By the end of 2004, Aggreko was on the move. The new CEO revealed a new strategy which led to a commitment to further enhance the company’s customer orientation. Simon Lyons was recruited as head of marketing and communications. Lyons spent months getting to know the organization, feel its pulse and understand how it really worked. He saw there was no real commitment to marketing per se, or at least his ideal of what marketing could contribute. There was extraordinary passion for serving customers, a real commitment to getting the job done for the customer. Front line customer service and technical representatives as well as middle management felt very connected to the customer. Yet, there was no sense of a coherent, reliable voice of the customer, informing key decision making. To legitimize marketing, he wanted a breakthrough. With clear support from the new CEO, he felt he had found it with a new customer satisfaction metric, Net Promoter Score (NPS). His excitement was tempered by a cooler than anticipated reaction from come key members of the executive team. He needed to figure out what to do next.
Learning Objective
This case series is useful for examining a myriad of marketing issues. It enables the instructor to dissect the overall customer experience; the complexity of Value Propositions; and leave students with a heightened appreciation of the need to be attendant and responsive to drivers of dissatisfaction as well as the drivers of satisfaction. The A case allows for an in-depth learning of the pros and cons of Net Promoter Score as well as a detailed examination the critical implementation issues.
Keywords
Net Promoter Score, Change Management, Marketing, Service Management, Customer Satisfaction, Customer Experience Management, Dissatisfaction Driver, Business to Business, Strategy Implementation, Strategy Execution
Settings
World/global
2004
Available Languages
English
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