maximising net promoter success

16
Maximising NPS Program Success Tony Williams Head of CEX & NPS Research DBM Consultants

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Page 1: Maximising Net Promoter Success

Maximising NPS Program Success

Tony WilliamsHead of CEX & NPS Research

DBM Consultants

Page 2: Maximising Net Promoter Success

Housekeeping

2

The recording and slides from today’s presentation will be made available on Cxweek.com along with other content and webinars from throughout the week

Join the conversation on Twitter by tweeting @Qualtrics using #CXweek

Page 3: Maximising Net Promoter Success

Tony WilliamsHead of CEX & NPS Research

Tony has over 15 years experience designing and managing Customer Experience programs for blue chip companies in the UK, Asia and Australia. His extensive experience and innovative approach to capturing ‘voice of the customer’ has helped clients optimise services and capitalise on untapped opportunities. Tony is passionate about sharing CX knowledge and best practice approaches. He’s a regular contributor to research publications and speaker at conferences and seminars.Seven years ago Tony joined DBM Consultants, and now leads their Customer Experience and NPS division working with clients across a range of industries

©2015 QUALTRICS LLC.

Page 4: Maximising Net Promoter Success

The 3 stages of net promoter maturity

A discipline for engaging whole enterprise in customer centricity

Systematically addresses root causes of customer issues and designing new experiences

A score or a measurement system

A metric, like Customer Satisfaction or Customer Effort Score

A system to engage customers and employees

Involves identifying and fixing customer issues as they arise

Net Promoter® and NPS® are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.Net Promoter SystemSM and Net Promoter ScoreSM are trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.

Page 5: Maximising Net Promoter Success

Strong executive endorsement & engagement

©2015 QUALTRICS LLC.

EmployeesStream of ConsciousnessWhy has NPS been chosen as the measure moving forward

for our organisation? This isn’t clear to me.

If we improve NPS, what will this mean in terms of driving

our financial success?

In what ways does my business area impact NPS? What changes do I need to

make to impact NPS?

PROOF POINTS REQUIRED TO ADDRESS QUESTIONS

How much more is a promoter worth than a detractor?

What is it worth to us to move a

passive to a promoter?

What’s the cost to the business of an anti-referral?

Economics of NPS

How does what I currently do impact NPS?

What can I do differently to

positively impact NPS?

What’s the impact of areas

outside my control on NPS?

Impact on NPS

Page 6: Maximising Net Promoter Success

Strong program governance is essential

6

©2015 QUALTRICS LLC.

C-SUITE/ BOARD

Defines the culture, focuses organisation on

loyalty, delivers strategic communications

SENIOR EXECUTIVES &

CUSTOMER SPONSOR(S)

Maintains Program visibility, allocates

resources, evaluates strategic results, sets

goals

CEM TEAM

Drives Program implementation, owns and

disseminate knowledge and collaborates with managers to provide insights, creates NPS

action plans.

FRONT LINE STAFF

Governs processes (CLF, Root Cause etc.),

champions loyalty within Business areas, educates

teams

Delivers loyalty-based customer experience

strategy

BUSINESS AREA MANAGERS & CHAMPIONS

COLLABORATION

Page 7: Maximising Net Promoter Success

Create advocacy tools to drive engagement

7

©2015 QUALTRICS LLC.

Supplied courtesy of Telstra

Page 8: Maximising Net Promoter Success

Create advocacy tools to drive engagement

8

©2015 QUALTRICS LLC.

Page 9: Maximising Net Promoter Success

Measure customer relationships at every level

9

©2015 QUALTRICS LLC.

Transactional NPSInitial meeting with a specialist to arrange a

home loan

Episode NPSEnd to end experience of

applying for a new home loan

Strategic NPSOverall health of customer relationships for strategic

decision making

Overall brand impressions InteractionsEpisodic Experience

Page 10: Maximising Net Promoter Success

Customer judge brands on end-to-end episodes

10

©2015 QUALTRICS LLC.

Researching loans [Friends , Bank & Review websites]

Progress follow up [Phone]

Application advice [Mortgage Banker]

Document submission[Web]

Pre-approval [Telephone & email]

Increase loan

[Mortgage Banker]

Final approval [Letter]

Receive funds

“I got the loan but it wasn’t an easy process at times,

especially the online bit and all the chasing I had to do.”

[Overall: 6 out of 10]

Interaction satisfaction Episode satisfaction

Page 11: Maximising Net Promoter Success

Provide easy to use, fast & granular reporting

11

©2015 QUALTRICS LLC.

• Stakeholders want fast reporting to make timely decisions

• Must be simple and focussed on actionable insights

• Design flexibility to permit data mining & analysis

• Sharing of results across business units is essential

• Integration of internal metrics and customer data

• Centralised reporting hub

Page 12: Maximising Net Promoter Success

Enhance insights through data fusion & modeling

12

©2015 QUALTRICS LLC.

Customer database

variables are linked to

customers responding to

the NPS survey

Undertake propensity

modelling to develop a

scoring algorithm to tag

Detractors, Passives and

Promoters

An algorithm is applied to the

entire database to identify ALL customers likely

to be Detractors,

Passives and Promoters

Strategy, Service, Product and Marketing develop value

propositions for each group

Go-to-market strategy

implemented

NPS propensity modeling

Page 13: Maximising Net Promoter Success

Provide tools for stakeholders to predict NPS

13

©2015 QUALTRICS LLC.

Page 14: Maximising Net Promoter Success

Create roadmaps for successful deployment

14

©2015 QUALTRICS LLC.

ENGAGE STAFF

Design survey programs according to best practice

Design Closed Loop processes

Who are we targeting, who will call them, what will they do with feedback?

Close customer and transactional measurement gaps in the current program

Identify NPS Program sponsors and champions receive further education & training

Redistribute / repackage existing customer economics, key driver analysis & conduct further analysis to calculate promoters & detractor (and lifetime) value

Confirm reporting & feedback management requirementsCLOSED

LOOP #1

EXECUTIVE ENGAGEMENT

SURVEY DESIGNCLOSE GAPS

Deploy internal or external enterprise feedback system (EFM)

SCOPE SOLUTION

Demonstrate operational / tactical quick wins via survey feedback, (pilot) closed loop feedback recontact and key driver analysis

Commission external EFM vendor

IMPLEMENT EFM SOLUTION

Integrate feedback across org and execute operational & strategic improvement plans

IMPROVEMENT

Inform, educate & engage all levels in the organisation

CEO led communications and change management initiatives

Link NPS to financial and organisational performance data

TRACK IMPROVEMENT

Launch full Closed Loop Feedback processes

Plan Implement Adopt Improve

CLOSED LOOP #2

Identify key customer segments & touchpoints

Confirm customer journey touch point maps

NPS Program Team formulated & endorsed

Customer recovery, documentation and sharing learning's

Continually reassess goals, targets and customer experience strategy

TAKE ACTIONPROOF POINTS

Page 15: Maximising Net Promoter Success

Regularly assess programs against best practice

15

©2015 QUALTRICS LLC.

Best Practice

Survey Design / alignment

Robust, trustworthy

comprehensive

Executive engagement

Full buy-in & accountability

Closed loop feedback [CLF]

Rapid rescue & follow-up

Organisational engagement

Fully engaged & aligned

Reporting Centralised & actionable

Analytics Actionable & insightful

Orde

r of i

mm

edia

te p

riorit

yOrder of priority will change with progress e.g. Once executive engagement is high

enough to achieve best practice for survey design, priority will shift to staff engagement and reporting.

Page 16: Maximising Net Promoter Success

Thank you

Q&A