|
30 x 30 Discussion Forums
Net Promoter Score Discussion - August 2008
1. Introduction to the contributors
2. Loyal to people or companies
3. Good Profits and Bad Profits
4. NPS and Profits
5. To whom is one loyal
6. Service vs relationships
Right click any of the above to download
Motivation for the forum
"To create a valuable, recorded resource for our clients and the general public interested in the discussion topics "
to provide marketing exposure for the contributors through a dedicated webpage
to encourage the sharing of ideas by influential role-players within the client services arena in South Africa
ultimately to increase client service levels
The agenda of the discussion was
An introduction to the net promoter score (NPS)
A history of the net promoter score
How it works
Net Promoter Score and Profits
Company Perspectives: Afrihost.com, Catalys CRS, ABSA, eBucks, Discovery
General Discussion
Timothy Matthis - Managing Director, Thirty by Thirty
Timothy Matthis is the founder and managing director of Thirty by Thirty Marketing Technology. Our company aims to provide Mobile Solutions to satisfy a wide range of needs including corporate staff training, market research and client contact systems. Client satisfaction surveys have become a large component of our work and we believe that by engaging with stake holders and role players, we as technology providers can further develop and enhance our service to our clients.
Gian Visser - Managing Director, Afrihost.com
Gian Visser is the managing director and one of the founders of Afrihost.com, one of the most successful and client centric web-hosting companies in South Africa. Gian expertise includes market and
consumer behaviour analysis
as well as the psychology of purchasing. His passion is client delight.
Yendra Booysen, Managing Director, Catalys CRS
Yendra Booysen is a qualified Research Psychologist and the managing director of Catalyst CRS, a market research and strategy company. Yendra’s focus during the last 6 years has been on customer experience measurements and strategy for national and international companies in various industries. Yendra has worked with and implemented various loyalty models, on the client side and on the service provider side having given her ample opportunity to understand the benefits and limitations of each. These models include the Commitment model, Walker Information Stakeholder measurements, Ipsos Loyalty suite op products as well as the Net Promoter Score.
Pieter Steyn,
Group Customer Experience ABSA
Some qualifications
I have obtained the following degrees: BA, BA(hons), MA (Semitic Languages), D,Litt (Semitic Languages) from Stellenbosch.Certificate in Human Performance Improvement (American Society for Training and Development, Ran dse Afrikaanse Universiteit) - subjects: Nee ds-, Gap- an d Cause analysis in terms of business goals, Intervention Selection to improve performance, Evaluation, an d Change management. Absa Career I started as an instructional designer in Learning and Development before joining Group Customer Experience in 2003 where I have been involved in customer research measurements ever since.
Current work in Absa
-
Perform strategic research on behalf of the Group relate d to “customer experience” accommodating customer segments and SBU’s.
-
Consult on and contribute to the Balanced Scorecard for the Absa Group.
-
Compile and or draft various strategic and tactical reports and executive summaries to Absa/Barclays
-
Innovation research re: customer experience
-
Planning and design of Service Measurements for Absa
Recent speaking engagements As a member of the Council for Financial Competition, presented at the “Customer Experience” Roundtable, Lisbon, August 2005 Customer Experience Research “Strategy of the Integrated Service Metrics”: ISO Symposium, Sandton, 16 February 2005 Other memberships Member of SAMRA – South African Marketing Research Association
Brian Klompas, Head: Discovery Research Centre, Discovery Health
I look after the Discovery Research Centre which is responsible for conducting surveys to rate Discovery’s service across the communities we interact with. We also conduct a large amount of exploratory research across many channels. In addition, we contribute Customer Experience input to several projects. I have been involved with the Discovery Research Centre for almost a year. Prior to that, I was involved in large customer insight projects for several years. I also managed different areas of Discovery’s web site.
Michele Robertson, Manager – eBucks Customer Call Center
Michele Robertson
Qualifications Diploma in Labour Law; CCMA Arbitrator
Career History My career is best defined by the 10 years which I spent working for Wetherlys Decorating Warehouse. I handled numerous operational positions and eventually settled into a Group HR Management position. Whilst in HR and due to my extensive understanding and involvement in the business, Operations continued to form part of my larger portfolio. In late 2005 I decided to focus on Industrial Relations and resigned from Wetherlys, contracted my time as a Labour Consultant, and enrolled and was accepted at the CCMA to become an Arbitrator. In June 2006 I successfully applied for a 4 month contract to run eBucks HR department whilst the HR Manager was off on maternity leave. In October 2006 my contract was extended in order to assist with the HR Management of the eBucks Contact Centre and in February 2007 I applied and was appointed permanently as the eBucks Contact Centre Manager. Whilst I had no background in Contact Centre Management, my year’s operational experience with Wetherlys well prepared me to handle this new challenge. The eBucks Contact Centre Consultants have eagerly accepted my challenge to become customer centric and have consciously moved their focus from being transactional to one that is conversational. eBucks consultants are extensively trained and have access to all necessary systems to enable them to effectively and efficiently handle any query that they may receive. First Call Resolution and Service Level are measured equally as I believe that the two go hand in hand and then form only a part of what needs to be measured when reporting on Contact Centre performance.
|
|
