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NPS© in Service:5 Tips for Success
John Georgesen, Ph.D.Senior Director
Decision Sciences, Convergys Analyticstoday’s [email protected]
NPS© in Service:
5 Tips for Success
Everyone knows
the best way to
create loyalty is
with service that
surprises and
delights.
What if everyone is wrong?
“The Effortless Experience” Matt Dixon
how to succeed with
NPS in Service
quantify impact.
know your metrics.
test drive(rs).
right size.
press reset.
1
2
3
4
5
quantify impact.
Transactional NPS is going up, but enterprise NPS is flat.Why don’t they match?
40%of loyalty scoreexplained byS E R V I C Einteraction
quantify impact.
quantify impact.
60%
16%
14%
1
2
3
MOST IMPORTANT WHEN RECOMMENDING
Product innovation 3%
Reputation 3%
Represents lifestyle 2%
Mobile app 1%
Website 1%
Other <1%
less
imp
ort
ant
quality | reliability | performance
there’s more to it than Service
know your metrics.
d i f f e r e n tprogramsmeasured i f f e r e n t
things
ENTERPRISE TRANSACTIONAL* overall * * interaction *
know your metrics.
what you’re measuringC
ompa
ny
‘thinking about your recent experience on March 1st …’
‘based on all of your service experiences to date …’
know your metrics.
how specific you need
ENTERPRISE TRANSACTIONAL* cumulative * * specific *
know your metrics.
who you’re talking to
ENTERPRISE TRANSACTIONAL* everyone * * contactors *
know your metrics.
how you’re surveying
e.g.: online scores often
6-8pt lower than phone
• rating scale
• question terminology
• question location
• survey method
test drive(rs).
validate hypotheses
1 2
ENTERPRISE KPI
-12 pts
Changes to finance terms
hurt enterprise scores
but service ratings
were unaffected
1 2
TRANSACTION KPI
automotive finance company
tNPS tells only part of the story
test drive(rs).
Month 1 Month 2 Month 1 Month 2
acts as leading indicator
When interaction CSAT
improves 1 point,
enterprise CSAT likely
to improve 1-3 points
healthcare insurer
Ente
rpri
se
Transaction
test drive(rs).
TRANSACTION VS ENTERPRISE KPI
poor experiences drive disloyalty
Poor service NPS predicts
customer behavior within
three months after
an interaction
credit card provider
test drive(rs).
CHURN RATE
INCREMENTAL SPEND
right-size.
adjust your lens
Companies that make
customers work HARDER
to answer questions or
resolve problems put
themselves AT RISK
customer effort
right-size.
there’s a direct link
right-size.
CUSTOMER EFFORT AND NPS©
Customer effort links
strongly to loyalty ratings;
higher effort means
lower loyalty
right-size.
effort impacts voluntary churn
Voluntary churn rates
more than triple in
high-effort situations
CUSTOMER EFFORT AND ATTRITION
right-size.
agents help ease disloyalty
Likely to recommend
remains high for well-
performing agents … even
in high-effort situations%
Lik
ely
to R
eco
mm
end
Series1 Series2
CUSTOMER EFFORT AND AGENTS
Hi Agent Sat Low Agent Sat
Low Medium High
update your approach
press reset.
where to begin
press reset.
MAKE SERVICE EASY
EVERYWHERELOOK BEYOND PRODUCTIVITY
E M P O W E REMPLOYEES
RIGHT METRIC,RIGHT TIME
metrics that (really) matter
press reset.
Re-design with
stakeholders and
customers in mind
Aligning programs improves predictability 1:1 sampling | survey design elements
Right metric/right time is a best-practiceagent + effort | gain multi-channel insights | empower employees
Score differences do (and should) existwhat you’re measuring | who you’re surveying | how you’re asking
Transactions influence enterprise perceptionsthere’s more to it | tNPS is leading indicator | poor service drives disloyalty
in summary.
