Telia wanted to improve their customer experience as well as customer loyalty and wanted to identify the potentials of doing so. Telia was already using Net Promotor Score (NPS) as a KPI and as a relational measurement but was not fully aware of where and how to initiate effective customer experience improvements across the organisation.
We decided to explore how Telia’s relational NPS could be used to create impactful changes for Telia by improving the customer experience. The process was initiated by looking at the current relational NPS focusing on to what extent it was able to explain the willingness to recommend. By means of a comprehensive quantitative analysis, we identified the explanatory variables in the willingness to recommend.
The project has created great impact on the way Telia is working with customer experience today across the organisation. Today, customer experience improvements are prioritised from principles defining the future determinants of the willingness to recommend which was not possible in Telia’s former NPS focus. The corporation started the beginning of an organisational journey working with a validated standardised NPS setup.
How can Telia create stronger customer relations and improve the customer experience across the organisation?
using nps to prioritise initiatives
Telia have long been using both the relational (relational measurement) and transactional (shop, customer service and support) NPS as a significant part of their KPI’s, and the responses are followed closely at all organisational levels. Despite the use of the NPS setup, Telia was challenged by not knowing how to prioritise initiatives improving the customer experience and hence create impactful changes across the organisation. This was partly due to the fact that Telia was not fully aware of how to explain the willingness to recommend by means of the NPS.
HOW DID WE APPROACH THE PROBLEM
Telia and Wilke wanted to uncover to what degree the relational NPS could be used to explain the willingness to recommend and strengthen the organisational focus. The study’s primary focus was to explain the drivers of the willingness to recommend and what initiatives that show limited or no impact on the customer’s willingness to recommend. Based on the 25 previous NPS measurements, we conducted a comprehensive driver analysis that later showed great results and organisational benefits for Telia.
key outputs for telia
The driver analysis showed that the majority of the previous relational measurement had a very limited effect on the customers' willingness to recommend Telia. That finding motivated a new dialogue as well as a new approach, revealing the path create an impact and improve customer experience by knowing how to prioritise the expensive and time-consuming projects.
The outcome of the project was a new a new way of working with customer experience improvements prioritised from principles defining the future determinants of the willingness to recommend. The project also defined the beginning of an organisational journey, starting with the transparency of the effect each employee and department have on the customer experience as well as influence the NPS-score.
The journey then spread to several levels and countries, moving Telia into a new era of working with NPS. Now Telia is set to find out how Telia can create extraordinary and ‘wow’ experiences, increase loyalty and the customers’ willingness to recommend – and perhaps determine whether or not the employees satisfaction correlates with the customers’ willingness to recommend?
“Our NPS journey has just begun. It is simply amazing to be a part of the journey that would not have been a reality without Wilke and Telia’s corporation and the common curiosity of the unforeseen potentials of NPS”
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