In addition to the relational NPS survey mentioned above, we reach out to people who have different interactions with Visma, in for instance support calls and implementation projects, asking for feedback.
We call these surveys transactional NPS. This gives us the opportunity to learn more about how we are performing in certain touch points with buyers and users of our software and services.
Since we ask our customers to tell us what they think about us, we are committed to respond. Thus, the respondents taking a survey are not anonymous. This gives us the opportunity to follow up directly on customer specific issues that needs our attention immediately.
We are committed to resolving bad experiences. Stakeholders telling us we are not delivering according to their expectations, and that they therefore are unlikely to recommend us, will receive a follow up call. If possible, we will try to resolve the case. If the issue is of a general character affecting a larger group of customers, we may follow up further to learn more about the issue in order to give more detailed input to our improvement projects. In some cases we also ask the stakeholder to respond to a second survey for us to learn even more.
Based on the feedback in rNPS and tNPS surveys, we get important insight and are able to analyse what to change. Then, we can decide upon prioritized business improvement projects in order to enhance the customer experience.
The NPS feedback system is the customer’s voice to the management of Visma, and NPS is one of the most important key performance indicators for Visma management and employees. For our managers, NPS is also tied to their compensation plans.
By answering our NPS surveys, stakeholders influence the quality and content of our future software releases, the services we provide, and our customer care.