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Eucusa Model
The EUCUSA model is based on the premise that the fulfillment of clearly defined requirements automatically leads to associate satisfaction and customers loyalty. Satisfaction consists of the balance of expactation and perception. Are expectations more than accomplished enthusiasm arises. Are they achieved inadequately frustration results.
Fig. 1: Balance of satisfaction
Relevant dimensions and aspects – the questionnaire
When designing the questionnaire, we use a collection of different aspects (satisfaction statements) that can be grouped according to different dimensions (headers). Classic topics generally include working conditions, goals and tasks, career development, compensation, leadership, as well as psychological issues such as job insecurity, stress, etc. The art consists in finding the “right” dimensions and aspects that are relevant for each particular company. That’s why the questionnaire is developed in a target and planning workshop together with representatives of the company itself. Alongside the task of finding those aspects reflecting the individual needs of the company, we are also challenged with identifying aspects that can be compared or benchmarked with the results of other companies. This, on the other hand, requires a certain amount of standardization. Therefore, we use certain core dimensions that are applied in nearly all projects.
The composition of the questionnaire
The structure of the questionnaire, according to the EUCUSA model, consists of introductory text, in which the meaning and rationale for the survey are explained, followed by the previously determined satisfaction aspects which can be answered in a 6 point scale. At the end, there is a question about relevance, and space for additional aspects. A comment field for freely expressing opinions and a demographic section conclude the questionnaire.
Satisfaction and importance
Knowledge about the satisfaction level of associates is an important foundation for defining appropriate actions. However, this alone does not answer the question as to which aspects associates regard as the important ones, those with a high priority and therefore a large influence on associate satisfaction. Concentrating on those few aspects that will really make a difference when the right measures and actions are taken, is not only efficient, but affordable for a company with limited resources and a focus on profits. Therefore, the EUCUSA model not only takes into account levels of satisfaction but also the importance of aspects. The axes “satisfaction” and “importance” define the action portfolio. The action portfolio shows immediately which factors should be addressed. Through positive feedback and attention to strategic strengths on the one hand, and concentrating on obvious disadvantages on the other, it becomes easy to determine a very limited number of critical action steps. This ensures that nobody gets overwhelmed by inefficient activities.
Fig. 2: Action Portfolio
A rigorous implementation of actions, identified through a survey in line with the EUCUSA model, leads to a significant increase in associate motivation, and, as proven in practice, to a higher level of customer loyalty. Both things together pave the way for effective economic growth.
Fig. 1: Balance of satisfaction
Relevant dimensions and aspects – the questionnaire
When designing the questionnaire, we use a collection of different aspects (satisfaction statements) that can be grouped according to different dimensions (headers). Classic topics generally include working conditions, goals and tasks, career development, compensation, leadership, as well as psychological issues such as job insecurity, stress, etc. The art consists in finding the “right” dimensions and aspects that are relevant for each particular company. That’s why the questionnaire is developed in a target and planning workshop together with representatives of the company itself. Alongside the task of finding those aspects reflecting the individual needs of the company, we are also challenged with identifying aspects that can be compared or benchmarked with the results of other companies. This, on the other hand, requires a certain amount of standardization. Therefore, we use certain core dimensions that are applied in nearly all projects.
The composition of the questionnaire
The structure of the questionnaire, according to the EUCUSA model, consists of introductory text, in which the meaning and rationale for the survey are explained, followed by the previously determined satisfaction aspects which can be answered in a 6 point scale. At the end, there is a question about relevance, and space for additional aspects. A comment field for freely expressing opinions and a demographic section conclude the questionnaire.
Satisfaction and importance
Knowledge about the satisfaction level of associates is an important foundation for defining appropriate actions. However, this alone does not answer the question as to which aspects associates regard as the important ones, those with a high priority and therefore a large influence on associate satisfaction. Concentrating on those few aspects that will really make a difference when the right measures and actions are taken, is not only efficient, but affordable for a company with limited resources and a focus on profits. Therefore, the EUCUSA model not only takes into account levels of satisfaction but also the importance of aspects. The axes “satisfaction” and “importance” define the action portfolio. The action portfolio shows immediately which factors should be addressed. Through positive feedback and attention to strategic strengths on the one hand, and concentrating on obvious disadvantages on the other, it becomes easy to determine a very limited number of critical action steps. This ensures that nobody gets overwhelmed by inefficient activities.
Fig. 2: Action Portfolio
A rigorous implementation of actions, identified through a survey in line with the EUCUSA model, leads to a significant increase in associate motivation, and, as proven in practice, to a higher level of customer loyalty. Both things together pave the way for effective economic growth.
