The 2015 JD Powers pharmacy satisfaction survey has been released and supermarket pharmacies scored number one! With close to 15,000 customers surveyed the results are a reliable measure of OSAT (Overall SATisfaction). The 1,000 point scale looked at ease of Rx ordering (both new and refill), cost, pharmacist, support staff, and the impression of the store itself. Supermarket pharmacies edged out chain drug stores by a score of 851 to 842. As a point of reference mail order garnered an 822 score. The number one supermarket pharmacy was Wegman’s an East Coast chain that also made the Forbes 100 best places to work list. This growing chain stretches from Massachusetts to Virginia and has over 80 locations.
A couple key factors for high scores were highlighted. These include having an opportunity to speak with the pharmacist (adds over 50 points to the overall score) and having a private area for that discrete discussion with the pharmacist added a whopping 99 points to the score. It is plain to see the value of the pharmacist, as well as the importance of technicians that perform well and allow the pharmacist more time with patients. Here is an infographic from the 2013 study.
At our company we are constantly being asked to move our customers from liking us to loving us. This is based on the results of register tape surveys that are tedious, repetitive, and way too long. Despite having 98% of our customers satisfied, only 88% are highly satisfied, the “love” level that corporate craves. I submit that this type of survey system is flawed. It is apparent when you look at the results: “You would have to give me a 50% discount and lots of free shit for me to be highly satisfied,” wrote one respondent. Another typed “what a bunch of losers, I always have a problem every time I come here,” and then clicked Highly Satisfied. I see responses like that all the time as well as those that lavish praise suitable for saints and then click Dissatisfied. I find it hard to give much credence to such a survey. Nevertheless, our company spends big dollars and large chunks of time touting these survey results. We very nearly beg our happy customers to run home and do these surveys. This after plying them with fuel discounts, free samples and free candy at every check out register.
These scores are also part of the bonus structure. In the meantime, our labor allocation is shrinking making our jobs tougher and more stressful and hiring of technicians is inefficient resulting in many uncovered shifts, which ratchets up the stress levels even higher.
My latest observation is how another factor of our bonus is based on an aggregate metric score and that score is negatively impacted by deficiencies of the company that have nothing to do with employee performance. Who comes up with this stuff? A bonus is a nice reward and yet I do not expect it, plan on it, or budget for it. But if you are going to offer a bonus, at least make the parameters include things under my control.
What is very clear from all this is that happy employees create happy customers. That is apparent from the high Wegman’s score as well as my own observation of our own survey results. When morale is high and we have enough manpower to do a good job, our customers notice and our survey scores go up. Alas, the reverse is also true and lately, many enterprises are going through similar challenges as they try to boost the bottom line by putting labor hours in a vice and still expecting customers to feel love for what they do. What a crock.