maximising net promoter success
TRANSCRIPT
Maximising NPS Program Success
Tony WilliamsHead of CEX & NPS Research
DBM Consultants
Housekeeping
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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
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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.
Strong executive endorsement & engagement
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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
Strong program governance is essential
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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
Create advocacy tools to drive engagement
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Supplied courtesy of Telstra
Create advocacy tools to drive engagement
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Measure customer relationships at every level
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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
Customer judge brands on end-to-end episodes
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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
Provide easy to use, fast & granular reporting
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• 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
Enhance insights through data fusion & modeling
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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
Provide tools for stakeholders to predict NPS
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Create roadmaps for successful deployment
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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
Regularly assess programs against best practice
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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.
Thank you
Q&A