Maersk Line, Gert H.N. Laursen, Head of Customer Intelligence, Centre Marketing
By combining Business Intelligence and Net Promoter, Maersk Line has been using NPS for the past 4 years as:
- an overall KPI for more than 16, 000 employees,
- a dialogue tool between sales people and customers,
- a way to share creative solutions across a decentralized organization
But perhaps most significantly, determining that every uptick in NPS translates to 7% more cargo being shipped, Maersk uses NPS as:
- a way to improve internal systems and processes centrally, and
- Identify and drive strategic initiatives across 52 global business units.
The most significant change made over the period has been a move to weighted feedback in proportion to the size and quality of containers, therefore allocating a percentage contribution towards NPS by each. The other change has been an increase in survey frequency moving from 3 surveys per year to monthly (with quarterly result publication).
A key lesson learned during the implementation has been the timing of communication around launch. This should be spread across the rollout and all the way up through to the initial measurement, rather than just at launch.
This approach has had a very positive impact on the organization in the following ways:
- Moved from “Data” management to “Knowledge” management,
- Integration of Voice of the Customer to help design the business,
- Development of a learning library and resources to be shared globally,
- Calculated relationship between a point improvement in NPS leading to a 7 point increase in container volume.
Overall this has enabled the organization to make far better strategic decisions based on the impact on NPS/ Customer Satisfaction and how this translates to the bottom line.
