You have a voice-of-the-customer (VOC) programme. Your closed-loop service recovery is doing what it must. You have dashboards showing you every grain of trackable data. Why, then, are you not excelling? Why is your net promoter score (NPS) not shooting through the proverbial roof?

Even enlightened organisations are finding themselves somewhat disillusioned with the value that voice-of-the-customer has brought to their business. The disillusionment is largely driven by the lack of true insights these businesses are getting from their voice-of-the-customer programmes; insights that should have come from the magnificent dashboards that show the effects of a contact centre’s daily grind in graphic detail.

But these dashboards, while helpful, will never be the powerful tool businesses bought into, unless they translate the data they display into actionable goals and relate those goals to metrics that directly affect the organisation’s Net Promoter Score. The dashboard needs to evolve into a useful platform where goal setting and tracking follow diagnostics of the smaller metrics that have the greatest impact on the Net Promoter Score.

A dashboard is simply too large a grouping of data to consume. Of itself, a dashboard cannot deliver on the relationships between the smallest metrics and the Net Promoter Score. A dashboard does not tell the user that a change from 8 to 8.1 in a particular team’s professionalism score might change the organisation’s Net Promoter Score from 30 to 40, whereas a change in turnaround time score from 2 to 10 might have almost no effect on the Net Promoter Score at all.

However, using a predictive model to drill down into dashboard data, can show which metric has the greatest impact on the business’s Net Promoter Score. By using meaningful demographics, such as regions, genders, contact centre managers and trigger codes for the type of interaction – all factors that can tangibly be identified – a business can create extreme focus on those metrics that can improve or maintain the Net Promoter Score. Such a model identifies those factors that account for the biggest change in the overall metric. It shows, for example, that focussing on managers will yield the greatest result. But even more granular than that: it identifies the specific managers that need to improve a metric, and for each of them it stipulates what particular aspects to focus on improving.

Insights need action, though. Beyond the dashboard, the manager sets targets for, and sends goals to each team and to individuals. In one place, where once was only a dashboard, there is now an actionable goal that can be tracked and recorded, and its impact on the business and the Net Promoter Score clearly related.

Voice-of-the-customer connected businesses to the customer. Through voice-of-the-customer businesses could identify service failures, and could correct the root causes of these failures. The dashboard gave a helpful oversight of the business, but the results it showed were broad and general. The new wave, the second curve of voice-of-the-customer and its dashboards, involves cause-and-effect models, key-driver analytics and predictive modelling.

Beyond dashboards there are exact micro improvements that deliver a big yield; there are granular, root-cause diagnostics and there are answers to the question, “What exactly should I change to maximise my satisfaction score and my net promoter score?”

To learn more about the solution Genex developed to bring predictive analytics within reach of every manager, contact us to arrange a demo. 011 267 1400