Now when I want to talk about asking for feedback, I think that it's really important that we ask for feedback to get our to solicit our customer's opinion. But the challenge I have with that is that while most companies say that they do it, most of them get it wrong. And the reason that they're getting it wrong is that most people design their surveys the questionnaires, or whatever it might be with their cells in mind. So they're generally too long, too complicated focused on on that on what matters to them and not what matters to their customers. And so if you want to survey your customers, and you should, you need to be thinking about what making it quick making it easy and making it make sense for your customers. Now building on that, when we ask for our customers for feedback, sometimes that gets extended particularly in this this you know, The online world that we live in now that can extend into, you know, rating scores, trust base scores, all these different things, reviews, all that type of stuff that, you know, testimonials, and so on and so forth.

Now, I think it's really important to ask for that and to display that almost like to display it's like an earned trust badge, because people want to know what other people have thought about what it's like to do business with you. But here's the thing is, and this is quite modern thing very, very new, is that if you if you start feeling uncomfortable about the prospect of getting a bad review, then don't because yes, you should focus on minimizing bad reviews. But here's the thing. Many customers these days when they do the research, that before they go off and buy something, they will look at people's reviews, they'll look at all the good ones, but then no Also look at the bad ones, because the bad ones are there to show how you've responded when somebody's giving you a bad review. Here's the also the other thing is that many customers now, don't trust anywhere that hasn't had any bad reviews or doesn't display bad reviews.

So bad reviews can be good, because it shows and, but also how you respond to them because it shows both the good and the bad sidling. Yes, you've got to minimize the bad ones. Absolutely. And you focus on maximizing the really good ones. But don't be scared of bad reviews. And don't be scared of the potential opportunity and positive effect a bad review could have on how people perceive you.

But here's that here's another thing. If you're going to ask your customers for feedback, and you should. Here's the thing that you should do, that most people don't do, and their fortune opportunity is that when you ask for their feedback, figure out what you're going to do with the feedback, figure out, you know what differences you're going to make, but then always report back on the results. Research shows that about over 90% of companies will say that they asked our customers for feedback, the less than 10%, if not near 5% of companies actually report back on the results. So if you actually close that feedback loop, you're going to stand out from the crowd anyway. So finally, a bit of a cautionary tale about surveying and interpreting data.

So I heard a story once where from this chap that who said that he was had a problem with these bank funds about had a problem they called, he called them and then explain the problem. And then they went and fix it and they did it. His experience was great, and they fix it particularly well, then this them this what it seems to be normal. Now they sent a nice little survey said, how would you rate our service? Would you on a scale of one to 10? or zero to 10?

How will how likely would you be to recommend us to a to your friend or family member? And he said based on kind of all the wall just experienced I would write you probably like a nine. The challenge was, is that that bank now started to think of him as being this raving fan. And actually what, what he does is he rated that experience as being a nine or 10. But they'd actually taken that experiences meaning that he become a raving fan when actually it was like a four or five, maybe a six, best for that for the world spirits for his bank. But it just so happened that that element, that event, he was a nine or a 10.

So here's the point. The point is, be careful about how you interpret conditions. Because the bank started to treat him like he was a raving fan, and he looked at me and was like, What? That just make no sense. So, a cautionary tale about misinterpreting data. Make sure that you understand the date that the context and the value and the meaning of the data that you collect, because if you don't, you can cause yourself some problems.