Customer Industry: Energy & Industrial

Project: How to Improve NPS


The client detects that the abandon rate of its current users is high. Likewise, the company is committed to improving customer experience and this process arises from the particular need to improve the NPS (Net Promotor Score) in one of the businesses.

The challenge was two-fold:

  1. People who have contact with customers, as well as their managers, are “indirect” staff, i.e. NOT belonging to the company and thus the “command and control” tactic should be replaced by persuasion and selling of mutual benefits.
  2. The activity where NPS has a lot of exposure and needs to improve in is the complaint. The “final” customer has no need for such a service and the activity where NPS should be improved is usually a periodic maintenance visit which sometimes carries a “unexpected” budget with a very negative feeling the customer may have.


The project was done in three phases:

1- Diagnosis: through a thorough analysis of all customer information, complaints and staff work processes that come into contact with the customer.

Establishing lines of action that could further impact the NPS, not only related to the professional “treatment” during the visit, but also the compensation channel, the manager’s role to motivate, the manager’s role in coaching, etc.

We designed a work system with various involved roles, so that a work change is guaranteed for internal staff, team managers, and the professionals that come in contact with the customer.

2- Implementation:

With a methodology focused on change management, we concentrate on creating behavioral habits.

To do this, we reach a consensus with each “external” director about the best way to work. Afterwards we visualize the importance of this change together with the Team Manager and also his/her role as manager. And finally we train the professionals.

3- Follow-Up:

This phase is key to solidify habits and achieve permanent results in due time. The methodology is based on:

  • The constant measurement of NPS.
  • Conduct field-coaching to the manager and their employees.
  • Generate a culture of excellence that will self-regulate itself in each company.


  1. NPS improved an average of 40% in companies where we did this implantation vs. other companies in the same area where implantation was not performed.
  2. The drop-out rate of customers was significantly reduced, compared to the same period last year.
  3. Systematic follow-up of the ongoing pursuit of excellence was done by both the target companies and its own employees.