5 best practices to avoid survey fatigue

Keith Schorah
Managing Director
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survey fatigue


In an interview with our CEO in 2016, he noted “the problem we will face going forward is that survey burden is real”. And it’s happening, it’s happening right now. Survey fatigue is setting in and organisations have now become accountable for ensuring they only ask for the information they really need and will really use.

But, in a world where we feel we need to know everything about our customers, what makes for a well-designed customer survey that will give organisations the feedback that they can make actionable?

  • Ask for the customer’s overall rating of their experience you’re your company first. You don’t want to influence this answer by asking smaller, specific questions before you get to the main one; asking participants several individual questions and only then getting around to asking for an overall rating reduces the validity of that all-important rating.
  • Limit your survey to a reasonable number of questions. You want your responses to come from the mainstream of the people you’ve sent the survey to, rather than unreliable results from participants who ran out of patients and clicked randomly to get to the end. Establishing clear objectives mean you can better map your questions.
  • Don’t expect your customers to be mathematicians. Demanding participants make calculations along the lines of, ‘‘estimate your chances of returning to the store this month in terms of percentage of 100’’ will create confusion and frustration.
  • Surveys are most meaningful if completed soon after a customer’s experience. This means that you need to survey customers soon, and that you need to close the window for accepting responses not long after. (An exception to this principle if you’re sending out a survey asking about a product’s longevity, etc.)
  • For any survey type, be sure to respond personally and promptly after receiving strongly negative feedback. As always you are gauging the emotion of the participant – what’s the emotional pull for purchasing X, why would they choose X over Y? And if someone is really unhappy, you want to correct this emotion fairly swiftly.

About Keith Schorah

About Keith Schorah

Managing Director at Maru/SynGro - passionate about enhancing customer experiences.

Maru/SynGro is a leading Customer Experience technology company providing next generation Customer Experience reporting, analytics, and performance management software to empower enterprises with the customer insight they need to drive profitable action. Our global clients integrate omnichannel customer feedback with financial, operational, and CRM data to make business improvements of unambiguous value.

Our clients collect and act on customer insight from more than 80 countries and in 30 different languages.


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