Beyond NPS: Agile Responses to Customer Experience
2017.10.27   |   33 pages   |   Direction, Strategy and Brand Differentiation

Author:
Nicola Warren


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As markets become increasingly saturated, MNOs need to focus on customer retention and loyalty.  These depend on an organisation’s ability to satisfy customer needs and meet expectations in all its dealings with the base (i.e. the Customer Experience - or CX).

The Net Promoter Score (NPS) has become a popular metric to gauge customer loyalty.  Higher scores have been shown to correlate with positive business results.   It has also been adopted as a measure of CX due to the link between CX and loyalty.

But MNOs looking to drive loyalty via CX improvements require more insight into its levers than NPS alone provides.  CX expectations are changing daily (largely due to digital developments).  MNOs need to do more to ensure agility in CX delivery in order to keep their customers happy.

This report examines the steps MNOs can take to provide a competitive and responsive CX.

 

Companies: T-Mobile, Giffgaff, Macquarie Telecom, Bain and Company, Royal Bank of Scotland, Zappos, Amazon, Emirates, Uber, Netflix,

Countries: USA, Australia, UK

Keywords: pain points, loyalty, culture, Customer Experience, VOC, employee engagement, customer intelligence, touchpoint, customer focus, NPS, employee empowerment, un-carrier, responsive, digital transformation, real-time, data-based decision-making, likelihood to recommend, feedback, customer first, social listening, customer effort score, customer support, CX, Net Promoter Score, Voice of the Customer, customer satisfaction score, retention, customer centric,

1

Overview

1

2

Introduction

2

2.1

Background to the Report

2

2.2

Report Content

4

2.3

Currency and Conversions

4

2.4

Further Questions and Feedback

4

3

NPS as a Tool

6

3.1

NPS Strengths

6

3.2

The NPS System

6

3.2.1

Customer NPS Ratings

6

3.2.2

Transactional NPS Ratings

6

3.3

Customer Value

7

4

Best Practice for CX Agility

8

4.1

Introduction

8

4.2

Senior Management Commitment

8

4.3

Continuous Change and Investment

8

4.4

Customer Intelligence

10

4.4.1

Introduction

10

4.4.2

Data Strategy

10

4.4.3

Voice of the Customer Primary Research Programmes

11

4.4.4

New Software/Systems

11

4.4.5

The Human Touch

12

4.5

Ownership for Responsiveness

12

4.6

Accountability for CX Improvements

13

5

Case Studies

15

5.1

Introduction

15

5.2

giffgaff, UK

15

5.2.1

Senior Management Commitment

15

5.2.2

Continuous Change and Investment

16

5.2.3

Customer Intelligence

17

5.2.4

Ownership for Responsiveness

18

5.2.5

Accountability for Customer Experience Improvement

18

5.3

Macquarie Telecom Group, Australia

19

5.3.1

Senior Management Commitment

19

5.3.2

Continuous Change and Investment

20

5.3.3

Customer Intelligence

21

5.3.4

Ownership for Responsiveness

22

5.3.5

Accountability for Customer Experience Improvement

23

5.4

T-Mobile USA

24

5.4.1

Senior Management Commitment

24

5.4.2

Continuous Change and Investment

25

5.4.3

Customer Intelligence

27

5.4.4

Ownership for Responsiveness

30

5.4.5

Accountability for Customer Experience Improvement

30

6

Key Findings and Conclusions

31

7

Recommendations

33

 

Appendix – Feedback Questions

34

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Our Clients

A valuable program, differentiated by its best practice case study approach. Many external providers supply regular updates on MNO KPIs, but it's how operators are approaching these issues we want to know about Orange Group
Mobile Market Development 2015