customer

CustomerZone360 NEWS

CustomerZone360 Home

The First Step to Increasing Customer Loyalty: Adopt a Metric the Whole Company Can Rally Behind

By Amy Downs January 18, 2016

When I took on the newly created role of Chief Customer Success & Happiness Officer at Lifesize, only one thing was clear: customers needed to be at the forefront of our business.  For me, this was an exciting opportunity to put into action everything I’d ever learned about making customers happy and keeping them that way.


The first task at hand was adopting a metric that would help make the process simple, tangible and rewarding for everyone involved. After considering Lifesize’s business model and product suite, the Net Promoter Score (NPS) quickly emerged as a measure that would offer the surest road to creating as many Lifesize fans as possible.

There are two aspects involved with aligning your company to increase NPS. First, buy-in from the C-suite is essential, mostly because improving NPS requires a total change to a company’s culture and operational rhythm. Across the board, employees have to be willing and able to change practices on a dime based on customer feedback, and the C-suite must support this shift.

Second, employees have to accept ownership for the fact that everything they do impacts NPS. Therefore they must be willing to overhaul the way they serve customers, based on the data at hand.

Once everyone is on board, the goal is to create as many Promoters as possible.

At Lifesize, we started by surveying our customers, calling them to listen to their feedback and perform root-cause analysis on all the issues they brought to the table. Sometimes there was low-hanging fruit, such as customers who simply needed help discovering new features, or with the onboarding process in general.  We also made sure to focus on the positive, as we didn’t  want to break what was working well.  Most importantly we were completely transparent with every Lifesizer, giving them complete access to all the feedback and giving praise to Lifesizers who were creating great experiences for our customers.

For larger issues, we made solutions a priority and assigned a lead to these initiatives to ensure resolution to complex cross-functional change. Even when we weren’t able to immediately solve a problem, we kept an execution-oriented mindset. This is what allowed for continuous improvement over time.

Once the feedback started rolling in – and especially once we started implementing our solutions to the larger problems – the final piece was accountability. For this, we circled back to each customer to close the communications loop. It was imperative to let them know we’d made improvements as a direct response to their feedback.  We found the best way to do this was both direct interaction by the owner assigned to the issue and via newsletters & community posts to our entire customer base – not only to dissatisfied parties. At the heart of this effort, even the Promoters need to know we’re eager to hear their suggestions and will respond to them as soon as we’re aware.

As a result of our work, Lifesize has increased its transactional NPS by 1350 percent in the last year.  Have you found similar success? I’d love to hear about it; drop me a line at amydowns@lifesize.com or put a comment below.




Edited by Stefania Viscusi

Chief Customer Success and Happiness Officer, Lifesize

SHARE THIS ARTICLE
Related Articles

Changing the Corporate Culture with Cloud Computing

By: Special Guest    3/19/2019

All organisations have their unique corporate culture that helps it navigate the different organisational functions. Every aspect from decision making…

Read More

Recipients of the 2019 CUSTOMER Products of the Year Award Announced

By: TMC    3/19/2019

TMC, a global, integrated media company helping clients build communities in print, in person and online, announced today the winners of the 2019 CUST…

Read More

Mavatar Technologies Joins Sharp Electronic To Bring mCart Shop-able Walls To The Masses

By: TMCnet Staff    3/14/2019

Omnichannel commerce company Mavatar joins electronics manufacturer Sharp's Strategic Technology Alliance Resource (STAR). Mavatar will use its flagsh…

Read More

Why Product Education Is Important When Training Sales People

By: Special Guest    3/11/2019

Sales can be equally challenging and rewarding for your team, but without the proper education on the company's products and services, your team will …

Read More

KMS vs CMS: What Are the Differences

By: Special Guest    3/6/2019

Every business today must place a great emphasis on constantly searching for an edge. The competition is so fast and broad that one moment's rest can …

Read More