Drive Satisfaction to Advocacy Fred Hollowood NPS Driving advocacy in the enterprise

Competitive Positioning Pricing Products and services Customer Experience Access to products and service Customer Service NPS Driving advocacy in the enterprise

Satisfaction Measuring Satisfaction is a start Look for loyalty Dilbert, Copyright ©United Features, Inc. Look for loyalty NPS Driving advocacy in the enterprise

Improving Customer Loyalty Increased customer retention Lengthened customer retention More products per customer More customers Cost of servicing may drop Customer referrals Loyal customers are less price sensitive Satisfaction Loyalty Advocacy NPS Driving advocacy in the enterprise

How to measure Loyalty and Advocacy? Dilbert, Copyright ©United Features, Inc. Listening to customers is important So is asking the right question What is the business E=mc2 question? www.theultimatequestion.com NPS Driving advocacy in the enterprise

Play the NPS Customer Game Your favourite bar Your favourite drink (just poured) Ultimate Question “How likely are you to recommend your pub to a friend or colleague?” Score 0 – 10 NPS Driving advocacy in the enterprise

Net Promoter Score Promoters Customer First : Branded Experience Reduce the Detractors: Fix the broken parts Call downs Detractors Promoters Create more Promoters Deliver a differentiated and consistent brand experience Detractors NPS Driving advocacy in the enterprise

Three Customer Clusters Promoters – Those customers who have the highest rates of repurchase and referral, and will be advocates for your business Satisfied – Passively satisfied customers stay with a particular company more due to inertia than true loyalty They would move for a better deal Detractors – Those customers (or employees!) who spread negative word-of-mouth comments about the company Negatively impacts company’s reputation, ability to attract new customers and employee morale NPS = % of Promoters - % of Detractors 9 and 10 0 to 6 NPS Driving advocacy in the enterprise

What is the norm out there? The average Net Promoter Score across over 400 companies in 28 industries is just 16% Top performers out there have an NPS of 75-80% Harley Davidson 81% Amazon 73% Apple 66% Source: Bain, the Ultimate Question NPS Driving advocacy in the enterprise

On to Loyalty and Advocacy Know what matters to your customers Know how you stack up on these measures Do something to fix them Possible measures Drivers of satisfaction Perceived value Service level satisfaction Competitiveness of fees Product level satisfaction How well you listen Importance vs satisfaction The “closeness” of your relationship Likelihood to recommend Likelihood to transact Likelihood to extend the relationship Relationship strength NPS Driving advocacy in the enterprise

NPS Case Study in Symantec Not only have they achieved over 50% increase in their Net Promoter Score (NPS)……but they have seen improvements in areas such as support satisfaction, support costs, and call efficiency. Taking action on feedback Reduce install failure rates from 11% to 0.3% Improve installation performance 500% to achieve 43s Improve performance and reduce memory usage from 80Mb to 4Mb Common metric creates collaboration between departments to improve customer experience and increase loyalty 30% reduction in support costs 10-12% reduction in call times Source: Satmetrix Symantec Case Study. NPS Driving advocacy in the enterprise

Fred Hollowood fhollowood@symantec.com NPS Driving advocacy in the enterprise