|The NPS program lacks insight into what exactly drives customer experiences||The NPS program lacks the tools to turn data into actions at the frontline||The NPS program is not empowered with stakeholders|
Reason 1: The NPS program lacks insight into what exactly drives customer experiences
An NPS score by itself is a ship without a compass or map. It will move over time but maybe not in the intended direction. Without effective insight into what drives customer experiences, the NPS program is navigating blind. Customer Experience teams might pour resources into sending out surveys, receiving Net Promoter Scores and reporting across their organisation, however deeper context given by an effectively designed and insights-backed NPS drivers these results it is harder to extract a sustainable return on investment from the NPS* program .
The ideal NPS program will identify and track drivers and that map the story behind NPS movements. This empowers CX teams with the understanding of why their NPS is moving, and how they can best impact it. The more effective drivers are at explaining what creates promoters, the better the business can achieve customer experience outcomes.
A lack of understanding of what drives NPS is a problem that needs to be addressed from both qualitative and quantitative perspectives.
Qualitatively, NPS programs with strong text analytics allow a story to be revealed about why detractors or promoters are being created. It gives a customer-centric view of the final statistic and highlights hidden pain points. The most effective NPS programs will reveal problems in the qualitative data before they are reflected in scores or statistics, and well before customers become detractors and create churn.
A quantitative understanding of NPS drivers is equally important. For an NPS program to excel, additional driver questions built around aspects of the customer experience create insight into what is most important for driving advocacy. A strong NPS program will build correlation models around NPS and driver statistics to determine how effective specific drivers are at explaining NPS. This understanding will create data-informed business decisions to improve overall customer advocacy.
Reason 2: The NPS program lacks the tools to turn data into actions at the frontline
There is a big difference between raw customer data and data backed with ‘Why’. NPS programs without the proper tools don’t lead to action. In order to create actionable insights, the data must be relevant in the context of the person actioning it. Further, it should be timely and simple to understand.
Insight tools such as a well-designed dashboard , prescriptive workflows, callback queues and contextual visualisations are compelling to very busy frontline team and naturally create action, turning raw data into stories that can effectively guide decisions and deliver positive business outcomes. Our clients use a variety of tools from email notifications to complex real time pivot tables to decipher the constant influx of customer experience data.
Different NPS tools are necessary for different stakeholders and organisational levels. Frontline staff should be empowered to close the CX loop with tools to address individual customer responses effectively, while the C-suite and regional managers need a birds-eye view that still reveals pain points and up-to-the-minute insights. These tools are a necessary part of a strong NPS program to create actionable insights and strong business outcomes.
Reason 3: The NPS program is not empowered with stakeholders
CX teams with the most successful NPS programs and business outcomes will have an evangelistic approach to their NPS program throughout their organisational hierarchy. From frontline managers all the way through to the C-suite, these businesses are deeply engaged with their customers and understand the experience they are delivering. They are in tune with their customer’s needs, wants and know what turns Detractors into Promoters.
When companies make their NPS a core part of their operational strategy at all levels, they see strong business results. At a high level, we see success when companies empower cross-silo Customer Experience teams with access to C-Suite decision makers . On a granular level success happens when frontline managers and staff integrate NPS insights into their daily operating rhythms. They see how their actions on the floor create promoters or detractors, and the impact these have on their day-to-day business. Some of our clients have NPS built into their individual performance metrics, others have their NPS dashboard set as their homepage, and others have whiteboards in the team room tracking their NPS. All these actions bring NPS to the heart of business operations. The goal of these actions is to promote a culture that is CX-first and brings real business outcomes that are lasting and marketing making.
In order to empower the NPS program with stakeholders, a CX Champion role or Team should be created across levels of operation, with power to breakdown silos that impact customer experience. Placing these evangelists in key positions will reinforce the customer-centric view of business necessary to get great results from an NPS program.
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