For this project, to isolate the contribution of the network performance, two alternative questions were asked in the NPS survey: “How likely are you to recommend us to your friends based upon your experience of using our network for voice/data?” Of course, the responses would still be partially influenced by external factors, but these were accounted for as error terms in the subsequent analysis.įor a large sample of users, the responses to the “network” NPS questions were compared with their recent network service performance based upon PSPU measurements. Many non-network aspects can impact NPS, such as brand perception, retail experience and customer care. Huawei has recently adopted this approach to improve the NPS result of a tier 1 service provider by focusing on network performance aspects.
![synergy nps synergy nps](https://slideplayer.com/slide/12722018/76/images/4/Short+history+of+NPS+phenomenon+in+Poland.jpg)
Crucially, NPS survey results can also be used by comparing a users’ NPS survey responses with the associated PSPU measurements it is possible to determine and isolate the key factors which influence NPS, which in turn gives the service provider the insight they need to improve NPS. For example Huawei’s M2 solution allows subjective feedback to be easily and conveniently collected via the user’s mobile device. SmartCare can flexibly accept many types of subjective feedback. This allows operational decisions to be driven by the true end-user experience, rather than internal, inside-out facing KPIs. In addition to supplying the service provider with PSPU measurements of every end-user, a key benefit of Huawei’s SmartCare CEM solution is that it also enables corresponding subjective feedback to be sampled, allowing each user’s true perceived experience to be determined. However, there are two big challenges when seeking to improve NPS: Where to begin, and what about the silent majority of your users who never respond to surveys? Generating Actionable Insights for NPS This motivates the organization to seek to improve NPS, and with scores across the telco industry typically ranging from -50 to +40, there is often large scope for improvement. The resulting score, which can range from -100 to +100, has been shown to correlate well with business results, leading many service providers to align a part of staff bonuses with NPS results. This is shown diagrammatically in figure 1.
![synergy nps synergy nps](https://pages.nxtbook.com/nxtbooks/NAMSS/synergy_20140304/iphone/namss_synergy_20140304_p0025_lowres.jpg)
Based upon survey responses to the question “On a scale of 0 to 10, how likely are you to recommend us to a friend?” NPS is calculated by subtracting the percentage of detractors (those responding with 0-6) from the percentage of promoters (those responding with 9-10). NPS is increasingly being adopted by service providers to evaluate their customer-facing performance. The insight provided will allow your organisation to focus on those changes which will most positively impact NPS for your entire user-base, including the silent majority who never respond to surveys.
![synergy nps synergy nps](https://img.youtube.com/vi/wNbhP0lbQV4/hqdefault.jpg)
The key factors which influence NPS can be identified, prioritised and incorporated into a model which accurately predicts NPS results. Using results from a recent project, this paper demonstrates how Huawei’s SmartCare CEM solution can drive your NPS (Net Promoter Score) improvement program. Huawei’s SmartCare can deliver the critical insights you need to improve NPS and your business performance Introduction