• No response to emails requesting assistance from other departments .
These six problems caused over 40 % of the overall damage to employee retention with 7.6 % at risk of leaving the company out of 17 % total of employees who would not recommend the company . Further , when asked how much time was wasted chasing down resolutions to those problems , over 1,400 staff hours were wasted each month costing over $ 100,000 in labor at loaded rates .
CUSTOMERS AT RISK AND WHY
CHART 4
CHART 2
Management mandated three actions to address the dual POP :
SOURCE : CCMC
1 . Creation of a team to update stale data on the website serving both employees and customers , starting with the most popular products .
SOURCE : CCMC
2 . Creation of a company-wide communication standard where internal requests supporting external customers are given priority and high-quality attention . This policy also created a “ Golden Rule ” for all internal communications .
CHART 3
3 . Creation of internal service agreements to ensure that product management and operations responded to communications from customer support and notified them of production and pricing changes in advance .
SOURCE : CCMC
When a census of over 1,000 electronics parts customers were presented with a list of potential points of pain , the same issues raised by employees resonated with customers .
As shown in Chart 4 , a conservative quantification of the revenue at risk due to these four POP , was $ 25 million annually out of a divisional revenue of $ 275 million .
The four problems highlighted placed over 9 % of divisional revenue at risk . Each of these problems ( website data , order changes without notice , unresponsive service , and delayed quotes ) was rooted in an issue that had been raised by the frontline service staff in terms of poor communication and responsiveness from other departments .
The results of the three management actions were very significant . Within a year , sales increased by $ 40 million , and sales lost from late quotes almost disappeared . Further , employee satisfaction and productivity increased dramatically .
Finally , customers who reported their expectations were exceeded had NPS ( net promoter score ) ratings 30 points higher than those who were just satisfied and 70 points higher than those who were only mollified . Advanced notice to support by Operations and Marketing allowed them to proactively notify customers of changes and advocate when needed . Bad news does NOT get better with age .
RECOMMENDED ACTIONS
We ’ ve seen great success in both B2C and B2B companies when the following are the six steps used to identify and operationalize potential POP two-fers :
1 . Interview your most articulate frontline employees and determine their frustrations : especially those problems and questions that impact external customers .
2 . Incorporate POP into your next customer survey and include those that would result from the internal service issues identified by your employees . Identify their frequency and impact on loyalty and word-of-mouth .
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