Company: Noom, New York, NY
Company Description: Noom uses the latest in proven behavioral science to empower people to take control of their health for good. Through a combination of psychology, technology, and human coaching, our platform has helped millions of our users meet their personal health and wellness goals.
Nomination Category: Customer Service Department Categories
Nomination Sub Category: Customer Service Department of the Year – Healthcare, Pharmaceuticals, and Related Industries
 Nomination Title: Noom
- Which will you submit for your nomination in this category, a video of up to five (5) minutes, explaining the achievements since July 1, 2020 of the nominated department, OR written answers to the questions? (Choose one):
Written answers to the questions
- If you are submitting a video of up to five (5) minutes in length, provide the URL of the video here, OR attach it to your entry via the "Add Attachments, Videos, or Links to This Entry" link above, through which you may also upload a copy of your video. If you are submitting written answers to the questions for this category, provide them in the spaces below.
- Briefly describe the nominated department: its history and past performance (up to 200 words):
Total 199 words used.
We’ve built a legendary customer experience team that’s passionate about delivering exceptional experiences for our customers, and advocating and supporting them on their journey to live healthier lives.
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Grew our CX Team from 50 to over 600 CX Service Specialists in < 1 year launching new channels and supporting multiple lines of business.
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Consistently achieved high quality results in both Customer Satisfaction (4.43 out of 5 stars with high customer participation ~20%) and Internal Quality Scores of 97% + (with 88% team meeting or exceeding 95% goal).
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Developed best-in-class deflection strategy through AI and self-service features leading to a 55% deflection rate, 40k self-service resolutions, and 64.8% improvement in our contact to sign up ratio from 29.0% in July 2020 to 10.2% in August 2022.
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Leveraged insights and experimentation to introduce product and service improvements that resulted in an annual ROI of $18M and led to an uplift in customer engagement (+2.4%), LTV (+2.2%) and retention (+2.5%) while increasing overall customer reach by 10.7%
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Updated refund policy to be more inline with other subscription-based companies. Introduced sentiment-mitigation efforts that allowed us to maintain CXSAT while delivering 30% savings/month from updated policy.
- Outline the department's achievements since July 1 2020 that you wish to bring to the judges' attention (up to 250 words):
Total 233 words used.
We’ve been able to identify key focus areas and prioritize potential solutions that will have the greatest positive impact on our customer experience. By understanding customer feedback, we’ve improved internal tools and processes, and identified opportunities that make things easier for our customers, or make it so they don’t need to contact us at all.
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Launched a new way to measure customer satisfaction that allows for more granular feedback to improve coaching; introduced a new customer effort score to optimize the customer product and service experience.
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Digital and human strategy: Introduction of Chat AI to help our customers get the help they need quickly and effortlessly, while leveraging our experts to handle more complex issues that drive value and retention.
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Enabled self-service capabilities: plan switching, cancellation
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Channel expansion: from email only > email, chat, chat AI, social and phone options - directly answering users’ requests for alternate ways to contact us, and played a vital part in improving our CSAT to 4.43 out of 5 stars, while allowing us to reach more users in their preferred channel of choice.
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Launched career investment initiatives such as career ladders, annual performance reviews, quarterly incentive program, and task force opportunities which together resulted in 44 promotions, low attrition (< 2%) over the last two years, and high employee satisfaction, with overall happiness of 78% and survey participation increasing from 54% > 72% year over year.
- Reference any attachments of supporting materials throughout this nomination and how they provide evidence of the claims you have made in this nomination (up to 250 words):
Total 20 words used.
Noom CX Customer Shoutouts
Noom CX Quality
Noom CX Chat Deflection chart
Noom CX Contact to Sign up Ratio chart
- Explain why the achievements you have highlighted are unique or significant. If possible compare the achievements to the performance of other players in your industry and/or to the department's past performance (up to 250 words):
Total 214 words used.
At Noom, our mission is to help people everywhere lead healthier lives through behavior change. We take a scientific approach to helping people achieve lasting health outcomes—from healthier eating habits to healthy strategies to cope with stress. We apply similar scientific principles to the way we run our business, optimizing for fast learning, first through research, then experiments. This approach has helped our Customer Experience Team to adapt to the many changes and challenges we've all experienced over the last two years and allowed us to transform our business.
Our prioritized research and experiments has allowed us to identify and explore quantifiable ways for CX to contribute value. We have leveraged insights and experimentation to introduce product and service improvements that resulted in an annual ROI of $18M and led to an uplift in customer engagement (+2.4%), LTV (+2.2%) and retention (+2.5%) while increasing overall customer reach by 10.7% (Food Database Chat, Buy Flowchart, Service Recovery)
We’ve been able to stay nimble in this dynamic environment - measuring often and adjusting where needed, even while accommodating for the challenging landscape by operating more efficiently. While we continue to focus on ways to reduce customer-related expenses, we are equally focused on bringing incremental benefit and return on investment to the business.
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