The other day I needed to phone the customer service of an insurance company. I only had a minor question that I wanted to get out of my ‘to do’ list – and everything was sorted out in less than five minutes.
After a short while I got a text message from the company asking for feedback – and as so often today, it was the recommendation question for NPS, followed by two other questions.
NPS is very powerful, especially when it is not used just as a metric, but as a system with all related processes for engaging everybody, taking action, monitoring impact etc. Many companies have successfully used NPS for putting focus on customers and making major changes in the company culture and mindset.
But NPS is not fit for every purpose. A concrete situation, when NPS often isn’t the right metric, is customer service. People contact customer service, because they have to – not because they want to. They usually have a problem, which needs to be solved – and which never should even have happened. Why would people want to recommend the company – or customer service specifically – after such a problem (even when it is solved)?
Every time a company wants to collect feedback, it should carefully consider what questions make sense for the customer, the respondent. For me, it would have made more sense to rate the customer service with the Customer Effort Score – or even with a satisfaction score – than with NPS.
Only questions that make sense can bring any useful information. When the questions are relevant for the customers, they most probably motivate them to give the kind of feedback, which is relevant to the company.