Impact Learning Systems

Get to the HEART of Customer Service

Never Rest on Your Laurels Peggy Carlaw

Some companies just never stop trying to improve. Netezza’s Technical Operations Department had a customer satisfaction score of 99%. The director, John Forrest, wasn’t satisfied and embraced Net Promoter® as a way to improve even further. Net Promoter is both a loyalty metric and a discipline for using customer feedback to fuel profitable growth. It holds companies and employees accountable for customer service and opens the door to customer-centric change and improved performance. John’s goal was a 5% improvement in the Net Promoter score.

To support this initiative, Netezza turned to the Service and Support Professionals Association (SSPA) and Impact Learning Systems for help. Netezza technicians were first trained in Getting to the Heart of Technical Supportin order to develop a strong base of communication skills. To improve their technical troubleshooting skills, they then completed Diagnostic Troubleshooting. A CSP-I certification exam granted them industry recognition through the SSPA.

And here’s the great news! Netezza showed a 7.9% improvement in their Net Promoter score, exceeding their goal of 5% improvement. Netezza also received the SSPA STAR Award for “Best Use of Metrics and Business Intelligence.”

Congratulations to John and his entire department!

Peggy Carlaw is the founder of Impact Learning Systems, a leading training company specializing in improving communications between front-line employees and customers. Peggy is co-author of several books published by McGraw-Hill, including Managing and Motivating Contact Center Employees and The Big Book of Sales Training Games.
Peggy Carlaw
View all posts by Peggy Carlaw or explore Peggy’s website
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  • http://drop.io/robmarkey Rob Markey

    This sounds great. Did the Net Promoter Score improve *versus your competitors*? Or was it a simple absolute improvement? How big was the sample? Was the sample similar from period to period? Was the methodology the same from period to period? What are the primary sources of difference versus the competition? What drives positive or negative gaps?

    It is hard to evaluate improvements like this without the benefit of context. For another example, see a recent blog post at http://drop.io/robmarkey pointing out a similar set of questions related to another company that had improved its NPS — and a suggestion for how to improve your measurement.






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