Last month, we announced our commitment to becoming Radically Transparent in how our company publicly communicates and shares information, including publishing the results of our client Net Promoter Score survey.
In January, we reported an NPS of 60 and outlined an improvement plan for four areas of our business, based on the results;
1. New client on-boarding experience
2. Response time [for quotes and SOWs]
3. Communication in meetings
4. Investing more time and energy ideating new ideas
Read on to see February's analysis!
Net Promoter Score®, or NPS®, measures customer experience and predicts business growth. This proven metric transformed the business world and now provides the core measurement for customer experience management programs the world round.”
Net Promoter Score (NPS) is tracked using the following calculation based on the question, "Using a scale of 0-10, how likely are you to recommend Craft&Crew to a friend or colleague?"
The respondents are then grouped as follows:
- Promoters (score 9-10)
- Passives (score 7-8)
- Detractors (score 0-6)
"Subtracting the percentage of Detractors from the percentage of Promoters yields the Net Promoter Score, which can range from a low of -100 (if every customer is a Detractor) to a high of 100 (if every customer is a Promoter)." - netpromoter.com
Identifying a few areas of improvement and thinking critically about the root causes are very different things. If you look at the four actions outlined in our January analysis, they all boil down to one simple truth, which persisted this past month...
"We need quicker turnarounds on projects."
"It feels like we are too small for your firm."
WE MUST ADD MORE CAPACITY TO OUR TEAM ACROSS THE BOARD, FROM BUSINESS DEVELOPMENT TO DELIVERY TO CRAFT POSITIONS.
This past spring (Q3 of our last fiscal year), we reduced our team size by more than 25% as we, like many companies, saw our sales drop by 50% as our active clients and key prospects evaluated their own positions in the early days of the pandemic. We knew that our Q4 (and likely Q1) revenues would not support our staffing levels at that time, even with government support. Letting people go due to a lack of work is one of the most difficult parts of running a business, but it was a necessary action to ensure our stability through a highly unpredictable time.
Q4 (June - August 2020) and Q1 (September - November 2020) performed as expected; we were able to generate the amount of sales required to profitably support our reduced team and overhead expenses. We did not expect to see our sales return to pre-pandemic levels in Q2 (December 2020 - February 2021), let alone exceed our targets by 40% and post our most successful sales quarter in the 10+ year history of our business. While we are incredibly humbled to have had so many new and active clients partner with us to maintain, optimize, and enhance their digital products and services, this sudden influx of work has stress tested our people and processes.
IT IS NOW IMPERATIVE THAT WE RETURN TO / EXCEED OUR PRE-PANDEMIC STAFFING LEVELS.
We present ourselves as being "A small, elite team that scales quickly." Well, we need to live up to this positioning and, to do so, we are looking for exceptionally talented people to join our team in most areas:
- Senior Developer (front-end / CMS)
- Digital Marketing Manager
- Project Manager
- Account Manager (contract)
- UI / Web Designer (contract)
We'll have more information posted on our website's careers section about the three unlinked positions, above, shortly. In the meantime, if you are interested in learning more, please email email@example.com.