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Tony Hsieh - CEO Zappos.com


Building a Brand that Matters

How many people have bought from Zappos? That’s a good question. According to the Net Promoter® Conference audience, a lot.


And the reason is because Zappos is focused on providing the best customer service and creating the most loyal customers. It is a mantra that is the corner stone of its corporate culture.

 

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Word of Mouth is Key


This is a business based on customer focus, creating repeat customers and driving Word of Mouth. They tried a large advertising campaign once but found they saw little rewards. Now the company takes the money that it would have been spent on advertising and puts it back into the customer experience.

Where a lot of companies are trying to lessen the amount of contact/calls from customers, Zappos wants to speak to the customers. They take about 5000 calls a day plus live chat, twitter, and emails. They want to create a complete word of mouth experience. One thing they’ve noticed is that when they do a random survey their Net Promoter Score (NPS)  is 83, but when they do the survey via phone their score raises to NPS 90. So Zappos is going to keep speaking with its customers as much as possible with the goal to build long term customer relationships.

 

To this end, everyone in the company goes through the same training as customer service, plus 2 weeks on the phone and training on twitter. Zappos believes that if the company is going to focus on customer service then everyone needs to be focused on customer service. Culture fit is key to the organization and every employee needs to believe in the core values.


Four things to building long term brand:

 

  1. Vision- chase the vision not the money. Their vision be about the very best customer service.
  2. Repeat customers- choose and focus on great product and great service
  3. Transparency - Be real and you have nothing to fear
  4. Culture - Committable core values:


  10. Be humble
    9. Be passionate
    8. Do more with less
    7. Build a positive team and family spirit
    6. Build open and honest relationship with commendations
    5. Pursue growth and learning
    4. Be adventurous, creative, and open minded
    3. Create fun and a little weirdness
    2. Embrace and drive change
    1. Deliver WOM through service

 

Zappos is owning the 3C - Clothing, Customer Service, and Culture and Zappos is all about delivering happiness to the customers and its employees.

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Walter Bettinger II - President and CEO Charles Schwab

 

Charles Schwab is a great example of a turn around story based on core vales and a belief in customers. For Charles Schwab Net Promoter® is the best way to measure that you are running your business on a core set of values.

 

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Walt related that the bad business practices at Charles Schwab started with charging account fees to their customers. Because they were chasing bad profits they soon saw their Net Promoter score drop to -34%.

 

How did Charles Schwab turn the business around?
It began with a leadership change when Chuck rejoined the company.  From here the company defined core principles based on what they truly believed as a business and these principles were focused on the customer.


As they continued to change their business model, the company expanded who had authority to make decisions and empowered those leaders.
Walt did his own research as well.  One of his first actions was to call the last 100 clients  that left and the last 100 employees that left to learn the answers to the problems Charles Schwab faced.

Based on these findings they developed a strategy based on values they believed in. This resulted in the four core pillars for the company:

 

  • Pricing values
  • Client success
  • Personalized relationship
  • Help and guidance

 

Because customers were key and employees were now empowered at the front lines to ensure positive customer experiences, they held these principles as key to the process:

 

  • Listening
  • Simplicity
  • Innovation
  • Service
  • Trusted relationships
  • Value
  • Honor
  • People

 

With these changes in place Charles Schwab has seen large growth in its Net Promoter ® Scores. To ensure employees were putting the customer first, they took the additional steps of taking compensation based on Net Promoter Scores off the table and have in place a zero tolerance for gaming the process.  This ensures that the employee doesn’t do anything that isn’t in the customer’s best interest.

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Richard Owen - CEO Satmetrix Co-author of Answering the Ultimate Question

 

Richard started us off with a view on the economy and what are the most important steps companies can take during this slow down.  I think Richard asked a good question, “Is flat the new up?” But really, the most important thing companies can focus on is their customers.


Key things companies should look at:

 

  1. Are you focused on customer retention which is a lot easier and more cost effective then custom acquisition
  2. Are companies making the right cuts, rather than cuts that will hurt customer loyalty long term
  3. Do you understand the economic value of Word of Mouth (WOM) or your promoters for your business.

 

DSC_6452.JPG Let’s Look at Advertising vs. Word of Mouth: Today Can advertising really be effective for long term growth? Companies can’t advertise their way out of trouble they have to focus on the customer’s experience. You can see this hold true when you look at the US auto industry and companies like Sprint both of which spend large advertising dollars but it has not resulted in increased sales. Today, the best customer service is now online retail where companies who invest in the customer experience, not advertising, are leading the way.  For example look at companies  like Overstock, Amazon, and Zappos.Deploying a Successful Net Promoter® Strategy: One theme that is consistent among the leading companies is that Net Promoter is really about a holistic approach that is part of the entire organization, not just the score. To truly be successful implementing a Net Promoter discipline requires change across the organization. Based on our findings, companies that are able to implement change management will be successful with their Net Promoter programs. Companies need to move away from business processes that do not work for them and learn how to create a radical shift in the organization.

 

 

Click here to download the presentation.

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Word of Mouth Economics

Posted by MichelleS Jan 26, 2009

Vince Nowinski - Net Promoter Economics - Teleco/Wireless Industry

 

We know that loyal customers repurchase, buy more, refer, and give constructive feedback.
Still many companies struggle to determine the value of customer loyalty.

 

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What is the power of word of mouth (WOM) and what does that mean for your business?

 

Word of Mouth is accelerating across industries making the dynamics of WOM even more important. Studies have shown that word of mouth is 9X more trustworthy and that 60% of customers trust the info they get from on-line reviews.

 

WOM is not just an extension of your advertising program. There needs to be something compelling for people to share or you can’t get them talking about it.


Like with anything the more positive the experience the more likely that the WOM would be positive and that negative experiences will result in negative WOM.

 

If the customer experience aligns with the message in the marketing then there is a synergy that can drive WOM. But traditional market methods do not tend to impact WOM. So companies should be looking at the natural way to apply WOM.

 

• For more details on the specific methodology please download this whitepaper Exploring the Relationship Between Net Promoter and Word of Mouth in the Wirless Industry

 

Click here to download the presentation.

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Aman Verjee- CFO, eBay

Kellie Cobaugh - Senior Manager Loyalty Insights- eBay

 

Why Net Promoter® and what are the benefits?ebay3

When ebay first began looking at their customers they started with measuring customer satisfaction but the data was not actionable and not intuitive for the customer. Today, eBay is using the Net Promoter Score (NPS) which they see as pivotal to linking the customers, and their experience to financials. They believe future company growth will migrate from their traditional customer acquisition model to customer retention through a deepening of customer relationships.

 

As many of the sessions covered, eBay has found that having a cross functional team dedicated to driving the Net Promoter program and support from senior management has really made the program successful, and has help to get engagement from the whole organization. eBay also has spent a great deal of time looking at the economics of the program and from this developed the Net Promoter Economic (NPE) program

 

Using predictive modeling - these analytics let you predict the score someone would give you based on others like them. They look at core data like dollars spent each month, churn rate, etc. in each case Promoters had better numbers. In some cases while you may not see spend increase with top promoters, you may see churn reduce. The largest lifts come from moving Detractors towards Promoters, for eBay it means moving Detractors to Passive will bring the greatest results. The critical thing is to look at customers that are detracting and really focus on why

 

eBay’s Advice

 

  • The NPE program - If I knew then what I know now
  • Bring in NPE efforts as soon as you start an NPS program
  • Be clean about how long it takes to get these programs really working
  • Have a consistent data gathering process
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Steve Dee - Senior Vice President and Head of Client Loyalty- Swiss Reinsurance

 

Swiss RE’s Net Promoter® program is focused on its largest B to B customers. The challenge is how can they show results  and demonstrate the differences between promoters and detractors when the stake holders do all the big deals.

 

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Probability and growth


Swiss RE started by determining the over all Net Promoter® Score (NPS) baseline for all clients. From there they looked at the NPS for each individual and then measured rate adequacy by client against the NPS. So based on the number the respondents from a client they can look at how many are a rate adequacy as a promoter or detractor.

 

Once they spend the first year getting a real good baseline they began to look at what they could do to grow their numbers and determine the strengths and weaknesses across various touch points.

Today, Swiss RE primarily evaluates the NPS by business teams, but they also find it useful to overlay against product lines. The client teams identify any detractors or clients that request a follow-up and these clients are automatically called usually with in 48 hours.

 

Swiss RE has found that attribute analysts becomes more important for ensuring trustworthy data and to drive change in the organization.  They examine closely the NPS of their core clients to determine the key drivers.  To improve the knowledge base of their account teams working with key clients, they have increased the time they spend in front of clients.  This has resulted in increasing knowledge and expertise 25 points in a year.


Swiss RE has found that using Net Promoter and the Satmetrix operating model is the absolute way to be best in class in Net Promoter implementation.