NPS became part of Moments strategic vision
“In the past, we made improvements based on assumptions and not on knowledge”
Sara Vinding, Operations Director at Moment A / S, has been involved from the start, when in 2010 they chose to implement the Net Promoter Score at the Copenhagen temp and recruitment agency. Moment thus became one of the frontrunners in Denmark in the use of the American method, which with just two questions measures customer loyalty.
In 2010, NPS became part of Moments’ vision, knowing that the likelihood of the company growing would increase with customer loyalty.
“We just did not know how loyal our customers really were”, says Sara Vinding and continues: “At that time, we made improvements based on assumptions and not on knowledge. In the beginning, it was with skepticism to leave the customer survey to only two questions, because with NPS we could not control what we asked the customers about, and could we then accommodate the answers that came back?”
Sara Vinding quickly adds: “however, it quickly became clear that my skepticism was unnecessary and that the input that came from the customers gave a fantastic picture of what was moving in them.”
Door opener for dialogue
For the first three years, they worked with the NPS method at Moment, but in 2015 they switched to using nps.today as a supplier. “Their platform is incredibly easy and intuitive, so both our time and overview have been optimized with the solution”, says Sara Vinding and adds:
“At least we halved our time consumption and now had access to data immediately and directly in our CRM system, which means that we also act immediately”.
Now, eight years after the implementation of NPS, all Moment’s customers are asked every six months the NPS question of whether they will recommend Moment to others, and the score has gone from 26 to 52 on a 100-point scale.
Of course, one is proud of the NPS score at Moment, which is significantly higher than that of competitors, but it is especially the customers’ comments that provide good trading opportunities.
“We can act in the right way, and we can afford to have a dialogue with customers.”
A fantastic leadership tool
The customers’ responses and the subsequent dialogue have led to many concrete initiatives at Moment, all of which have intended to make the customer experience better.
“Among other things, we have made our invoices more manageable, improved our shift schedules and changed our opening hours. We have even involved customers in workshops to discuss solutions. ”
Also internally, concrete initiatives have been taken on the basis of the completed work with NPS at Moment. “Consultants and sales have gained a closer collaboration and an understanding of each other’s work that they did not have before. This has resulted in a better delivery experience ”.
“And then NPS is a great management tool,” says Sara Vinding and concludes,
“Now we can prioritize more purposefully and act faster, as we have the customers’ attitude in black and white.”