With SaaS platforms, sometimes there isn’t a problem that needs to be addressed, but an opportunity that should be explored. Because even when you’re offering what seems to be the “best” collection of features and services, there’s always room for improvement—to offer customers more value and stay competitive in the market.
To discover the most appropriate opportunities to explore, it’s important to first understand the 4-step process we follow at Ambassador:
The first step in the process is the most important because identifying the right ambassadors impacts the revenue our customers are able to generate, especially over the long term.
It’s in understanding the importance of identification that we realized incorporating the Net Promoter Score (NPS) was the perfect opportunity to provide our customers with even greater value.
NPS is the most recognized measure of customer happiness and satisfaction and is based on answers to the question "On a scale from 0 to 10, how likely are you to refer a friend?"
With NPS, we would enable our customers to survey their users and identify those willing to promote their products (“promoters”), which could further help them identify great ambassadors. In addition, our customers would be able to identify individuals that could potentially diminish their brand (“detractors”) or switch to a competitor (“passives”), then make plans for transforming them into promoters.
Furthermore, it became clear that the Net Promoter System would be able to work hand in hand with referral programs to gather unprecedented insights and ultimately drive more referrals.
With this goal in mind, and senior leadership in agreement that NPS was the next logical step for our offering, we started integrating this capability into our platform.
Digging straight in, I (and a few others) designed our new NPS experience by taking a strategic approach, executing with customer insights, and iterating multiple times.
First up: Research. I looked for inspiration and conducted research on existing solutions. There was an abundance of standalone NPS products in the marketplace
After immersing myself in the market, I then scheduled a few interviews with VIP customers who had previously expressed interest in NPS. I wanted to gain insights on how they would use the product if it were available to them. Primarily, I wanted to know
I also wanted to know whether they’d be interested in turning promoters into ambassadors.
A few of the customers I interviewed were also using standalone NPS products, so I questioned them about how they were currently using those products and whether they currently tied NPS into our Ambassador program.
Equipped with a solid set of market benchmarks and insights from my customer interviews, I began sketching and wireframing an initial mockup of the NPS experience.
As part of the experience, we needed to address the following key areas:
I went through a few rounds of sketches and ended up wireframing the sketches that myself and a few other customer success folks thought best represented the solution we were looking for.
User testing was next. With a project this large, I needed feedback to make sure I was in line with what customers wanted and what they would use.
The testing would provide user data I could analyze and use to improve the designs. And iterating this process would bring us closer and closer to delivering an intuitive UX.
To get a sense of my approach, here’s a summary of the first round:
After testing, I had new feedback to return to the drawing board with.
However, there were also aspects that didn’t quite “click” with customers:
The challenge here was clarifying these areas of confusion without complicating the user flow. So, I undertook another round of sketches to see which offered the best design.
In this iteration, I removed several items, including the save button. Steps would now be auto saved, which meant the way surveys were ran/paused also changed.
And I added a few items as well:
Another round of user testing! Essentially, I repeated the process from the first round, only with quicker interviews. Naturally, further iteration followed.
At this point, engineers began getting more involved in the planning based on our current prototype. Before long, it was finally time to prepare to ship.
The launch of NPS was done progressively. We decided to test it with a small portion of users to start.
Since this was a completely new feature, we chose to roll it out to the users who showed the most interest during sales calls or during ongoing customer success conversations. This enabled us to continue iterating while also receiving valuable feedback from real users regarding the new experience—without impacting the majority of our user base.
Results and capabilities of the NPS integration: