5 Tips For Choosing the Right Survey Rating Scale

You’re sitting down to carve out the newest survey in your customer experience (CX) program. You know what touchpoint you’re examining, what you’re hoping to learn, and what questions you’re going to ask. Now it’s time to settle on the survey rating scale you’ll use.

Unsure of which scale to choose? I’m Kiri Burgess, a Senior CX Consultant at InMoment APAC. Together, with our Director of Marketing Sciences, Sharon Allberg, in this post we’ll share with you a collection of best practice tips for using rating scales in your customer surveys 

What Is a Survey Rating Scale? 

If you’ve ever put together a customer survey, you will no doubt have used a rating scale as an option for respondents. 

Survey rating scales are a way to ask a “closed question” to survey respondents, and collect valuable input in a quantitative way. Here’s an example:

There are a number of important considerations when using rating scales including:

  • Number of scale points
  • Anchoring of scale points
  • Midpoints
  • Colors and images

The choice of which survey rating scale to use can be perplexing. And while academic research is vast, it’s not always relevant to market or customer experience research, which can leave a number of unanswered questions.

Whatever scale you choose, the aim with a survey rating scale is to limit individual interpretation and ambiguity. In an ideal world, you want all respondents to view a scale in the same way.

Having reviewed scale literature and our own internal research; then overlaid client and research experience, here are five tips for survey rating scale success:

Here Are Five Pro Tips for Survey Rating Scale Success

Tip #1: Longer Scales Typically Reveal More Actionable Insight 

There is not a great deal of evidence on the difference in performance between shorter (i.e. 5 point) or longer (i.e. 10 point) scales from a respondent point of view—but the advantage of a longer scale is you’ll get greater differentiation in response. Responses will be more spread out due to having a longer scale. This typically results in stronger driver analysis revealing more actionable insight.  

Tip #2: Keep Survey Rating Scales as Consistent as Possible 

If you can, decide on a rating scale size and stick with it throughout your survey. Greater scale consistency will not only make it easier for respondents but it also makes it easier to communicate what a good result looks like to the business as all questions will calculate ‘good’ the same way with the same scale points. We understand that this isn’t always straight forward so if you do change your scale in your survey, that’s okay. Our advice would be not to chop and change scale lengths multiple times which will cause respondents confusion and fatigue.

Tip #3: Label Your Scales Appropriately 

How to best label your scale will depend on the scale length.  For shorter 5 point scales, we recommend labeling each scale point for clarity. However, this isn’t an easy task for longer 10 or 11 point scales as you quickly run out of space (particularly on mobile devices!). Therefore for longer scales, we recommend labeling the end points only. Whatever scale you go for, labels should only be attached to the appropriate single scale point.

Tip #4: When It Comes to Mid Points, Assess On a Case-by-Case Basis

Researchers like to include mid points for respondents who are undecided.

There is some evidence that neutral respondents will answer randomly if they don’t have a neutral option to pick; however, this point-of-view comes from the world of public policy research. Therefore, at InMoment we recommend a case-by-case approach and to include a midpoint if it makes sense. With satisfaction or agreement scales, it is more common to use a midpoint.

Tip #5: Avoid Scale Colors and Images 

Research has shown that coloring scales (even shades of gray) or adding images or icons (including smiley faces) is not recommended, as this leads to scales being inconsistently interpreted by respondents. Examples include colors being an issue for those who are color blind; and images, icons and smiley faces having different meaning for everyone, particularly those who are neurodiverse (which is estimated at 15-20% of the population).

There you have it—five best practices to help you avoid bias, optimise your surveys, and collect the most actionable insights possible. To learn more about best practice surveys, check out this paper on Transactional Customer Experience Survey Best Practices.

Why You Should Aspire to Drive Customer Lifetime Value—Not ‘Just’ Upsell Customers

Cross-selling and upselling have formed the bedrock of brand aspirations for their existing customer base for a long time now. For several years, it was also one of four economic pillars (along with customer acquisition, customer retention, and lowering cost to serve) my colleagues and I used to frame customer experience (CX) programs for our clients. Using these pillars allows companies to spell their programs out in financial terms, which is essential to quantifying their impact and gathering support.

While cross-selling and upselling existing clientele is certainly important, there’s actually a much more holistic (and ambitious) way to approach new business opportunities within your customer base: drive customer lifetime value (CLV). Focusing on driving customer lifetime value won’t ‘just’ help with identifying upselling opportunities—it will facilitate and create deeper human connections with customers and ensure mutually beneficial relationships built on Experience Improvement (XI). Let’s take a closer look.

Casting a Wider Net

Keeping customers around for as long as possible to sell them as much as possible is a great aspiration, but as I’m sure you’re aware, it’s much easier said than done. However, I’ve been advising companies on this very topic for a long time, and while it’s not simple, what follows are a few best practices that can help you continuously and consistently achieve that goal in ways that are mutually beneficial to you and your clients.

First, if you haven’t already, expand the data sources that you use to understand what your customers are saying and how they perceive you. Many of the brands I’ve worked with for a long time are slowly coming to the realization that they cannot  stick solely to surveys or another singular data source to get customer insights and input. And, while surveys will continue to be important, they only give you part of the picture. Expanding your data repertoire to such sources as purchasing data, location-tracking data, web searches, social media, and online reviews is a must.

Next, it’s vital to take the long view when looking at your customer relationships. This may seem like an obvious tip, but you might be surprised at how many brands get caught up in the lure of “what can I sell you today?” without considering what seeds to plant for even more success tomorrow. Equally important is to understand how your competitors view this dynamic and what, if anything, they’re also doing to be proactive when it comes to building lifetime value.

Letting Customers Tell Success Stories

If there’s one thing I loved doing when I was on the client side as a CX program owner, it was telling  stories. I can speak from experience when I say that letting customers do the success storytelling is an amazingly powerful way to build lifetime value with them. Good storytelling can bring numbers to life, further personalize customers’ experiences, and it gets attention because customers and even employees generally relate more to stories told by, well, other customers.

Executives and program stakeholders love customer-told success stories too. Letting customers do the talking helped me gain mindshare, helped me secure budget, and created the sponsorship that I needed to help make my program better. This strategy also helps executives feel a human connection to your CX program; they love to hear stories about how the organization created a meaningfully improved experience for another person.

The Customer Lifetime Value Journey

The tips I’ve outlined here will help you start (or jump-start) your customer lifetime value journey, but how do you keep the ball rolling? What other methods out there can brands and organizations leverage to go beyond ‘just’ cross-selling and upselling?

You can find all of that and more by clicking here and reading my latest point of view article on customer lifetime value. You’ll learn what else your organization needs to do to create Experience Improvement and a more human connection to your existing customers!

A Primer on the 3 Most Important CX Metrics: NPS, CSAT and CES

Increased competition in nearly every market is leading businesses of all types to search for ways to attract and retain their ideal customers. Customers have unprecedented access to information about products and services. And with a few clicks, they can compare your company with your competitor’s offering, and learn how others perceive you. As competition and buyer empowerment compounds, customer experience (CX), is proving to be the only truly durable competitive advantage.

Not only does exceptional customer experience make customers happier, it drives desirable customer behavior. More purchases and renewals. More referrals and positive word of mouth.

When you start your CX efforts, you need to consider how to measure it. But “it” is a multi-layered concept, and to truly understand customer experience at scale, you may need to track three very important metrics. Together, these can give you insight into where you stand and how to improve your CX:

  1. Net Promoter Score (NPS)
  2. Customer Satisfaction (CSAT)
  3. Customer Effort Score (CES)

Of course, no single metric is going to give you a complete picture, and you will have to discover how to adapt the big three to your business case. Nonetheless, these tried and true customer experience survey methodologies are used across industries, and are a great place to start as you grow your program.

What Is Customer Experience? A Quick Definition to Get Us Started

Customer experience (CX) is the cumulative impact of every touchpoint throughout the customer journey. CX managers first determine what a positive customer experience entails for their target clients, theorize and implement changes they believe will have the most impact, and use results to optimize each customer interaction.

With new technology and social media, we have more ways than ever before of interacting with our customers. And, that means, we have nearly infinite opportunities to delight them—or disappoint them. But focusing only on individual touch points, even if your goal is to maximize satisfaction with each one, is a mistake. Because customer experience isn’t just about the customer’s experience in the moment; it’s about how these touchpoints fit into the context of their end-to-end journey with your company.

The End to End Customer Journey: How do you track it with the right CX Metrics?

How Do I Measure Customer Experience?

Measuring customer experience (CX) requires a layered approach that can include in-depth user interviews and gathering data at key points of contact, as well as tracking metrics like Net Promoter Score (NPS), Customer Satisfaction (CSAT), and Customer Effort Score (CES).

The Three Most Popular CX Metrics

What Is Net Promoter Score (NPS)?

Net Promoter Score (NPS) is a CX metric that surveys customers based on one question: “On a scale of 0 to 10, how likely are you to recommend us to a friend or colleague?” Customers who are promoters score 9 or 10. Passives score 7 or 8. Detractors score 6 to 0.

NPS Survey Powered by InMoment

NPS is such a valuable tool for measuring not just customer experience, but also customer loyalty, because it transcends single experiences. It is often referred to as a brand or relationship metric. The NPS question asks the customer to draw on the sum total of their experiences with your company, not just the most recent, making it a good indicator for repurchasing (and growth). As a result, it is often considered a “board level” metric.

It is paired with an open-ended follow-up question, like “Care to tell us why?,” so you also get rich qualitative feedback that can guide improvement efforts from product to support to marketing.

While NPS surveys are sometimes deployed once or twice a year, a good, modern NPS program will use “drip NPS” to keep an ongoing pulse on customer sentiment, so you can react in the moment, instead of after the fact.

If you are launching a customer feedback program, the Net Promoter cycle is a great place to start. However, NPS surveys are high level. How do you learn more about the experience you provide at specific touchpoints or transactions along your customer’s journey? This is where CSAT comes in.

What Is Customer Satisfaction Score (CSAT)?

Customer Satisfaction Score (CSAT) is the most popular transactional metric. A CSAT survey asks a customer how satisfied they are with a recent interaction—often a purchase or a customer service call—on a rating scale. CSAT is flexible and highly customizable.

You can also ask multiple questions in the CSAT format to create a longer survey (and then average those responses for a composite CSAT score), but we recommend you keep it simple.  An open-ended follow up question allows your customers to tell you what attributes of satisfaction are working—or not working—for them.  

CSAT Survey
Above is a 2-step CSAT survey on a mobile app powered by InMoment

You can also try other survey formats. Here is a smiley-face based CSAT survey embedded in an email:

Simple CSAT Survey in an Email

In the realm of CX, a short CSAT survey is most often used to gauge customer satisfaction with interactions with support personnel. It’s a great tool for identifying support agents who may need more training or to quantify the impact of your last team-wide training effort.

Customer satisfaction metrics are useful for gauging the ‘happiness’ resulting from recent interactions, which is valuable information, especially when you’ve been making changes and need to track the results. You will need to dig into the qualitative feedback you receive to understand which attributes of satisfaction are most important to your customers and which are areas that require improvement. In the food delivery example, those attributes could be promptness of delivery, quality of food, price/value, etc.

A related survey is PSAT or Product Satisfaction Score. This is an adaption of the CSAT survey that is popular with software developers and advocates of product-led growth. An example is an in-app survey that asks a software user “How satisfied are you with [this product or feature]?”  The specific, contextual feedback that users provide in a PSAT survey helps to prioritize a roadmap of product improvements.

What Is Customer Effort Score?

Customer Effort Score (CES) surveys ask the customer “How much effort did you have to expend to handle your request?” and is scored on a numeric scale. It’s a customer service metric that is used to improve systems that may frustrate customers.

Essentially, CES advocates believe that when it comes to customer service or support, “effortlessness” is the most relevant attribute of customer satisfaction. In fact, Technology Services Industry Association (TSIA) customer experience research confirms that exceeding customer expectations results in little change in loyalty. The CES survey helps you identify and remove obstacles, and solve problems, so your customers can find success with ease.

Here is an example of an in-app CES survey:

Here is another common way to ask the Customer Effort Score question in a survey:

CES Survey example

A CES survey is typically deployed after a support interaction. But, for SaaS businesses, the CES survey can also help gauge the effort the customer must expend to onboard with you, the process of installing and becoming trained in the use of software. Onboarding can be self-service or high touch, and likely a combination of both. These steps that lead to a customer’s first experience of value are critical to success.  CES survey feedback can help you get it right.

According to the Harvard Business Review, CES can predict repurchasing even better than CSAT, making it a go-to, critical metric for SaaS companies, that depend heavily on successful onboarding and customer success to lay the foundation for repeat purchases.

How Do CX Metrics Work Together?

If measuring customer experience requires a comprehensive view, these three metrics help you get there. Net Promoter Score delivers the big picture of customer loyalty and relationship over the long-term. CSAT & CES are typically transactional metrics that can help you analyze key touchpoints in the customer’s journey. CSAT can measure overall satisfaction on a number of attributes so you can discover and refine those that are most meaningful to your customers. And, Customer Effort Score dials in on one attribute, effort, and is incredibly useful for smoothing the customer’s path to their desired outcome. 

You’ll always need Net Promoter Score, “The One Number You Need to Grow.” However, the numbers you need have grown. CX improvement takes focus, but modern survey platforms can help streamline the process. The reward is market success. When you edge out the competition through world-class customer experience—think JetBlue, Starbucks, Charles Schwab, and Trader Joe’s—your customers will reward you with repeat business and brand advocacy.

And remember, scores can only get you so far. They are a great starting point, but as you grow your customer experience program, you’ll be able to aim higher than just putting a few points on the board. You’ll be able to leverage the insights you gain from your program to influence big-picture business goals like customer acquisition, customer retention, customer lifetime value, and cost reduction across the business. Read more about how CX programs can influence your business here.

How Can I Improve Customer Experience?

Optimizing to improve customer experience begins with establishing a starting point with your current metrics, then designing your program, listening to customers, understanding the insights through analytics, and leveraging those insights to form an action plan. After you take these actions, you measure the response to your improvements and determine the success of your efforts. And once you’ve completed the cycle, it’s vital you do it all over again (this is what our experts at InMoment call Continuous Experience Improvement).

This series of designing, listening, understanding, transforming, and realizing is meant for agile companies and can be a challenge if you’re using dated methodology.

For example, a traditional approach of sending out feedback surveys only once or twice a year (often via bulk email to all customers) means that it can take a long time to see results, and response rates can be low. However, always on listening through various channels like social media, online reviews, and targeted surveys deliver results in real-time, which is especially vital for rapidly evolving businesses.

Once you have access to nearly instant customer feedback, the challenge becomes digesting it and taking action. And that’s where a partner with industry-leading, action-enabling text analytics (like InMoment) comes in.

Unlocking the insight from qualitative feedback is key to making the most of your CX metrics. Machine learning enables you to auto-categorize the topics and emotion in open-ended feedback, and do so at scale in real-time. Pair that with operational data about your respondents—like role, location, account, associated revenue—and you’ll be able to diagnose the “why” behind your scores and quickly prioritize improvements that will drive your business forward.

Customer experience isn’t just about making the customer happy during a single interaction, though it is important. In fact, each interaction is a small part of an equation that spans the entire relationship you have with that customer. With that in mind, you’ll want to start by taking stock of each potential interaction with your company, website, products, self-service support, and customer-facing representatives.

Improving the customer experience is truly a team effort, so you’ll want to systematically go through each touchpoint to see who is in charge of it, how well it’s working now, and what improvements are feasible to make in the short term and the long term.

Your Next Steps

Want to dive in deeper to discover what CX Metrics are right for your business? Check out our eBook on the subject!


Three Rules for Choosing the Right Customer Experience Metrics

Metrics are a must for any experience program, but not every metric has meaning. The truth is, it’s not about what metric you’re tracking; it’s about whether or not the metrics you’re tracking actually reflect your business and drive your success forward.

Download the free eBook today for a comprehensive guide from our experts on how to choose the right CX metrics for your program.

Download eBook

4 CX Webinars to Supercharge Your Program in The New Year!

It’s been a crazy year for customer experience (CX), hasn’t it? Customers are factoring all sorts of new challenges and preferences into their brand decisions, and lots of companies have been busily playing catch up!

As we take off for the holidays (and hopefully get a chance to catch a relaxing break!) It’s normal to look toward the new year and wonder what’s next. Well, at InMoment, knowing what’s next is in our DNA, and we’ve put together some of this year’s tip-top webinars to share what we’re seeing and help you make 2023 your best CX year yet! 

4 Must-Watch CX Webinars

Webinar #1: Designing, Actioning, and Proving an ROI-Focused CX Program

ROI has always been a hot topic in the CX world, and it only got hotter in 2022. A lot of organizations struggle to link their CX efforts to ROI, which makes securing additional support and funding very difficult. In this first webinar, experts Jim Katzman and Eric Smuda take a look at this common, fundamental CX challenge and pour decades of experience into helping you overcome it. The webinar dives into:

  • The state of experience ROI & how we can bridge the gap
  • Connecting efforts to acquisition and retention
  • Driving growth and reducing cost to serve
  • Socializing successes and encouraging buy-in

Watch the whole thing right here!

Webinar #2: Leveraging Customer Data to Craft Seamless, Differentiated Experiences In-Store and Online

Data was another big topic in 2022, and we can already tell it’s going to blow up even bigger next year. As we often say, data is as much an art as it is a science. Having data is great, but finding ways to sort through the noise to find actionable insights is what’s going to create actual Experience Improvement (XI).

We got two of our very own CX gurus, Radi Hindawi and David van Brocklin, to spill the beans on this data journey and how everyone, brands and customers, can get the most out of it, including:

How democratizing your data for an integrated view of experience creates consistency

  • How to increase organizational intelligence across your different stakeholders (from frontline to c-suite)
  • How can you increase loyalty and advocacy in this constantly changing market?

Watch the webinar to see what insights they shared!

Webinar #3: Digital Acceleration: How to Start the Next Digital Trend

Being a trendsetter in your marketplace isn’t just fun; it helps your customers have meaningful experiences and helps you stay at the top! We put together a webinar on how organizations can create trends, not just follow them, and the insights from experts Radi Hindawi and Chris Chan made it a hit! 

To give a quick recap, Radi and Chris talked about how digital transformation should no longer be the goal for companies; just a baseline. They then dove into the four steps that every brand should take to become a trendsetter in their verticals. 

Want to see what those steps are? You can watch and find out here!

Webinar #4: Everything You Wanted to Know About CX ROI But Were Afraid to Ask

Like we said up top, ROI was a big topic this year. So big that we couldn’t confine it to one webinar!

After wrapping up our first ROI webinar of the year, we knew there was still a lot of ground to cover when it came to this important topic. We also saw an opportunity to collaborate with our close friends at Forrester Analytics and invited one of their top researchers, Judy Weader, to share her research on the subject. She and our very own Jim Katzman teamed up to discuss:

  • How brands are proving the value and ROI of CX and why it should matter to you
  • The steps you can take today that will set you and your program up for success
  • What it takes to shift from just sending surveys to being truly customer centric 
  • The art of designing digital experiences that make a difference today

Click here to watch the full conversation!

CX Success in the New Year

These webinars cover important topics and will help you reach your experience goals in the new year. We had a lot of fun making them and hope that you’ll get a similar experience from watching them. Once you’re done, we have other resources you should check out as you consider your experience goals and how to keep owning the moments that matter. Happy Holidays!

Voice of Customer Examples to Inspire Your CX Strategy

If your brand isn’t capturing customer feedback, unfortunately it won’t know how to improve—this is where the voice of customer (or “VoC”) comes in. This article is designed to give you InMoment’s take on what voice of customer examples look like.

In the customer experience industry, we call capturing customer feedback a “voice of customer” program, and at InMoment—we know that it’s not enough to capture feedback, you need to capture it, understand it, take action, and make sure customers know their feedback is being heard. We call this “experience improvement.” 

What Is Voice of the Customer?

In technical terms, a VoC program is the process of gathering vital information regarding what customers think and feel about their experiences with a business. 

What is the Voice of Customer Process?

At InMoment, the VoC process is called “Continuous Improvement,” and can be broken down into five easy steps: design, listen, understand, transform, and realize. 

Step #1: Design Your Program

In this stage, you have the opportunity to set up a strong foundation for your program; a strategy that aligns with the overall business values, financial objectives, and brand promises. This is one of the most important stages that is often overlooked, as you have one shot upfront to invest the time, energy, and resources into getting your program right from the start. You will thank us later throughout the process!

Step #2: Listen To Your Customers

Over the years, listening to customers has dramatically evolved. What used to be limited to sending out surveys through direct feedback, the industry has evolved to include indirect and inferred customer data sources as well. This can include listening posts like customer support interactions, emails, live chats, direct surveys, online product reviews, social media comments, and more!

Step #3: Understand Your Customer Data

For any data to be useful, of course you need to take the time to dig in and understand what your customers are actually saying. Most brands with a VoC or experience improvement program will centralize the data streams and use advanced analytics and behavioral science experts to identify what customers are actually saying. In the modern experience landscape, we have AI machine learning tools that can take your data even further, enabling you to look into customer emotions, intent, and sentiment. This understanding of the customer data stage is critical, and will set you up for the next step.

Step #4: Transform Through Taking Action

In the transformation stage, this is where you’ll thank us that you took the time up front to design your program and identify what success looks like. Now, you have the opportunity to take action on customer data.

Here’s a voice of customer example in action: maybe you can see customers are purchasing lots of one specific product, but the repeat purchases are extremely low. This is an opportunity to figure out the drivers of repeat purchases for your specific brand and its products, and apply those across the board. Can you lower the price? Can you rebrand or repackage the product to match more successful ones?

Step #5: Realize Business Value

This is where voice of customer and experience improvement programs shine. After you pull the necessary triggers in the transformation process, you’ll get the opportunity to evaluate and demonstrate real and tangible results for your business. Whether it’s reducing costs, avoiding customer churn, acquiring new customers, or something else—voice of customer programs will help you get there. Check out some more ideas on identifying and executing ROI opportunities in this Solve for X video

Listening to the Voice of Customer Examples

Next up, here are some specific voice of customer examples that can help you listen to customers and gather their valuable feedback.

Direct Feedback Methods:

  • Email surveys: Sending your customers a link to a survey via email
  • SMS surveys: Sending your customers a link to a survey via text message
  • Customer interviews: Arranging 1:1 quantitative interviews with specific customers to understand their experience  
  • Live chat: Capturing your customer commentary in chatbots gives you an opportunity to see recurring themes, problems, challenges, and opportunities 
  • Focus groups: Inviting certain customer segments to provide in-depth qualitative feedback on their individual and unique experiences

Indirect Feedback Methods (also known as unsolicited feedback):

  • Call center recordings: By capturing call center or contact center recordings, you can understand factors like call frequency and burdens to the center.
  • Social media commentary: This publicly listed information is a gold mine when it comes to understanding how customers are likely to recommend your brand to friends or family, and can be captured in your voice of customer platform with a social scraping tool.
  • Product or location reviews: This up-and-coming indirect feedback method helps you understand how your product or location ranks amongst competitors, and will typically leave clues for how to improve your public rating.
  • Web chat transcripts: These notes might show how many people have contacted you asking for more details, stock levels or sneaker quality in the past. 

Inferred Feedback Methods:

  • Customer behaviors on your website: use this data to see behaviors such as if customers are abandoning items in their cart, or perhaps there are web pages that are visited less often than others and have room for optimization. 
  • CRM data: whether your brand uses Salesforce or another brand, it can be helpful to overlay operational feedback with CRM elements like purchase history, a loyalty program, or a customer’s store account, which will show an important operational and segmentation piece of the puzzle.

Bringing Voice of Customer Examples to Life

Here are three of InMoment’s clients who have implemented the data collection strategies described above to provide their customers and employees with great brand experiences: 

Foot Locker

As you can imagine, Foot Locker had a ton of data points on their hands. The brand had loads of customer behavior intelligence, but this data was coming from so many sources that it was hard to see the big picture. Using the InMoment XI Platform, this brand was able to consolidate all of its operational data sources and listening posts into one platform, giving it the intelligence needed to create a unique experience for every customer. The result? Foot Locker reduced customer listening costs, added new listening posts across video and social media, and experienced faster and more accurate resolution to its business challenges. 


Signing a digital agreement is now table stakes for most companies. That’s in large part thanks to DocuSign, a brand where growth is driven by customers who share the easy, secure e-signature experience with colleagues and clients. To listen to its customer feedback, the DocuSign product team uses in-app NPS microsurvey feedback to continually optimize end user experience. This Net Promoter Score program, powered by InMoment, also identifies brand enthusiasts who are the engine of a robust customer advocacy program.


This brand uses the InMoment Platform to capture a unified view of employer experience, and now thousands of cross-industry employers across use the Glassdoor website to help them recruit and hire quality candidates.

Putting the five phases of continuous improvement to the ultimate test, Glassdoor monitors and improves the entire customer journey using microsurveys to capture sentiment at moments that matter for employees. Integration with Salesforce enables front line teams to close the loop with customers in real-time. Advanced text and sentiment analytics empower Glassdoor teams to analyze feedback, and customized dashboards ensure that each team can quickly see what is important to them and prioritize improvement efforts.

Wrapping Up

Voice of customer and experience improvement programs have dramatically evolved over the last few decades—what used to be limited to direct survey feedback has extended to include indirect and inferred feedback methods too. The power of a VoC program is in the five elements of achieving continuous improvement: design, listen, understand, transform, and finally, realize business value. We truly believe it’s improving experiences that turns customers into lifelong brand advocates, helping your business achieve its objectives at the same time. 

At InMoment, we help our clients design, listen, understand, transform, and realize their experience improvement and voice of customer program goals every day. Get in touch to learn more about how experience improvement can transform your business today! 

How to Kickstart the Next Digital Experience Trend

Digital experience trends are the new road maps of modern day business. Are you still using a paper map to direct you when you’re driving to work? Of course not, you’re using your smartphone that tells you where you are, when to turn, and if there is an accident up ahead. 

Think of digital experience trends being the new maps application in your business. You aren’t waiting until the end of the year to get a mailed report containing consumer trends for the past year (hopefully), but rather you need to be keeping up with your consumers in real time. Identifying digital experience trends will help you adapt your business to get ahead of your consumer, not behind them. 

It’s no understatement that you—along with every other business for that matter—are operating completely differently than you did in 2019. The COVID-19 pandemic has changed the way that businesses, well, do business. It has also changed the way that your customers interact with you

Whether it be a customer, prospect, or non-buyer, every piece of the customer journey looks differently today than it did before the pandemic, particularly when it comes to the digital experience. Businesses have been forced into being digital-first. If you didn’t already have a digital presence, you were forced to adopt one, seemingly overnight. And post-COVID, if you haven’t already built a digital experience strategy, we hate to break it to you, but you’re already behind the buck.

Today’s customers aren’t going to be wooed by you just having digital options—they want you to supply truly innovative digital experiences. In other words, you don’t want to follow the digital experience trends, you want to be able to create them so your customers follow you. To help you out, our experts have pulled together a plan to help you mine the data that is going to help you uncover, and take advantage of new digital trends. Tune in below!

3 Steps to Start the Next Digital Experience Trend

  1. Build a Strong Foundation with Integrated Experience
  2. Strategize New Customer, Employee, & Non-Buyer Signals
  3. Don’t Settle for Snapshots—Aim for Actionable Intelligence

Step #1: Build a Strong Foundation with an Integrated CX Approach

Your customers are talking about your business across multiple different channels. Whether it be directly to you (via surveys) or indirectly (through review sites, social media, and the like), your customers are creating signals throughout their journey. However, most CX platforms are still primarily focused on surveys and traditional metrics (in blue in the figure below).

In order to be successful, it is important to have a CX vendor that enables you to do more than take a traditional approach to feedback. We refer to our modern approach to experience as an Integrated CX approach. 

As you can see in the figure below, Integrated CX takes into account all the new signals customers are sending and houses them in one place, the InMoment XI Platform. Having a central location for all your customer data helps create a clearer, more consistent picture of the customer journey, empowering you to make more informed, data-backed business decisions in the future.

Step #2: Strategize New Customer, Employee, & Non-Buyer Signals

Gathering data in today’s business environment is easier than ever before. But, the challenge lies in gathering data and linking it to meaningful business KPIs such as customer loyalty, customer acquisition, or generally proving program ROI

Below, you can see a graphic that illustrates the different feedback signals available today, and how they can be funneled into the XI Platform, then, leveraging the expertise of our Strategic Services Team and AI-Driven technology, you can go from just tracking metrics and scoreboard watching to using that data to uncover actionable insights that create meaningful improvement.

Step #3: Don’t Settle for Snapshots—Aim for Actionable Intelligence

When you export data out of a platform to analyze it, it is already somewhat outdated. Especially when considering the rapid evolution of social-based interactions, even data from the previous quarter might not accurately reflect how your customers are behaving. 

In order to get a better understanding of how your customers work, what they are looking for, and what the next digital trend might be, you need to be getting your data in real time in order to keep up with the fast-paced digital landscape and start the next digital experience trend.

Sounds like a fairytale? Well, to prove to you that it’s possible to have always-on, real-time insights, we leveraged the XI Platform to pull over 120,000 data points across the retail industry over the course of seven days using InMoment’s Integrated CX approach. From this data, we unearthed the following three actionable insights that you can use going forward: 

  • 1 of 3 emerging customers are more likely to interact with you through social signals, than traditional surveys
  • 60% of those customers have purchased/adopted a new product or offering via a social signal 
  • 1 of 2 customers are likely to select a brand that offers a “one-stop” solution, with additional incentives and features (such as buy now, pay later) 

 Once you have these insights, you are able to empower teams across your business to make informed business decisions and implement customer-pleasing digital experience trends. And once you act on the intelligence, you’ll be able to point back to your experience program as the catalyst to success.

Thinking Outside the Survey

Don’t feel pressured to do things the way they have always been done. As a matter of fact, if the history of social channels have shown us anything, it’s that you need to be willing to try something different in order to succeed. 

You’ll never fully understand your customers by just sending them surveys. But, if you interact with them through various social channels, you may be able to get a clearer picture of who they are, and what they want from you. 

Want to learn more about understanding your customers, and how to kickstart the next digital trend? Watch the full presentation here! 

Moments That Matter in the Customer Experience: How Driver Analysis Helps Identify Which to Focus on & Why

In our recent blog, we discussed how you can improve your customer experience (CX) strategy in five simple steps. Customer experience often relates to the long-term relationship between customers and the companies they do business with. It reflects the summary of experiences at different points along the customer journey—such as considering doing business with a brand, making a purchase and becoming a customer, receiving additional services, having issues resolved, etc—and includes multiple channels: phone, in-person, email, and so on. These various interactions along the customer lifecycle—and, more specifically, those that have the most impact on the business—are what we like to call “Moments That Matter”  (MTM) in customer experience.

But are there some moments that matter more than others in the overall customer experience? And if so, how do we assess their importance?

Five Questions to Address

  1. What Are “Moments That Matter?”
  2. How Are “Moments That Matter” Determined?
  3. How Are “Moments That Matter” Measured?
  4. How Is the Importance of Each “Moment That Matters” assessed?
  5. Why Does the Technology You Use to Understand These Moments Matter?

Question #1: What Are “Moments That Matter?”

In the past couple of decades, it has become more clear that consumers are after more than just the “product” they purchase. Their choice to support a brand is more than just rational decision-making; it’s about emotions, too. Today’s organizations realize this; so, they try to continuously improve the way in which they deliver those experiences. 

For example, many organizations measure call center experiences as a part of their CX program, which is a smart move. Service and support is a key element that defines customer experience, and it frequently generates memorable moments. But is the call center interaction all that matters for the customer?

Moments That Matter” are the specific interactions—like a particularly superior or terrible call center experience—that trigger customers’ feelings and leave lasting impressions. These are the specific experiences that stand out more than others and impact the customers’ long-term opinions about the organization overall. Additionally, they can likely lead to a make-or-break decision about their future relationship with the organization. 

Question #2: How Are “Moments That Matter” Determined?

A key step to identifying the “Moments That Matter” is understanding the customers’ journey throughout their relationship with the organization, from consideration and researching the product or service they need all the way through using said product or service. 

Mapping this journey starts with the organization’s knowledge of its key customer touchpoints. Next, customers provide feedback and further input to pinpoints those touchpoints most important to them. They also provide context about their best and worst experiences, wins, and pain points. This mapping helps brands focus on the key “Moments That Matter,” because, in reality, not every touchpoint and every experience is as impactful as others in creating healthy and long-lasting relationships.

Question #3: How Are “Moments That Matter” Measured?

After understanding what “Moments That Matter” are, the next step is to measure the brand’s performance at each of those moments. This is typically done using a survey format that first asks customers to evaluate their overall experience with the company. Then, it should ask which MTMs they have experienced and evaluate those they are familiar with.  It may also be effective to rate some MTMs on a battery of actional deep-dive attributes.

Question #4: How Is the Importance of Each “Moment That Matters” Assessed?

There are two general ways to assess the importance of each MTM: 

  • Ask how important each MTM is (so-called “stated importance”), or 
  • Mathematically derive importance from each MTM’s ratings and the overall experience with the company (“derived importance”). 

Derived importance has an advantage in that it does not require additional questions and simply uses respondents’ evaluation of each MTM they experienced. In general, the rating for each MTM is aligned with the overall experience rating, and the MTM that best follows the overall experience rating is therefore the most important. This type of analysis is called “driver analysis.” At InMoment, we use a technique called True Driver Analysis, which surpasses other approaches in quality of results. 

Question #5: Why Does the Approach You Use to Understand These Moments Matter?

Different statistical approaches can be used to conduct a driver analysis and assess the importance of each MTM: correlation analysis, regression analysis, structural equation modeling, and partial least squares, to name a few. The results of these approaches, however, may be biased in the presence of a strong relationship among the MTMs themselves (called “multicollinearity”). 

For this reason, InMoment uses True Driver Analysis, which is a technique designed specifically to avoid this type of bias and to assess the “true” relative impact of each MTM on an overall outcome metric. As an output of True Driver Analysis, organizations can identify the key Moments That Matter, focus their efforts, and be able to improve customer experience, loyalty, and ultimately, the bottom line.

A Visual of InMoment Driver Analysis

With continuous experience improvement being a key enabler of happier customers and long-lasting customer relationships, it is most critical to identify and focus on the Moments That Matter in every experience delivered. 

To read more about a proven strategy for continuously improving experiences across your brand in five steps—as well as the brands who have found success with it—check out this article for free today!

Launching a Voice of Franchisee (VoF) Program? Your Top Questions Answered by JAX Tyres & Auto and Craveable Brands

Earlier this year, InMoment hosted an XI Forum with two incredible speakers—both of whom run experience programs for franchisees. Steve Grossrieder, CEO of JAX Tyres & Auto, and Jess Gill, Chief Customer Officer for Craveable Brands, know exactly what it takes to keep franchisees inspired, and make sure experience programs stick across the organization. 

Here Are Your Questions Answered by the VoF Experts:

Expert #1: Steve Grossrieder, CEO and Managing Director at  JAX Tyres & Auto

Q: ​Your NPS at the franchise level is incredible. How do you train staff in the franchises to instill customer experience in all that they do, maximizing sales?

A: ​We hold best practice and networking sessions in each region with small groups of franchisees to discuss CX best practice and to show our main pain points and how to implement simple procedures to improve these. We also develop CX action plans for all stores under 75 NPS on a monthly basis which shows their detractor feedback analyzed, how they compare to the network and potential actions based on their individual insights to improve their NPS. Additionally, our service proposition is centered around our JAX inspection report—we focus our franchisees on this proposition to deliver our consumer promise to peace of mind driving and our sales naturally translate from identifying customer vehicle issues through the inspection process which is transparent and customer centric.

Q: ​How and what do you share with franchisees from a CX scoring perspective, and how frequently?

​All franchisees have access to their stores individual CX results including their stores NPS, channel performance, monthly comparison trend (compared to the network), as well as text analytics split by promoter, passive and detractor. They also have a case management section which shows customers who have asked to be contacted showing the JAX SLA time to review and resolve with the aim to retain their customers. 

Additionally, we share the monthly CX results via a monthly report and internal newsletter showing the ten highest and ten lowest scoring stores, top complaint trends and insights for that month as well as tips and best practices to implement to ensure a consistent experience across the network. We also have multiple digital screens displaying our CX results throughout head office (updated hourly) and our monthly NPS and a selection of customer feedback is displayed on our website and intranet for consumer and franchisee transparency.

Q: Please share more on how you managed to show a clear link between CX improvement and ROI or sales improvement? It’s often a challenge in many industries.

A: Initially this was a challenge; however we have been able to establish (with historical data) the clear link between a higher than average network NPS and the gross profit that these stores make above the network average. We now have clear examples of stores increasing their NPS and their increase in gross profit follows on with a two to three month lag period. NPS has now become a key gross profit lead indicator which we have demonstrated multiple times across the business and now do it store by store to promote culture change and customer centricity.

Expert #2: : Jess Gill, Chief Customer Officer at Craveable Brands (Oporto, Chicken Treat, Red Rooster)

Q: Which channels does Craveable Brands use to capture customer feedback? 

A: We use QR codes, email to loyalty customers, Digital Intercept (an InMoment application on the XI Platform empowering brands to capture real-time data from their website visitors) and customer panels.

Q: How do you win back your customer? How do you capture it? How do you let your customer know that your company is implementing their feedback? 

A: We win back customers by training staff (in person) that it is okay to own up to errors and to make them right, running our case management program. As for any feedback for the head office, that gets directed to the right people—for example, we made changes based on feedback to bring back our old nugget recipe, and we went back to each of those customers to let them know.

Q: How do you consider feedback through third party apps such as Menulog, Deliveroo, etc? 

A: Craveable Brands’ post-transaction survey asks about delivery partner feedback to feed back to them. The feedback collected by delivery partners remains separate from our VoC program today though we look to integrate to have one view down the track.

For more ideas on launching a successful voice of franchise program that actually benefits your business, check out our new paper: https://inmoment.com/en-au/lp/launching-a-voice-of-franchisee-program/

Cleaning a Toilet vs. Calling Customer Support: 3 Factors Impacting the Customer Experience

Shep Hyken, a well-known customer service consultant, recently shared that 42% of people would rather clean a toilet than call customer support. This statistic actually didn’t surprise me given how often support experiences leave much to be desired. 

This got me thinking: Why is that the case when none of us would claim to enjoy cleaning a toilet!? And I decided that the reluctance to call customer support came down to three factors: 

  • Control 
  • Time to task completion 
  • And likelihood things are done right the first time

Let’s take a closer look at each of these factors—and how organizations can address them in their customer support initiatives!

3 Factors Impacting the Customer Support Experience

Factor #1: Control

Since I am the one cleaning the toilet, I have control over when and how the job is done and how well it is done. That is not often the case in the support experience. 

Yes, more companies and brands are trying to shift the customer service experience to a self-serve one, where the person needing support can find their own answers via the company’s internet site, user forums, or at worst a chat session. But let’s be honest, these moves are not being done to put the customer in control of the experience; they are being done to save the company money by shifting the experience to lower cost channels and reducing the labor costs in the call center. 

Unfortunately, because these self-serve support initiatives are motivated by a cost-savings lens and not a customer experience one, they are often not executed very well. People can’t find the answer they need online, or the answer doesn’t make sense or completely solve their problem. And chatbots are often effective at solving very simple queries, but not complex ones.

The other reality is that consumers want to interact with a live person. According to CDP.com, 64% of consumers say access to live people would significantly improve customer experience. So while shifting the support burden to the consumer or low-cost (non-human) channels may save the company money, it is not engendering customer loyalty when that is not how the consumer wants to interact with your company.

Factor #2: Time to Completion

As mentioned, no one enjoys cleaning a toilet, but if we are honest, it takes no more than a couple minutes, less than 10 for even the dirtiest of them. But how many customer-support experiences take only a few minutes? 

It often takes you at least a few minutes to get through the automated phone tree, only to be told your hold time is much longer than a few minutes! While some brands are now using automated callbacks  that adds some convenience in that you don’t have to actually wait on hold (ironically being told how important your call is over and over and over again), how likely is it that you get a call back when it is convenient for you? It’s more likely that you have moved on to other tasks only to be interrupted by that call.

Factor #3: Getting Things Done Right the First Time

Finally, we arrive at the last factor: first-call resolution (as call center leaders call it). I want you to think back to your last few call center interactions: What percentage of the time is your issue really resolved on the first call, with no transfers and no additional hold time? 

Too often the first agent you speak with is either brand new and not trained properly, or the company’s knowledge base does not provide them quick access to the answer to your issue, or they are not empowered to resolve your issue without “supervisor approval” or a transfer to a manager.

There are several problems with how most companies measure first call resolution:

  1. It is not measuring total effort to resolution. Most likely, you have already searched the website or FAQs or user forums and possibly tried the chatbot before getting to a live agent. So it is measuring the call, but not measuring customer time and effort.
  2. If it is measured based on agent data entry, it is not measuring consumer confidence that the issue was resolved and it is making that judgment likely well before the customer has experienced the solution and feels confident it is resolved.
  3. If it is measured based on survey responses, it is not representative of the total customer base, but only those customers who completed the follow-up survey, a small percentage of the customers who contacted customer support.

My colleagues at InMoment often hear me say “every call to the call center is a broken customer experience somewhere upstream.” Given that, your call center is your safety net and last chance to “save” the customer and ensure a continued relationship and extended lifetime value. 

Yet, too many companies see their call center as only a cost and something that can be managed or minimized by reducing headcount and shifting to lower cost channels. This is a financially driven, inside-out view of customer support and not an outside-in, customer-centric approach. 

If companies truly want to reduce the cost associated with customer support, learn from these calls and fix the upstream issues that are creating the need for the calls in the first place. 

Fewer issues, fewer calls, happier customers, better financial outcomes.

How to Build Customer Trust and Loyalty

Many companies underestimate the value of customer trust and loyalty when it comes to driving higher revenue growth. It might sound counterintuitive, but convincing existing customers to return is more important than gaining new ones. This is because the cost of finding new customers is far higher than the cost of selling to existing customers. In fact, returning customers spend 67% more than first-time buyers.

It’s clear that executives need to put customer loyalty at the center of their company’s values, but how do you actually go about doing building customer trust and loyalty? Let’s jump right in!

3 Ways to Build Customer Trust and Customer Loyalty

  1. Create Personalized Experiences to Build Trust
  2. Go the Extra Mile to Listen and Understand
  3. Quality, Quality, Quality

Action #1: Create Personalized Experiences to Build Trust

Throughout the customer journey, your brand should meet customers where they are. The more personal you make the customer experience, the more trust you’ll cultivate. 

For instance, in the pre-purchase stage, in-store employees should have substantial knowledge about products and understand what customers need. Employees should be trained to create positive interactions from the beginning all the way up to the final moment of purchase. Asking small questions like if a customer found everything they needed—and stepping in if they didn’t—can make a huge impact. Little actions like that help add a nice personal touch to a customer’s experience—and lead to a stronger level of trust!

Action #2: Go the Extra Mile to Listen and Understand 

Trust often leads to loyalty, but your brand has to make the first move. To cement a longstanding relationship of trust, your business needs to show loyalty to customers first. 

An effective approach here would be to engage with and respond to customers, because engaged customers are more likely to promote your company than unengaged customers. Actively responding to customer questions, comments, and complaints can grow loyalty by putting a human voice to a brand. 

One best practice for engaging with customers in this way is to design an open communication and feedback channel. Of course, we recommend utilizing not just a help center as a method to reach out, but any adequate resource, from employees on the front line to digital surveys. Additionally, you should look to other indirect forms of feedback to understand your customers such as review site data and social media mentions.

Action #3:  Quality, Quality, Quality

At the end of the day, even if their customer experience was amazing, if the product doesn’t meet a customer’s expectations, all that work you did to build trust and loyalty is in vain. Customers expect value for what they pay for and no amount of sales gimmicks can hide the truth of your product, so it’s key to know customers’ expectations and develop your product/service to meet or exceed that. After all, loyal customers are coming back for a quality purchase; the positive customer experience is an additional element encouraging that return. 

Your customer experience platform is essential to identifying friction points and remedying them to improve customer trust and customer loyalty. We discussed in the section above how it’s important to keep tabs on what your customers are saying about their experience. Once you’ve collected all this feedback data across every channel, you can leverage your customer experience (CX) platform to analyze all that customer feedback and identify the areas in your business that need some attention. Check out this video below to learn how global banking giant, Virgin Money, worked with InMoment to understand the most impactful moments in the customer journey.

Now that you’ve learned how to build customer trust and loyalty, read our eBook to learn about how that trust and loyalty can drive cross-sell and upsell opportunities!

Voluntary Response Bias in Sampling

If you received an invitation to take a survey, you would probably be more likely to actually participate if the topic of the survey interested you. That’s the heart of voluntary response sampling. Like all other methods of sampling, voluntary surveys have their pros and cons. It’s one of the easiest ways to sample quickly and get responses, but it can also result in voluntary response bias. Read on to learn more about voluntary response sampling. 

What Is a Voluntary Response? 

Voluntary response is when someone volunteers to be a part of your sample. When you’re surveying, you have a population or the whole group of people you want to learn about. But most of the time, you can’t survey the entire population, so you select a smaller group, and that’s your sample. Voluntary response sampling is when you select that sample by letting your population volunteer to be in it. 

So what is voluntary response bias? Voluntary response bias is referring to how allowing your sample to self-select skews your data, and you don’t actually get results that are representative of your whole population. Voluntary response bias isn’t always inherently bad; it’s not considered the worst of the biases that could arise in your sampling. But it can lead to more extreme results than would actually be true for your population as a whole. 

Why Is Voluntary Response Sampling Biased? 

When you create a survey, you want to get results that are representative of your population, so you can make the right decisions based on the data. If you’re allowing your sample to self select, you’re not getting data that shows your entire population. You’re only getting data that reflects your sample. That leaves you with results that aren’t generalizable, and generalizing them anyway is where bias becomes a real problem. 

Voluntary response also opens your survey up to the possibility of favoring more extreme results than your population actually experiences. Think about it this way: respondents are more likely to volunteer for a survey if they’re passionate about the topic. The passionate responses can skew your results. You’ll have the customers that loved your product the most (or had a terrible experience) responding instead of your average customer. That could lead to bias problems. You could end up making decisions on products and services that are slightly skewed by voluntary response bias. 

What Is an Example of Voluntary Response Sampling? 

The classic example of voluntary response sampling is the call-in survey. A company runs an ad to call in with thoughts on a product or service, and they use that data to tweak the product or service. The customers who feel most strongly about the product—whether positively or negatively—are the ones who call in. While those respondents can still give great feedback, they are the ones who felt most passionately, which doesn’t necessarily represent the entire population of customers. 

Most commonly, companies run across voluntary response bias when they send out surveys to all their customers and then rely on the ones who respond to be the entire sample. Let’s say a company puts out a new line of shoes, and they email every person who bought the shoes with a survey link. The customers who respond are those who most likely have something to say about the shoes, and that could potentially skew the data. 

For example, let’s say most of the respondents were those who had a bad experience, and the company decides to modify the entire product based on the survey. Maybe that is the right decision, but maybe the majority of customers were fine with the shoes, but they didn’t respond to the survey. That’s where problems with voluntary responses happen. A random sample is a more reliable and accurate way to learn about a population. By randomly selecting a sample, you get more accurate and more generalizable results that you can more confidently use to make decisions for your company and products. 

Advantages and Disadvantages of Voluntary Response Sampling

Voluntary response sampling has some very obvious disadvantages. Using voluntary responses can allow bias to creep in on the results and skew data. Voluntary response also can introduce undercoverage bias. Your population could potentially be a complex and diverse group of people. When you use voluntary response, only those who are inclined to respond are represented in the results. That means you could be undercovering your population and missing out on key trends that are important to note. 

But there is a major advantage to using voluntary responses. Randomly selecting a population and getting those chosen to participate in the survey can be difficult, time consuming, and expensive. Voluntary response bias can eliminate that. You aren’t spending time tracking down participants and designing your survey since your sample is just those who are already willing to participate in your survey. 

Still, using voluntary response sampling to save time and resources can be risky. There is always the high risk for introducing voluntary response bias that could have a negative effect on your research. It’s important to keep that in mind when weighing the benefits and risks of voluntary responses. Vital surveys that may influence key business decisions might benefit from random sampling rather than voluntary sampling to make sure the results are as accurate to the population as possible. 

The Bottom Line

Voluntary response bias is a real risk researchers face when using voluntary response sampling. But considering what voluntary response bias does to a survey also opens up a discussion of the larger challenges with surveying. Choosing methods and creating accurate, simple, and powerful surveys is important, but it’s difficult to do—especially on a deadline or on a tight budget. 
That’s what InMoment strives to relieve. InMoment is here to help you collect good data to create beautiful surveys that give you the data power to guide your business decisions. Easily gather the information you need with InMoment. Get started with InMoment to create the surveys you need.

Simple Random Sampling: Definition and Method Guide

If you are an organization with thousands of customers, surveying your entire customer base can seem like a daunting task. The likelihood of all of your customers (whether they number in the thousands or in the hundreds) answering a survey is slim to none. But, customer feedback is critical to driving Experience Improvement and growing your CX program. So, with such slim odds, how are you supposed to trust the customer feedback you do get? 

Simple random sampling is the perfect solution to this problem. Sampling methods such as simple random sampling allow businesses to get the data they need to make decisions without having to go through any unnecessary work. The goal of using simple random sampling is to get a small group that is unbiased representative of a larger population.

What is Simple Random Sampling and Why Is It Important?

A simple random sample is a selection of participants from a population. What makes this sampling method different is that each participant has an equal probability of being selected.   

Simple random sampling is important for many reasons. First, the subgroups from your population will be unbiased. Since they were chosen at random, they do not have any predisposed bias as participants, and they do not suffer from researcher bias. 

It is also important because these unbiased groups allow businesses to get data that is reflective of the entire population, without actually having to survey the entire population. 

What Are the Advantages and Disadvantages of Simple Random Sampling?

Many businesses prefer simple random sampling for its simplicity and lack of bias. It is also the easiest form of sampling. You don’t need to be a data analyst in order to perform this sampling method; and the data you receive can be applied to the whole population. 

The biggest disadvantage to be aware of is researcher bias. Researcher bias occurs when the researcher conducting the sampling selects participants to be in a subgroup based on their personal biases. This can be easily avoided by including multiple forms of random selection in your sampling. 

How Do You Perform Simple Random Sampling?

Simple random sampling is the perfect tool for a company looking to get an idea of how its entire customer base feels about a certain subject. Let’s say that you work for a nationwide retailer, and are interested in finding out how your loyalty members feel about a new selection of loyalty perks that you are considering to develop. 

You could go into the database that has a list of all of your loyalty members or, in this case, the list of your population. After assigning each member a number, you could use a random number generator to randomly select the number of participants you have chosen for your sample size. 

This subgroup of members, chosen at random, can now be surveyed. Their responses can be analyzed and can also be viewed as being representative of your entire member base. 

Sampling With InMoment

If you’re interested in understanding your customer base without having to survey each and every customer, then simple random sampling may be your answer. But understanding that data, what it means, and what to do with it moving forward can be difficult. 

InMoment, the leader in people-oriented text analytics, can help. Built on industry-recognized metrics and real-time intelligence, InMoment provides the tools and support you need to find hidden insights in your data. For more information on data gathering and analysis, visit our Learning Hub and look at how our data studios can be beneficial to your business. 

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