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The NPS remains an indicator with a "headquarters” dimension which does not mean a lot to field teams. If you want to involve sale outlet managers in your NPS approach, which is a very good initiative, they will need to be trained on the subject. Follow our advice to best get them involved in the process! 

Before generalizing the project within the whole network, we advise you to first launch a test phase. Make sure the approach has been properly implemented and make the necessary adjustments (technical accessibility, customer file conformity, comprehension of the questionnaire by the customers, sufficient response rate etc…). At the end of the test, it is time to inform your teams and train them for the NPS.

THE KICK-OFF MEETING 

It is the opportunity to bring your teams together (the sale outlet managers, regional managers and any person concerned by the project) in order to announce to them your desire to set up a new approach which allows them to achieve their objectives and develop their skills. The objective of this meeting is to reassure them, explain that it is not a way of controlling their work and especially answer all their questions. 

This meeting is also the opportunity to explain what the NPS is as well as its method for calculating and interpreting the result. Remember to distribute little NPS guides and to provide a hotline to assist the teams. You can also announce a corporate NPS objective and encourage everyone to participate in order to achieve this objective.


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COACHING

The next step after the kick-off meeting and the arrival of the first results is coaching either one-on-one or in small groups of 3 people maximum. This first involves presenting the customer feedback and NPS score management interface and explaining its different features. Afterwards, it is important to recap the NPS calculation method and the reading of the score. Please don’t hesitate to give small quizzes and allow participants to take the lead.

Finally, help teams to set up a simple action plan based on customer feedback. For example: The product requested by the customer is unavailable => I order the product for the customer or I send them to the nearest store where I will ask my colleague to reserve the product. Coaching does not stop at the launch of the project. It is important to organize progressive coaching sessions for different levels: beginner, intermediate and expert. 

CALLING BACK DETRACTORS

The exchange with detractors will be decisive on their willingness to stay and on the turnover that you will be able to achieve with them in the future. Training teams on the callback is essential for the proper conduct of the exchange.

Here are our tips: 

  • Demonstrate empathy: listen to the customer and apologize if it is necessary.
  • Never say: "I am calling you following our customer satisfaction survey because you are detractor." 
  • Provide a solution: make concrete proposals (product exchange, commercial gesture...) in order to keep and re-enchant a dissatisfied customer.
  • Invite the customer to come back and you see.
  • "Demystify" the detractor so that the employee is relaxed during the call 

So that the employee can call the customer in the best conditions, we advise you to write a response guide for them. This guide should not be a script, but rather a tool that the employee can re-use before calling customers in order to refresh their memory on the objectives and good practices. 


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THE NPS DEMONSTRATION AND BRAINSTORMING WORKSHOPS

Your teams need room to breathe from their daily missions. They also need to be regularly trained. Take advantage of this to organize NPS days at the regional or network level during which teams will exchange good practices for calling back detractors and the implemented action plan. This is also the opportunity to help stores in difficulty. Be careful not to intimidate the sale outlet with the lowest score. 

It’s a good idea to have an external person to host an NPS day. You can use the expertise of your service provider who has a vision on other retail chains and who will provide you with inspiring ideas.

THE NPS BONUS: A GOOD IDEA?

Be careful with panhandling for positive opinions or The Promoter Beg.  Giving a bonus according to the NPS score per sale outlet can be a good idea to motivate teams and reward their efforts. However, your goal is not to turn your contact teams into good score beggars. An exaggerated focus on the score is counter-productive; it is better to focus on progress and on the dynamics of the approach.

HOW DO YOU GET TEAMS INVOLVED?

Retail chains that hold high customer satisfaction scores generally have high employee satisfaction scores. The NPS and the ENPS (Employee Net Promoter Score = employer recommendation score) are correlated! Ensure your employees’ well-being, congratulate them and engage each member on improving the customer experience. 

Small tip: There is nothing more rewarding than a compliment from customers! Set up a "Happy Customer” alert system in order to distribute  compliments to teams as soon as they’re received; it is a guaranteed means for creating a link between employees and teams.

Remember... Training and supporting teams are indispensable to the success of a customer-centric approach. Every member brings their added value: the contact staff (such as customer service, technical assistance and sales advisors) plays a key role in deploying promoters and neutralizing detractors. Managers improve performance and know how to create excellent customer experiences. Senior managers create and provide the appropriate systems in order to ensure consistency between decisions and strategy.

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