You’ve been excited about implementing NPS all this time; you’ve accumulated your resources, you’ve sold the idea to the stakeholders and influenced the members. You’ve seen your NPS ratings climb up. You’ve seen some good reviews.
But being a customer-centric organization, have you made a difference in your customers’ lives? It is only at this point that the pressure to perform sinks in.
One of the major and recurring problems organizations face while dealing with NPS and the change associated with it is the attitude of members towards scores. The team gets so obsessed about the scores and its movement on a daily basis that the team resorts to any quick fix.
- It’s easy to identify the customers who have actually had a good experience. The team starts encouraging only the happy ones to leave a feedback. A simple nudge to leave a positive feedback as it will help them is enough.
- The NPS® question is clubbed along with the CSAT score and a large chunk of the meeting is spent debating on the correlation of these scores. Honestly, discussions on score validity are not yielding any results. Taking action on the finding definitely will.
- Another big challenge is that the team gets really excited about creating jazzy reports based on the voice of the customer and it turns into a research exercise. Huge projects, planned as an outcome of a massive research exercise, run the risk of generating minimal result.
There is a difference between implementing a system and adopting a system. A blend of both is vital. In case a system is only implemented but not adapted well, you’ll see this image of your potential downfall, wherein your team concentrates more on the quantitative than the qualitative aspect of your system.
You know that the team has believed in you and it’s time now to show some results.
To get the ball rolling, you need to get some early results along with long-term strategic improvements:
- Establish faith in the system:
Make the employees acquainted with the system. Give them a four-dimensional view of what the system holds, how it works, their role, and its implications.
If they realize that the system does, after all, have something better than their previous plans and see its potential, only then will they comply and embrace it.
- Provide clear and easy to follow instructions:
Start by identifying the areas that immediately impact your customers’ experience. The next thing we do is share this insight with our team and work on the solution. The trick is to establish a system which is easy to follow with clear communication for all the involved parties.
A step by step process is what works best for me. Think about how would you explain a 5-year-old to wear a shirt in 10 steps. I would go by-
- Open the cupboard.
- Pull out the T-shirt you want to wear.
- Close the cupboard.
- Unbutton the shirt.
- Put your right hand in the right sleeve.
- Put your left hand in the left sleeve.
- Button up from the top.
- Make sure all the buttons are in their corresponding hole.
- Button up similarly, till the bottom.
- Look in the mirror and make sure you have done it right.
Adding pictures to each step would make it even simpler and ensure maximum compliance.
This is exactly what you need to do around building your standard operating procedures. Provide simple and clear instruction around what your team needs to do for a specific situation. This makes sure that there is consistency in the actions and experiences that your customers get.
- Make customer experience your strategy for business growth:
Another challenge which the team needs to be wary of is the know-it-all attitude. When your annual planning exercises are based on what your team “feels” is right for customers without substantiating it with what the customers have to say about their experience of doing business with you, it leads to an inward-out approach to customer experience.
When each department works on what they feel is important you run the risk of working on a chip of the problem and multiple teams running projects trying to solve the same customer issues. Not only is this sub-optimal use of your resources, but also it is capacity-crushing and may even lead to minimal outcome.
In contrast, if you build a crystal clear understanding of what the customer’s needs, wants and desires are and come up with your annual plan, the business decisions are made with the customer at the core.
This requires complete co-ordination of the team which comes with absolute clarity on what is important for the customer and what is their role in delivering it.
What initiatives do you intend to drive and deliver the experience your customers desire? Need some clarity on how you can do this for your business?