Joyce Maroney, Senior Director, Customer Services Marketing, Kronos Incorporated, shared her insights and lessons learned as she took on the challenged of restarting their program and the business changes involved after taking the company from public to private. As part of the process the new investors took a branding study with the “Likelihood to Recommend” question included. The result was that the NPS score was much lower than historical NPS scores, forcing the company to take a harder look at redefining their existing customer experience programs.
The major change evaluated was around how to measure NPS. The company looked at moving away from their existing method of a 3rd party outbound phone survey to more timely and accurate survey reporting.
While Kronos was sending alerts when customer responded with Detractor scores there was no closed looped process and the organization as a whole had little insight into the responses. Kronos adopted the “moment of truth” to help define their customer corridor. As Kronos defined the aspects for their new program they looked at a more automated format, internet based, with surveys going out quickly and feedback going to the people that need it. They define the process for trustworthy data which meant having triggers that moved transaction surveys daily and then they followed-up with an annual loyalty relationship surveys. The Satmetrix web based environment enables action to happen faster and the business rules send alerts to specific individuals in charge of taking action with their customers. Finally, to analyze win/loss deals they also call the sales people directly to gain greater insights into why deals are lost.
The company also focused on a new brand design which led to a 36pt improvement in NPS. So by improving their brand and visibility, the company has seen better customer loyalty.
What has been most important is to gain insight into the VOC and then define and assign the processes to make feedback actionable.