This blog is by Leslie Shannon at Nokia Solutions and Networks.
Ah, KPI’s… There’s a sea of available network measurements out there telling us how often calls are dropped, which bits of the network are in trouble, etc. They are really fabulous for managing a network from a technical point of view, but not so fabulous for ensuring customer satisfaction.
Let me give you an example. My house in Finland is located right behind a big rock. For years, any phone call lasting more than 15 minutes would be dropped. My service provider was probably oblivious to the problem and focused on its total call completion KPI for the entire network. While it may have been celebrating a KPI score of 99%, I was raging over my 100% drop rate for long calls. Did I ever call them to tell them? No. (Hey, I’m a busy person!) But I finally fixed the problem by churning to their competition, and now my calls don’t drop anymore.
This example precisely illustrates the difference between managing by network KPIs versus managing by customer satisfaction. KPI’s should reflect the most important objectives of the business. Dissatisfied customers can slip through traditional network KPIs, and the next thing you know, you’ve got a churn situation on your hands. This explains the push for Customer Experience Management which examines network performance from the individual customer standpoint – and for which NSN has some great solutions, something that would have helped my first operator.
Just buying a CEM system isn’t enough, however. To make a REAL difference in how you serve customers, customer satisfaction must be prioritized across the entire organization. I recently heard an inspiring presentation from StarHub in Singapore on its strategic promise of bringing happiness to its customers (not just high bit rates), underlined with the delightful internal slogan:
“If we think we’re only a technology company, that’s all we’ll ever be.”
Love it. They’re exactly right.
So how do you transition from being a technology company to being a seller of, well, happiness? One way is to make the company leadership accountable for end user satisfaction by including the Net Promoter Score* of their customers in the KPIs for executive pay. Apparently, AT&T has done exactly that, and, no surprise, the Net Promoter Score – and overall customer satisfaction – has improved on many levels since then. Check the tone of web chatter about AT&T now versus the tone of web chatter approximately two years ago and you’ll see what I mean.
Another way to sell happiness is to make sure that everyone in your organization has near real-time access to customer satisfaction measurements and the factors that underpin it, so he/she can take focused action to increase loyalty. After all, loyal promoters are often an operator’s best marketers.
Happily again, NSN can provide this dashboard view with our CEM on Demand solution, tuned to reflect loyalty scores such as the Net Promoter Score. Being responsive to shifts in customer satisfaction is key to becoming the kind of magnificent operator that truly does put customer satisfaction first.
So yes, keep on improving those bit rates, because speed and network reliability help feed customer satisfaction, but remember to track and act on that overall happiness as well.
Share your thoughts on the topic and join the discussion with @NSNtweets on Twitter using #MWC14, #NSNperformance.
* Net Promoter, Net Promoter Score and NPS are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld and subject to a separate license.