Net Promoter Score®
The Net Promoter Score® is the indicator used to measure customer loyalty, for each Global Business Unit. The metric was developed by (and is a registered trademark of) Fred Reichheld, Bain & Company, and Satmetrix. Scores are consolidated at the Group level through a revenue-based weighted average.
The Net Promoter Score® is calculated based on responses to a single question: How likely is it that you would recommend our company, product, service to a friend or colleague? The scoring for this answer is based on a 0 to 10 scale. Those who respond with a score of 9 to 10 are called Promoters and are considered likely to exhibit value-creating behaviors, such as buying more, remaining customers for longer, and making more positive referrals to other potential customers. Those who respond with a score of 0 to 6 are labeled Detractors, and they are believed to be less likely to exhibit the value-creating behaviors. Responses of 7 and 8 are labeled Passives, and their behavior falls between Promoters and Detractors. The Net Promoter Score® is calculated by subtracting the percentage of customers who are Detractors from the percentage of customers who are Promoters.
The Net Promoter System® is the methodology used to systematically assess customer satisfaction by promoting a culture of customer feedback and developing active listening skills at every point customers come into contact with Solvay, from account managers to customer service employees, and including technical support as well as business development managers. The objective is to go far beyond “just a score” towards a deep transformation of the Group by fostering a much more customer-centric culture.
The Net Promoter System® is structured around two pillars to gather insights from customers at both the strategic and operational levels. The objective of the first and more strategic pillar is to identify and further reinforce the areas where the Group truly stands out against the competition in order to raise customer loyalty and accelerate growth.
The second and more operational pillar captures how the customers perceive the offer from a day-to-day perspective. Those key insights trigger tangible action plans – both account-specific and at business unit level – to bring Solvay closer to the customers and better serve them by delivering more suitable and efficient services.
Since 2014, each Global Business Unit has run a customer satisfaction survey at least once every two years to check their strategic alignment with the trends in their business environment. The aim is to identify and select the right areas for the Global Business Unit to focus on, so as to foster differentiation and accelerate growth. The Net Promoter System® has been selected as a key indicator of customer loyalty; it is measured at Global Business Unit and Group level and published annually. The Group’s Net Promoter Score® increased steadily from 14% in 2014 to 40% in 2018 because Solvay came to understand customer needs and priorities better and implemented action plans at the business unit level. In 2018, Solvay decided to bring the “Voice of the Customer” approach to the next level by launching a new initiative (the Net Promoter System®) to change the work habits of the Group’s entire frontline population across all business units and geographies.
The insights gathered from the customers will systematically trigger action plans to adapt the value proposition so Solvay can better serve them and accelerate its growth.
A pilot program of the Net Promoter System® was conducted in the Global Business Unit Specialty Polymers.
Indicators and objectives
In 2018, Solvay made substantial progress, with a Net Promoter Score® of 42%, exceeding the original 2020 objective set a few years ago by implementing action plans and follow-up programs across the entire Group.
“The pilot program of the Net Promoter System”, by Michael Finelli, President of Global Business Unit Specialty Polymers
By listening to our customers, we create value for our customers and thereby create value for Solvay. This is why we moved to the Net Promoter System®, which is different from the regular Net Promoter Score®.
How does it work? We compile a market Net Promoter Score®, but we collect much more qualitative information from the customer about why they scored us as they did. The overall idea is to turn that information into “episodes”, creating a continuous process of feedback with the customer to investigate and solve the issues.
We engage all parts of the organization: customer service, supply chain, technical support, and Research and Development (R&D) if necessary. Depending on what the “episode” is, we engage that part of the organization directly with the customer in a continuous way.
This is the best way to put “customer centricity” into practice.