To become a customer-centric company, we first had to know what our customers think of us. There are many types of customer satisfaction measurements, but the one that works for us is the Net Promoter Score (NPS), co-developed by Satmetrix and Bain & Associates.
The Net Promoter metric separates your customers into three categories based on their willingness to recommend your brand (on a scale of 0 to 10).
• Promoters (score 9–10) are loyal customers who keep buying more and refer others.
• Passives (score 7–8) are satisfied but unenthusiastic and vulnerable to competition.
• Detractors (score 0–6) are unhappy, impede growth, and damage your brand through negative word of mouth.
To calculate your Net Promoter Score, take the percentage of customers who are Promoters and subtract the percentage who are Detractors.
When we began the process, are annual average was 77 percent, which is very high compared to most companies. By 2010, we ramped it up to 84 percent. Only USAA beat Safelite on the annual NPS benchmark study. This is something that we very proudly celebrate within our company.
It’s important to note that simply measuring your NPS does not lead to success. You must use the data in a meaningful way to drive operational excellence and for continuous improvement. That’s why the responsibility for NPS was eventually shifted from our Marketing department to our Operations team. Today, every single one of our associates understands NPS and knows where we stand. In fact, each of our customer service representatives and technicians know their individual NPS scores. If we see low NPS scores, we dig into the data deeper to understand why and how it can be fixed. We review customers’ verbatim responses with the technician who completed the service and look for common themes. We share each customer’s verbatim with technicians weekly so that they can relate the experience they delivered with the actual customer feedback. Further, we post these for all to read so that there is local reinforcement of our customer expectations. Reinforce the good, as well as pointing out the areas to improve lead to a positive customer centric culture.
We also created an Executive Services department, which reaches out to Detractors to correct any issue to the best of our ability. This has helped turn many Detractors into Passives, or even better, Promoters. Customers are often impressed when a company like Safelite quickly and easily fixes a problem for them.
Further, we enhanced social media team resources to scour the web in search of both positive and negative customer comments. A customer centric organization, like Safelite, must be contemporary in its approach to customer feedback…and in today’s ever changing world this approach must include the various web sites. Customers appreciate when their comments are recognized and acted upon… no matter their significance or issue.
Satmetrix recently published a case study on some of our NPS success – from our hiring practices to our compensation model and everything in between. It has been a key to getting our company focused on customer delight.
I invite you to read the Satmetrix case study and then respond here with any questions or to share your experience with customer satisfaction surveys!