Operational NPS at Global Scale -...

Operational NPS at Global Scale Lessons Learned from GE Healthcare, an NPS Leader

2 / CX Presentation

1/29/14

David Kocher, GE Healthcare •  Sr. Services Marketing Manager •  Customer Strategy Manager •  Leads GE Healthcare Customer Experience

Program

Meet Today’s Presenters…

Dale Weideman, Medallia

•  Over 10 years of solution design and consulting with customer experience leaders

•  Leads Medallia’s B2B practice

3 / CX Presentation

1/29/14

Medallia Operational CEM Focused on action that drives business impact

Innovate

Recover Engage

Guide

4 / CX Presentation

1/29/14

HEALTHCARE ENERGY SERVICES

OIL & GAS POWER & WATER

AVIATION TRANSPORTATION HOME & BUSINESS

SOLUTIONS

CAPITAL

Founded by Thomas Edison in 1878

Only company from the original 1896 Dow Jones index still listed today

300,000+ employees world-wide

$147 billion revenue in 2012

Early adopters of NPS methodologies

GE

5 / CX Presentation

1/29/14

Is retaining customers a business imperative?

Question 1: What’s more expensive? •  Acquiring a new customer •  Retaining an existing customer

Question 2: Who is more profitable? •  New Customer •  Existing Customer

6 / CX Presentation

1/29/14

A. Price

B. Relationships

C. Move

D. Customer Service

E.  Product Dissatisfaction

If retaining customers is important, do we know what causes them to leave?

7 / CX Presentation

1/29/14

C. Move

B. Relationships

A. Price

E. Product

D. Customer Service

3%

5%

10%

14%

68%

(1) US Small Business Administration.

What does customer service really mean? What are the drivers of service and product

satisfaction? How do we make this actionable?

If retaining customers is important, do we know what causes them to leave?

8 / CX Presentation

1/29/14

Our vision has been to create leading indicators to business drivers that are tracked overtime

Operating Metrics (e.g. TTR, Quote Turn Time)

Feedback Metrics (e.g. Relationship/Transactional

surveys)

Customer Satisfaction

Retention/Orders Business Drivers

Lynchpin

Where Customer Meets GE

Links Customer Experience to

Business Drivers

9 / CX Presentation

1/29/14

We quickly realized our customer feedback data was highly variable

Surveys IT Systems Regions Products

Regional and Product Variation

Question and Survey Variation

Disparate IT Systems

This variation limited our ability to conduct more than basic benchmarking and analysis

10 / CX Presentation

1/29/14

Focusing on two key actions allowed us to close the data gap and drive action from insights

Enhance Data Analytics Capabilities

ü

Standardize Survey Methods ü ? ?

?


1/29/14

These two key actions were critical to developing more credible and actionable internal data

Sales Install Training

Support Relational Upgrade

Transactional Key Question: •  Overall Satisfaction (OSAT)

Metric: •  Net OSAT

Relational Key Question: •  Likelihood to Recommend (LTR)

Metric: •  Net LTR

2. Implemented Web/Mobile Feedback Program 1. Standardized Surveys & Methods

Real-time Analytics

4

Survey Management

1

Central Reporting

3

Automated Alerts

2

IPad IPhone Web


1/29/14

We compared numerous vendors before selecting Medallia …

Evaluation Criteria MarketTools Satmetrix ConfirmIt Medallia Allegiance

Pricing

Time to Implement

Hierarchical depth

Ability to upload operational/non-survey data

Integrate KLAS data

Migrate historical survey data

Automated Text Analytics for categorization

Action Management / Follow-up

Closed-loop support

Role-based dashboards

Analytics/reporting features

Total


1/29/14

Program live in USCAN by July ‘12 - executed regional implementations through 2013

5 12 19 26 2 9 16 23 27 30 20 27 4 11 18 25 2 9 6 13 16 6 13 20 27 23 30

February March April May June July August Q4 - 2013

20 13

Japan EMEA ROW

Ongoing Training and Roll-out to New Users

USCAN


1/29/14

New program has shown benefits for both our business and our customers

Of satisfaction measures across business Coverage

Of surveys from customers per quarter Volume

Of survey to customers for feedback Delivery

Required to take the survey Time

Response Rate Of feedback from customers

1

2

3

4

5

From (at Q4 2011)

To (by Q2 2013)

Improvement

10%

6,200

14 days

8 min.

12%

61%

8,300

2 days

3 min.

16%

51 pts.

34%

12 days

5 min.

4 pts.

Act On feedback in timely manner

6 15 days Immediate 15 days

Manual Work Required to manage program

7 ~3,000 hours ~400 hours 2,600 hrs.


1/29/14

Medallia analytics highlights varied satisfaction profiles requiring different actions

Product A Product B Product C

Execute product and support actions to reduce detractors

Communicate commitment to move passives to promoters

Deliver high quality next gen platform to maintain promoters

Overall Sat

Implement Product Sales Support Training Upgrade Consulting

Ease of Use Functionality GE Integration Non-GE Integration Quality Reliability

Trend Trend Trend


1/29/14

Statistical analysis in Medallia clarifies execution opportunities

1. Support Opportunities •  Speed of resolution •  Effectiveness of resolution

2. Product Opportunities •  Robust system integration •  Enhanced software performance

Getting to second & third layer detail, beyond overall score, enables actionable insights and guides

monitoring efforts

Product A


1/29/14

Improved methods and analysis have yielded positive results External Satisfaction Results Internal Satisfaction Results

Both internally measured scores and externally measured scores have improved since program

implementation

Questions

? ?


1/29/14

Thank You To continue the discussion…… Email [email protected] Visit www.medallia.com Twitter @Medallia

Operational NPS at Global Scale -...

Documents

Transcript of Operational NPS at Global Scale -...