Categoria: ROI, NPS, VOC, KPIs

NPS… maneggiare con cautela

su da Gian Carlo Mocciin ROI, NPS, VOC, KPIsLascia un commento

 NPS Image

AICEX: L’NPS è un gran bel KPI, ma solo se si è consapevoli delle sue caratteristiche e dei suoi limiti.

Don’t get me wrong, I love Net Promoter Score (NPS). I love its simplicity and accessibility. I love the way that CEOs and front line teams can understand how it works without the need for a degree in statistical mathematics or data analytics. However, there is a big problem with NPS and it normally comes after any successful programme implementation. The ‘curse of the number’ is a good way of summing up the problem.

Too many companies are spending too much time focusing on the numbers (results) and not enough time on actually making improvements. We all know what it’s like when NPS results are about to be released. The business become tense whilst segment heads and product leads start to manage communications around the possible ‘number’. Having worries about a number drop or optimism about a number rise are understandable but too many companies are trapped in a cycle of quarterly or bi-annual panic.

So how do you get away from a culture of number watching? Below are some tips:

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Le attività per il ROI o un ROI per le attività ?

su da Gian Carlo Mocciin ROI, NPS, VOC, KPIsLascia un commento

AICEX: oramai i tempi sono maturi per dire che l’attuale concetto di ROI è talvolta poco adeguato a rappresentare la bontà o meno di azioni CX. ROC e ROR sono due KPI alternativi che cominciano a farsi strada. Pubblichiamo un interessante Post di Mike Wittenstein, peraltro un “supporter” di AICEX.

#1: Pick the Right Starting Point

NPS: è tutto oro quello che luccica?

su da Gian Carlo Mocciin Customer Experience, ROI, NPS, VOC, KPIsLascia un commento

NOTA AICEX: parliamo spesso di NPS come KPI, ma è davvero tutto oro quello che luccica?

One of the first few questions that organisations ask on adopting NPS is “should they set NPS as a KPI?”  While the intention could be right to ensure that the team is serious about NPS, it is equally important to ensure that the program has reached the maturity level of adopting NPS as a KPI. Do it too early and it will face a lot of resistance from the team. Do it too late and the program loses its value.

NPS

A few pointers to keep in mind while you are on the NPS journey.

“We are in it with you”. The company should give out a clear message to its employees. Imagine the detractors reaching out to your front line employees. When they voice their concern, then other than acknowledging it if your team is clueless on the next steps it will only lead to repeat complains and further customer dissatisfaction. With no defined system in place the frontline feels helpless and this effects their morale. Any organisation would definitely not want to get in this vicious cycle of unhappy employees and customers. The solution here is to define a process for handling customer issues and equipping the team with the right tools to collect customer feedback, analyse this data and take necessary action to address these issues. The employees should get the message that the company is in it as much as the team and willing to equip them with the right processes and tools.

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La sfida del Customer Lifetime Value

su da Gian Carlo Mocciin Customer Experience, Marketing, Loyalty, ROI, NPS, VOC, KPIsLascia un commento

Nota Aicex: l’era digitale multi canale porta spesso i brand a non calcolare correttamente il Customer Lifetime Value. Vediamo perché.

What is hampering your ability to increase customer lifetime value

Working in silos and managing multichannel are stopping brands from realising the full value of a customer over time.

The multichannel digital age and the siloed nature of organisations are hindering brands and companies from calculating one of the key measures of success – the lifetime value of a customer.

Customer lifetime value (CLV) is the total worth of a customer to a business over the entirety of the relationship. But with the various ways that consumers can engage with brands, from social media to call centres, the barriers to measuring and acting on that value are proving a challenge.