Restaurant Customer Satisfaction Surveys Can Keep Your Customers Coming Back
Keep your customers coming back and recommending your restaurant to others with help from restaurant customer satisfaction surveys.
Restaurant customer satisfaction surveys give you quantitative insight into the opinions and attitudes of your customers. You’ll obtain facts about what they want, what they expect, and if they plan to return to your restaurant again. If results show that your restaurant does not meet your customers’ expectations, you’ll know exactly what areas to target for improvement.
Whether you own a fast-food restaurant, a dine-in establishment, or a chain of restaurants, Infosurv’s restaurant survey measuring customer satisfaction can provide you with valuable data you can use to make better business decisions.
Gauging satisfaction with a restaurant customer survey can tell you about the demographics of your customers as well as give you insight into what they really think about: * Food quality * Menu selection * Menu pricing and value * Waiting times * Promptness of service * Professionalism and friendliness of server(s) * Server’s knowledge of menu * Decor * Restaurant location * Overall restaurant experience
By assessing the wants and needs of customers – and then acting upon them – restaurants have continually found that satisfaction surveys encourage: * Repeat business * Positive feelings towards the restaurant because they showed that they cared about customer opinions * Increased recommendations by current customers * Increased spending within the restaurant
Whether you need a restaurant satisfaction survey designed from scratch exclusively for your customers, or have an existing survey that needs to be administered, Infosurv takes extraordinary measures to ensure validity, reliability and bias reduction. Our goal is to help you compose a highly relevant survey instrument that will yield sound and valid conclusions while achieving the maximum survey response rate possible.
Learn More About Restaurant Customer Satisfaction Surveys From Infosurv
To learn more about restaurant customer satisfaction surveys and the Infosurv Experience™ please download our brochure.

What Makes Customer Satisfaction Research Useful?
Capture customer feedback and use the data to set business priorities.
Mar. 25, 2008By Marian Singer, partner, FiveTwelve Group Ltd.
Much has been written in the last couple of years about the promise of customer satisfaction research (CSR) to improve performance or shorten development cycles for businesses and organizations. This work is particularly germane in North America, where growth in many industrial and commercial markets is peaking and companies are scrambling for competitive advantage. The concept is simple: capture customer feedback and use the data to set business priorities.
Customer satisfaction data is routinely gathered to support continuous improvement programs like TQM, ISO and Six Sigma. The answers to the questions "How are we doing?" and "What should we do better?" are the building blocks of a customer relationship based on measurable value. Answered correctly, they track improvements in the business relationship and identify areas for improvement. However, translating the answers into meaningful actions is difficult.
The issue is not whether or not you are getting information about customer satisfaction; it is whether or not you are using information about customer satisfaction to act differently. Generally, two factors cause weak CSR: uninvolved stakeholders and useless data.
Let's explore what makes CSR useful.
An engineered products manufacturer had recently been purchased by investors seeing promise in their technological leadership. Research was commissioned to help the new team understand current satisfaction and long term business durability.
They were shocked to find that more than 90% of the business was at risk. While sales teams showcased and closed many initial orders, lengthy start-ups, late shipments and poor quality pushed customers away once they had adopted the technology. The manufacturer was, in essence, training customers to prefer the technology on behalf of their competition.
Employees were frustrated too. They had heard complaints but hadn't digested the consequences. Out of necessity, they assumed ample supply of new customers to replace the disgruntled ones. The costs associated with lost business hadn?t been clear.
The team dove into the research, put answers into context, mined new feedback, and made survey adjustments even while they collected more information. They isolated common themes, asked why, and tested actions steps to recover the business. In the end, improved communication systems solved internal conflicts and kept customers in the loop. Investments in new secondary operations simplified customers' processes and improved predictability.
With these changes, the manufacturer was able to recover tenuous relationships, improve its pipeline and the satisfaction of its customers and employees in about a year. Today, the company monitors satisfaction routinely, taking care to not only benchmark against previous year's performance but to test new ideas and gain a clearer understanding of the feedback it receives informally.
So, how to ask the question "How are we doing and what should we do better?"
When a business process like the collection of satisfaction data hardens into concrete steps, it loses flexibility, become sterile and impractical and as a result, can erode value. When data collection is exercise in scoring, ranking, and polling, it blocks inspiration, the creative process, decision-making, relationship-building and new learning that comes from effective listening.
Weak CSR: * Is a static process: A survey of customer satisfaction done once is a popularity contest. Done over time it can be a tool for decision-making, because it can show progress or setbacks. However, if you ask the same customers the same questions, year after year, eventually they are going to ask you to stop. It is very important to evaluate customer satisfaction routinely, to expose changes, but it is equally important to change it up to test new ideas, show responsiveness and build better relationships over time. Customer satisfaction is dynamic. The CSR process should be too. * Ignores Context: Most CSR surveys assign a subjective value to tasks or functions like delivery, development, sales management, or customer service. If, however, the satisfaction score isn't understood in terms of its relative importance to the customer, it is difficult to see impact on business health. For example, a customer might state that their satisfaction with pricing levels is relatively low -- say a 3 on a 7 point scale. Without context, a natural reaction might be to re-examine pricing policies -- and those of competitors -- to look for guidance. If, however, pricing scored low in terms of importance in comparison to lead-time, a supplier would know that improvements in delivery could dampen the need for reactionary discounting. By knowing the context in which attributes are evaluated, suppliers can better allocate efforts, grow sales and save margin.
Before asking "How we are doing?" CSR should first establish the importance of an attribute in order to provide context. * Is Quantitatively Biased: CSR surveys are often biased by the preponderance of closed questions like force ranked lists and 1-7 scoring. Learning about low satisfaction with service may be informative, but investing the time to uncover ideas for improvement is what is crucial to improving a customer relationship. To illustrate, a customer with little tolerance for late deliveries may score delivery as important but add that a simple call to reschedule would satisfy. Without this background, a manufacturer might have invested to retool, having overestimated the hazard. Always ask "Why?"
Keys to Success
Treat customer satisfaction as philosophy
It's counter to think that something as fundamental as listening to customers should be institutionalized, but in these days of consolidation and distant markets, it is absolutely necessary.
As the knowledge economy continues to evolve, we see that high performers are distinguished by continuously improving CSR processes that get as much attention from process experts as LEAN or Six Sigma. A good first step is to view CSR not as a project thrown over the wall to the new MBA intern, but instead, as a philosophy of listening and interacting with customers.
Design CSR that can flex and learn, like people do
It's also counter to think that CSR should be designed to flex with what is known at the moment, but this is actually a sign of effective learning and communication, which are the key ingredients to usefulness. The ability of a research team to make changes along the way depends on whether they see and understand the trends early enough. The important factors determining CSR success are not sample size or repetition, but research transparency and the volume of critical thinking done during the project.
Act Small
CSR exists because companies are big. The complexities that are introduced when groups enlarge encumber simple activities like listening, thinking and doing. But these are the activities that create value and wealth. To make them simple again, build a great CSR process to do the basic, smart things that entrepreneurs are forced to do.
It's Never the Data
If you ask "How are we doing and what should we do better?" tomorrow, the answers that you get will be different than the answers you got yesterday. The most important ingredient to CSR is the action that you take with what you learn, and the ability of the customer to see and feel value from those actions.
Marian Singer is a partner at FiveTwelve Group, Ltd., a research and consulting firm that works to improve way that businesses, investors and member organizations listen to their customers and markets and how they act on what they learn.www.fivetwelvegroup.com http://www.industryweek.com/companies-amp-executives/what-makes-customer-satisfaction-research-useful Customer Satisfaction Survey
By F. John Reh
We all know customer satisfaction is essential to the survival of our businesses. How do we find out whether our customers are satisfied? The best way to find out whether your customers are satisfied is to ask them.
When you conduct a customer satisfaction survey, what you ask the customers is important. How, when , and how often you ask these questions are also important. However, the most important thing about conducting a customer satisfaction survey is what you do with their answers.
How You Ask Whether Customers Are Satisfied
There are many ways to ask your customers whether or not they are satisfied with your company, your products, and the service they received.
You can ask them: * Face-to-face
As they are about to walk out of your store or office, ask them. * Call them on the phone
If you have their phone number, and their permission, you can call them after their visit and ask how satisfied they are. * Mail them a questionnaire
This technique has been used for a long time. The results are predictable. * Email them a customer satisfaction survey
Be careful to not violate Spam laws * Email them an invitation to take a customer satisfaction survey
When To Conduct A Customer Satisfaction Survey
The best time to conduct a customer satisfaction survey is when the experience is fresh in their minds. If you wait to conduct a survey, the customer's response may be less accurate. He may have forgotten some of the details. She may answer about a later event. He may color his answers because of confusion with other visits. She may confuse you with some other company.
What To Ask In A Customer Satisfaction Survey
There is a school of thought that you only need to ask a single question in a customer satisfaction survey. That question is, "will you buy from me again?" While it is tempting to reduce your customer satisfaction survey to this supposed "essence", you miss a lot of valuable information and you can be easily misled.
It is too easy for a customer to answer yes to the "will you buy from me again?", whether they mean it or not. You want to ask other questions in a customer satisfaction survey to get closer to the expected behavior and to collect information about what to change and what to keep doing.
By all means ask the basic customer satisfaction questions: * How satisfied are you with the purchase you made (of a product or service) * How satisfied are you with the service you received? * How satisfied are you with our company overall?
And ask the customer loyalty questions" * How likely are you to buy from us again? * How likely are you to recommend our product/service to others * How likely are you to recommend our company to others.
Also ask what the customer liked and didn't like about the product, your service, and your company.
How Often Should You Conduct A Customer Satisfaction Survey
The best answer is "often enough to get the most information, but not so often as to upset the customer". In real terms, the frequency with which you conduct a customer satisfaction survey depends on the frequency with which you interact with your customers. My state renews drivers licenses for five-year periods. It would be silly for them to ask me each year what I thought of my last renewal experience. Conversely, if I survey the commuters on my rapid transit system once a year, I will miss important changes in their attitudes that may be driven by seasonal events.
What To Do With Answers From A Customer Satisfaction Survey
Regardless of how I ask my customers for their feedback, what I ask them in the customer satisfaction survey, and when I survey them, the most important part of the customer satisfaction survey is what I do with their answers.
Yes, I need to compile the answers from different customers. I need to look for trends. I should look for differences by region and/or product. However, I most need to act on the information I get from my customers though the survey. I need to fix the things the customers have complained about. I need to investigate their suggestions. I need to improve my company and product in those areas the mean the most to the most of my customers. I need to not change those things that they like. Most importantly I need to give them feedback that their answers were appreciated and are being acted upon. That feedback can be individual responses to the customers if appropriate, or it can simply be fixing the things that they tell you need to be fixed.
What's Next in Customer Satisfaction Surveys?
So how do you know what's important? How do you know what really matters to them? More importantly, how do you know which things to focus your limited resources on first in order to have the biggest impact on improving customer satisfaction? Read part 2 of this article, "Key Drivers of Customer Satisfaction". http://management.about.com/od/competitiveinfo/a/CustomerSatSurv.htm http://krex.k-state.edu/dspace/bitstream/handle/2097/4970/HwangJQAHT2010.pdf?sequence=1 http://www.theseus.fi/bitstream/handle/10024/46914/Ghimire_Abadh.pdf?sequence=1 https://www.theseus.fi/bitstream/handle/10024/44142/thesis%20doc.pdf?sequence=1 https://www.theseus.fi/bitstream/handle/10024/44142/thesis%20doc.pdf?sequence=1 http://mktg.uni-svishtov.bg/ivm/resources/Customer_satisfaction_measurment.pdf http://www.terry.uga.edu/~rgrover/chapter_27.pdfnakon ah