John Walthour, VP/Strategic Insights Group, Consumer Insights in Health Services at UnitedHealth, discussed this subject at The Market Research Event (TMRE), a conference held by KNect365.
And he suggested that the NPS – a reading based on subtracting the percentage of people with unflattering views of an organisation from those who would recommend it – has become an essential tool across the company.
“The simplicity is a real benefit in a company like ours, which has such a diversified customer base and a diverse number of businesses,” he said. (For more, read WARC’s in-depth report: How NPS and insights drive the entire UnitedHealth organization.)
“That common framework has given us the ability to lead the entire organisation through a culture change and through business impact.”
Robbi Thatcher, UnitedHealth’s Director/Strategic Insights Group, further reported that the NPS can be used together with an analysis of its relative position in the category to help the firm assess its standing in the market.
“How is that one customer’s relationship with our 15 business [verticals]? We’re trying to understand discrete experiences across the journey. What’s working? What areas can we improve?” Thatcher said as further examples of how NPS works in action.
The firm, Thatcher continued, is not at a loss for insight from direct consumer engagement, as well as from surveys. But the NPS helps it “understand key pieces of new information and find new and interesting factors that drive experience.”
As such, the sales experience also comes under NPS examination. The after-sales processes do, too, addressing issues such as, “What do they do once they are a customer of ours? How does that experience go?”
Even as the numbers provide strategic guidance, “We developed broker accountability initiatives to make sure that the quality of that sales experience was at the very top, [and] it was meeting our very high standards,” Thatcher added.
Sourced from WARC