Customer satisfaction: why NPS is more than just a score

When it comes to Net Promoter Scores (NPS) and measuring customer satisfaction, it’s fair to say the telecoms industry generally attracts low customer approval ratings, with service delivery in particular being notoriously challenging. The way to buck this trend? Making sure customers are met with a seamless customer experience, from the first moment they engage through to their very last touch point.

We’re firm believers that happy customers are loyal customers. Gathering their feedback is therefore a vital step in understanding whether our customers are happy, and how they feel about the service they receive. One of the ways this can be achieved is through NPS tracking.

NPS is a way of quantifying customer satisfaction that’s recognised and trusted around the world. It measures how likely your customers are to recommend you to a friend (or in our case another business) in a single numerical score out of ten. This is combined by taking advocates’ scoring (nine and ten out of ten scores) from detractors (zero to six out of ten scores) to get a total score between -100 and +100. This enables us to monitor how we’re performing, both with our customers and against our competition. And with an average monthly score of +68 (way above the industry standard), what we’re doing works.

NPS can also be a great diagnostic tool: if you check your scores regularly, you can see how introducing changes or different products and services has a direct impact on customer satisfaction. And, in a world where data requirements are evolving fast, you can evaluate the changing requirements of your customers.

Our approach to measuring success

Our approach to NPS is two-fold. Not only do we ask all our customers to rate their experience with us on an annual basis, covering areas like account management, service support and delivery, we also use transactional assessments, asking customers to score their experience on the purchase and roll-out of a product or service upon delivery. This gives our team insight into customer sentiment when respondents are most likely to be honest and allows the business to adapt and implement necessary changes at a time when it’s most practical.

As you can see, our NPS score shows the benefit of paying close attention to what our customers want. In addition to an average monthly score of +68, in the past year alone, we’ve seen a 33% increase in the likelihood of customers recommending us to others.

Setting the bar

We take our NPS tracking scores very seriously, and do everything we can to translate feedback into action. So it helps that, alongside numerical NPS scores, customers can respond to a qualitative question, which provides us with additional detail. A good example of insight into action can be found in our recent decision to set up a ‘major incident team,’ formed specifically to deal with significant one-off service issues as rapidly and efficiently as possible, as well as to analyse longer-term trends. Something that came about from recent surveys.

Our most important learning to date however is that our customers would like more communications to keep them fully up-to-date on any in-flight orders. We’ve fed this into our provisioning team (who keep customers updated on order progress) and they’ll be giving more information at a greater number of touchpoints during every order. We’re also introducing a new system of working with teams on commitment-based management that will enable them to better deliver against their internal and external promises.

Laying the foundations for long-term customer satisfaction

While market-leading scores mean a great reputation, our real target is to use the feedback we gather from our customers to ensure that we’re delivering the best products, services, and customer experience at all times.

It’s more than a score: our customer feedback really does shape the way we work.

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