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:
- Buy-in, and
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.