Why do customers stop loving our products?
From technological hotshot to main dissatisfaction driver
Released a shiny new product two months ago? Gained a lot of positive responses on Facebook? But now customers start to complain and leave you again? Would there be something wrong with your top-notch leading-edge product!? How can we get NPS (Net Promoter Score) to increase? Giving away the product is an easy solution, but that’s not what we want! In other words: what approach should be taken for our product NPS to go up again?
Melissa Raczak & Ronald van Etten - 2 march 2016
Assumptions overrule at first
"I think the customer will be happy after we change the color from green to blue!"
Instant reaction is to do everything which comes to mind when thinking of the customers' perspective. Although this surely has positive effects on customers, it would mainly be driven by assumptions which has gotten us in this position in the first place. We think we know what and how customers want but in reality we cannot be sure about this without involving them in the equation. The retail sector is transforming by new technologies and new ways to connect with customers.
Hypotheses take over
"40% of customers mention the green color of our product, that is probably a big driver for customer experience"
Moving away from the guessing game towards a more structured approach is to incorporate the voice of the customer in the form of (for example) NPS Verbatim results.2 By categorizing and structuring these literal customer opinions, a proxy for the customers' voice is introduced which can provide a feasible indication as to what the areas of most disconcern are. With these in hand, the first steps towards quantification are taken and allow for identification of specific focus domains.
"We appreciate that within domain colors, most customers give feedback on the color of the top"
Ending up with directed hypotheses in specific domains can help hugely in building the business case. It's an ideal way to 'prove' the assumption-driven approach used before does not match with what is needed and gain broad(er) support for a directed way of working. Taking this even further; when heat maps are introduced, very specific dissatisfiers can be identified and quantified within the different domains.3 These are an ideal input for product owners, marketing people, customer care agents and especially the CEO; if she knows what's 'wrong' with her products the strategic direction might need to change.
Making the customers' life easier
"By tweaking the brightness of the top color for customers we expect to achieve less complaints about it being too bright"
Once these heat maps have provided insight in the ecosystem of the product and its development points, individual dissatisfiers can be targeted and solved in an efficient way. In doing so, a step can be taken from a very complex chaotic situation to a more-or-less structured playing field with clear targets and intuitive quick wins. Those improvements on their own will – most likely – not boost NPS immediately, but will improve customer sentiment in the long run.
Keeping your new management
"Customers know what they want, let's keep an eye on their vision"
Some improvements take more time to become noticeable by customers than others, sometimes even so much time that the customer engagement can be lost; this is one of the key attention points in letting the customers drive corporate changes. After having let them drive direction, they should be made aware how their opinion is valued and acted upon! Thát is how you engage and keep customers (involved) in a retail world!
More information on Customer Sentiment Analysis?
Do you want to know more on Customer Sentiment Analysis? Please contact Ronald van Etten at +31 (0)88 2885180 or Melissa Raczak at +31882882085.