Impact Learning Systems


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 Cus­tomer Ser­vice Train­ing Games.
3 Never Rest on Your Laurels
Peggy Carlaw
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  • 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 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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