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European Conference Blog 2011

June 20, 2011
Allie_Davidge
0

It was great to have Suhail Khan, VP and Head of Global NPS at Philips, back with us to present at the conference this year - and he gave an interesting presentation on the NPS journey, development and success at Philips.

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Philips have a brand promise of sense and simplicity and they differentiate themselves through their innovation process, the way in which they develop customer relationships and the focus from their own staff on providing a superior customer experience. But with Social Media becoming the #1 activity on the web, they have recognised that there are areas into which they must expand to keep the customer promise fresh and focused.

 

200 million users joined facebook in one year...and 34% of bloggers blog about products and brands. In this environment it's not enough to know that this is happening - you need to know what people are saying - and you need to find the best way to respond. With only 14% of consumers trusting advertising, companies need to be reaching - and reaching positively - the 78% of consumers who give and rely on peer-to-peer recommendations.

 

For Philips, NPS has relevance in their business to:

  • Grow revenue and profitability whilst enhancing customer relationships
  • Strength the points of differentiation
  • Deliver the desired experience
  • And leverage promoters to create positive buzz - or word of mouth - which will grow revenue.

And social media is a part of that strategy.

 

Philips Healthcare is using Net Promoter and Social Media strategies to turn health-care into human-care through the approach of active listening. They connect social media streams to NPS strategies to deliver a holistic experience for their customers. Guidance comes from a global level but delivery, execution and empowerment is based at the local level. Whilst Marketing makes the promise to the customer, the Service organisation is then responsible for keeping the promise. And the Social Media strategy is part of delivering on the promise.

 

First thing is to LISTEN, and then the service teams can ENGAGE with and provide SUPPORT to the customers. Particularly where there is negative sentiment, the idea is to change this into positive promotion. Similarly to other companies such as Apple and Dell, Philips are also driving channels for peer-to-peer support. More than 50% of questions from customers are answered by other customers. Suddenly it's not just a conversation, it's a community of support and engagement. Effectiveness overall is measured using very simple KPIs (upholding the brand statement) and the main focus is on the delivery of true support.

 

Philips are achieving a positive experience through their integrated strategies and focus on NPS and Social Media. Before you step into that journey and ask yourself:

  • Is our company ready for Social Media?
  • Is our service organisation ready and empowered for Social Media?
  • Is our Social Media operation ready and effective?

 

If the answer to those questions is yes - then you too can see the positive results that Philips have realised.

 

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2287 Views 0 Comments Permalink Tags: philips, apple, listen, support, profitability, khan, social_media, deliver, promise, dell, engage, revenue
Allie_Davidge
1

Rob Markey, Partner and Global Head of Customer Strategy and Marketing Practice at Bain & Company, is always an entertaining presenter particularly when the focus of the presentation is so close to his heart.

 

The Net Promoter Flywheel is the concept of driving employee and customer advocacy to a point where the momentum of each continues to drive the other. As Rob says, it's not entirely clear if there is a true cause and effect relationship here - where you can definitively say that the one drives the other - but it is clear that the most successful organisations have a focus on both.

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The Net Promoter Score started with just 2 companies - GE and Intuit. 8 years on and there are thousands of companies using the metric but the most advanced organisations have recognised that it is a discipline - not just a score. NPS doesn't really mean Net Promoter Score anymore - it means Net Promoter System. Companies that have recognised that a metric alone is not enough, have moved forward with a whole discipline that includes a sound executive foundation, closed loop follow-up, business change processes and, perhaps most impactfully, the engagement of both employees and customers in driving a better experience all round.

 

Rob celebrated several companies who have really achieved a true sense of customer-centricity and who have, through doing so, enjoyed some of the highest Net Promoter scores in their industry. But this has only come to pass because they did not focus on the score, they focused on the delivery of a great experience. Think jetBlue, SouthWest Airlines, American Express.

 

If you don't have an army of employee promoters, how can you expect to create an army of customer promoters? When a company recognises the importance of fully engaging with their employees - there are few limits to what you can achieve.

 

Employee promoters are empowered, they use words like "valued", "effective" "learn and grow" and they believe in the company they serve - are PROUD to serve. Turning employees into promoters requires going beyond satisfaction. To create true employee advocacy, a company must create differentiators by providing extraordinary opportunities for purpose and accomplishment or the chance to have extraordinary teamwork and sense of affiliation.

 

Just look at what Zappos have achieved. Check out their YouTube channel to find out why people love working there so much - and that will help you to understand why they achieve so much customer success.

 

 

A Flywheel is a mechanical device with a significant moment of inertia used as a storage device for rotational energy. Flywheels resist changes in their rotational speed, which helps steady the rotation of the shaft when a fluctuating torque is exerted on it by its power source such as that caused by a piston-based (reciprocating) engine, or when an intermittent load, such as the motion of a piston pump, is placed on it.

 

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4310 Views 1 Comments Permalink Tags: southwest_airlines, jetblue, nps2011, london2011, flywheel, employees, ge, customers, americanexpress, intuit, system, bain, markey
Crispin-Manners
2

When Rohini Contractor looked at the impact of mobile on the customer experience she highlighted the importance of trust in attracting customers to a brand. Personal recommendations online and offline build trust.

 

The success of sites like www.tripadvisor.com shows how consumers will make purchase decisions based on the recommendations of people they don’t know because they would rather trust an individual than a brand. But there is something else at work here. Forrester calls it "benevolence", i.e. the willingness of people to give something without expecting something in return. People post on Tripadvisor, not for some kind of reward but because they know it will help other people like them – and encourage others to make context-rich reviews available for the benefit of all.

 

It’s this incentive-free action that builds trust. The trouble is that most organisations baulk at giving things away free. It is counter-intuitive for commercial organisations.

 

In my opinion it is the secret to success in today’s Recommendation Generation. What could your organisation give away to help earn the trust of target customers?

 

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1520 Views 2 Comments Permalink Tags: contractor, tripadvisor, london2011, recommendation, benevolence, benefit, nps2011
Crispin-Manners
0

When exploring the secrets of employee engagement, Guy Millar, founder of The Millar Method, raised the importance of securing emotional commitment from employees.

 

In my view this is a management responsibility and is driven by the business processes that are built-in to an organisation. For example, our work in employee engagement shows that employees really care about their career. They want to understand how they can develop and how their current role will help them to do so.

 

If management pays lip service to career development processes and doesn’t give time and attention to building a personal framework for each and every employee, why should the employee be committed to giving their all to the business?

 

Equally, processes like the Bell Curve, which apparently make sense financially (but in my opinion falls into the bad profits category), fail to recognise the contribution of employees that go above and beyond what is expected. If you’ve given your all but are told this only ranks as ‘meets expectations’ just to fit a statistical model, would you want to keep trying?

 

If organisations really want to build an excellent customer experience they first need to build an excellent employee experience. What is your company doing to build emotional commitment?

 

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1129 Views 0 Comments Permalink Tags: millarmethod, badprofits, engagement, nps2011, contribtion, london2011, employees
Crispin-Manners
0

Ralph Hababou – author of Service Gagnant, the secrets of companies that make a difference – gave possibly the best piece of advice of the Net Promoter Conference. Recognise that your customers are both your best consultants and your best salespeople.

 

The old adage, ‘the customer knows best’ is often linked to a bad tempered customer and a poor service experience. In fact, as Ralph indicates, it should be linked to product and service innovation. Customers know what they want. The trouble is that most organisations rarely ask them this vital question – or perhaps, more accurately -  rarely ask enough customers this vital question.

 

In the online connected world that we live in, it is now possible to have direct to customer contact with thousands of customers. If you bring your customers into the inside of your business and treat them as advisors, you will be able to fully understand what they want and you will be able to activate a word of mouth machine that will drive sales.

 

This is summed up in the recent article entitled: "Giving customers what they want – the key to the customer engagement revolution."

 

What do you do to listen to your customers?

862 Views 0 Comments Permalink Tags: engagement, nps2011, wom, hababou, london2011, contact, customers, innovation
Wouter_H_Wijma
0

When Muriel MacCallum joined Bupa International as Customer Strategy and Marketing Director in January 2011, she noticed immediately that their Net Promoter Programme needed to be re-energised and that there was a need to focus on customer centricity. Fortunately Adrian Robins, Business Account and Company Support Team Manager, came with an awesome idea to WOW their customers.

 

They empowered their support with the possibility and budget to surprise people who really need it. For example they sent a book to someone which was seriously ill for a long time. Just this simple gesture meant that not only he but also his family became immediately a promoter of Bupa and in particular the support agent. By engaging everyone to put a smile on their customers face they are whipping their customers all over the world into promoters.

 

Key learnings from their case are:

  • Continious tracking instead of once a year with the result that they have daily data
  • They make use of a relationship survey 2 months prior to renewal. This is called Event Driven Marketing and the perfect way to close the loop with the customer
  • Shift from inbound to outbound calls
  • The side effect of surprising the customer is that the feedback of the customers creates employee engagement.

Overall I would say that if you would like to re-energise your programme, focus not only on the engineering of it, but focus on the human interaction with customers and your employee engagement to the programme. I wish you a lot of succes with re-energising your Net Promoter Programme.

 

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1387 Views 0 Comments Permalink Tags: maccallum, promoters, nps2011, wow, engineer, london2011, robins, bupa, energise

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