Leading Edge was appointed by a university research institution specialising in building and engineering to undertake a strategic project focused on measuring and improving the customer experience. The aim was to benchmark their engagement and partnership processes against industry expectations and peer institutions, and to identify opportunities to enhance service delivery and collaboration.
Project Objectives: Capturing and Benchmarking Partner Feedback
The university wanted to:
- Gather candid feedback from both current and former research partners.
- Benchmark its engagement process against other academic and commercial research organisations.
- Identify areas for service improvement and organisational change.
- Explore potential opportunities for future partnerships and collaborations.
With growing competition in the academic research space, understanding how the institution was perceived by partners and stakeholders was critical to maintaining its relevance and competitiveness.
Methodology: In-Depth Telephone Interviews for Rich, Qualitative Insight
To meet the brief, we conducted 50 in-depth telephone interviews with a diverse range of research partners, including:
- Building product manufacturers
- Government departments and agencies
- Trade associations
- Research consultancies and industry organisations
The interviews explored perceptions of the university’s approach to partnership, communication, project management, and follow-up support. We collected both quantitative ratings and detailed qualitative feedback to provide depth and context.
Crucially, the research benchmarked the university’s engagement model against that of other institutions, revealing where it stood out — and where improvements were needed.
Results: Insight to Inform Change and Future Collaboration
Key outcomes from the project included:
- Identification of specific service and communication gaps impacting partner satisfaction.
- Insights into how other research organisations structure and manage industry collaborations.
- Clear direction on how the university could adapt its processes to better align with partner expectations.
The research also highlighted prospective organisations for future research partnerships, enabling the university to proactively build its network.
Importantly, the findings informed an internal restructuring programme, ensuring that changes reflected real-world partner feedback and supported long-term institutional goals.
Conclusion: Using Customer Feedback to Drive Institutional Improvement
This case study highlights how strategic customer experience research can help academic institutions strengthen their partnerships, refine their services, and remain competitive in a fast-evolving research landscape. By listening closely to current and former collaborators, the university was able to take practical steps to improve engagement, identify new opportunities, and guide internal change with confidence.
