As a provider of solutions for paper mills worldwide, Voith Paper continuously seeks to enhance the service experience it delivers to the industry. When this focus turns to addressing the needs of each manufacturer, the company identified in the Net Promoter Score (NPS) more than just a satisfaction indicator: the starting point for a standardized process that directs customized responses guided by optimization opportunities raised by customers in these evaluations.
The greater the interaction with the NPS survey, the more personalized, assertive, and consistent the feedback shared with the companies served by Voith Paper becomes, always aimed at contributing to performance gains in their operations and value generation in their businesses.
“We continually ask ourselves how we can surprise our customers, and it is essential to be guided by the expectations of the companies we serve. Through customized feedback, we show manufacturers how evaluating our NPS is a contribution that positively impacts their operations,” says Antonio Lemos, President of Voith Paper in South America.
Points of contact evaluated: by the customer and for the customer
Using Voith Paper’s CRM platform database, survey formats based on the NPS methodology are automatically generated—aimed at evaluating different dimensions of satisfaction regarding service quality.
The relational survey targets customers invited to assess the relationship based on points of contact with Voith. On a transactional level, NPS is measured across all interaction levels in proposal processes. In this case, the evaluation can be applied considering contacts with companies from the competitive phase through technical proposal presentations to completed deliveries or those that did not result in business.
Every demand received in NPS evaluations—primarily through comments or metrics identifying the proportion of promoters relative to neutrals and detractors—is handled internally by Voith Paper with a focus on generating value for the customer, who contributes their perception on how to optimize the service experience received.
Engaged areas, solution-oriented feedback
Depending on the demand mentioned by customers in these survey interactions, responses are directed to the relevant departments within Voith Paper. Quality, Sales, Technical Services, Customer Service, Back Office, and Engineering are among the teams involved in this customized feedback development for manufacturers.
The process is standardized so that all manufacturer comments receive the same guidance until they are converted into solutions. In this context, evaluations categorized as promoters, neutrals, or detractors share the same purpose: the opportunity to evolve in excellence and the experience provided.
“We follow a workflow to ensure that this analysis of optimization opportunities is always tied to an effective, assertive, and personalized solution that makes sense for the customer by meeting expectations or needs identified in the evaluation,” he adds.
Even though partnership spirit and closeness are well-established attributes of Voith’s long-standing relationship with industry players, in a customer-centric strategy, the ability to capture highly specific aspects in the nuances of NPS survey responses about what each customer envisions in terms of service is crucial—Lemos emphasizes.
“As customers begin to see value in this interaction, their contributions to the NPS survey become our starting point for surprising them. The expectation is that more paper mills will feel motivated to build this cycle of excellence with Voith Paper,” concludes Antonio.
