Like virtually all managers of sales and service organizations, you have probably asked questions about how customer loyalty and satisfaction and their relationship to a profitable customer experience.

Diagnose and correct root causes of positive and negative experiences.


Research Purposes

Kinēsis’ offers a customable suite of data collection and analytical services, to help our clients achieve any of the following research purposes:

Customer Satisfaction:

Measure customer satisfaction, determine key drivers, and examine the relationship among various service elements and overall satisfaction.
Customer Satisfaction:  Measure and identify key drivers of satisfaction.


Benchmark sales and service behaviors against key competitors.


Determine the relative image, positioning and awareness of the brand and products/services.



Wallet Share & Profitability Segmentation:

Measure and compare wallet share with customer profitability data and determine which satisfaction drivers most directly influence customer profitability.
Compare wallet share and customer profitability.


Identify and improve sources of run off.

Customer Retention:

Listen to lost or former customers to identify sources of run-off or churn, and thus improve customer retention.



Customer Acquisition:

Determine the reasons behind new customers' selection, which provides valuable insight into new customer identification and acquisition.
Identify channels and drivers of customer acquisition.


Measure and improve employee satisfaction and retention.

Employee Satisfaction:

Customer relationships are forged by employees and will only be as strong as the level of employee satisfaction. Identifying and addressing employee issues proactively creates stronger customer relationships and a more positive customer experience.



Data Collection Methodologies

Kinēsis offers a wide range of customer-focused research methodologies to support service strategies and consistent service execution.


Telephone Interviews

Phone Interviews:

Experienced interviewers call the customers to conduct the survey. We can use your list of customer names, phone numbers, and other appropriate information or use non-customer phone numbers purchased from a professional information provider.


Email Surveys


We conduct this type of survey by sending respondents e-mail invitations that include embedded links that direct them to an Internet survey. We can use your list of customer names, e-mail addresses and other appropriate information or use non-customer contact information purchased from a professional information provider.


Web intercept popup surveys

Web Intercept:

Designed for online retail services, this survey randomly selects respondents who enter your Web site and presents them with online surveys. (We work with you to determine the most appropriate means of selecting respondents.) Your organization programs your Web site to launch a popup window, which directs respondents to the Kinēsis survey URL.


In-person, In-Depth Interviews

Depth Interviews:

In this survey method, professional interviewers conduct detailed, face-to-face surveys. This survey is especially helpful whenever telephone number, e-mail, or address information for targeted respondents is unavailable or if the survey requires product demonstrations.


POS Web Invites

POS Web Invites:

Customers are invited to participate in the survey by URLs or QR codes printed on the transaction receipt.


Interactive voice response (IVR) surveys


Interactive voice response (IVR) surveys invite customers randomly chosen at the point of sale to call a toll-free telephone number and respond to an automated survey. Customers indicate their responses by following preprogrammed prompts on the telephone.


Mystery shopping

Mystery Shopping

Measure and motivate sales and service behaviors which will yield the most ROI interns of driving purchase intent and loyalty.


Nationally, customer satisfaction has shown an overall steady decline in recent years. More alarming, businesses on average lose 50% of their customers every five years and CEOs usually have no idea why customers are defecting.

- Harvard Business Review