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How to Write a Customer Survey

If you own or manage a business, you know that when you want to understand what the customers want, you have to go straight to the customers. A survey can help you gauge how your company is doing, how your employees are handling customer service and whether or not your products and services are up to par. You may even be surprised to learn that your customers are more than happy to share their opinions. But in order to collect that data, you’ve got to write a good customer survey.

Before you create your customer survey, sit down and do some brainstorming about what your goals are for your conducting the survey. Do you want feedback on a specific product or service, or are you looking for some general ideas about how smoothly your business is running? Are you interested in finding out what customers want from you in the future, or are you looking for ways to improve your current way or doing things? Be as specific as you can.

Write Your Questions

Once you understand your goals, it’s time to write some clear, precise questions that will help you find those answers. Here are some things to keep in mind when creating your questions:

Don’t make the survey too long. If you do, your customers will abandon it after a while. Make sure your questions don’t attempt to sway a customer’s response in one direction or another. If they do, you won’t receive the answers you want. Ask one question at a time. Combining questions into one sentence or paragraph can confuse the reader. Make sure the questions get right to the point. Don’t limit your answers. Asking customers to provide ratings on a scale of one to ten is better than offering three or four multiple choice answers. Provide at least once question that allows your customers to write out an answer essay style. You may pick up on some information here that you didn’t know you needed.

Decide How You’ll Get It to the Customers

There are several ways to get your survey to your customers, and how you do so will largely depend on what sort of information you keep. If you have physical addresses, you may consider a survey by mail. Of course, email is also an option. You can make cold calls, have a survey pop up on your website or app or hand out a physical survey when your customers are in your store. In today’s digital world, doing it via email, your website or app is probably going to earn you the most responses for most types of businesses. Just make sure your survey doesn’t come across as spam or junk mail when you send it.

Make It Enticing

No matter how you decide to send the survey, you need to give your customers some incentive to fill it out and return it to you. Drawings for free gift cards, free products and services or even cash really grab attention. You can also offer a coupon or a percentage off the customer’s next purchase in exchange for filling it out. Not every customer needs that incentive, but it will increase the number of responses you receive.

Create an Invitation

Now that you’ve written your questions, write out a short invitation to customers asking them to complete the survey. This will pop up on your website or show up in the email and lead up to the survey link. Keep it short and simple. Personalize it as much as possible, and unless your business calls for it, keep it somewhat casual. Thank the customer in advance, explain why you’re conducting the survey, tell the customer why you want them to take it, offer the incentive if there is one and give the customer an idea of how long the survey will take.

Proofread the Survey and Send It

Now that you’ve written your customer survey, it’s time to go over it, edit it, proofread, have someone else read it — and then go over it all over again. Make sure there are no typos and no misspellings. Be sure the questions make sense, are in the right order and help you reach your goals. Consider asking a few friends or colleagues to fill out the survey and provide you with any feedback if something could be improved. Once you’ve perfected it, send it and wait for the responses to roll in.

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How Starbucks uses dubious 'connection scores' to evaluate its workforce

Starbucks uses crowd-sourced ratings known as connection scores to evaluate the customer service at its cafes around the country. 

In interviews, 17 current and five former Starbucks employees told NBC News that the system, which has not previously been reported on, made them feel powerless and at the mercy of customers’ whims. In two instances, workers said that low scores caused managers to reduce hours for store employees.

While the ratings have been used for years, many workers said that the connection score system has also helped drive a national labor organizing campaign currently underway at Starbucks. Since last December, employees at more than 80 of the company’s roughly 9,000 company-run U.S. locations have voted to unionize, a movement that the White House has hailed and that has helped energize other labor efforts.

“It’s just a really good indication of the way the partners feel that corporate is sort of out of touch with the reality of the job,” said Maddie Vanhook, a worker at a Starbucks cafe in Cleveland that unionized this week. “You’re just kind of pumping out drinks. I think a lot of people just get into a groove. But then somewhere in the back of your head, if you don’t say hi to everybody or you don’t have a little conversation with everybody in between all of this rush and noise and other stuff going on, it’s like, oh, you know, this will affect my store’s numbers.”

The majority of workers told NBC News they would not be financially punished if their cafe’s connection score was low. But three current and two former Starbucks employees said they recalled their managers threatening to cut staff hours if their stores failed to improve the rating. Two workers said their managers carried out the plan, resulting in lost income for some workers.

Reggie Borges, a spokesperson for Starbucks, repeatedly denied that connection scores influence how many staffing hours a store receives, which he said were based on factors such as foot traffic and sales volume. But he also said that customer connection scores reflected the company’s priorities for its workers, whom they call partners. 

“It’s an important number and we care about that because we’re a company built on the idea that the connection that a customer and partner have in a store is the differentiator for us compared to other companies,” he said. “People come to Starbucks for the experience.”

Beyond baristas

Over the past decade, corporations have increasingly begun asking customers to evaluate the performance of retail workers, restaurant servers , pharmacists, doctors and call center representatives. Similar systems are used by gig work platforms like Uber , Lyft and DoorDash , which, unlike Starbucks, say they directly penalize individual workers whose ratings sink below acceptable thresholds.

Legal experts say the trend is transforming the relationship between customers and service employees, giving customers a role that is more akin to supervisor. They worry that by using feedback collected through online surveys, corporations may be unwittingly allowing the gender and racial biases of their customers to influence how they manage their workforces, which could amount to discrimination. 

“Customer feedback is notoriously unreliable and discriminatory, particularly against women and people of color,” said Dallan Flake, a law professor at Ohio Northern University who has written about customer reviews. “Despite this, businesses are relying on it more and more in making employment-related decisions, such as promotion, termination and pay rates.”

Borges emphasized that connection scores are only one signal Starbucks uses to assess the performance of its stores. He said the company is aware the demographics of its staff could influence ratings, and encourages store managers to focus on improvement over time rather than comparisons to other locations. He added that the company’s diversity and inclusion team works closely with the teams responsible for creating materials like customer surveys.

Starbucks calculates connection scores by compiling email surveys sent to a sample of customers who are part of its rewards program, which the company says has more than 27 million active members in the U.S. They are asked to rate a series of statements about their recent experience at Starbucks on a scale of (1) “Strongly Disagree” to (7) “Strongly Agree.” The survey includes questions about how clean the store was and how good the drinks tasted, but one is most relevant to the connection score: “The employees made an effort to get to know me.”

Perfect scores count toward increasing the metric, according to Starbucks, while anything less than 7 is essentially counted as a zero. For example, if 40 out of the 100 people who answered the survey responded with a 7, the customer connection score at that location would be 40. The scores are updated at the beginning of each week and factor in data from the previous eight weeks. 

Some workers said district managers often shared data about connection scores across the area, so they could tell how their location compared with others nearby. The workers said they could also view comments customers left, which sometimes referred to things out of employees' control, such as ingredient shortages.

A former Starbucks worker said their store received around 30 survey responses per week, out of more than 6,000 visitors. Borges said Starbucks couldn’t say how many responses were typically included in customer connection scores, but that “stores are looking at a large number.”

Studies have repeatedly shown that customer feedback collected online can be biased in a variety of different ways. In many cases, researchers have found that people rate the performance of minorities and women lower than for other groups. Reviews can also be influenced by other factors, such as whether customers anticipate being asked for their feedback and their understanding of how negative ratings could harm a person’s livelihood.

Dueling demands

Heather Weizsacker, a Starbucks store manager in Seattle, said that she and other managers felt pressured to keep their connection scores high, a concern that trickled down to workers. “There was a lot of shame for those of us that had low scores,” said Weizsacker, who went on medical leave in 2020. “Sometimes other managers would even make ‘jokes’— very demoralizing.” (Starbucks said that making fun of people is not consistent with its values.)

Workers said in order to influence the ratings, managers often pushed them to engage customers in conversations that seemed inauthentic. “It’s so fake and cringey,” said Cierra Goolsby, 29, a Starbucks worker in Carbondale, Illinois. “Some people love it. But it makes me feel weird, to try and get to know people without some people actually inviting you into that.” 

Casey Moore, a barista in Buffalo, New York, said a manager instructed workers to ask customers a “question of the day,” which she hears repeated through her drive-through headset as many as 60 times an hour. On Cinco De Mayo, her coworkers asked, “My favorite Mexican food is a burrito. What’s yours?”

Workers frequently said that trying to improve their store’s connection score contradicted other requirements Starbucks has put in place, such as serving customers drinks faster at drive-through windows.

“It’s frustrating because there’s a lot of push and drive to focus on speed and volume, but in the same breadth, have us make these connections with people,” said Olivia Lewis, 30, a worker at a Starbucks that recently voted to unionize in Boone, North Carolina. “That’s what we want to do. We’re in the service industry. We love talking to people. But you can’t do both.”

These kinds of demands are part of what troubles Keith Cunningham-Parmeter, a professor at Willamette University’s law school who recently wrote a paper on customer scoring that will be published next year. 

“This is just one more pressure point in the workers’ lives,” he said. “And at some point you have to ask whether something has to give. Because mounting pressure combined with low wages, combined with the angst that we’re all feeling in the midst of the pandemic, adds up to a fundamental problem of worker burnout.”

The lack of control Starbucks employees thought they had over connection scores and other aspects of their workplace was part of what some of them said made unions seem appealing.

“We’re doing this so we can fight for everything from working conditions to better health and pay through a collective bargaining agreement,” said Moore, whose store in Buffalo voted to unionize earlier this week (the results of the election are still being finalized).

Joe Thompson, 19, a Starbucks worker in Santa Cruz, California, said he thought his store’s connection score went up because workers there unionized. “​​The union brings unity, it makes it easier to work,” he explained. “We have fun and the customers support us more.”

Thompson said he also believed that managers with high scores received bonuses. When asked if that was the case, Borges, the Starbucks representative, said that “there are a number of factors that go into rewarding all of our partners.”

He stressed that connection scores are not meant to be a tool for punishment, and that Starbucks believes workers need to balance efficient service with quality customer interactions. 

“At the end of the day," he said, "you know, we are in the people business serving coffee.”

Louise Matsakis was a contract reporter for NBC News.

Eli Rosenberg is an investigative tech reporter for NBC News.

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• American Customer Satisfaction Index: Starbucks in the U.S. 2006-2023

American Customer Satisfaction index scores of Starbucks in the United States from 2006 to 2023

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United States

2006 to 2023

The American Customer Satisfaction Index (ACSI) scores on a 0-100 scale at the national level with 100 being the highest and best possible score. The ACSI is an economic indicator based on modeling of customer evaluations of the quality of goods and services purchased in the United States and produced by both domestic and foreign firms with substantial U.S. market shares. The limited-service restaurant industry was not measured in 2004.

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The Starbucks Customer Experience: Brewing Success

Starbucks not only changed the customer experience for coffee drinkers around the world, but it created a whole new universe around coffee and how the experience of drinking it is perceived. With its humble beginnings in Seattle, Washington, in 1971, where a trio of partners shared a passion for dark-roasted coffee beans, little did anyone know that Starbucks would turn into a global coffeehouse giant. As of 2021, there were over 32,000 Starbucks locations worldwide, making it a ubiquitous part of modern life. Let’s explore the origins of the Starbucks customer experience.

Starbucks is more than just a coffee chain; it’s a paradise, a workspace, a meeting point, and a community hub. It’s where the rich aroma of roasted beans beckons, and the crafted drinks bring a sense of comfort. It’s a place where people feel at home, whether they’re sipping a latte, indulging in a frappuccino, or grabbing a quick breakfast. Starbucks isn’t just selling coffee; it’s selling the whole experience.

In this article, we’ll embark on a journey to understand how the Starbucks customer experience manages to achieve such remarkable success. We’ll explore the customer-centric initiatives that set it apart, the crucial importance of mapping the customer journey , and how Starbucks excels in each stage of the journey.

Along the way, we’ll see how businesses can learn valuable lessons from Starbucks to elevate their own customer experiences.

Customer-Centric Initiatives by Starbucks

Starbucks is renowned for its relentless commitment to delivering an exceptional customer experience . One of the core initiatives that exemplifies this is the Starbucks Rewards Program. The program offers personalized rewards and discounts, encouraging customers to keep coming back.

Starbucks has taken personalization to the next level with the Starbucks mobile app. Customers can place orders, customize their drinks, and pay seamlessly. The app’s rewards and loyalty features ensure that customers are not just getting coffee; they’re getting an experience tailored to their preferences.

Another key feature of Starbucks’ customer-centric approach is its commitment to sustainability. They introduced “Grounds for Your Garden” in 1995, a program where used coffee grounds are given to customers for use as compost.

Starbucks took this a step further by pledging to make its cups 100% reusable or recyclable by 2025. They aim to significantly reduce their environmental footprint, reflecting the growing consumer concern for sustainability.

A Guide to the Starbucks Rewards Strategy

One of the significant factors that have contributed to Starbucks’ immense success in delivering a stellar customer experience is its Starbucks Rewards program. This loyalty program, introduced in 2009, was revamped in 2019 to offer more personalized and valuable rewards to its customers. Understanding and implementing a rewards strategy like Starbucks can significantly impact your customer experience. Here’s a guide to the key elements of Starbucks Rewards:

• 1. Tiered Loyalty: Starbucks employs a tiered approach to rewards, starting with the Green level and advancing to Gold. This tiered system encourages customers to earn stars with each purchase, unlocking more benefits as they progress. For businesses, this strategy implies offering tiered loyalty benefits to incentivize repeat purchases.
• 2. Personalization: Starbucks uses data-driven personalization to offer rewards tailored to individual preferences. It’s essential for companies to utilize customer data effectively, understand their preferences, and create personalized experiences, increasing customer satisfaction and loyalty.
• 3. Mobile App Integration: Starbucks’ rewards are seamlessly integrated into its mobile app. This makes it convenient for customers to track and redeem rewards, and it encourages them to use the app for purchases. Businesses should focus on developing user-friendly mobile apps that enhance the customer experience and offer rewards through digital channels.
• 4. Gamification: Starbucks Rewards gamifies the customer experience. It challenges customers to earn stars, offers bonus star days, and features limited-time offers. Companies can use gamification to make the loyalty program engaging and interactive, ultimately increasing customer engagement and retention.
• 5. Social Engagement: Starbucks leverages social media and events to encourage participation in its rewards program. Offering bonus stars for sharing brand-related content or participating in events can promote customer advocacy and social engagement. Companies should explore social media strategies to build a loyal community around their brand.

Incorporating these elements into your rewards strategy, inspired by Starbucks, can significantly contribute to enhancing the customer experience. As Starbucks has demonstrated, a well-crafted rewards program can lead to increased customer engagement, loyalty, and advocacy.

Importance of the Customer Journey from Starbucks

Understanding the customer journey is pivotal in deciphering Starbucks’ incredible success. Starbucks recognizes that the customer journey is not just about purchasing coffee; it’s a holistic experience from the moment a customer becomes aware of Starbucks through the various stages of their journey.

The Starbucks Customer Journey Map

In the table below, we outline the key elements of the Starbucks Customer Journey Map , including Awareness, Consideration, Decision, Service, and Loyalty. This map helps Starbucks understand its customer touchpoints, actions, experiences, pain points, and potential solutions at each stage of its journey.

Now, let’s explore the stages of the Starbucks customer journey in detail, from ‘Awareness’ to ‘Advocacy.’

Stage 01: AWARENESS

Stage 02: consideration, stage 03: conversion, stage 04: loyalty, stage 05: advocacy, how to improve your customer experience with questionpro’s cx.

Learning from Starbucks’ dedication to enhancing the customer experience, businesses can integrate valuable insights into their own operations. With QuestionPro’s CX suite, companies can collect, analyze, and act on customer feedback effectively. Leveraging these insights, you can implement strategies inspired by Starbucks:

• Digital Transformation : Embrace technology to enhance the customer experience, similar to Starbucks’ mobile app. QuestionPro’s digital feedback solutions streamline data collection and analysis, improving efficiency and customer satisfaction.
• Customer Feedback Integration : Like Starbucks, use QuestionPro to gather and analyze customer feedback. Implement feedback mechanisms in digital channels to address concerns, make improvements, and enhance customer experience.
• Personalization and Loyalty : Starbucks’ CX success is partially attributed to personalization and loyalty programs. With QuestionPro’s CX tools, you can create personalized experiences and loyalty programs, engaging customers on a personal level.

Starbucks has set a benchmark for creating an exceptional customer experience. From the moment customers become aware of the brand to their journey towards loyalty and advocacy, Starbucks ensures they have a memorable experience. Businesses looking to emulate Starbucks’ success can draw valuable lessons from its customer-centric initiatives and well-structured customer journey map.

Integrating advanced tools like QuestionPro’s CX suite can facilitate this process, enabling businesses to transform their customer experience and foster stronger customer relationships. Following Starbucks’ footsteps in prioritizing the customer journey can lead to enduring success, as customers become not just loyal patrons but brand advocates.

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