Published on April 15, 2020
For Infiniti Retail, Net Promoter Score (NPS) is a critical measure that the company uses across departments. Currently, the company manually tracks feedback from over fifteen thousand customers. Despite the difficulties involved, the process of recording and evaluating the NPS provides accurate results — up to 99 percent, making it a vital activity in understanding customer satisfaction levels. However, the process of manually collating, tracking and analysing NPS results is complicated and difficult. Infiniti Retail was hence looking for digital solutions for their NPS results when it approached Tata Business Excellence Group (TBExG) to check if there were established such processes in the Tata ecosystem. TBExG identified similar practices in Tata Unistore, AirAsia India and Titan and facilitated knowledge-sharing sessions with them on January 23, February 27, and 28, respectively, earlier this year.
A three-member delegation from Infiniti Retail, led by Shiv Barai, General Manager - Customer Service, interacted with experts from Tata Unistore, AirAsia India and Titan at their respective locations. Each of the experts shared features of the online NPS process followed and shared the journeys of their companies.
Shweta Srivastava, Head - Customer Experience & Research, Tata UniStore, discussed the following features with Infiniti Retail:
- Response rate
- Detractor calling and action planning
- Win-back analysis to check if a detractor came back to the platform
- Data analysis at the brand, seller, and category level
- Action planning based on the feedback received
- NPS for product returns
- Service NPS is at two levels — agent interaction and resolution
- Use of customer journey map to identify touchpoints where feedback is needed
- Timing of sending out the feedback link to generate a higher response rate
In the discussions that followed, both companies identified the need for ‘speech to text’ and ‘text analysis’. They further agreed to collaborate in this area.
Sanjay Bhattacharjee, Head - CRM, and Bhavita, Senior Manager, CRM, from Titan shared the company’s NPS journey which started in 2013. Titan’s NPS tracking varies across its three lines of business — watches, jewellery, and eyewear. However, Titan has a unique customer ID which is mapped to all its brands. In the session, Infiniti Retail gained insights in:
- Detractor management
- War room and action planning across three lines of business
- Experiments on optimising the cost of sending out SMS and voice and text analysis
- Use of a survey after redemption of points
- Sample questionnaires
- CRM view of the customer — tagging of customers as promoter, detractors, and passives
- Brand-wise scorecards
- Co-relation of NPS with other metrics, including an average lifeline per customer as well as the number of bills per lifetime, number of buyers, ATS compared for passives, detractors and promoters
- Mapped NPS across all stores and bucketing stores on areas of improvement and monitoring trends
Santosh Chand, Head - Customer Happiness from AirAsia India outlined the company’s journey using NPS for the last five years. The tool has evolved progressively to emerge as a robust activity. The company uses NPS for the entire customer service cycle, starting from site navigation to post completion of travel. AirAsia India’s three-tier structure headed by the CEO drives customer obsession and NPS across the organisation. Infiniti Retail’s team had a fruitful discussion on:
- Use of customer journey maps to identify NPS at every customer touchpoint
- Tags to get a granular view of customer feedback
- Use of machine learning and google sentiment analysis to analyse open-ended feedback
- Dashboard with several filters to slice and dice data – by cluster – route – origin-destination – department – promoters/detractors – across AOCs
- Improvement projects – CEKAP and SHIKHAR projects based on NPS feedback
- Detractor management
- NPS culture-building
- Use of NPS in the daily management
- NPS benchmarking
- Live mapping of NPS scores
Infiniti Retail acquired deep insight into how NPS can be effectively leveraged. The team was also able to identify areas of potential collaboration between the companies. Infiniti Retail plans to leverage learnings, to enhance effectiveness of its upcoming digital NPS process and develop an integrated platform to improve its staff productivity and customer experience.
Participant Speak
Whether it was win-back analysis with Tata UniStore, last NPS score visibility on customer profile at Titan or use of NPS in daily management with AirAsia India, there was something to take away from each interaction. Learnings from these companies would help us improve the way we are currently using the NPS verbatims today to help customers as well as our business.
— Shiv Barai, General Manager - Customer Service, Infiniti Retail