My team is underperforming in the NPS department. Most are not engaging with their members to create positive experiences with their callers. This has been helpful as my company is focusing more on the numbers and not the overall reason for the numbers. This has provided me with a new perspective! I appreciate you!
Eric, I am so happy that this video has inspired your perspective. I really believe that Net Promoter Systems are are an excellent way to engage customers and employees to improve their experience. The problem most businesses face is that they focus on the score, rather than focusing on the things that impact the score. Let me know if I can ever assist with brainstorming, consulting, etc.
Thanks Heather! I appreciate your taking a few minutes to watch and listen. If you ever want to brainstorm this topic, just let me know. You know where to find me too.
Hi Matthew - thanks for listening. If you have any questions or want to brainstorm your situation or problem, just let me know. Jim.Bass@DesigningTheDifference.com
@Cx Fundamentals, Once a NPS sytem is implemented, should companies aproach directly to their detractors or passives (The ones who answered the question of NPS ? Or it is just a concept ? I mean the customers who already answered our "Ultimate Question" are just a sample of all our customers, so we have to create strategies for the three segmented Groups (detractors, passives, Promoters) in order to improve our NPS but not go directly to the People who answered ? What do you think ?
Hi JPCC1988. I'm not with Cx Fundamentals but am a CX program manager. My advice is a two-layered approach. The first thing is that of course we need to close the loop with our known detractors. These are the folks directly responding to the survey. By engaging with them, we can not only resolve the problems they are perceiving individually, but they also clue us into root causes. Only once you understand root causes or needs for enhancements in your offerings will you be able to move on to the second aspect - a more strategic plan to impact customers outside of the survey responses directly. Developing a strategy to address root causes or needs allows you to be preventative/proactive and impact a much larger customer segment than just responding to survey participants alone could ever accomplish, and reduces how much time our managers are spending being reactive. Additionally, my company isn't here yet but I've spoken to many who are - at some point, if you're AMAZING at resolving root causes and implementing changes that really dramatically reduce your number of detractors, you may be able to move toward following the same guidelines for passive customers. Some companies take an approach of resolving most detractor issues first, then bringing their passive needs into the mix. Others I've spoken to have addressed all three customer types at once. For example, Managers are responsible for handling detractors and presenting ideas on how to improve as a company, sales reps are responsible for doing site visits or lunches with passive customers with an aim at developing loyalty that they haven't built yet, and supervisors are responsible for responding to promoters to thank them for participating and ask about upcoming needs.
First, activate the voice of your promoters. This is the engine where the power of NPS can be leveraged. Simultaneously, engage your passives and make them promoters. Evaluate your detractors and make the strategic customers into your trusted advisors. Then communicate broadly to the customer base telling them what you're doing to improve. If you want brainstorm this further, just send me an email at Jim.Bass@DesigningTheDifference.com
My team is underperforming in the NPS department. Most are not engaging with their members to create positive experiences with their callers. This has been helpful as my company is focusing more on the numbers and not the overall reason for the numbers. This has provided me with a new perspective! I appreciate you!
Eric, I am so happy that this video has inspired your perspective. I really believe that Net Promoter Systems are are an excellent way to engage customers and employees to improve their experience. The problem most businesses face is that they focus on the score, rather than focusing on the things that impact the score. Let me know if I can ever assist with brainstorming, consulting, etc.
Nice presentation, Jim. Good information that everyone can easily understand.
Thanks Heather! I appreciate your taking a few minutes to watch and listen. If you ever want to brainstorm this topic, just let me know. You know where to find me too.
Great insights, thanks for this!
Glad you found value in this. Let me know if you try any of these strategies
"I'd love to listen to your voice. Thanks for the update. Miss you.
Thank you for these insights!
Hi Matthew - thanks for listening. If you have any questions or want to brainstorm your situation or problem, just let me know. Jim.Bass@DesigningTheDifference.com
Hi Jim, i don´t find you on linkedin.
@Cx Fundamentals, Once a NPS sytem is implemented, should companies aproach directly to their detractors or passives (The ones who answered the question of NPS ? Or it is just a concept ? I mean the customers who already answered our "Ultimate Question" are just a sample of all our customers, so we have to create strategies for the three segmented Groups (detractors, passives, Promoters) in order to improve our NPS but not go directly to the People who answered ? What do you think ?
Hi JPCC1988. I'm not with Cx Fundamentals but am a CX program manager. My advice is a two-layered approach. The first thing is that of course we need to close the loop with our known detractors. These are the folks directly responding to the survey. By engaging with them, we can not only resolve the problems they are perceiving individually, but they also clue us into root causes. Only once you understand root causes or needs for enhancements in your offerings will you be able to move on to the second aspect - a more strategic plan to impact customers outside of the survey responses directly. Developing a strategy to address root causes or needs allows you to be preventative/proactive and impact a much larger customer segment than just responding to survey participants alone could ever accomplish, and reduces how much time our managers are spending being reactive.
Additionally, my company isn't here yet but I've spoken to many who are - at some point, if you're AMAZING at resolving root causes and implementing changes that really dramatically reduce your number of detractors, you may be able to move toward following the same guidelines for passive customers. Some companies take an approach of resolving most detractor issues first, then bringing their passive needs into the mix. Others I've spoken to have addressed all three customer types at once. For example, Managers are responsible for handling detractors and presenting ideas on how to improve as a company, sales reps are responsible for doing site visits or lunches with passive customers with an aim at developing loyalty that they haven't built yet, and supervisors are responsible for responding to promoters to thank them for participating and ask about upcoming needs.
First, activate the voice of your promoters. This is the engine where the power of NPS can be leveraged. Simultaneously, engage your passives and make them promoters. Evaluate your detractors and make the strategic customers into your trusted advisors. Then communicate broadly to the customer base telling them what you're doing to improve. If you want brainstorm this further, just send me an email at Jim.Bass@DesigningTheDifference.com
I won it guys.. Eddie I want my silk
Anyways.. stay safe
Nice video
Such a waste of time. People who wants to improve NPS will not gain anything from this video.
And people will gain nothing from this comment.