Rewarding employees fairly

Post pandemic, brands need to explore vibrant customer satisfaction.

The aim should be clear :

  • To present to all levels of employees from management.
  • To the frontline staff at every decisive moment.
  • When the customer meets the firm. 

All employees must understand the significance of creating a booming customer experience. 


  1. Measuring customer satisfaction should be perceived as a tool for driving growth Employees must trust the numbers so they must know how they are derived.
  2. Employees will be inspired by details that are relevant to their experience. 
  3.  Many firms communicate nothing more than aggregate results which are so far removed from the employee’s daily world that they are meaningless. 

But it is important to recognise that there is more to mobilising for vibrant satisfaction than financial rewards for staff.

  • Stressing the vital importance of customer satisfaction to business performance is unlikely to be successful if employees perceive that their contribution to that performance is not rewarded fairly.  
  • Other rewards arise from vibrant satisfaction and that energise employees strongly.
  • We all have an innate sense of fairness, the pride that comes from a job well done.
  • The more pleasurable the working environment the more satisfied customers are created.

Take away: These are all strong momentum building forces.

To recognise the gap between the design of the power offer and execution drives purpose.

And this execution can be enormous. Even the best companies get things wrong. Therefore, companies need to be humble enough to systematically hunt down all sources of dissatisfaction.

Case Study: Tetra Pak is a good example. As texture pack expanded and became more successful, its growth and profitability came under threat. In a maturing market and intense competition, the company began losing profitability, the volume of, and customers. The situation was grave.  

But Tetra Pak was wise enough to realise that the key issue was not the competition but its relationship with its business customers. 

The company’s global survey showed that customer satisfaction was just above average. The rating was not so bad that it created a crisis, but it was not good enough to drive continued growth either.  

 The burning platform was used to overhaul the cost, the company and bring it closer to the customers. Sources of dissatisfaction were analysed in detail. 

 Today, Tetra packs operating growth continues. To be the envy of an industry.  

It is not always easy for successful companies to spot the source of dissatisfaction.

But with humility and effort, they can always improve the design and the execution of the offer. The impact of customer dissatisfaction is too significant to be left unattended.


  1. Random discoveries must be sought out, actively in systematically. 
  2. A systematic hunt to show and eradicate customer disconnects
  3. Dissatisfaction should follow a planned proactive programme rather than a reaction to a crisis or complaints.