Learn how to create excellent customer experiences with NPS – and get free expert advice.

Jimmy Riberholdt is a former Head of Sales at a large Danish financial company. He would like to teach you how you, as a manager, can create better value with NPS by measuring the right parameters.

 

You will get a special treat in today’s email:

Jimmy offers you a free expert analysis of customer experiences in your company.

 

Do your surveys generate value for your company?

You probably want to deliver excellent customer experiences in your company. Maybe you’ve already introduced NPS. However, the question is whether your survey is focusing on the right parameters.

 

View your company through the eyes of the customer

We used NPS during my time as Head of Sales, which generated great value for the company.

What made the big difference was looking at the customer experience through a new perspective. Previously, we had managed to convince ourselves that we viewed our company through the eyes of the customer from the outside in.

On the basis of data and new work methods, we soon realized that we had a clean company perspective inside and out.

Employees could be successful if they achieved their activity goals and sales targets and stuck to their service-level agreements.

The problem was that this didn’t tell us anything about the customer experience or the quality of the employee’s work. You can easily achieve your sales and activity goals without having a satisfied customer and without creating value for the company in the long run.

We realized that our goals didn’t have the effect we had expected. We wanted our goals to create motivation and to control the results and processes.

 

Set new goals to create satisfied customers and employees – and better results

We started to view the company through the eyes of the customer, and in doing so, set new goals.

We acted on our customers’ ‘truths’ and not on management’s assumptions, needs, and closing techniques. This made sense and created value for our customers, our employees, and our company.

Above all, it gave us the opportunity to act without assumptions. Management now created value for the employees in their daily work by removing the obstacles for success, which had been related to how they worked. We also gave feedback to employees by focusing on helping them understand the positive and negative consequences of management’s initiatives and learn what works best for the customers.

This created significantly better results for the company: Our customer and employee satisfaction rose, our turnover increased, and costs were reduced.

 

A checklist for value-generating surveys

One question remains: If you’re setting goals in your company, which goals create value?

A goal should:

1. Be closely connected to what the customer wants from the company.
2. Be able to show volume and variation over time.
3. Be able to create the basis for change so that employees can do what makes sense.

Management’s decisions should be made on the basis of these surveys. The company should still measure activities and profit. However, this should not be the basis of its initiatives.

Remember that the change in perspective gets the ball rolling. The surveys are only there to support the process.

Do you have the right perspective in your company? Do you measure the right parameters?

 

Get a free expert analysis of your company’s customer experiences
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