Winner Name: Bart D. Nañoz
Winner Title: DHL Express UAE, Customer Service Development and Net Promoter Approach Manager.
Winning Organization: DHL Worldwide Express UAE
Winning Categories:
- Gold Stevie Winner for Innovative Achievement in Customer Satisfaction
- Gold Stevie Winner for Innovative Use of Technology in Customer Service
- Gold Stevie Winner for Innovation in Customer Service Management, Planning & Practice
Brief Biography about the Winner:
Bart Nañoz is an accomplished Customer Service professional with 20+ years of experience in Customer Service. Working as Customer Service and Development and Net Promoter Approach Manager and a Lean Sigma practitioner, led and managed award-winning projects and initiatives on customer experience, employee experience, process improvement, productivity enhancement, innovations, and digitalization.
Bart inherently understands Customer Experience is an important key in the success of any business. He believes that Customer Experience is the sum of Employee Experience and Continuous Improvement.
Stevie Award-winning Case Study:
We all want loyal customers. Do we take care of our “Neutral Customers?”
In Net Promoter Approach terms, this means creating “Promoters”. Today, to make a difference is through winning customer-centric experience, the reason why Voice Of Customer (VoC) has grown as the backbone of measuring customer’s experience.
However, VoC leveraged to analyze experiences after it occurs. To create more promoters, the key is to “Change The Game” in acquiring VoC and creating solutions before the experience happens.
What is the Driver for Change?
DHL uses a customer loyalty metric, Net Promoter Approach (NPA). Both a loyalty metric and discipline in using customer feedback. Measuring how many Detractors, Neutrals, and Promoters we have to acquire our Net Promoter Score (NPS) as our customer loyalty measurement. Promoters fewer detractors.
In 2018, we were able to reduce detractors from 13% to 5%, focusing on immediate action and resolutions of detractor’s feedback. Though there was a significant reduction, we realized
that only 3% of the reduction were converted to promoters and the approach is “Reactive” thus, the “Change The Game, Why Stay Neutral” Initiative was launched.
How were the Key Stakeholders involved?
The companywide campaign “Change the Game, Why Stay Neutral” was launched with the simple objective to convert Neutrals to Promoters by understanding, acting, and replicating solutions.
Feedbacks from Neutral Customers were acquired. A cross-functional project team was formed to review the feedback from Neutrals and launched actions as station roadshows, NPA caller training, internal communications for awareness, the introduction of GAME CHANGER award and continuous improvement initiative on top 3 customer’s feedback and suggestions monthly using lean approach and tools.
HOW WAS THE CHANGE ACHIEVED? What makes it unique?
Customer feedback gives us visibility on how we are doing. With that, the culture of continuous improvement was born.
We use a systematic Continuous Improvement approach in defining focus areas and setting goals, identify baseline performance, root cause, solutions, and control measures to sustain improvement.
The feedbacks acquired are correlated with our SOP’s and performance measurements to ensure alignment to our customer’s expectations resulting in ultimate customer satisfaction.
In a normal NPA process, neutrals are not included in the Net Promoter Score. Thus, appropriate focus is not given. The main differentiator of this initiative is including neutral customers. Allowing us to take action before customer experience occurs.
Combining these methods with a simplified approach to “Understand, Take Action and Replicate” made the “Change The Game, Whey Stay Neutral” initiative effective and maximize results.
GAME Changed!
This initiative has resulted in Insanely Customer Centric where customer’s needs and requirements are the centers and driving factor.
Currently, staff provides input on how to improve our service for every feedback received from customers or observations they have to improve our process.
It has changed our game from being reactive to proactive and higher employee engagement.
What are the Business Impact and Results Achieved?
Neutrals have reduced by 31% from 44% 2018 to 18% 2019 and further reduced to 13% 2020.
The impact is not limited to Neutrals. With a 100% Detractor call back and continued dedication to reducing Detractors, the rating fell further by 3% point from 5% 2018 to 3% 2019 and 2% 2020.
The goal to increase customer loyalty is being realized with a 39%-point improvement on NPS Score from 46% 2018 to 76% 2019 and 85% 2020. Promoters increased from 51% in 2018 to 87% 2020.
With continuous improvement initiatives implemented on Neutral feedback and suggestions, we were able to zero out similar customer feedback to date.
Final Quote
The more we engage with our customers, acquire feedbacks and suggestions, the more we understand them and align with their needs, requirements, and expectations.
Pair this up with continuous improvement will result in sustainable solutions and efficiencies.
THANK YOU