Moving from customer service to customer success playbook - Masterclass 2016 Dan Leibou / March, 2016 - HP
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Moving from customer service to customer success playbook Masterclass 2016 Dan Leibou / March, 2016 1
Latest adventure… Climbed Mt Pisco, Peru 5600m 2
Hoping to climb huayna potosi, Bolivia this year 6088m 3
What is NPS and how is it calculated?
Net Promoter Scores (NPS) is calculated using the answer to a single question:
How likely are you to recommend [brand/product] to a friend or colleague?
Very likely 10 9 8 7 6 5 4 3 2 1 0 not at all likely
Promoters Passives Detractors
4 Internal Use Only
Source: Net Promoter Network, https://www.netpromoter.com/
Few well-known companies and their NPS
Shutterfly 84
USAA (insurance) 80
Costco 78
Apple (iPhone) 70
Amazon 69
Southwest Airlines 66
Zappos 60
Latex 60
Harley Davidson 59
Samsung 56
Netflix 54
John Deere 47
Volkswagen 40
Kaiser Permanente 40
Verizon 32
IBM 30
GE 28
Siemens 25
Walgreens 25
Xerox 20
T-Mobile 6
PWP 5
United Airlines 2
US Airways -8
Motel 6 -9
Citi -14
Sources: ForSee
5 Internal Fall 2013; Sametrix 2013; CustomerGuage 2014; HP Internal data
Use Only
Two years ago we felt quite stuck…
Indigo NA L1 NPS (Net Promoter Score)
+19 points
41
30
28
24
22
2011 2012 2013 2014 2016
6
7
What I learned about driving change?
Start from the customer and engineer experience and
1 work backwards
Build a small team of conspirators that is set to
2 change the status quo
start small and fast and aggressively scale once
3 something works on (move fast and break things)
8
What I learned about driving change
Start from the customer and engineer experience and
1 work backwards
Build a small team of conspirators that is set to
2 change the status quo
start small and fast and aggressively scale once
3 something works on (move fast and break things)
9
Remote team is part of the team
Getting the employees connected to what we want to achieves 11
The Car-Kits make sense also because they make the engineers proud – German boxes, organized, connected to the cloud 12
Rewarding engineers for their customers performance
=Making the engineers feel they matter Dan, Thank you for the recognition and points. It is a pleasure to work for an organization that goes out of its way to recognize the growth of its clients as well as team members. Regarding Service Advantage, it is a worthy endeavor that is showing promise toward turning around some of our more challenging customers and refining the stronger operators. With many of my operators, I simply mention their scores, and they take it upon themselves to improve their own numbers. When I see this happening, I make sure to point it out their management. For those who are less attentive, the proactive tool helps us address sore spots that are bleeding efficiency. I have recently seen a dramatic jump in Printbeat scores in one particular customer after such a targeted visit. Thanks again, Mike 14
Making customers feel special
Dear Haim,
I just wanted to tell you that I am very impressed with my district
manager
We have never EVER had a service manager like him. He is
drilling down into our organization to help us minimize downtime
like never before. The Print Beat reports are amazing and even if
they are still a work in progress, they are giving us awesome data
to measure ourselves against.
He is checking in with me and my team every few weeks and is
all over the detail. I cannot say enough of how impressed I am
with this new bar being set and it is my hope and desire that GSB
Digital is able to step up to the level of productivity the goals and
metrics are setting forth.
Sincerely,
Stephan Steiner | President
15Leveraging Print Beat to show gratitude to customers
Print Beat Hero T-shirt design
16 Internal Use OnlyAlmost fifty customers shared their Print Beats on twitter with
#PrintBeatHero
17 Internal Use OnlyHelping customers do good 18 Internal Use Only
What I learned about driving change
Start from the customer and engineer experience and
1 work backwards
Build a small team of conspirators that is set to
2 change the status quo
start small and fast and aggressively scale once
3 something works on (move fast and break things)
1920
What I learned about driving change
Start from the customer and engineer experience and
1 work backwards
Build a small team of conspirators that is set to
2 change the status quo
start small and fast and aggressively scale once
3 something works on (move fast and break things)
2122
Rapid prototyping
Modify Implement
Discuss and
Concept Test Learn
clarify
Traditional implementation
Concept Plan Implement ReworkYou will fail – we failed in deploying local spare-parts hubs in the major
metro areas
1
2=40
>=20 andWhere do we want to be 3 years from now?
Indigo NA L1 NPS (Net Promoter Score)
70
60
50
41
22
2014 2016 2017 2018 2019
26What are we working on now? 1 Transforming the field’s organizational structure 2 Building an effective on-boarding mechanism 3 A fast track escalation process 27
“The greatest danger for most of us is not that our aim is too
high and we miss it, but that it is too low and we reach it."
Michelangelo
2829
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