Keeping promises – priceless but, unfortunately, often overlooked

A memory from the past: the plumber promised to come at 10 am. I waited. I was in a hurry. He never showed up. I’m sure many of us are familiar with the scenario. As well as the feelings that emerge in a situation where a customer’s expectations are totally underestimated. Why and when did it become uncommon to do things properly?  And, I’m not talking about plumbers in particular. My own interests are particularly focused on software development. When did we reach a point where a company can afford to ignore the best of its customers?

Why and when did it become uncommon to do things properly?

Ever since we founded Compile a few years ago, our most important principle has been to respect the customer’s objectives. Even in our field of business, we have had to take care of a great many things properly in order to achieve this objective. Thankfully, those things are not complicated or impossible, but unfortunately often forgotten.

Ever since we founded Compile a few years ago, our most important principle has been to respect the customer’s objectives.

For us, customer appreciation means professionalism, high-level expertise, reliability and keeping promises. Which, by the way, includes being on time ???? Professionalism and high-level expertise help us understand and solve the customer’s challenge. Reliability and keeping promises give the customer faith that we are a worthy partner to tackle challenges with. This is our culture, our core.

Compile’s experts are seasoned professionals. Along the way, all of us have seen both good and bad examples of how the customer’s business is taken care of. There’s no shortcut to happiness.For us, ensuring competence and continuous development is part of the basic process. Without it, there is nothing. Without it, nothing can be achieved. With it, we can achieve anything.

Professionalism, high-level expertise, reliability and keeping promises. Priceless every day.

Mika Perttilä

the eNPS calculation is based on the Employee Net Promoter Score formula developed by Fred Reichheld, which was originally used to study the customer experience and customer satisfaction of companies. Lately, it has also been used to research employee satisfaction (e as in employee + NPS).

This is how the calculation is performed.

We ask our employees once a year, “How likely are you to recommend your workplace to friends or acquaintances on a scale of 0 to 10?” Then we ask for clarification with an open question: “Why did you submit this score?”.

Those who submit a score of 9 or 10 are called promoters. Those who submit a score from 0 to 6 are called detractors.

The eNPS result is calculated by subtracting the relative percentage of detractors from the relative percentage of promoters. Other answers are allocated a score of 0.

The calculation results can be anything from -100 to +100. Results between +10 and +30 are considered to be good, and results above +50 are considered to be excellent.