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StemCare and their customer experience

Lisbeth, the CEO of Denmark’s first private stem cell bank, StemCare, uses Relationwise and Net Promoter System to proactively reach out and nurture her relationship with her customers, and to create a more alert and caring culture amongst her staff.

StemCare

“NPS® has done a good job both for us and our segmented customers, and we are especially focusing on those who have ranked us in a particular way and who do not feel that we have lived up to their expectations.”

I am here at the company StemCare, talking to the company’s director, Lisbeth.

Would you like to tell us a bit about what StemCare does?
Of course. StemCare is Denmark's only stem cell bank. We are a private company, and the service we offer involves collecting umbilical cord blood from newborn babies. Subsequently, we extract the unique stem cells, so that if the child should fall ill, the stem cells can improve the child’s treatment options, either now or in the future. What does customer experience mean to you? In this start phase, we have looked minutely at what our existing customers think of us. We had no data on or insight into what they think of us, so we sent them a questionnaire and asked them how likely they would be to recommend us to others. NPS® has done a good job both for us and our segmented customers, and we are especially focusing on those who have ranked us in a particular way and who do not feel that we have lived up to their expectations. It is our top priority, and that is why we have set up a procedure to troubleshoot the customer experience within 24 hours.

The other part is our promoters, whom we are, of course, very happy with. This is also one of the reasons we chose the system here – because we know that 50 to 60 per cent of those who have secured their child's stem cells are returning customers. You could say that if we fail to take care of those customers, we risk losing our revenue.
 
 

We get together two to three times a month to review the rankings, and this is more motivating for the employees than when I praise them.

I know that you have a complex product. Can you tell me a bit more about how you connect Net Promoter Score® to your entire customer journey? You could say that, classically, NPS® gives you some opportunities, transparency. We get through to our customers, and it is life-affirming – as it is to all companies – to be able to feel and set a mark, to talk to your customers. This is indeed an absolute advantage. Surprisingly, it became deeply rooted and a counterpart to our heavy priority system; this has had a significant impact and has been of great benefit to us. How do you motivate your employees? I know this is a big challenge in many companies. We gather around the NPS® measurements, which is a bit traditional, I think. They arrive on a regular basis; i.e. we do not have a regular routine for when we read them. We get together two to three times a month to review the rankings, and this is more motivating for the employees than when I praise them. S uddenly it becomes clear that not only customer service contributions make a difference; other functions in the departments also have a lot to say when it comes to the customers’ experiences of us. So it is in itself rewarding and motivating to have NPS® as a focal point, in addition to other initiatives aimed at motivating the employees. Thank you so much for your time, Lisbeth. It has been really interesting to hear about StemCare’s approach to Net Promoter Score®, especially because you are a complex company. I know that you have only existed for six months, but I really think you have come a long way. Thank you.
 

www.stemcare.dk