It’s an age-old story. When moving from acquaintance to romance, a couple has to get to know each other. They need to recognize they share similar values and more. Only then will they get together for the long haul.

The same goes for selling boats and keeping customers.

Every time I take my Yukon for service at Crown Automotive Group, I receive a customer survey in my email a day later. I used to just delete emails like those, but now I usually complete them, especially if I’m offered a discount coupon or something as a thank you, or even getting a phone follow-up about something negative I might have mentioned.

Today, finding out what customers are thinking about a business has never been more important. Customers who aren’t satisfied usually disappear without saying a word. So asking them what they think in an online survey is good business that can lead to a long-term relationship, something that takes on added importance when sales growth is slowed by economic conditions.

There’s no question that now is the time to shift from the transactional thinking that permeated relationships during the pandemic’s fast paced action. Going forward, selling a boat should no longer be viewed as a short-term encounter that fills some consumer’s need. Rather, pursuing a meaningful partnership that will make life more rewarding for the customer and, ultimately, the dealership is the target.

Today’s prospect is thinking about the emotional benefits of owning the boat. And the salesperson must focus — he or she isn’t selling hardware, but a lifestyle. It means the goal is to move the relationship from transaction to steady, repeated interaction. And whether the relationship is ultimately a happily-ever-after one or a one-night stand is entirely in the dealership’s hands.

Doing surveys to find out what your customers are thinking doesn’t have to be complicated. Here are some tips.

Less is more. Keep surveys short and to the point. If your customers can’t do the survey in less than five minutes — promise them up front it will only take that time — your survey is too long and will likely trigger the delete reflex.

Keep it simple. Each question should be about one specific point, preferably with limited answers. For example, “Did our service manager clearly explain what was going to be done?” Answer: very clear, not very clear, no such explanation.

Don’t lead the customer. Asking questions like: “Was your experience with our sales team satisfactory?” won’t get it done. Ask specific questions: “Did our sales team make doing your paperwork easy?” Or, “could you have used more time?” After all, the point of the survey is to get the customer’s true opinion.

Mix up the answers. If you use a multiple-choice format, mix up the answers. Studies show customers tend to select the first answer on a list. If the question is, “how did you first hear about us?” and “radio” is first on the list, radio will likely get the most checkmarks, even if you never advertise on radio.

Many experts recommend giving customers the opportunity to select from sliding scales. Rather than making them pick “yes” or “no,” allowing them to indicate a level such as “very satisfied” or “somewhat satisfied” can be more informative. Remember, there can be extenuating circumstances to a customer’s reaction, and it’s important to understand where they’re coming from.

To get this clarity, many questions should include a field for the customer to explain or comment further on their answer. When someone is dissatisfied, we need to know why, and if unhappy customers take the survey in the first place, they’ll likely reveal details in comment boxes. It’s possible customers will offer a suggestion worth your consideration.

Many businesses don’t seek customer input out of fear that all they’re doing is providing a platform for complaints. However, knowing what customers are thinking is critical, and surveys are an easy way to find out.

Surveys also provide an avenue to offer an incentive (discount coupons, service upgrades, etc.) for customers to come back.