The Corporate Woman

Customer experience is a growing specialty field.  It goes by many names and titles but the disciplines are quite similar.  As a member of this growing group of practitioners, I’m fascinated with the backgrounds where my colleagues come from.  Many are from market research backgrounds (since getting the customer feedback  is where you start a program) but mine is a different path.  I come from an improvement background (project management, Lean Six sigma, program development, etc).  I believe the heart of a customer experience program is identifying and driving customer fed improvements.

Measure – analyze – act – measure.

I’ve had the pleasure to work in this specialty for ten years now.  I continue to be fascinated and challenged.  I wonder where this career path will go.  I’ve heard some say that it doesn’t have “legs to grow with” as a career path or that it is limited in executive potential but I don’t agree.  I believe that the growth of social media highlights the potential need for even more people to participate in this discipline and more companies to adopt it.  Customers are demanding to be heard.  Customer experience professionals are here to listen and learn, using that customer voice to help companies grow and make customers happier at the same time.  What do you think?  Where is this field going?

Tags: Act, Analyze, best practices, Customer Experience, Customer Insights, customer satisfaction, Improvement, Measure

Few things will kill the development of a successful program designed for change than unengaged stakeholders.  For many, the desire to get things done quicklycauses the elements of communication and engagement to fall by the wayside.  If you have been in that situation, you know how easily you end up wondering at the end why your new or improved process isn’t going as well as planned. 

I have found that it saves a great deal of time and work if you spend the up front time engaging key stakeholders across the business.  This process is critical, yes, I said it, CRITICAL, to ensuring change is successfully enacted.  It helps on several levels, for example:

• You identify your internal supporters and detractors.  Listening to them helps you develop their WIFM and ensure you are able to overcome obstacles.
• The stakeholders feel a part of the change.  Their voice is heard and thoughtfully understood.
• The initial stakeholders identify other people you need to add to the list.

This is a process I teach my team and advocate for every new program or process.  When you have stakeholder interviews up front, you get great ideas to help you be even more successful and identify the obstacles to overcome.   Having this group on your communication list for ongoing updates also helps keep your improvement top of mind.  Do you engage your stakeholders at the beginning of every new project or program?

Tags: Program, Stakeholders, Success

In the next part of our series, we’re going to talk about how what to with the results you get back from NPS.  You’ve completed your survey design and fielded it to your customer and/or partner base.  At last, you have your data.  Now what do you do with the results?  If you are anything like me, you could spend a lot of time reading the open ended responses and analyzing them.  And don’t get me wrong, this is important but in my experience, it’s not the next step.

The next step is connecting NPS results to customer data to determine lifetime values.  Our data showed conclusively that the more likely a customer is to recommend, the longer they tend to stay with us.  Showing this proves the value of NPS.  It ties the results to dollars, which is key in determining which improvement issue to go after first. 

A simple ranking of the number of customer mentions without an attachment to dollars makes it very difficult for your key stakeholders in the business to develop ROI scenarios.  But ranking them with the addition of lifetime value makes a significant difference.  If you can also add in the reasons why customers cancel and the reasons why customers choose not to buy, you have a powerful business case for change that is built in lifetime value (dollars of potential revenue) and is anchored in NPS results.   How many of you are connecting your NPS results to customer lifetime value?

Tags: customer loyalty, Net Promoter Score, NPS

I had a call with a colleague in the customer experience field today.  He had some very good questions about how to decide the focus of your NPS survey.  It was an interesting discussion and I thought it worthwhile to share with you in my blog, perhaps as a series.  I’m going to tackle the survey design questions in this blog.

First subject – how detailed do you focus the survey?  A key decision early on in the program.  There are three levels you can measure NPS and each has varying degrees of impact. 

• At the top level, you have the brand NPS.  If your brand has strong recognition and powerful ties to decision making this can tie NPS.  This can be valuable to get a sense for your share of word of mouth but may not get you sufficient detail by itself to help you drive improvements. 
• The mid-level view or as I like to call it, the actionable level is the product NPS.  This is specific to the product they own and would they recommend it.  This helps a great deal because it can get you several why’s down in five why analysis within the survey itself and helps identify the strengths and weaknesses of each product.  It also ensures that the data is not skewed by a strong influencer (negative or positive), which can happen in the top level measure.
• The tactical level or operational view is really about areas such as service or training.  If you sell this in addition to the product, it can be quite valuable to measure at this level, in conjunction with what product the service or training was delivered on.  Because these are heavily customer facing, they are strong driver elements.

It’s important to look across the business you serve in from the view of customer.  This helps immensely when designing what levels to survey and how frequently to survey.  At the heart of any NPS program, in my opinion, is driving improvements in your customer’s experience, which results in a stronger company from a longevity and revenue perspective.  Ensuring that each survey point is purpose designed and driven towards gaining you actionable data is core to your survey design.  When you have that purposeful leveling structure, you know how detailed your survey needs to be, which means you get to keep it short and focused.  How do you structure your NPS survey?

Tags: customer loyalty, Net Promoter Score, NPS, Survey Design