NPS (Net Promoter Score) is as big a deal for anyone responsible for customer strategy and cost containment. As far as rich, accurate measurements go for customers’ satisfaction and their propensity to act upon it, it’s as good as it gets.
The practice of phoning an organisation for information or to pursue a transaction predates the existence of NPS by decades. Call centres, IVR and automated voice grew up with average handle times and first-call resolution as their metrics, and many would argue their relevance to customer strategy, let alone NPS, is diminishing as the importance of all other channels, and the emergence of new channels, increases.
You don’t need to believe in the importance of IVR and voice; you just need to look at the facts.
Over the phone contact at major enterprises fell slightly as new channels have emerged, but is now holding steady. At one of Britain’s largest energy providers, 78% of contact is still over the phone. The fact is that, for most organisations, the total number of contacts is rising through other channels for many transactions but the phone is still the primary channel of choice. Voice and IVR shouldn’t be the weak link in customer interaction.
Targeting improvements in NPS requires a well thought through business case for customer experience. The notion that this doesn’t have voice as a key component can’t make any sense, unless some compelling insight into that organisation’s customers’ preferences proves otherwise.
When it really matters to them, people pick up the phone.