NPS and Customer Satisfaction within Contact Centres
5 October 2017
Those of you operating within the contact centre market will be more than familiar with the phrase ‘Net Promoter Score’ or NPS, for short. It’s a simple way of keeping track of customer satisfaction levels by asking the question “How likely are you to recommend us to a friend?” and providing the customer with a zero to ten scale of answering.
For many of us who have filled in countless of these consumer questionnaires, we may well wonder where the data goes and how it is used – particularly if you have had a frustrating experience with a company. It may seem like answering such a question with a numerical scale is redundant.
The contact centre market is one that is deeply reliant on high levels of customer satisfaction and positive feedback. That initial question of “How likely are you …” will, more than likely, lead to questions about pricing, product quality and feedback about the support experienced on that specific day.
However, many have called into question the veracity of such a scoring system, particularly as it seems to open up too many variables. As industry website, Fonolo reports, “The most common complaint about NPS is that it wraps up too many factors in a single score. If a survey respondent says they would not recommend your company, it may be for reasons completely unrelated to the customer service experience.
“Perhaps the product was faulty or they didn’t receive what they ordered. Even if it is related to customer service, there are many factors that could be at play. Maybe the IVR was frustrating and unclear or hold time was too long. Contact centre managers often feel that they are judged unfairly by NPS scores because so many of these issues are out of their control.”
This brings into question the necessity of NPS, if customer satisfaction levels can be tarnished by negative scoring as a result of a one-off, poor encounter that may not even be a direct result of bad customer service. This type of feedback could have a demotivating effect on your advisors.
The almost uncontrollable nature of NPS should mean that the ensuring results are taken with a pinch of salt, and not seen as ‘the full picture’ when it comes to understanding customer satisfaction levels.
A more efficient way to measure the effectiveness of your agent may well be to review calls at random in terms of tone, resolution and speed of service. Regular meetings with your agents – and monitoring feedback sent in via email or social media – are the key to understanding what customers are looking for in terms of having their needs met. This may help avoid the issue of ‘variables’ when it comes to contact centre interactions.
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Written By Cheryl Stobo