Customers are approached for customer feedback at any stage, and a lack of cross-channel teamwork has an effect on the healthy flow of customer feedback.

According to a 2010 survey, more than 7 billion surveys or polls are conducted every year on Americans. Of these, 2.6 billion are completed — and if you pay attention to recent research findings, that number is declining every year.

Irony cannot be overlooked. At a time when the organizational appetite for customer feedback is only surpassed by the ease with which online surveys such as email surveys are deployed, customers are highly irritated by the constant bombardment of survey or poll invitations.

Customer feedback is essential for improving the customer experience of a company and feedback from regular customers is even more crucial. When companies understand the value of the customer’s voice, especially from their most regular consumers, they are increasingly relying on feedback collection at any touchpoint in the customer journey — and survey results are mounting.

If you’re not careful about how you get customer feedback, you risk upsetting the same customers whose views are the most important. If regular shoppers get lengthy email surveys any time they communicate with your company, they are less likely to react consistently and thoughtfully.

So when you’re looking for the customer’s voice, you have to keep asking yourself: am I generating a dissatisfied customer with my customer feedback form?

Survey fatigue is possible, and it occurs when companies over-survey and struggles to act to previous feedback in a substantive and visible manner.

Customers most prone to encounter survey fatigue are committed customers who are most targeted by overcommunication. Such dedicated customers are the most critical assets of the company, and their partnerships are the most beneficial. Not only do they provide more feedback, as per reports, but customers with relationships of trust and loyalty are 90 percent more inclined to share ratings and 70 percent more willing to share detailed commentary.

Loyal customers are also more likely to be part of loyalty schemes, buy and use company logo products, and even post company news or updates on their social media handles. Reports also note that 61 percent of customers would go out of their way to buy from brands they are loyal to.

For example, 20% of Starbucks customers frequently visit the chain 16 times a month or almost every other day. A Starbucks customer may feel survey fatigue if they are expected to spend time filling out questionnaires during their regular coffee ride. Odds are, those 16 monthly trips to Starbucks don’t differ greatly in quality or experience, so brands need to act reasonably.

Don’t overwhelm your most faithful customers with repetitive polls and surveys. While that can be beneficial to rare consumers, it can adversely impact the brand ‘s relationship with its most regular customers.

Brands should also give customers the opportunity to provide customer feedback on their own terms, when and how they choose to do it. To prevent over-surveying of your most regular and important customers, establish a quarantine time. For e.g., the quarantine period may only be emailed to a customer for every third transaction or when the customer’s preferences change, such as visiting a new location or making a purchase at an irregular time. In the end, this varies depending on the needs of your business and the behaviors of individual customers.

Some marketers are worried that raising the duration of their survey would reduce the amount of data they collect. This is a reasonable concern. Yet understand: quality is more essential than quantity when it comes to customer feedback. Instead of mailing scale-based questionnaires after each order, switch the attention to occasionally asking for customized surveys that produce improved response rates and more informative results.

What does it feel like? Instead of asking customers to rate their service on a scale of 1-10, ask insightful questions that result in actionable results, such as, “How was your peppermint latte?” or “how was this experience relative to the last one? “Deep, qualitative answers offer more perspective than quantitative mass ratings.

For a fact, remember how much time it would take for customers to finish their surveys. Premised, short surveys with small and precise questions that allow customers to communicate in their own way (whether in their own voice or with photos and video) are better. Customers will engage in brief and interactive surveys as long as the company sets realistic and fair standards for the time.

You can follow these steps to avoid customer feedback fatigue and collect more efficient data :

  • Coordinate feedback efforts: each and every customer experience offers an incentive to develop and improve the brand value of the company. Nonetheless, competent customer service is still baffled as they avoid keeping an inventory of their feedback activities. For example, the Customer Service can have an IVR and an email feedback service. Professional Services can use phone analysis as a means of gathering information. Marketing can use textual analysis to track social media.
  • Turn feedback into a conversation: customer feedback needs to be based on facilitating customer communication. Yet customers rarely know exactly what happens when they hang up the phone, smash the “submit survey” icon, or upload a new tweet. The goal is to involve the customers quickly when an issue is found. Alert systems for survey outcomes and social media monitoring are readily available to technology providers and can help coordinate requests by submitting them to the right individual or division.
  • Customize feedback requests: broadening feedback channels outside of surveys can be both exciting and new. As with all emerging innovations, it is often the way technology is used, instead of what is capable, that determines success. The urge is to use every platform to ask each customer for feedback — but that’s not always the ideal route.