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Net Promoter Community > European Conference Blog 2009 > Authors > Alan_Woollam
 

European Conference Blog 2009

3 Posts authored by: Alan_Woollam
Alan_Woollam

Joanna Couture, Director, Sales Effectiveness UK&I & EMEA and Nic Seller, Client Loyalty Programme Manager UK&I & EMEA

 

Given Experian operate in 38 countries the odds are stacked that your own credit rating can be easily derived from their vast consumer and commercial databases. Experian have a clear vision "For our people, data and technology to become a necessary part of every major consumer economy around the world”. More importantly is the desire for clients to view Experian as the supplier of choice. Become raving fans beyond the level of Manchester United!

 

The loyalty challenge – Implement a client loyalty programme across many disparate businesses and overlapping client relationships. Cater for multi-cultural influences emerged as a critical success factor to ensure Net Promoter results are credible with the many internal geographic stakeholders.

 

Who gets surveyed? Decision makers, professional buyers through a full census on complex large accounts (80%+ of high value B2B accounts). Lower sample for simpler small accounts.

 

The survey is based on a typical client journey and uses a simple process. The Satmetrix platform enables results to be made available very quickly (closed on May 22 results available next week). Account loyalty is at the core and cultural validity is a fundamental requirement. Triggers (dissatisfied client survey responses) drive immediate action.

 

Key success criteria – Focus on cultural credibility – Deploy in multiple languages and enable clients to take the survey in their chosen language. E.g. a US national living in Spain can take the survey in English survey version.

 

Use cross cultural benchmarking – An independent Benchmark from Satmetrix provided a valid benchmark, representative of our markets. Benchmarking data from 26 large leading companies. B2B customer relationship surveys, international in scope.
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0 Comments Permalink Tags: conference09, experian, london09, seller, couture
Alan_Woollam

Creating an integrated NPS strategy: Oliver White, Director, Customer & innovation, Aviva

 

Oliver proudly states this is his favourite mantra right now, having recently joined Aviva. The phrase is not a headline taken from “Farming weekly”. “You Don’t Fatten the Pig by Weighing it” refers to the ubiquitous cross border challenge of helping countries to go beyond the Net Promoter score and implement the Net Promoter disciplines that we know drive improvements to the Customer Experience.

 

So who is Aviva? – Many of you will have seen the “One Aviva” brand campaign recently in the run up to One Aviva go live on June 1st. The heritage of multiple brands going back over 200 years have come together under the One Aviva brand. Aviva’s ambition is to be the most recommend brand or choice. Clearly NPS is the deal KPI to measure progress towards achieving that ambition and not only within the Insurance industry.

 

Operating in 28 markets and a diverse mix of distribution channels from direct sales to 91 bankassurance partner agreements brings its own cross border NPS challenges.

 

The journey so far - Back in 2005 the executive team took the leap of faith to link remuneration to a single balanced scorecard approach with a consistent customer measure and employee measure. NPS, was selected as the customer measure. Countries had the freedom in how they implemented their Net Promoter programme. Consequently not everyone implemented exactly the same NPS question, scale or methodology. In 2007 Group guidelines were created to bring greater consistency and NPS targets were put in place based on absolute scores. The phrase “herding” now springs to mind. In 2008 tighter guidelines were issued and NPS targets set “relative to an industry benchmark”. To support countries adopt best practices brought some consulting expertise to produce a “NPS blueprint” and made this available online to all parts of Aviva. This “Advocacy & Growth loyalty house” is being constantly added to. To assist country practitioners bring these key building blocks to life regular Webex sessions are held to showcase an internal best practice and support broader adoption across borders. The central team also invested in a global reporting platform to support all markets view and disseminate Net Promoter results and insight.

 

Some countries are further along the implementation journey than others. In Asia, India is a Net Promoter best practice market now into their 3rd year of rapid progress. In Europe Poland are strong believers in the Net Promoter discipline. Acting on Voice of Customer feedback they reduced the claims process from 30 days to 10 days with instant impact to the Customer Experience. UK Healthcare – have done a marvelous job of mapping the Customer Experience journey with the key moments of truth across the customer life-cycle.

 

In these markets the pig is clearly getting fatter and to Gloucester Old spot proportions!
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0 Comments Permalink Tags: conference09, conference, cross-cultural, london09, white, aviva
Alan_Woollam

Mathias Rytz - VP of Innovation and Growth, Swiss Re Insurance

 

It was great to see SwissRe back at the conference this year and hear how their Net Promoter journey has progressed since 2007. Mathias shared two real life examples with us.

 

Example 1 in B2B:

The central team co-ordinate a web based survey process, which has a 26 week cycle from survey set-up to launching improvement initiatives. It takes solid orchestration to engage divisional teams, local stakeholders and client managers to achieve consistent high client response rates and ensure closed loop follow-up takes place.

Back in May 2007 the baseline NPS was 9 (n=285 accounts & 600+ contacts) with a good 52% response rate from 600 contacts. 9 is not a market iconic score and one the team wanted to improve upon. Pealing the onion further, the relative importance and score of four key customer experience attributes provided additional insight on where to focus.

 

  1. Knowledge and expertise
  2. Timeliness and responsiveness
  3. Contact wording
  4. Value-added services

 

 

The following year the next wave showed an increase (NPS 17) for a comparable sample size. The target areas that improvement teams had focused on also went up. Knowledge and expertise moved from 22 to 48 and Timeliness/Responsiveness also improved from 3 to 18. It was clear where shifts in detractors, passives and promoters had occurred.

 

The takeaway learning's are simple and classic:

 

- Data needs to be trustworthy to be actionable

- Full commitment from business leaders is a critical success factor

- Focus on a few things to improve upon that are achievable

- Establish clear ownership

- Allow sufficient time for the improvement initiative to kick in before going back to the customer install base with another survey wave.

 

The icing on the cake was an additional proof point that any business wants to have. Promoters paid on average 5% more than passives and 10% more than low scoring detractors!

 

Example 2:

This time a single Line of Business in a core market. Back in May 2007 the baseline Net Promoter Score was -3.7, again not a score to shout about in an Apple store! Cultural differences in scale response were sighted as potential factors. Again a simple correlation against NPS revealed two attributes would give the biggest bang for the buck, “Achieve objectives” and “Value-added Services” so an improvement plan was launched and focused on passives. In May 2009, the 3rd round of conducting the survey the NPS improved to 34. The distribution changed significantly. 36% Passives. 50% Promoters. Cultural differences did not get mentioned this time!

 

So what are the key takeaways form these real life examples and what makes teams successful in improving an Ne Promoter Score?

 

Do

  • Secure strong buy-in from business leaders
  • Establish a high degree of employee engagement – e.g Client managers must follow up within their accounts especially with detractors
  • Communicate success stories out to the wider organization

    Dont

    • Blame the staus quo
    • Focus too much on the score, but more on the improvement
    • Allow time for improvement initiative to hold before going back to survey clients again

      Both excellent examples of taking timely action on actionable insight. Well done!

Correlating these attributes against the NPS revealed the first two would have the most impact. Improvement initiatives were launched.
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0 Comments Permalink Tags: insurance, london09, re, rytz, conference09, swiss, innovation
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