Delegates are returning from a short coffee break – room is packed again.

Peggy Conley introduces her session by explaining LEGO adopted NPS two years ago as part of a turnaround strategy for company.

NPS has permeated LEGO company culture - focusing the business on customer experience (the key driver of NPS).  Example of CEO receiving letter from customer asking for Space LEGO instructions - and replying personally.

Peggy is talking about critical success factors for NPS deployment:

1) Employees know the score

2) Employees are rewarded for improvements to score (10% of bonus on NPS improvement )

3) Employees feel they can personally have an impact on NPS

First step in building a Net Promoter Program for LEGO involved tracking NPS in surveys (which LEGO had been doing for several years - so they already had basic) benchmark data.

Measuring NPS is involves researching right consumers (core target groups), at the right time (after brand interactions), and right experiences (experiences over which business has some control)

LEGO measure user NPS as a customer experience metric across 5 key areas:

Product Experience (immediate post purchase), Online Experience, Store Experience, Customer Services experience.

The LEGO NPS surveys are kept deliberately short - four questions - to get impressive response levels.

Peggy is explaining how all monthly NPS data and actions are summarized on a single sheet that is distributed to the business departments.

NPS data is also used to feed into an affinity segmentation model to allow LEGO to build segment specific initiatives for improving NPS/experience.

Different methodology for different experiences - but goal of NPS research is to measure quality of experience and opportunities for improving it.  Key is to turn data/info into actionable insights

Peggy is wrapping up by giving examples of how NPS research is driving business improvement initiatives.

1. how mood of customer services influences experience (NPS) - when engaging an fun experience quality (NPS) increases
2. how ease of finding instructions on the website influences experience - a site redesign increases NPS significantly
3. how search and navigation on online store influences experience - usability tests and “deep dives into open comments” identified how to improve experience
4. how packaging quality influences experience - improved packaging improved NPS
5. how delivery times for online sales influences experience - improving delivery times improved NPS

Beatrice Dupuis, Directeur process et satisfaction abonnés with Groupe Neuf Cegetel, is introducing her talk - implementing a Net Promoter strategy in consumer call centers for Neuf Cegetel, a broadband supplier. Neuf Cegetel has a clear strategic vision to get closer to customers, address their needs and become the top rated supplier in terms of customer service - and is using NPS to do this. Neuf Cegetel outsource call centers and use Net Promoter Score (NPS) as a quality/satisfaction index to counterbalance productivity metrics they use as KPIs for call centers.

Beatrice is explaining how the purchase of AOL France has helped them understand key NPS drivers because of its position as

• Top in customer service
• Lowest in churn levels
• Highest recommendation level

Key NPS drivers for call centers

• Accessibility
• First call resolution
• Agent politeness
• Added Value (surprise factor)

Neuf are learning from AOL actions to improve performance on these critical success factors

• Accessibility - number of agents, scheduling resource availability, anti-absenteeism initiative, and for consumers development of self-care online tools
• First call resolution - training agents to understand and solve problems quickly
• Agent politeness - training agents communication skills - but no scripts
• Added value (surprise factor) - giving information on new products, new intranet portal for agents to keep up to date on latest offers

The success of these initiatives is allowing Neuf Cegetel to build a business case for rolling a Net Promoter strategy across the business.

Beatrice is saying that Neuf are early on the NPS journey but are already learning lessons including:

• Critical importance of marketing the strategy internally and with call center partners
• Key to communicate results internally and with call center partners
• Necessity of identifying the weight of call center Net Promoter in overall satisfaction

A great story involving two implementations of Net Promoter.

Sinead Kwant of Philips International quotes Dr. Morris Massey: "The gate for any change is always unlocked from the inside." This was a very engaging presentation if you count the number of hands going up asking questions at its end. If I was to summarize, the key ingredient that drove the success of the Net Promoter program at Philips is to gain the hearts and minds of employees. Employees engaged in the customer experience will deliver happy customers stated Sinead.

The challenge was large for Philips. They needed to get 120,000 employees to believe in the customer experience or the program would have failed. They have had success. So how did they do this?

Well first, it is Philips' ambition is to become a truly market-driven organization delivering profitable growth. A key part of this is to build loyal Philips customers using Net Promoter. Navigating change is hard, as Sinead states. So there were four key areas of the journey to build the program and engage employees:

• Awareness
• Understanding
• Buy-in, and
• Commitment.

The awareness objective was to introduce the concept of Net Promoter into the organization - this started at the top with Philips CEO Gerard Kleisterlee who became a vocal advocate. Senior leaders went to the call center and started to listen to customers. This really motivated the support center staff. Proof points and pilot projects were done to prove the concept and win over internal detractors.

The next stage was to understand the data and deliver the evidence that Net Promoter works. Philips proved that there were tangible benefits from moving passives and detractors to promoters. Sinead gave the example of positive growth in market categories where they were Net Promoter leaders. As Net Promoter leader, they out-performed their competitors, seeing a 4% annual growth above the market average. Where they worst-in-class they underperformed the market by 3%. I guess that Net Promoter is tied to growth!

Building buy-in was next. First, they did the voyage of discovery. Two hundred executives went to talk to leading companies to learn how to engage their employees. They talked with FedEx, Starbucks, GE and other leading loyalty companies to learn what best practices worked.

Last is commitment - secure commitment to structure, resources, expertise and next steps to deepen deployment of the Net Promoter program. Also important is training, business workshops, and other employee communication strategies to get everyone up to speed.

When asked in the Q&A, Sinead stated one of the key learnings of this whole journey is to keep it simple. Do not over analyze the data. Previous satisfaction studies did not allow them to act on the drivers of the data nor engage employees. As Sinead stated, this is an on-going process for Philips. They have already seen positive results, but there is more to come.