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[MUSIC]
Most of my customers are debating between the use
of customer satisfaction, a promoter's course, any other metrics.
How do you actually measure the health of
the business, the health of interaction, what customer's want.
And, how do you take that and use it to grow the business?
This is another very interesting concept that, that we did within the last few years.
Because most management groups, most management teams actually focus
on the idea of MPS as the single metric
that, that decides everything. And there's nothing further than the truth.
MPS is, is complete [UNKNOWN] baloney.
There's a whole set of metrics that I call fuzzy logic.
Customer satisfaction, net promoters score, loyalty, things that
are not really tangible measures, but they depend
mostly on like what the customer feels or
what the customer wants, and we cannot measure that.
It's not repeatable.
If I'm in a good mood today, I'll give you a higher score than tomorrow.
So, I, I try to guide my customers. I try to guide, you know,
people that I work with away from using NPS, and away from using CSAT as a single metric.
But actually, to a much more complex model where NPS and
CSAT could be used, as long as they're correlated to KPIs.
The key performance indicators in the organization is what actually guides growth.
So if I can say, a 1% increase in NPS equals
what, 10% increase in revenue, that's the metric that it should use.
It's not NPS. It, NPS is meaningless.
Whether I would actually recommend you or
not has no bearing on your business whatsoever.
It's not what you're looking for.
What you're looking for is how does all this fancy metrics, all those things
that are non, non-measurable, non-tangible correlate to
KPIs in the health of an organization.