Tony Williams, Head of Customer Experience & NPS Research at DBM Consultants will teach you how to maximise the distance that NPS will take you. You'll learn the 3 stages of net promoter maturity, why it's important to have executive endorsement and strong program governance, how to assess programs against best practices, and more.

1. Maximising NPS
Program Success
Tony Williams
Head of CEX & NPS Research
DBM Consultants

2. Housekeeping
2
The recording and slides from today’s
presentation will be made available on
Cxweek.com along with other content and
webinars from throughout the week
Join the conversation on Twitter by
tweeting @Qualtrics using #CXweek

3. Tony Williams
Head of CEX & NPS Research
Tony has over 15 years experience designing and
managing Customer Experience programs for blue
chip companies in the UK, Asia and Australia. His
extensive experience and innovative approach to
capturing ‘voice of the customer’ has helped clients
optimise services and capitalise on untapped
opportunities. Tony is passionate about sharing CX
knowledge and best practice approaches. He’s a
regular contributor to research publications and
speaker at conferences and seminars.
Seven years ago Tony joined DBM Consultants, and
now leads their Customer Experience and NPS
division working with clients across a range of
industries

4. The 3 stages of net promoter maturity
A discipline for engaging
whole enterprise in
customer centricity
Systematically addresses root
causes of customer issues and
designing new experiences
A score or a
measurement system
A metric, like Customer
Satisfaction or Customer
Effort Score
A system to engage
customers and employees
Involves identifying and fixing
customer issues as they arise
Net Promoter® and NPS® are registered trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems, Inc.
Net Promoter SystemSM and Net Promoter ScoreSM are trademarks of Bain & Company, Inc., Fred Reichheld and Satmetrix Systems,
Inc.

5. Strong executive endorsement & engagement
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Employees
Stream of Consciousness
Why has NPS been chosen as
the measure moving forward for
our organisation? This isn’t clear
to me.
If we improve NPS, what will this
mean in terms of driving our
financial success?
In what ways does my business
area impact NPS? What changes
do I need to make to impact
NPS?
PROOF POINTS REQUIRED TO ADDRESS
QUESTIONS
How much more is a
promoter worth than
a detractor?
What is it worth to
us to move a
passive to a
promoter?
What’s the cost to
the business of an
anti-referral?
Economics of NPS
How does what I
currently do impact
NPS?
What can I do
differently to
positively impact
NPS?
What’s the impact of
areas outside my
control on NPS?
Impact on NPS

6. Strong program governance is essential
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C-SUITE/
BOARD
Defines the culture, focuses
organisation on loyalty,
delivers strategic
communications
SENIOR
EXECUTIVES &
CUSTOMER
SPONSOR(S)
Maintains Program visibility,
allocates resources,
evaluates strategic results,
sets goals
CEM TEAM
Drives Program implementation,
owns and disseminate knowledge
and collaborates with managers to
provide insights, creates NPS
action plans.
FRONT LINE
STAFF
Governs processes (CLF,
Root Cause etc.), champions
loyalty within Business
areas, educates teams
Delivers loyalty-based
customer experience
strategy
BUSINESS AREA
MANAGERS &
CHAMPIONS
COLLABORATION

7. Create advocacy tools to drive engagement
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Supplied courtesy of Telstra

8. Create advocacy tools to drive engagement
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9. Measure customer relationships at every level
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Transactional NPS
Initial meeting with a
specialist to arrange a
home loan
Episode NPS
End to end experience of
applying for a new home loan
Strategic NPS
Overall health of customer
relationships for strategic
decision making
Overall brand
impressions
InteractionsEpisodic Experience

10. Customer judge brands on end-to-end
episodes
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Researching loans
[Friends , Bank &
Review websites]
Progress follow up
[Phone]
Application
advice
[Mortgage
Banker]
Document
submission
[Web]
Pre-approval
[Telephone &
email]
Increase loan
[Mortgage
Banker]
Final approval
[Letter]
Receive funds
“I got the loan but it wasn’t
an easy process at times,
especially the online bit and
all the chasing I had to do.”
[Overall: 6 out of 10]
Interaction satisfaction Episode satisfaction

11. Provide easy to use, fast & granular reporting
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• Stakeholders want fast reporting to make timely decisions
• Must be simple and focussed on actionable insights
• Design flexibility to permit data mining & analysis
• Sharing of results across business units is essential
• Integration of internal metrics and customer data
• Centralised reporting hub

12. Enhance insights through data fusion &
modeling
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Customer
database
variables are
linked to
customers
responding to the
NPS survey
Undertake
propensity
modelling to
develop a scoring
algorithm to tag
Detractors,
Passives and
Promoters
An algorithm is
applied to the
entire database to
identify ALL
customers likely
to be Detractors,
Passives and
Promoters
Strategy, Service,
Product and
Marketing develop
value propositions
for each group
Go-to-market
strategy
implemented
NPS propensity modeling

13. Provide tools for stakeholders to predict NPS
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14. Create roadmaps for successful deployment
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ENGAGE STAFF
Design survey
programs
according to best
practice
Design Closed
Loop processes
Who are we
targeting, who will
call them, what
will they do with
feedback?
Close customer
and transactional
measurement
gaps in the current
program
Identify NPS
Program sponsors
and champions
receive further
education &
training
Redistribute / repackage
existing customer
economics, key driver
analysis & conduct
further analysis to
calculate promoters &
detractor (and lifetime)
value
Confirm
reporting &
feedback
management
requirements
CLOSED
LOOP #1
EXECUTIVE
ENGAGEMENT
SURVEY DESIGN
CLOSE GAPS
Deploy internal or
external enterprise
feedback system
(EFM)
SCOPE
SOLUTION
Demonstrate
operational / tactical
quick wins via survey
feedback, (pilot) closed
loop feedback recontact
and key driver analysis
Commission
external EFM
vendor
IMPLEMENT EFM
SOLUTION
Integrate feedback
across org and execute
operational & strategic
improvement plans
IMPROVEMENT
Inform, educate &
engage all levels in
the organisation
CEO led
communications
and change
management
initiatives
Link NPS to
financial and
organisational
performance data
TRACK
IMPROVEMENT
Launch full Closed
Loop Feedback
processes
Plan Implement Adopt Improve
CLOSED
LOOP #2
Identify key
customer
segments &
touchpoints
Confirm
customer
journey touch
point maps
NPS Program
Team
formulated &
endorsed
Customer
recovery,
documentation
and sharing
learning's
Continually
reassess goals,
targets and
customer
experience
strategy
TAKE ACTION
PROOF POINTS

15. Regularly assess programs against best
practice
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Best Practice
Survey Design /
alignment
Robust, trustworthy
comprehensive
Executive
engagement
Full buy-in &
accountability
Closed loop
feedback [CLF]
Rapid rescue &
follow-up
Organisational
engagement
Fully engaged &
aligned
Reporting
Centralised &
actionable
Analytics
Actionable &
insightful
Orderofimmediatepriority Order of priority will change with progress e.g. Once executive engagement is high enough to achieve
best practice for survey design, priority will shift to staff engagement and reporting.

16. Thank you
Q&A