Day 3 of reposting proof that CX is circling the drain. This post perfectly highlights the conundrum CX is facing. VoC programs do NPS surveys. Sentiment of the post is they should dig deeper and really focus on their customer at the "big enterprises" mentioned. An alternative reading is that executives are fine with NPS surveys as a barometer and they should probably just fire the VoC team and have a company manage their NPS surveys for much cheaper. Intractable value in CX leaves executives apathetic, and they aren't wrong.
The Voice of Customer programs at big enterprises keep surprising me. These are the big innovations I learn every day while speaking to them..... Me: Can you tell me a bit about your current VoC program? VoC Team: We have a very mature VoC platform that we have been using and improving over the last few years. Me: That's amazing. Can you tell me what VoC data you collect? VoC Team: NPS surveys. Me: What kind of reports do your leadership and board get? VoC Team: We share a weekly VoC report which shows NPS trends. Me: Nice. What about customer care conversations, reviews, social, calls? VoC Team: Ummm... yeah, no, we focus on our NPS. Me: Is your leadership happy with the insights they get? VoC Team: Yeah mostly, they ask for the real WHY behind the trends, and we share the NPS drivers. And there it is— years of 'innovation' in VoC that curiously circles back to those NPS surveys.
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4moIt's so easy to conduct only NPS and then place all blame for negative scores on support. NPS is a reflection of the entire product and its sales and support lifecycle. It's all how you choose to tell the story.