Phil Clement, CMO of Aon Corporation, had an interesting story based on his company's NPS program. It shows how you can scale a program around gathering NPS and drive it down into the operational level. Aon has 43,000 employees out of 425 acquisitions! Companies that grow through acquisition have some challenges: they buy versus recruit talent and buy vs home grow products.
Aon has grown to be number 1 in size, but more importantly, customers rate Aon number 1. Phil showed a comparative chart that showed Aon's growth and NPS. Aon's growth and stock price are above its peers. "It helps our clients or helps our people help our clients" is the Aon mantra.
All Aon people and processes need to focus on customers. Aon uses NPS to help them to do the right thing - to help cut through the anecdotes and understand the issues so they can be fixed. The goal is to drive organic growth - from trust and credibility with clients.
Aon uses a 5-step process:
- Local market planning
- Client focused marketing
- Revenue management
- Increase client facing presence
- Product development and innovation
Aon picked NPS because they felt it was proven. They do it via an online survey. Aon also uses client advisory groups, third party partnerships, win/loss analysis, client surveys as well. They want to get participation in the NPS survey to 95%. Getting scores to field stirred some angst about what to do next... where to get time and what to do. The team helped by providing 3 strategies for detractors, passives, and promoters. They do not filter on high or low margin clients.
Doing this globally presents some challenges; e.g., Germany. Its labor and privacy laws create some hurdles, but if you focus on what the purpose is, you can overcome them. Accountability rests with Country Manager and rolls up to a region. On embedding this into the Aon culture, Aon is driving up its participation in the survey from 17%. They just did a pilot that got participation up to 75%. It requires the Regional Managing Director to own it. They reward high participation.
It was a great story. The punch line is that in 2 years Aon has gone from not having a system to having one that is embedded in their culture globally. This is no mean feat given the scale of their offices and employee base, as well as complex operations resulting from acquisitions. Well done Aon!
Click Not authorized to view the specified document 1006 download the presentation.