3.2.1.
Customer Feedback System Implementation & Usage Key achievements and strategy analysis
# Project Description: We have system(s) in place to react to our customers’ feedback and fully measure our success as organization. Impact on team purpose: Because of this, entities have reacted for customer care, innovation, process optimization and showcasing impact. Furthermore, we have set Organizational Goals for 2015 around Quality, which leads to long term achievement of AIESEC 2015.
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NPS: Customer Gauge System Implementation Purpose: Implement Customer Gauge NPS across another 33 entities (44 in total) spanning around 80% of Exchange operations to be ready for full global implementation from 2013-14 year onwards. This will give us final insights into system and management evolution required for AIESEC to fully measure and deal with customer feedback as a quality framework. Progress: • The first implementation phase started with a total of 43 entities involved. • All people who had ELD experiences between July 2012 and January 2013 has been and will be surveyed • Based on the initial pilot, changes were made in surveys for all programmes • A Global Support Team is in place to support the entities and document cases of NPS data usage for assistance to our customers (fire- fighting), marketing and processes improvement Next • Present our findings, conclusions, and scenarios of full IT-system implementation to the Global Plenary to make a decision upon it • Present findings and conclusions for strategic implementation and educate the network of MCPs around it • Integrate NPS into the Global Planning process • Based on the two points mentioned above, we will define the steps until the end of AI 12-13 term Key general insights: • Even though some system set-up delays affected, AIESEC still needs to learn how to deal with and reply to customer feedback including resource allocation • Initially, NPS was explored to solve the gap in Quality as MoS, but our experience shows that it goes beyond that, challenging AIESEC to become a customer-centered organisation • Key challenge we foresee is the disconnect between growth and customer experience that leads into NPS being a “nice to have” • Beyond system and technical education, strong cultural shaping is needed