The document discusses various analytical techniques that can be used with customer satisfaction survey data, including correlation analysis, regression analysis, and MATRIX analysis. Correlation and regression are used to understand which attributes are driving outcomes like purchase intent, while MATRIX analysis compares attribute importance to performance to identify strengths and opportunities. Examples are given of each technique applied to sample customer satisfaction data.

1. Customer Satisfaction Measures Multivariate Solutions www.mvsolution.com Michael Lieberman [email_address]

6. Surveys Including Surveys Including Customer Satisfaction Ratings Ratings The above correlation is testing snack attributes against Purchase Intent. The new product, ‘ Barbecue Curls ’ , have low correlations for quality, differentiation, and fun. The established product, ‘ Mustard Pretzels ’ , has stronger associations with purchase intent. Snack Food Test

7. Surveys Including Customer Satisfaction Ratings The above regression tests personality performance drivers for Joe ’ s Grub. Positive attributes are shaded in gray. They are ‘ drivers ’— or brand equity — for Joe ’ s Grub.Negatively significant variables are important as well. They are shaded in peach. They are negative Brand Equity. When interpreting a negatively significant variables, place a [NOT] in front of it. For example, Joe ’ s Grub is NOT a place to go and be seen.

8. Graphic Display Regression Analysis DD’s Healthy Bars - High Chocolate High Chocolate Overall Acceptability Multigrain flavor Appearance Overall flavor Nuts/Peanuts Texture Sweetness Chocolate flavor Caramel flavor Regression can also be shown in graphic form. The blue dotted lines indicate statistical significance.

9. MATRIX Analysis Impact on Satisfaction/Purchase Intent Stronger Weaker Strengths Secondary Opportunities Target Issues Average Performance Scores Stronger Performance Weaker Performance These are "target issues" to improve brand equity. The Brand is performing below average and these attributes are important. These are the "primary strengths" of the Brand. These attributes are not crucial. Immediate focus should be on brand attributes Consumer concerns are being met, though these attributes are not important for brand equity. Potential for resource misallocation. Potential advantages

10. MATRIX Analysis The MATRIX above compares Derived Importance (using correlation) with top box customer satisfaction ratings for Joe ’ s Grub. TARGET: The restaurant needs to target personalized service. SECONDARY: Joe ’ s Grub is not known for its steak.

12. Competitive Issue Targeting Critical Weakness Critical Weaknesses Secondary Weakness Secondary Weaknesses Leverageable Strength Leverageable Strengths Parity Parity Issues Impact on Loyalty Stronger Weaker Brand parity Brand underperformance Attribute performance Better Worse Brand performs better than competition Low Priority Issues

13. Competitive Issue Targeting The Competitor Analysis adds an extra dimension to the MATRIX (direct comparison with a competitor).A point made in the above example shows that ‘ Have accessible Sales people ’ is, for CLIENT, highly correlated with Purchase Intent, but that COMPETITOR beats him at it.

14. Gap Analysis CLIENT vs. Competitor You do not have to shake the vial or cartridge No mixing is necessary before using The medication is taken once per day You can choose your own time to take your shot There is little or no pain when injecting the medication You do not experience side effects from the medication The medication is easy to use You do not need to refrigerate-once you open them You do not have nighttime hypoglycemia / low blood sugar You do not feel tired when you are on the medication You do not have daytime hypoglycemia / low blood sugar The medication is covered by insurance Here, a simple gap shows that CLIENT has an advantage when it comes to mixing the medication, but COMPETITOR is covered by insurance.

16. Stated versus Derived Importance Analysis Value Added Benefits Essential Support Points Low Priority Key Selling Points ( Primary opportunity areas) ( Secondary opportunity areas) ( Primary areas to maintain) (Potential Differentiators) (Potential Overinvestments) Low High Low High D E R I V E D I M P O R T A N C E STATED IMPORTANCE

17. Stated vs. Derived Importance This is Stated vs. Derived Importance in Excel. Key Selling Points are Highlighted.

18. Derived versus Stated Importance JOHNSTONE JOHNSTONE Key Selling Points Value Added Benefits Essential Support Points Low Priority Has knowledgeable customer service D E R I V E D I M P O R T A N C E STATED IMPORTANCE Has customer service that is accessible while I am in the midst of finalizing major purchase Has friendly customer service Has responsive customer service Has customer service that will resolve any issues I have Has customer assistance to help me during and after my acquisition Graphical display of Stated vs. Derived Importance.

19. Quadrant Analysis Key Vulnerabilities Potential Advantages Potential Vulnerabilities Strategic Advantages ( Primary opportunity areas) ( Secondary opportunity areas) ( Primary areas to maintain) Potential Differentiators Potential Overinvestments ( To Different Market Segments) ( If Properly Marketed) Low High Low High Performance I M P O R T A N C E

20. Client Company Quadrant Analysis Key Vulnerabilities ( Primary opportunity areas) Potential Advantages (Potential Differentiators if properly marketed otherwise over-investments) Potential Vulnerabilities ( Secondary opportunity areas) Strategic Advantages ( Primary areas to maintain) Quality Of Contract Sales Force Speed Of Putting A Sales Force Together Meeting Agreed Upon Objectives For Physician Call Activity Flexibility In Meeting Your Needs Breadth Of Services Low High Low High PERFORMANCE Strategic Marketing Expertise Therapeutic Expertise Meeting Agreed Upon Sales Or Market Share Objectives I M P O R T A N C E

22. BUYER Overview Rational Emotional Low High Uncertainty Tolerance Product Analysts Impulse Buyers High-Stakes Gamblers Comfort/ Consistency Seekers Typical Information Seekers Decision Dominance