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Design is not just what it looks like and feels like. Design is how it works.Steve Jobs, co-founder, Chairman, and CEO of Apple Inc.
Okay then, let’s look at how things work.
How Zip Water UK Lifted NPS from 5 to 73
In just three years Zip Water UK dramatically lifted their NPS from +2 to +73 by driving customer experience culture and relentlessly finding and correcting root cause issues for their customers.
This case study examines the reproducible steps and approaches they took to drive that change.
Elements of their approach will be counter-intuitive to some, especially their decision to not link NPS to remuneration, but the proof is in the results.
Zip’s secrets for success can be broken down into four very specific and replicable elements.
- Drive CX Culture Deep Into All Areas of the Organisation
- Relentlessly Perform Root Cause Analysis and Implement Fixes
- NPS is Not A Formal KPI and Not Linked to Remuneration
- Create KPIs For The Drivers of NPS
Read the case study for all of the details.
Who should lead your customer journey mapping practices?
As further evidence of the importance of collaboration, highlighted in the last edition by Annettee Franz, Amy Scott reflects on research investigating who should and/or does lead customer journey mapping in organisations.
Collaboration takes centre stage again.
Highlights for me:
…the greatest journey mapping success occurs when more than one stakeholder takes ownership – 46% of respondents referencing multiple stakeholders described the impact of journey mapping as “extremely positive”.
Organisations … should really consider having a chief customer officer who has an overarching responsibility for the way marketing, sales and operations interact as a collective with customers. This is arguably the best person to take leadership and ownership of journey mapping as a whole.
In the absence of a CCO, you need to put together cross-functional teams with the three key business areas [marketing, sales and operations].