can improve our platform and services. As we firmly believe in building together, it is important that we share and refine the ideas towards our goal of making the best technology in the world to create, distribute and analyze feedback.

I share those themes of creating, distributing and analyzing feedback because it is at the heart of what we do to to provide inspiration for better services, products and experiences. Listening to our customers going through the feedback process ourselves showed us four major themes that we will be focusing on with our technology:

These themes are going to be the driving force behind the product changes you will see in weeks and months ahead. And as we listened, we worked together internally to determine the best way to create, refine and bring value to you. It’s also incredibly important for us to build products which align with our own culture and values. At Starred we:

  • Work smarter
  • Start with the human
  • Embrace and drive change
  • Build together

Bringing feedback to life at any organisation needs to proceed from these kinds of principles. But what do these themes mean for you and your experience with Starred? It means that you should expect some exciting changes ahead:

Show Value Right Away: We’ve heard from many of you that the value in feedback you receive is great – especially with Starred’s high response rate – and that value should be shown right away. Whether it’s having top-line company data – number of active survey, average response rate – or granular level data – a feed showing comments – we want to bring this value we have in a straightforward way.

Intuitive User Experience: As value is being created, it also has to be presented thoughtfully. Going hand-in-hand with this is creating a user experience that is intuitive, simple and innovative. If that means business intelligence data broken down into tiles so you can drop and drag to create your own metrics view, we know that bringing the value upfront is critical to our clients success. So we will be focusing heavily on updating our user experience in the next few months to meet the feedback you have given us.

Leverage Data and Knowledge: The trend the last few years is that data is the new gold. And we believe that leveraging our massive data set to provide you insight is a great opportunity. Whether it’s working with world-class business intelligence tools to sit on top of our data structure or providing reporting tooling so you can slice the data the way you need it, it is important to us to empower our clients to do that.

Connect and Automate to Value: Increasingly we see that clients use a CRM to manage customers, an ATS for hiring and another tool to manage the sales pipeline. Connecting to these sources of client value is integral to success and a reason we are excited about continuing to enhance our API and developing a dedicated Integrations Hub that houses simple to use logic to connect to what you need.

These themes are all connected in providing you the best value Starred can offer to make your customers happier, your products better and your revenue higher. Together our product, design, integration and development teams will be focused on taking ownership of the great feedback you have given us as we continue to build together. As we go through this process we will reach out to you to validate if we are on the right path and to adjust the course as necessary.

At Starred our mission to make feedback better for everyone. Part of making it better is using the data as source of inspiration to empower change. The best way we can live our values is by acting on the feedback of our most important customer: you. I am looking forward to hearing your continued thoughts as we work together to show that feedback matters.

In-depth: Respondent Feedback Form

Design is both art and science. In this longer read we’ve got Starred UX Designer Mac Kozal sharing his research insights and creative process from the Feedback Form redesign.

The Challenge

We put a quote of Ken Blanchard at the bottom of our webpage: “Feedback is the breakfast of champions.” We want to make this breakfast more delicious for Starred users. In practice, this means we want to provide even higher response rates. That was our starting point for the long journey of redesigning the respondent experience. We also decided we won’t make any upcoming changes obligatory to users at first. They can adopt the new version if they want, and A/B test with the existing Starred feedback form.

Our ambition is to make feedback fast and fun for respondents on any device in any country within any context. If the survey form is short and sweet, it’s more likely that someone will make the effort to fill it out and submit it. It’s a serious challenge. To make it easier to execute, we set up 3 design rules before we even started sketching the first solutions:

  • Put the respondent first
  • Build on knowledge, not assumptions
  • Easy access on any device

When we introduced the current Starred Respondent Feedback Form people answered most surveys on desktop devices. Right now the proportion is quite different. Desktop computers are still super important in many cases. The majority of respondents use them as input devices during working hours. At Starred we’re also working with companies whose respondents will use mobile devices to give feedback two times as often as desktop ones. We expect we can increase user satisfaction and survey completion rates by equalizing the importance of both input devices.

Nowadays people use mobile devices at least as much as desktop devices to give feedback, and in many case even more.

Research & Design

We initiated the redesign process with solid preparation and ensured we would be well-organized throughout. We measured and checked how people use our feedback form, and we examined Google Analytics. These studies together with sentiment feedback from respondents gave us a clear indication of what people were missing in the current version.

Respondents are happy with the ease of use of a Starred feedback form, but they pointed out it would be great to have bigger fonts and clickable elements, especially on a mobile version.

With this knowledge, we sat at the drawing board and began with interdisciplinary brainstorming and sketches. This approach allowed us to check and verify a lot of ideas reasonably quickly. Without forcing ourselves to design on a computer we felt free to experiment and find more interesting concepts.

A few initial sketches and explorations

When we became confident with our ideas we moved our design to computer programs. We published the first prototypes to check which versions performed better, and why. We made a lot of iterations of design solutions to be sure we’d choose the right one. We included a lot of small tests in our process. We proposed two solutions and asked users to choose which one they liked more. We didn’t want to forget we design for people and we care about their opinions.

One of our preference tests. We wanted to check which icon performs the best in representing the action of adding a comment.

Another of our tests. We wanted to check the readability of text on different backgrounds.

The design for the mobile version was quite straightforward for us. When we established our design principles we started to work on a desktop version of Feedback Form. Initially, we transferred the mobile design to bigger screens to check how it performs. In the first place, we weren’t satisfied with the result. Something was missing.

One of Starred’s promises has been to deliver surveys which fit on one single screen. This simply couldn’t be fulfilled with bigger elements and bigger fonts. During one discussion a rather radical idea appeared. Why not experiment with a version of the feedback form where users see only one question at a time? This was a big thing for us to deliberate – changing one of the unique characteristics of Starred.
We resolved that we would only take this course if it would benefit our users. Our promise to put the respondent first would still be the guiding principle in any changes to- or new features on Starred. We made a list of advantages and disadvantages of two versions and prepared two prototypes to test them among respondents.

Advantages of both versions taken from usability testing

We did both quantitative and qualitative user tests. We arranged appointments with respondents and a research expert. The results of the usability testing were clear. 70% of respondents preferred the version with one question per screen. They felt more confident when they saw a smaller amount of information on the screen. The majority of users think they can concentrate more on the questions and give better answers. Thanks to an animated progress bar they can estimate how much time do they need to fill the whole feedback form.

User preference: Multiple questions per page vs single question per page

We used a data collection technique called ‘Rainbow Matrix’ to effectively collect feedback from our respondents

Visual design

We collected a lot of good feedback from our usability studies and we decided that we wanted to get the first version live. It needed to be responsive, animated and fun to use for respondents. We’re going to set up the first version as soon as possible and we will be upgrading it based on feedback and metrics from our clients and respondents.

We have an intention to provide a superb experience for our respondents. To fulfill that we came into a few principles that our feedback form should comply.

We’re proud to present the upcoming redesigned respondent feedback form. Let’s dive into how the design rules and testing we did is reflected in the new feedback form.

New Feedback Form on a laptop.

Similar experience regardless of screen size

People use a lot of different devices right now. We aim for delivering the same experience regardless the computer or screen you use. Content should be readable and crisp on all of them. A user needs to be able to utilize every available function without extra effort and unnecessary thinking.

The card design principles are the same for all screens.

The general feeling of the survey remains the same on every screen size.

New Feedback Form on a small laptop…

…and on a big desktop computer.

The mobile version on a phone…

…and on a small tablet…

…and on a large tablet.

Controls are reachable and noticeable

All controls and touchable elements should have the proper size and spacing to manipulate them with ease on every device. No one likes the feeling on mobile of wanting to perform an action, and the button being too small to handle..T We redesigned all the controls to make them easier to use and give instant feedback to the user.

The new grades design on bigger screens.

On mobile devices, a tooltip shows when you start dragging a scrollbar so you can always see the score, even if the indicator is covered by your thumb.

Layout with a good rhythm that supports the communication of the content

We used a grid to support a vertical rhythm. A careful use of spacing between card elements creates a good vertical rhythm that supports the communication of the content hierarchy. A user knows what is the most important and what is expected of them.

One of our screens with the grid system projected on top of it.

Colors highlight information

Colors can convey information, especially in feedback. Colors can be very subjective, culturally- or even personally dependent. Using specific tones can help convey an overall impression. Our purpose was to make a clear division between positive and negative feedback, including taking account of color blindness.

A test we carried out to visualize how people with different kinds of color blindness see our color schemes.

A color preference test.

Subtle microinteractions for more clear and enjoyable experience for the user

During the usability tests, users told us they would like to see animations and microinteractions in a feedback form. Studies also suggest that good implementation of microinteractions inspires positive emotions, creates pleasure and increases happiness.

A transition between cards. The progress bar on top of the screen gives a clear indicator how much of a survey is already solved.

ed and they can concentrate on the comment itself.

We implemented enjoyable transitions between smileys.

The change to the new version will not be obligatory for our clients. We want to ask them first if they want to try the new version or keep the old one running. We want to learn from feedback more to make the future improvements and adjustments tailored exactly to our users’ needs.

Checklist: high response rate on customer satisfaction survey

When measuring your customers’ satisfaction with your product or service, you want to receive as many answers as possible. It’s a numbers game – in order to make improvements to your product and/or service you need a significant response rate upon which to make data-driven decisions.

Your goal is a maximum percentage of people who eventually send you their feedback. This will provide you with a number of new insights that help you improve, ensuring you increase customer loyalty and therefore your turnover.

So far so good. But there’s 3 major ‘risky moments’ in your customer satisfaction (CSAT) surveys that you would want to prevent, or at the very least mitigate the risk of in someone abandoning the survey. Let’s call them ‘Quitting Moments’.

  1. The respondent’s email inbox
  2. The email itself
  3. The survey

Below is a checklist with questions per ‘Quitting Moment’. If you can answer these with an emphatic YES you’ll be on the right path to high response rates for CSAT surveys.

1. The respondent’s email inbox

  • Do you have a clear subject line? We all know by now that in order to get a respondent to open your mail, your subject line needs to stand out. A few subject example texts you could try:
    • How can we make you happier?
    • We’re listening: what do you think of us?
    • We need your help!
    • How are we doing?
    • It’s time for your opinion
    • Tell us how we can improvePersonalising your subject line also helps to gain a higher number of e-mail openings. You could drop in someone’s name: “Sanne, a quick question for you.”
  • Are you sending out your email at the right time? Tuesday and Wednesday between 1pm and 3pm are good moments to send out your invites.
  • Are you sending your email directly from your/ a personal email address? It works much better when the customer receives an email from a person they already know. Email sent from an info@.., or worse: noreply@…., receive a much lower response.
  • Do you have an automated reminder? A simple way to increase your response rate is to send a reminder after a few days. Of course this should only be aimed at customers who haven’t responded yet.

2. The email itself

Congratulations! Your email invitation survived the overload of the recipient’s inbox. They’ve opened your email – are they going to respond?

At this point it’s important your invitation mail’s content is personalised and geared towards converting respondent’s to click through.

  • Is your communication in the email personal and relevant? You know who your customers are already. Don’t confuse customer satisfaction with market research. Asking irrelevant questions harms your response rates. Use customer information in your e-mail. Customers hate to be called Dear sir/madam. Address them personally and reference their purchase information, for example.
  • Is your email to-the-point? Make sure the email is short and clear and only asks your customer for one thing: to fill in the customer satisfaction survey. Don’t distract your customer with different Calls to Action.
  • Is the value of your email clear? For example, is it clear that you’re actually going to work with the feedback they give? When there’s no feeling of value, customers won’t click through to the survey. It’s just another survey. Avoid any such sentiment by making sure there’s a clear feedback loop being closed.
  • Are you already starting with the first question in the email? By asking the first (most important question) in the email, filling in the survey will be even easier and faster, which will lead to a higher response rate.

3. The survey

Two thirds of the way there. Your invite has survived the overcrowded mailbox and your invite has actually been inviting enough to get a clickthrough (probably because you asked the first question in the invite!).

Last step – optimising your survey to get a high response and completion rate. How do you get someone to fill out your survey?

Can you answer these questions with YES?

  • Is your survey brief and easy to fill in? When the survey is several pages long and gives your respondent that ‘black box’ feeling, they’re going to quit. Either make all your questions transparent, by showing them all on one page, or be super clear about how long the experience will take.
  • Is your survey responsive? In other words: is it also easily filled in on a mobile device? More that 60% of email are nowadays opened on a mobile. This means there’s a reasonable chance your customer will open the questionnaire on his/her phone or tablet. When this doesn’t work properly…. They will certainly quit.
  • Are your questions personal and relevant for the recipient? Same deal as the invitation – don’t ask questions you already know the answer to! Asking a customer what they bought from you only makes you look incompetent.
  • Do you have a clear follow up plan for the feedback? Show that you are actually going to use the feedback. This will make your customer more willing to fill in the survey.

Hopefully this article will help you to increase your response rate. Feedback is always a gift and you want to receive as many responses as possible. This way you can be confident turning opinions into data and insights into action.