Challenge
In Audika they did not have customer loyalty as a separate agenda. From this they did not have the structure and possibility to follow-up and make sure that customer satisfaction was at its best. They were therefore looking for an option to do so.
Solution
nps.today gave Audika a solution where it is possible to measure the feedback, well, first and foremost get feedback. The solution helps the company in the work with loyalty and supports how they wished to work with loyalty.
Result
Audika now gains better insights into customer satisfaction, which strengthens the dialogue with their customers. Audika furthermore experienced that the dialogue with customers makes the decisions for tomorrow. Finally, 8 out of 10 detractors are happy that Audika contacts them to follow-up.
How Audika creates customer loyalty in a global market
Quickly we realized that nps.today is a really great tool. It was easy to set up and it supports our way of working with loyalty. We receive the results immediately and can apply it to all our markets.
How does one increase the customer satisfaction and loyalty across 22 markets and 2.700 clinics and secure that your 6.000 employees support it? Birgitte Tovgaard Hansen, Consumer Loyalty Manager at Audika is not in doubt.
Before we implemented NPS, customer loyalty was not a separate agenda. Now it is literally a part of everyday life in our clinics where employees can share their customers’ feedback with their colleagues and thereby learn from all the experiences we make. Regardless of where we are in the world
Two targets of action for all countries
Audika has therefore set up two targets of action for all countries. The first one is immediate follow up on unsatisfied customers, the so-called detractors. The second target is to identify and use “best practice” across all clinics and regions in working with unsatisfied customers
Birgitte Tovgaard Hansen tells that with nps.today she now has a possibility to gain better insights in the customer satisfaction even though she is situated in a global office far away from the individual clinics and customers.
It is not just hypotheses or something that comes from a regional manager – it is actually experiences that real employees have had with customers.
Paying at site increases the chance of win-back
It affects the operational work with customer loyalty greatly when the customer satisfaction is surveyed at site in the clinic, for example in a dialogue with the audiologist or in the reception and follow up can occur rapidly.
We are contacting detractors, customers who have given a score from 0-6, within three days to listen to their explanation to why they have rated us low and how we can accommodate these customers
She highlights that conducting surveys on customer satisfaction obviously does not influence loyalty if the surveys are not used actively.
The dialogue with our customers strenghtens the loyalty
Audika works tactically with NPS through weekly follow ups and sparring from the district managers and sales managers in the regions and on the global markets the country responsible management works strategically with following up in the regions. The purpose is to identify the main reasons and apply best practice globally.
We now have a tool that strengthens the dialogue with our customers. nps.today can be adapted to the specific market’s needs regardless if the clinic is situated in the US or in Switzerland and can be used across demography, geography and cultural differences. This is utmost relevant for us. Because it is the dialogue with our customers today that is decisive of if they are also customers tomorrow. We know that approximately eight out of ten detractors are happy that we contact them. This is why we will continue to strengthen our business by listening to our customer
About Audika
- A global company of hearing centers under the Demant Group
- Operates on 22 markets and have 2.700 clinics and 6.000 employees
- Is unfolding NPS across all markets