You suspect that your customers aren’t as happy as they once were. First, existing customers seem to be (5)  (departing / abandoning@ / defecting / withdrawing) you for the competition almost as fast as you can get new ones. Second, your company has started to become the butt of bad jokes at conferences and in the press. So how do you set about measuring, and improving, your customers' satisfaction?

It's important to see things through their eyes. You can (6)  (tastes / try@ / experiment / attempt) your service for yourself, or watch your customers using it. A further option is to carry out some qualitative research with your customers. Whichever way you   choose, the objective is to identify the (7) (topics / subjects / headings / issues@) on which customers will form their judgement of your service, so you can frame your questions accordingly. It would be foolish to think you could know all of those questions, let alone their answers, at the (8)  (outset@ / introduction / origin / foundation).

But your reputation is at (9)   (danger / risk@ / peril / hazard) if you fail to deliver. Don't embark on a customer-satisfaction exercise unless you are prepared to act on the results. If you ask people what they are unhappy about and then do nothing about it, you will leave them more disillusioned with you than ever. And remember that it’s a (10)   (going / passing / moving@ / travelling) target: today’s satisfied customer is tomorrow’s bored one. A service level that (11) (touches / hits@ knocks / strikes) the button today may be considered downright sloppy in six months’ time, such is the pace of change.

Reid Joinery was established by Gordon Reid 15 years ago as a small company specialising in wooden structures, from floors to staircases. Since then, we have evolved significantly.

We attribute our success to the dedication and expertise of our workforce, which (12) (ranges / spreads / distributes / expands) from six apprentices to permanent employees who are highly qualified and experienced. Reid actively (13) (encourages/ supports / promotes / rewards) employees to progress through the company, and many of the current surveyors and site managers launched their careers on the Reid workshop floor.

Quality is at the forefront of Reid’s philosophy and each new project, whatever its size, is (14)    (advanced / focused / worked / handled) with the same dedication and completed to the highest quality standards. This enthusiasm is reflected in the numerous industry awards the company has received.

At present, Reid is (15)  (concerned / involved/ preoccupied / committed) in the refurbishment of a major concert hall in London, with particular responsibility for the stage and acoustic panels. This is our largest project to date, and is expected to be completed within (16)   (cost / budget / estimate / funding) and on schedule.

Reid’s varied project (17)   (collection / assortment / portfolio / accumulation) includes numerous blue chip companies, such as the BBC and Shell. Perhaps one of our most prestigious projects was restoration work we carried (18)   (off / on / over / out) at Windsor Castle. However, our focus is not upon corporate clients alone: many private residences, too, have been refurbished for clients.

This week we take a look at the Scottish company, OFC Co-operative.

OFC Co-operative is a supplier of industrial chemicals and, in terms of job applications, it is currently one of the most popular employers in Aveburn. Unlike a number of its competitors, which are currently (19)  (managing / acting / conducting / running) at a loss, OFC has reported its most successful year ever, mainly due to a major new contract early in the year. The company has plans to expand its core business in the coming year. A key factor in the company’s success has been its wish to create a highly skilled and motivated workforce, as highlighted in its mission (20)   (statement / announcement / promise / undertaking).

One of Stewart Green’s first actions on becoming the new Managing Director last year was to (21)   (assess / value / reckon / figure) his employees’ training needs. He then established a training programme to enable all staff to work towards nationally (22)   (classified / recognized / identified / regarded) qualifications. The cost of this ambitious scheme was partially met by local enterprise agencies. Stewart said that motivating his staff was very important for him, adding, ‘As well as making sure employees have (23)  (access / entrance / availability / admission)to training and good working conditions, I’ve tried to ensure that staff at all (24)   (ranks / statures / levels / positions) of the company are fully informed about the activities of the co-operative and are made to feel part of a unique organization.’ The future of the company is (25)   (seeming / showing / looking / appearing) good. Having invested in both training and new facilities, this co-operative is now a major supplier of premium products, not just in the UK, but throughout Europe.