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Written by 
Kenn Jorgensen, Eurofins

EUROFINS IS a global network of laboratories that is present in over 40 different countries with more than 400 laboratories and 35,000 employees. I represent the Eurofins Consumer Product Testing division, where our daily mission is to contribute to global health and safety by providing our customers with best-in- class laboratory services.  The services we deliver to our customers are technical consultancy and the biochemical testing of products such as building materials, food packaging, cosmetics, etc. With our service as an input, we deliver value for the customer as an output. In our company, we are very focused on that value output – we use it in our daily customer dialogues and in the way we present our company. The value output for our customers is: fast market access, product differentiation, reduced costs and minimized risks.

In our daily quest for excellence, we use the Relationwise Customer Loyalty (NPS) program as a marker of our service level. It is very important for us that we don’t let ourselves drown in a flood of useless KPI metrics that are not related to our value proposition. NPS is the best indicator we can get of how our organization is performing in terms of customer service and quality, because it allows our own customers to rate us and explain to us how we can improve our service – and not just once per year, but every time we do business.

WE ASK OUR CUSTOMERS the magic NPS question exactly seven days after we have invoiced them. By doing this, we give them the opportunity to score us on the whole process from start to finish, including invoicing and payment. Our customer feedback is distributed to the sales reps responsible for the customers and to the people involved in testing and consulting in the labs. Thus, enabling everyone to keep track of the feedback from the customers they’ve worked with.

It gives us a boost to receive feedback from people we have worked with over a period of time. We also use the feedback to proactively increase our operational performance – all scores of 6 or below are handled as a complaint in a fixed procedure where we take corrective and preventive measures to make sure we fix the problem and make sure it doesn’t happen again.

“Now it is something our employees talk about and they tell each other when they get a score of 10.”

We have used Net Promoter Score® for five years now, and to begin with people were skeptical of it as a tool. A few employees thought this was a way of bothering our customers with unnecessary emails, and perhaps a few employees did not like the fact that the system was sending out emails on their behalf.  Then, as our employees started getting feedback on their work, they began to acknowledge its value and accept it as a tool in the organization. Now it is something our employees talk about, and they tell each other when they get a score of 10.

Since we have been using NPS® for some years now, we have collected quite a lot of data. It is interesting to see the feedback history from customers that have rated us on a number of occasions. In many cases we can see that we have improved our performance towards these customers, and today, we also realize that these customers are still here. It is a fact that there is a direct positive relationship between loyalty and retention. Happy customers are loyal, loyal customers stay. Customers that stay are good customers, because they are more profitable and require fewer resources than new customers. Another interesting aspect is to see whether or not our customers are willing to recommend our company. But, even more interesting is to find out how they actually start doing it. Attitude and behavior are not the same; they are, however, dependent. Attitude is relatively easy to impact; behavior is more difficult. Our challenge for the future in relation to NPS is to see if we can impact our customers to actually start promoting Eurofins, e.g. in industry organizations.

Kenn Jørgensen

I have an MSc in Marketing from Aarhus University BSS (Business and Social Sciences) and my role in Eurofins Consumer Product Testing has gone from working primarily with internal and external business development, to working as Head of Sales for our European sales team.

Written by Kenn Jorgensen,
Head of Sales, Eurofins Product Testing in Denmark