Leveraging a robust feedback system, they focused not only on digger deeper into their customers’ minds to find more powerful feedback But also on delivering that feedback deeper into their operations on an ongoing basis — to create rapid response and a higher level of customer service.

Achieved new capabilities such as more focused investments and clearer product strategy. They chose a robust feedback system (SatMetrix) to empower immediate action by employees against critical customer issues.

Instead of a tentative approach, Stadium took an aggressive and integrated approach. One which integrates multi channel communications with rewards programs, referral programs and a distributive reporting system to create greater customer awareness across all teams

Greater customer control over communications timing and medium has helped propel the company to the highest levels of customer loyalty Their rank of #3 among businesses in their region in testament to their success

Before you answer that question, think of Toyota — once the unquestioned quality auto brand in the world. What role did customer feedback (or lack of it) play in Toyota’s recent fall from grace?

Quality problems are nothing new in the automotive industry and many automaker have come through them with their brands intact — even those who were much weaker than Toyota at its peak. But when problems arose with the safety and quality of the award winning Prius, no one could have expected how badly Toyota would be affected.

Toyota’s current problems were largely avoidable in an industry that frequently wrestles with bad press about recalls and quality issues.

Did a failure the ask for customer feedback play a key role in the impact?

Toyota’s approach to the Prius problem was built on a series of assumptions about its brand strength and its ability to withstand a high profile set of quality and safety issues. The company’s internal perceptions about how its customers had several flawed assumptions:

A stronger voice of the customer (customer survey and feedback program) would have provided key insights at two stages of the process. First when the aggressive response strategy was devised and then subsequently as the messaging reached key audiences.  In the end, the lack of customer feedback led to the response being more damaging than the problems.

Customers began to feel that Toyota was not as customer centric and quality focused as previously thought. Those which had problems or were not current Toyota customers began to turn away from the company — forcing Toyota to pursue “GM like” financing and rebate programs to keep sales moving in the face of its damage brand.