In June, we were lucky enough to welcome to our premises the Marketing, Sales and B2B Customer Experience Directors from ENGIE, Air France Cargo, Geodis, STEF, DS Smith, Edenred and AG2R La Mondiale.
This 1st round table enabled us to discuss a key issue for the BtoB Customer Experience customer experience: measuring and improving customer satisfaction and recommendation. During our first meeting, we asked ourselves the question of the place of NPS (Net Promoter Score) as a key performance indicator in BtoB. Discover the fruit of our discussions and reflections in this article.
How can you ensure a sufficient return rate for BtoB customer surveys?
- Limit the number of annual surveys and administer them on a rolling basis to maximize return rates and limit the effects of seasonality. It should be noted that some companies have made the opposite choice: all surveys are launched at the same time to make the NPS survey a corporate event and launch strong action plans once a year.
- Limit the number of functions surveyed ("decision-makers" only) and requalify the list of individuals targeted by the satisfaction surveys each year, with the help of the sales teams.
- Rely on the sales force in the field to invite customers to take part in the survey.
- Test several survey formats (A/B tests) & vary collection methods. For example, online surveys can be administered initially, followed by telephone follow-up. Another possibility is to use an external service provider to administer all surveys by telephone, with an appointment system if the interviewer is unavailable.
Is NPS a reliable indicator?
How to analyze NPS results? Should NPS be combined with other indicators? These are the main questions surrounding the use of Net Promoter Score. Here are a few ideas and shared experiences:
- Couple the NPS with an open-ended qualitative question to understand the root causes of promoters' and detractors' scores.
- Couple NPS with customer satisfaction and intent to renew.
- Communicate on the proportion of customers who are promoters and detractors rather than on the final score: distribution of customers by recommendation score.
How do you set up regular NPS events?
- Measure the NPS of end-users/customers to create a dynamic around this measurement in B2B2C.
- Empower teams by setting up a feedback loop: managers or even top managers call back detractors.
- Inject the NPS results directly into the sales force's tools, so that they are aware of them and take them into account when preparing and carrying out their customer meetings.
- Use verbatims as a tool to animate customers: share verbatims with operational teams, verbatim reading sessions to better understand customer perceptions...
How to demonstrate the R.O.I of NPS?
- Correlate NPS results with loyalty and customer value: analyze historical NPS results and analyze changes in customer behavior as a function of their score (Are they still customers? What value have they brought us? etc.).
- Don't try to quantify the impact of NPS: consider it as a lever for improvement, an objective in itself, and not just a "lever for economic performance".
How do you benchmark yourself against the competition?
- Using an external institute
- Conduct joint studies with competitors (as in the automotive sector)
Further information
B2B customer experience: 10 trends to watch
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