Bertrand Duperrin's Library tagged NPS → View Popular, Search in Google

May

2012

The chemistry of enthusiasm

"Organizations have been trying for years to cultivate employee engagement. Like JetBlue, they persist in their efforts for good reason. One of the most powerful factors that spur customers to become advocates for a company is employees’ positive behavior and attitude. Bain consumer surveys show that the overall experience of dealing with a company often matters much more to customers than price or brand or—in industries with a big service component, such as home insurance and retail banking— even product features alone."

www.bain.com/...e-chemistry-of-enthusiasm.aspx

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engagement customers advocacy service NPS management humanresources employeesengagement feedback metrics customerexperience

One reason for this superior performance is that engaged employees direct their energy toward the right tasks and outcomes
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- And when the true source of job satisfaction, happiness and recognition derives from enriching customers’ experiences, good things happen.
- These trailblazers manage to instill an extraordinary sense of purpose and autonomy, as well as strong affiliation with the company and its offerings. They take a systematic approach, focusing on a few key areas.
- It’s intuitive that customer advocacy closely correlates with employee engagement.
- To make progress with the Net Promoter system, it’s critical to build customer feedback into daily operations and then “close the loop”
- Such questions helped Belgacom, a telecommunications provider in Belgium, reduce the excessive flow of customer inquiries to its call center. Workshops with employees generated many hypotheses about what prompted the calls, and the company used customer feedback loops to winnow the hypotheses to a handful that merited attention.
- Feedback should not dwell exclusively on problems. Hearing a customer’s descriptions of how an employee’s actions had a positive effect can be a powerful reinforcement of desired behaviors and reminder of the employee’s purpose.
- Performance metrics can be powerful incentives for behavior. Rate employees along metrics of time or cost, and they will respond in kind, even if that degrades the customer experience.
- Masters of engagement change their processes to give employees greater decision-making autonomy because people on the front lines have a great influence over the quality of the customer experience.
- Many companies don’t take the trouble to understand which are their linchpin roles—as distinct from high-performing or high-potential people. These are roles that have a big influence on the customer experience or that provide critical support or coaching to employees who shape the customer’s response.

Nov

2011

How to Make Customer Service Matter Again Part 2 - Brian Solis

"These days, customer service seems to be a contradiction of words and intentions. Year after year, customers are appealing for attention, efficiency and a communicated sense of being appreciated. After all, what is the value of customer acquisition if retention itself isn’t valued? Now with social networks becoming the preferred channel of communication among connected consumers, businesses are losing ground and faith. The reality is that customers will share their experiences whether positive or negative and they will influence the decisions of others. The question is, how are you changing your service model to shape and steer experiences that deliver value to customers and also back to your business?"

www.briansolis.com/...er-service-matter-again-part-2

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socialmedia customerservice customercare socialcrm crm customerexperience customerengagement engagement customer socialcustomer NPS SPS

On either end, social media and customer service are either established or developing within the organization. While each exist, they do not naturally co-exist in regards to process, systems, vision, or collaborative workstreams.
Social media essentially exists within its own silo and is largely disconnected from other divisions.
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- When a customer tweets at the company with a problem, the social media team is either unqualified to respond or chooses only to focus on those interactions that correspond with their focus or the company’s marketing efforts.
- Businesses must look at creating a holistic experience where customer service extends to social media, providing engagement and resolution at the time and place of the social expression.
- part of the problem has to do with how customer service is measured or valued within the organization today.
- The truth is that the service world has been broken for years because of the emphasis of handle time or calls per hour. Companies do not want to talk to you, and it shows. The fact is most do not want to Tweet with you either. Since they are worried about brand sentiment, they may appease you to shut you up. Sorry, shutting your customer up is not customer service and trying to expedite resolution isn’t a metric for the new world of consumer influence.
- This isn’t about getting away from the customer or simply about solving problems. This is about creating exceptional and shareable experiences! Customer service can contribute to engagement, advocacy, loyalty, and what I call NPS 2.0 aka SPS (Social Promoter Score).
- The result is support, loyalty, and advocacy. Additionally, the result of one simple post resulted in an array of influential press. I guess that says everything about that state of customer service. If businesses ask how to better help customers and press breaks out as a result, well…at least we’re on the right track.
- Fixing customer service is not the goal here. Improving customer service and delivering an integrated experience will not only help customers feel valued, but also establish a competitive advantage. In the end, businesses that invest in customer retention and acquisition to deliver positive experiences, regardless of platform, will strengthen relationships and loyalty and additionally contribute to organic advocacy.

Nov

2011

The Ultimate Question in Management

"The publication this month of The Ultimate Question 2.0 (revised from an earlier edition) provides us with an opportunity to ask ourselves just what is the ultimate question in management."

hbswk.hbs.edu/6788.html

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management NPS trust

Tracking the net promoter score, according to the authors, can lead to improvements in both management and performance.
we have a tendency to want to simplify things. Evidence of this is the plethora of management books with single word titles such as Accountability, Transparency, and Teamwork. We search for the one key to management success.
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- . Respondents in the study made a convincing case that trust was absolutely essential to the successful implementation of policies and practices necessary to implement any strategy
- My study led to an exploration of the underpinnings of trust, as suggested by related survey data. One major determinant is whether a manager or the organization does what it says it will do

Sep

2011

Et si vous aimiez vraiment vos clients ? Inspirez-vous de la LoveTeam de Voyages-SNCF.com

"Imaginez qu’une partie de votre salaire dépende de la satisfaction de vos clients. Si vos clients utilisent massivement votre site Web pour acheter vos produits et services, votre préoccupation sera alors de détecter les dysfonctionnements qu’ils rencontrent, et de les corriger le plus vite possible. Au-delà de cette amélioration continue de l’expérience client, vous souhaiterez aussi dialoguer avec vos clients et innover avec eux pour mieux répondre à leurs attentes. C’est la mission confiée à la LoveTeam de Voyages-SNCF.com que j’ai eu l’occasion de rencontrer."

michaeltartar.com/...a-loveteam-de-voyages-sncf-com

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socialcrm customer customerrelationship casestudies SNCF Loveteam NPS customersatisfaction

La mise en place de ce type de dispositif suppose de faire de la satisfaction des clients un enjeux partagé par tous les collaborateurs de l’entreprise. En effet, les clients rencontrent toutes sortes de difficultés en ligne
La LoveTeam est ainsi née de la reconnaissance de l’importance de la satisfaction client, en complément du suivi des ventes. Et pour cela, il était nécessaire de combiner les efforts de trois métiers : la relation client, la technique et le marketing.
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- Sur le plan opérationnel, la LoveTeam est composée d’une équipe de volontaires s’appuyant sur des relais dégageant 30% de leur temps dans les directions métier concernées.
- Cette équipe se réunit tous les lundi matin avec le DG et propose des arbitrages d’actions à mener, en s’appuyant sur un scoring suivant quatre grands axes : relation client, business (promesse client, résultat business), juridique, et technique. Les actions à mener peuvent couvrir la correction d’anomalies et de petites évolutions sur tous types de terminaux, et aussi l’alimentation des autres entités de l’entreprise avec les remontées client qui ne sont pas directement liées à l’expérience vécue sur le site.
- 100 000 verbatim par mois sont analysés.
- Les équipes opérationnelles sont alimentées en projets d’amélioration concrète, provenant directement d’idées proposées par les clients et répondant au mieux à leurs attentes
- Tout d’abord, la mobilisation d’une équipe dédiée animée sous l’impulsion du DG est indispensable pour donner du rythme et pérenniser l’action.
- Ensuite, la coordination permanente de la relation client, du business, et de la technologie, animée lors d’un comité hebdomadaire, assure l’ancrage opérationnel des décisions prises. Ancrage favorisé par une communication en interne des impacts d’un dysfonctionnement sous forme de métaphore, illustrée par des verbatim clients.