How Can Half-Yearly NPS Results Help the Success Manager Proactively Resolve Client Dissatisfaction?

NPS surveys are not just about gauging satisfaction but also about addressing customers who were dissatisfied—the so-called detractors. At FrodX, the Customer Success Manager (CSM) plays a pivotal role in actively resolving these cases.

When detractors are identified in the semi-annual NPS survey, InstantFeedback automatically creates a ticket in the HubSpot Service Pipeline (a separate Service Pipeline for Customer Success), which is assigned to the CSM. The process for handling detractors includes the following steps:

1. Initial Contact and Sincere Apology

The CSM reaches out to the detractor as soon as possible after receiving a negative score. During this interaction, they offer a genuine apology for the poor experience and show that the company cares about making improvements. The CSM seeks to identify the reasons for dissatisfaction—whether it is a personal frustration or a broader issue affecting their entire organization.

2. Defining Goals to Improve Satisfaction

Together with the customer, the CSM defines goals that must be achieved for the customer to feel satisfied again and willing to recommend FrodX. This involves setting specific outcomes, such as improving particular processes, enhancing support, or tailoring the solution.

3. Assessing Risk Levels

The CSM evaluates the level of risk FrodX faces as a provider. This includes determining how critical and urgent the issue is for the business relationship. This risk assessment helps prioritize corrective actions and resources to resolve the situation effectively.

4. Identifying Solutions and Designing Corrective Actions

Based on the nature of the issue, the CSM determines the best approach for resolution. At FrodX, dissatisfaction reasons are grouped into three categories: dissatisfaction with collaboration, technical performance of solutions, and business outcomes of the solution. For business outcomes, the CSM reviews the existing strategy and collaborates with the customer and team to develop a new concept for improvement and growth. In other cases, the CSM acts as a coordinator and communicator, defining corrective actions and recruiting appropriate team members. This can range from a single activity to an entire project.

5. Monitoring Progress and Communicating Regularly

A key part of the process is tracking progress and maintaining proactive communication with the customer. The CSM regularly updates the customer on the status of the actions being taken and the progress in addressing their concerns. As the ticket owner, the CSM is seen by the customer as the project leader who ensures the resolution process is carried out successfully.


Conclusion

At FrodX, customer satisfaction is recognized as the key to long-term success. The combination of semi-annual NPS measurements, automation through InstantFeedback and HubSpot, and a structured Customer Success approach enables the quick identification of dissatisfaction and active work on improving customer experiences. Marketing and sales also play a crucial role in encouraging promoters to recommend FrodX, which is just as important as resolving issues.

The CSM quickly establishes contact with detractors, apologizes, and investigates the reasons for their dissatisfaction. They work with the customer to set improvement goals, assess risks, and define corrective actions. Continuous progress tracking and regular communication ensure effective execution, leading to tangible improvements.

In addition, FrodX collaborates with promoters, engaging them in loyalty programs and encouraging them to share positive experiences. This not only strengthens the brand and attracts new customers but also significantly impacts employee satisfaction and loyalty.