Operationalizing Net Promoter

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1 Organizational Intelligence Forum June Boston, MA Operationalizing Net Promoter Move beyond just tracking your score JPK Group June 16, 1:00pm Scott Lehner Crossbow Group, LLC Scott is a senior marketing executive with track record of driving strong business results in B2C and B2B digital marketing. He s held senior positions with a number of leading organizations including, Constant Contact, Yahoo!, Hewlett-Packard, Ancestry.com and Intuit. Scott currently works at CrossBow Group where he consults with a variety of industries and organizations using data driven customer centric approach to lead generation / nurture, conversion, retention, engagement, loyalty, CRM, and growing LTV. View presentation online at:

2 NPS As A Catalyst For Change 2016 Organizational Intelligence Forum Boston

3 Agenda Intersection of NPS and loyalty Measuring NPS Types of NPS The journey The system Path forward

4 Loyalty Loyalty is the willingness of someone a customer, an employee, a friend to make an investment or personal sacrifice in order to strengthen a relationship Fred Reicheld

5 Customer loyalty drives business advantage Buy more Provide ideas and feedback Loyal customers Stay longer Refer friends

6 How to measure loyalty? Would you recommend us to a friend? Probes both dimensions of loyalty. Head Heart Best features Best service Best price/value They know me They value me They listen to me

7 How to measure NPS How likely is it that you would recommend us to a friend? Promoters Passives Detractors Extremely Likely Not At All Likely % of PROMOTERS (9 or 10) _ % of DETRACTORS (0 through 6) = Net Promoter Score

8 Types of measurement Relationship Experience Competitors Goal Overall relationship with customer Recent/specific customer experiences Competitive comparisons Audience Sample of existing customers Existing customers at specific times Customers and competitor customers Actions / Plans Policies, product planning, customer callbacks Enhancements and redesigns, customer callbacks, employee coaching Strategic decisions, rethink priorities

9 NPS and company growth On average, an industry s NPS leader outgrew its competitors by more than 2X Put another way: a companies Net Promoter Score is a good indicator of its future growth Source:

10 Companies are now sharing Net Promoter goals externally Would you recommend us? Customer loyalty can be boiled down to this single question, resulting in the Net Promoter Score. The Net Promoter Score is our key customer metric. This measure is widely regarded as a predictor of future growth. (To) strengthen our customer orientation we have introduced NPS as a company-wide, uniform standard. NPS of US & European sales & service reported as key performance data, alongside Net Income & Revenue. NPS Index reported as key figure in annual Progress Report. In 2008 we moved from overall satisfaction to a new metric Net Promoter Score.

11 Where is the disconnect? 90% of companies fail to follow up regarding what action was taken as a result of voice of the customer feedback they received (1) - Gartner Over emphasis on score / tracking Customer feedback becomes siloed and is not shared across the org Individual customers get lost within aggregate data Ownership of NPS is blurred and employees are not empowered to act 1 Jim Davies, Chris Fletcher, Kimberly Collins, et al., Voice of the Customer: The Gartner CRM Team s Perspective, Gartner, June 10, 2010

12 NPS journey Companies tend to follow a similar path and evolution Where are you? Wanderer Starter Practitioner Leader Customer loyalty not a priority No recommend question or buried NPS not understood or accepted Realizing need to rethink customer loyalty NPS accepted as new way forward Only Relationship score measured Customer loyalty is a top priority Processes in place to take action All mgmt and front line employees onboard Customer loyalty permeates culture Focus on creating Promoters and reducing Detractors All types of NPS measured NPS informs strategy

13 Framework for getting started Shift focus from tracking a score to creating a diagnostic approach for improving the customer experience Identify Detractors and Promoters Diagnose and understand differences between segments Enhance and change the customer experience Net Promoter System

14 Closed loop learning and action Inner Loop Analyze and share feedback and data Communicate Feedback from specific customers Individual and team learning Immediate and granular actions Communicate with employees & customers Follow up with select customers / ID issues Execute on actions / dev. solutions Identify actions / ID root causes Outer Loop Feedback from a variety of sources Organizational learning Longer term, structural improvements and policies (e.g., pricing, product, process, etc.)

15 Inner vs. outer loops Inner Outer Feedback Granular Aggregated Immediate Longer term Who Front line staff Management Learning Individual / team Organization / dept. s Action Quickly Longer term

16 Path forward 1 Assess current situation Determine where you are on the NPS journey Determine current capabilities vs. ideal state Tailor plan to customer needs and org goals Diagnose Understand environment Insights Understand customer Build foundational fact base 2 Execute customer research and listening posts, competitors Understand/prioritize drivers of promoters and detractors Perform Journey Mapping to identify Moments That Matter 4 Expand / Optimize Build out and optimize improvement areas Consider broader people, process issues (hiring, coaching, training, recognition etc) Link loyalty and NPS to goals and incentives as metrics gain acceptance Results Drive deeper culture of advocacy NPS Learning Gain momentum and wins 3 Pilot/Early Implementation Identify key improvement areas and initiatives Determine goals and metrics Execute test plan and pursue quick wins

17 Example actions Overall Promoters Thank them Examine scores by segment ID moments-that-matter Profile Ask for referrals Passives Surprise and delight Detractors Call them Pour through verbatims

18 Helpful tips Sponsorship Team Pick your spots Give it a rest Share Cruel to be kind Celebrate

19 What can you expect to gain Measurement of true loyalty and health of your customer base over time Identify the moments in the relationship with your customers that matter most Understand the drivers of Promoters and Detractors Closed loop process to learn and take action to drive continuous improvement Help understand the economic upside of creating more Promoters

20 Scott Lehner

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