Net Promoter Score, or NPS, measures customer perception of a company or product based on one simple question: “How likely is it that you would recommend [Company/Product] to a friend or colleague?” Contact Center Net Promoter Score was first developed by Bain and Company and has been considered the gold standard customer experience metric along with CSAT.
NPS uses a 0-10 scale (0 being not at all likely and 10 being extremely likely), and respondents are placed into groups based on their answers.
- Promoters are loyal customers who continue to buy and recommend your company and/or products and services. Promoters are respondents who answer 9-10.
- Passives are happy customers but are not as likely to recommend your products or services to others and may be less loyal. Passives are respondents who answer 7-8.
- Detractors are customers who are not happy with your company and/or products and services. These customers could potentially damage your brand through negative word-of-mouth and are likely vulnerable to competitive offerings. Detractors are respondents who answer 0-6.
To calculate NPS, you subtract the percentage of Detractors from the percentage of Promoters.
For example, if 5% of respondents are Detractors, 20% are Passives, and 75% are Promoters, your NPS score would be 75-5 = 70
HOW TO MEASURE AND IMPROVE CONTACT SERVICE NPS IN YOUR CONTACT CENTER
- Measure NPS Following Every Interaction: After each interaction, provide a simple, low-effort survey question to rate NPS on a 1-10 scale. If you offer support over several channels, make sure to offer NPS surveys across all channels. This allows the quality of each step in an omnichannel journey to be measured.
- Analyze NPS Across Different Channels and Segments: Utilize Omnichannel Quality Management to track NPS by channel type (e.g. webchat, text, voice, et al), journey type (e.g. Medical Device sales vs Pharma), and customer segment (e.g. Doctors vs patients). If a channel, journey type, or customer segment has a lower NPS associated with it, then corrective action can be taken. For more read our blog New CX Metrics for Today’s Digital World
- Track in Real-Time and Display Metrics: Using Wallboards, track and display NPS by customer segment, channel, and journey type on monitors for representatives and supervisors to monitor in real-time.
- Take Action in Real-Time: If NPS on a given interaction ranks low, utilize automated customer journey workflows to automatically route low NPS interactions to a specialist for immediate follow up to improve any poor NPS experiences.
USE CASE: BRIGHT PATTERN CUSTOMER, VIPDESK, INCREASES NPS SCORES FOR LUXURY BRANDS
VIPdesk works with all of its luxury brands to increase customer experience and NPS scores. Recently VIPdesk provided its streaming services client with the idea of taking advantage of the exceptional customer service VIPdesk’s Brand Ambassadors provide its subscribers by integrating Net Promoter Scoring after each phone call interaction. At the time, the VIPdesk client was only offering its subscribers the opportunity to survey email interactions.
In April of 2018, VIPdesk, Inc. put phone surveys into action. The phone survey was clean, quick, and optional. At the end of each phone call interaction, its Brand Ambassadors closed their phone call interactions by asking the subscriber if he or she would participate in their brief two-question survey. If the subscriber agreed, the Brand Ambassador would end their phone call interaction and the subscriber would be immediately provided a brief two-question survey. The execution was seamless and the reporting they enabled was simple and easily understood by both VIPdesk and its clients.
Since implementation of the phone survey, the Brand Ambassadors have averaged an impressive NPS of 43 for phone call interactions. VIPdesk’s client felt the impact of adding phone surveys and has a combined (Email: 26 Phone: 43 Combined: 34) average score of 34 since implementation. In the first two months of 2019, our client experienced a 33% increase in the amount of surveys being completed by offering its subscribers telephone surveys.
About the author:
Previously Ted worked at Genesys where he led North America Marketing with over 15 years in the customer experience industry. Prior to that Ted worked for startups and enterprise software and hardware companies in all marketing functions. In addition to his CX experience, Ted has a background in business intelligence and large scale computing systems. Ted is a graduate of the Ross School of Business at the University of Michigan with a marketing and finance background.
