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This is the familiar exercise of external benchmarking, or comparing key metrics of your business against others in your space. External benchmarking is insightful, of course, but have you ever considered utilizing the power of internal benchmarking? Why internal benchmarking? Start with the best. Go to each location.
In other words, if a customer has a poor experience and they put it in a survey, not only do they not mind if other people know about it, but they also expect someone to follow up and fix it. Sean McDade founded PeopleMetrics in 2001 and he is the architect of the company’s customer experience management (CEM) software platform.
And because it’s a common metric across industries, it also provides you with the opportunity to benchmark your NPS compared to other companies in your industry or other industries. Used as the only metric in transactional VoC surveys, valuable customer experience feedback may fall through the cracks. Using NPS Despite Its Flaws.
Another approach is to base bonuses on having a certain number of completed surveys per month/quarter/year or having a low percentage of surveys returned with customer issues. And what about your basic survey health? Your bonus program could be based on people achieving a particular NPS level or customer satisfaction score.
In 2001, author and consultant Patricia Seybold could see that technology was having a profound impact on business economics. We put that question to the 1,250+ respondents of our annual Customer Success Leadership Survey. The customer, she wrote in her book “ The Customer Revolution ,” was in charge. The answer?
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