Testing prototypes is an inherent part of finalizing designs. Nobody wants to wonder why users are not utilizing an app the way it should be utilized or why they can’t seem to complete a purchase on your website. And nobody wants to rework something that’s already been shipped.
Why Negative Feedback is the Holy Grail of NPSAugust 2, 2016
Net Promoter Score (NPS) is an incredibly versatile customer success metric. People are always finding new ways to get more mileage out of it. But we have to disagree with this author’s advice to never survey customers who might be unhappy. He thinks it reinforces their negative opinions and compels them to follow through on them by canceling.
But here’s the thing. You won’t hang onto an unhappy customer by ignoring the problem. If they’re not getting what they need out of your product, they’ll eventually churn no matter what. Soliciting an unhappy customer’s feedback and acting on it is actually your only chance of keeping them.
Every time a customer complains is a chance to wow them and increase their loyalty by solving their issue. In the big picture—beyond just retaining individual customers—negative feedback gives you invaluable insight on how to improve your product and keeps your team hungry for improvement.
Here are the top three reasons that negative feedback is the holy grail of your NPS survey.
1. Nothing Builds Loyalty like Solving Problems
This New York Times columnist was facing a nightmare scenario one Christmas: He ordered his son’s new PlayStation off of Amazon, but someone stole the package after it was delivered to his home. But when he explained the situation to a customer service rep, Amazon shipped him a new PlayStation free of charge, no questions asked.
Would his experience have been better if the package had arrived without a hitch? Sure. But it wouldn’t have been nearly as memorable.
When you ask customers about the best interactions they’ve had with their favorite companies, they almost never tell you about the times everything went smoothly. The moments that stick out are the ones where everything went wrong, they complained, and the company actually did something about it. Businesses have known for years that solving a customer’s issue quickly and effectively creates more loyalty than if there’d been no issue to begin with.
The same goes for your NPS surveys. Giving you negative feedback doesn’t confirm to customers that your product sucks and that they should work with someone else. You only confirm that by not addressing their feedback. Going above and beyond to solve their issues flips the script and shows them that you are capable and truly care about their experience.
How to Close the Loop
Closing the loop is a tried-and-true customer success method that ensures customers get the solution they want when to their issues. It’s pretty straightforward:
- If someone responds to your survey with a solvable complaint, follow up with them directly.
- Ask them to expand on the problem so that you understand the higher-level consequences of what’s going wrong. You need to uncover how this issue is preventing the customer from being successful with your product.
- Then, solve the problem and follow up again to make sure they’re getting their desired result.
Rather than wanting to leave, the customer will remember how responsive you were and feel good about their decision to work with you. And it all starts with their negative feedback.
2. Negative Feedback is the Key to Improvement
Domino’s is one of the most popular pizza chains in the country. But just a few years ago, customers were saying its pizza was terrible. So Domino’s embraced the criticism, revamped its menu, and built an entire marketing campaign around its “pizza turnaround.” Since then, sales have surged, prompting a huge climb in Domino’s stock prices.
Domino’s could have shied away from that feedback and stuck with what it was already doing well—delivering pizza quickly. But with so many people loudly complaining about the taste of the pizza, the chain knew that solving that problem would have a huge impact.
When you analyze NPS results, focusing on the negative feedback leads you to a better product. Positive feedback feels great and tells you what parts of your product to retain as you iterate on it. But if that’s all you have to go on, you’ll never know how to take your product to the next level. Negative feedback shows you where your customer experience falls short, which is the first step to fixing it.
How to Prioritize NPS Responses
This isn’t just true for pizza. When Atlassian PMs sift through NPS responses to look for ways to improve products, the first thing they do is get rid of any positive comments. They then use a simple framework to analyze the remaining comments and identify the most important issues to focus on. Here’s how to do it.
Start by tagging negative comments by what aspect of the product the customer said was lacking. Notice how you wouldn’t tag the first comment for “functionality” because the customer said it was a strength. In that case, you only tag for the categories the customer rated as weaknesses: “usability” and “formatting.”
After tagging each comment, the team creates a table showing each area customers cited as a weakness, the total number of customers who complained about it, and the average NPS score of the customers who referenced that area:
Then, you need to prioritize the categories that attract complaints not only from the highest number of customers, but also from the most unhappy customers based on NPS score.
In this case, that would be “Tables.” 60 customers said the tables were crappy, and those customers’ NPS was a paltry -30. That shows that the tables are really making customers unhappy. Improving them would have the biggest overall impact on their experience.
3. Negative Feedback Keeps you Hungry
Apple’s retail employees are known as some of the best customer service folks in the game. One of the ways they stay sharp is by starting each day with NPS feedback from the previous day.
The store manager reads two comments to the team. The first is a glowing endorsement from a promoter, which the manager credits to the team member involved in the transaction. The second is a negative comment from a detractor. That’s where the motivation really kicks in. The manager never names the specific employee involved, leaving the mistake as a failure the entire team needs to come together and prevent in the future.
Apple store employees are used to hearing how great they are. But while it’s good to be confident, your team becomes complacent if you only ever celebrate success. Building a reverence for negative customer feedback into your culture prevents success from blinding your team and keeps them focused on constantly improving.
How to Motivate with Negative Customer Feedback
You can also use your NPS responses to motivate your team. Look for ways to highlight negative comments from customers, such as:
- Emailing a compilation of negative NPS comments to the team at the beginning of each week
- Reading customer criticisms at your weekly all-hands
- Printing out negative comments and delivering them to relevant team members. For instance, if someone complained about long lag times on help desk tickets, you could deliver their comments to your customer success team
These techniques are especially valuable if your company is starting to get traction and grow. That’s when you and your team are most at risk of drinking your own Kool-Aid and feeling you can do no wrong. Highlighting negative feedback keeps the team grounded and focused on getting better.
Thank your Complaining Customers
Which of these customers sounds better? The guy who makes constant support requests, complains about your product’s limitations, and asks for new features? Or the guy who just keeps paying you every month without saying a word?
The first customer is actually more valuable even though he’s more demanding. His complaints show that he’s engaged with your product. It’s become an important part of his day-to-day, so it’s in his best interests to help you get better.
That’s why negative feedback is actually something you need to embrace—not fear. It’s the key to becoming a stronger, more customer-centric company.
UX designers are under a lot of pressure to produce designs that add value to users’ lives. But without input from your users, it’s nearly impossible to design an experience that actually helps alleviate their pain points. If you’re pressed for time and/or don’t have the help of a researcher, getting the user input essential to design a great product can certainly be a challenge.
As a UX designer, getting your leadership to support your major projects can be as much about talking the talk as it is about walking the walk. As much value as your work may provide, you also have to know how to sell it in a world of competing priorities and looming deadlines.
Even as UX design and user research are becoming a more prominent focus in today’s leading companies, it can still be tough to get executive leadership onboard with user research-related initiatives. We know the struggle.
This post originally appeared on UsabilityGeek.
This post was written and contributed by Alex Birkett of Hubspot.
Understanding the steps users take as they interact with your brand and how they feel along the way is crucial to managing in today’s digital experience landscape. A customer journey mapping tool gives you the ability to put yourself in a customer’s shoes and see what the end-to-end experience is like. By visually representing this process, you can begin to understand which of your company’s touchpoints bring joy and which cause frustration for the customer.
We all know that user feedback is important, that goes without saying. It should be the primary source of information you look to if you’d like to improve your user’s experience and your product itself.
Sometimes it feels like apps, tools, and services we use are an extension of the work that we do. That’s especially true if you work in UX, product management, or any sort of design. UX tools do a lot of heavy lifting when it comes to user research and design.
This post originally appeared on Design Thinking and was written by Paulina Wójciak and Sarah Cantu.