Abstract

The case is set in 2023, three years after HSBC HK overhauled the customer experience management system. Brian Hui (Head of Customer Propositions, Wealth and Personal Banking) and Renee Yung (Head of Customer Experience & Relations, Wealth and Personal Banking) read the latest survey results and saw significant improvement in HSBC’s net promotor scores (NPS) regarding competitive performance. Brian and Renee were interested in understanding how the new customer feedback system had contributed to these achievements. More importantly, they wanted to find out how to extend the NPS system to the digital transformation of the bank’s services, how to extend the applications to other customer journeys, and how to refine the system with new technologies.

The case describes NPS as a customer feedback system, its implementation at HSBC to improve customer experiences, and the performance measures of customer experiences at HSBC Hong Kong.

Learning Objectives

After analyzing the case, students will be able to:

1.Describe the detailed implementation of an NPS system (referral intention survey; classifying detractors, passives, and promotors; computing NPS scores, sNPS, rNPS, jNPS, and iNPS) commonly deployed for managing the customer experience in service industries.

2.Understand the value of marketing research (specifically, self-reported survey research) in (bank) customer management and service innovations (in digital transformation).

3.Distinguish NPS from customer satisfaction surveys; customer satisfaction from customer loyalty and from word-of-mouth (referral intention); and sNPS, rNPS, jNPS, and iNPS.

4. Understand the organizational factors and motivations necessary for the effective deployment of the NPS system.