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Danish
Architecture
Centre



…is Denmark’s national centre for developing and promoting knowledge of architecture, construction and urban planning.


I HAVE WORKED at Danish Architecture Centre for two years and I was the one who initially introduced our customer experience programme. They didn’t use Net Promoter Score® before I started and we have now been using it for about 18 months. NPS® has the advantage of helping us move and react to feedback very quickly and get instant results. We have focussed on getting NPS® up and running in relation to our visitors.


All our products use NPS®: exhibitions, education, networking for the building industry and professional events. Both our Board of Directors and our project managers can relate to what NPS® is and why it works. It matters to people both at the top and the bottom of our organisation as well as all our middle managers.


WE ARE AN ORGANISATION driven by projects, finance and results. Even though we are a cultural institution we are basically a commercial business, which is a bit unusual. Furthermore, we are a non-profit organisation that receives money from others for our projects. The combination of partly receiving public funding and partly having to raise money means that we need powerful arguments to say: “What does our audience actually think of what we deliver? And how do we impact on them?” We combine NPS® with our audience surveys and ask people to give us their address and contact information. Through our models in Geomatics (demographic data analyses) we get a better insight into who our guests are and which products they use. It helps us find out who are core audience is. They are generally the ones who like our product the most and who gives us the highest scores. Generally, they score us far above average.


WE HAVE 7 DIFFERENT touch-points for our customers. One of the products many of our customers engage with are our exhibitions. Those who visit our exhibitions come into the building where there is an iPad and we offer them a free cup of coffee if they help us improve. If they give us their contact information they receive a text with a voucher for a free coffee in our café. We see this as one of our touch-points.


Another touch-point is that everyone who signs up for our activities via our ticketing system automatically receives a follow-up email where they can choose to answer the NPS® question and get a free cup of coffee in return. We have two types of customers: our visitors and our stakeholders. Our stakeholders are the ones who help us finance our projects and they of course want to know who our visitors are and how satisfied they are. NPS® is a very strong tool for this purpose.


Our tours around Copenhagen get quite a high NPS® score. Generally, it seems that people score us higher if there has been a personal point of contact so this is something we are really focussing on. We work a lot with what we like to call the “excellent hosting” concept, as hosting is what we mainly do, which is why we want “excellent hosting” to be the framework for the organisation. One should feel welcome and get a sense that this is something special. “Excellent hosting” is very important to us. The trick is to get NPS® to become a KPI that we use.


I FIRST PRESENTED NPS® to our Board of Directors a year and a half ago. We had just launched a new strategy with KPIs focused on customer satisfaction. From this we were able to see that our customer satisfaction was around 90% and it stayed like that for all of 2014. The problem was that making a target from that number for 2016 and 2018 was difficult. We wanted it to stay at 90%. That was why I suggested that we swapped our customer satisfaction KPIs for NPS® and at the same time started working on our core promises, which we also had KPIs for. They were based around the “excellent hosting” concept and giving our audiences an experience that moves them in some way.

“I HAVE BEEN GIVEN A KPI THAT ACTUALLY SHOWS A DEVELOPMENT IN RECOMMENDATIONS AND THEREBY ALSO IN OUR GROWTH POTENTIAL.”

WE ARE NOW IN A PLACE where we are starting to work with KPIs that are linked to NPS® and the next step is for me to give a talk on how we can deliver our core promises. I have been given a KPI that actually shows a development in recommendations and thereby also in our growth potential.


Our NPS® score is going in the right direction and one of the things that makes a difference is the fact that we work with it on a strategic level. This is of course an important thing to do and is also something that makes the Board really value it. I went about using NPS® in a slightly different way during the first year of using it. To begin with I focussed on getting the score and the feedback out amongst our project managers and got them to use it. They quickly realised that they could use it in their product development and reporting. I kept going with it in the organisation without involving people in the top.


It was important to get the feedback out to the people who were involved in the projects and gave us an opportunity to give our old and new tour guides both positive and negative feedback. It is motivating for the employees who deliver the products. Our COO supports NPS® and was fully convinced by it following its implementation. NPS® helps us handle our customers in a more professional way. The next step for us is to decide on some common guidelines, even though our different products in the organisation need different things.


We need to make a systematic strategy for how we deal with both satisfied and dissatisfied customers. We have currently given the feedback to the project managers and asked them to deal with it. This of course means that they are requesting guidelines, but they have all dealt with it in an extremely professional manner.


ONE OF THE CHALLENGES is that people have a great love for “their” product because what they do matters to them. Negative scores can impact on employees more than positive ones, but this is something we are aware of. It is very important that it doesn’t become demotivating for the people who develop our products. Furthermore, it is also important that we use our feedback systematically. Our Board of Directors focus on it as well as our project managers who use it in their daily work. We also have middle managers who need to be able to see that a particular type of exhibition gives us good NPS® results and afterwards find out how we can transfer this knowledge to future projects.


We have instigated an award, which we call the Audience award. The award is given out quarterly at our morning meetings where we are all gathered. We came up with the award to put focus on quality and the customer experience. You can receive the award if you have helped move the NPS® score, but it could also be that someone has come up with a new way of dealing with our satisfied or dissatisfied customers. Another reason could be that you have product developed on the basis of the feedback we have received. The award can given either to a team or a single person. The idea came from our Director, who thought it would make a great next step on our customer journey.



NUDGING BOOSTS
OUR REPLY RATE


At DAC one of our interns from Copenhagen Business School was interested in “Nudging” and boosting reply rate on our iPads, which our visitors see at the end of the exhibition. We moved the iPads to correspond to people’s movement patterns in the exhibitions. Furthermore, we also changed the graphic design on the screens – and that worked! Our reply rate went up dramatically. It was also important to make it known to our customers that they can get a free cup of coffee, when they fill out a survey and we placed the iPads in places where people could sit and take their time to fill out the survey.

Nanna Sverrild


What motivates people to take action has always been an interest of mine. I have a bit of an atypical background because I’m a humanist. I have a Masters in Modern Culture and Communication, but I have also studied at Copenhagen Business School and in America. I have always had an interest in what drives us as individuals. Being a humanist I understand that many of the people here at DAC are not focused on numbers. What we need to do is translate numbers into quality and good experiences for our audience. We need to transform them into something people can relate to and understand. It is important that we give people a sense of the numbers and that we make them “live” in an organisation that focusses more on individuals than numbers. I have been surprised at how well NPS® has been received and how well people have handled being scored on their performance.