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Cross-Company CX: Closing the Loop at Every Level

When discussing closing the loop with customers and delivering great CX, responsibility is often shifted to the frontline. While it’s true that these employees are the first line of defense in resolving issues with dissatisfied customers, they aren’t the only ones bearing the burden.

In our most recent white paper, Next-Generation Net Promoter®: How to Monetize a Net Promoter System® and Create Profitable Growth, we discuss three levels to close the loop and create a “cross-company customer experience”:

  • Frontline level
  • Management level
  • Executive level

Closing the Loop at the Frontline Level

Depending on whether your company is B2C or B2B, the frontline closes the loop with respondents or accounts. The frontline closes the loop with respondents when they need to:

  • Ask for the root cause of an NPS® score if it is unclear
  • Fix open issues with detractors and passives
  • Understand what it takes to turn a passive into a promoter
  • Understand reasons for promotion and encourage referrals

When closing the loop with accounts, account managers can review scores, drivers and comments in client meetings to decide a course of action.

Closing the loop at the frontline means saving detractors from churn. In addition, the faster the frontline closes the loop, the more retention grows. Closing the loop within 48 hours to 2 weeks will lead to higher retention rates.

Closing the Loop at the Management Level

When closing the loop at the management level, companies need to:

  • Understand the NPS drivers, and what needs to be improved to grow NPS Knowing the contribution that each driver has on a company’s NPS score will allow management to pin-point what areas need improvement. This will also allow management to set targets and prioritize action steps when improving customer experience.
  • Identify best performance and share best practices If some people or departments are performing better than others, management should identify the reason for this and then train other departments accordingly to deliver the same level of performance. Identifying reasons often includes other metrics like first-time resolutions (see figure below), employee churn, experience level and employee buy-in.

[caption id="attachment_20406" align="aligncenter" width="537"]close the loop time Close loop resolution time per region[/caption]

For management, closing the loop is about improving internal performance based on feedback to ensure issues do not continue down the line.

Closing the Loop at the Executive Level

Closing the loop at the executive level happens due to organizational limitations, financial requirements, or implications of strategic initiatives. Before closing the loop at the executive level, the frontline or management identifies issues. The executive level than processes these issues, including creating case studies and overseeing meetings.

In addition, the executive level is also responsible for communicating structural changes or larger initiatives to customers and employees so everyone is on the same page.

There are numerous benefits to closing the loop at the executive level, including:

  • Addressing customers individually and/or telling them what the company learned, and which actions have been taken, will retain more customers
  • Sharing scores, results and actions internally will help the company grow faster

The transparency of communication with customers as well as internal communication can lead to increases in retention on both sides.

[caption id="attachment_20407" align="aligncenter" width="832"]close the loop Communicate with customers and internally[/caption]

If you'd like to learn more about closing the loop and other NPS best practices, check out our latest white paper below!


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