In May I attended a Net Promoter Score® workshop in Singapore where I had the opportunity to hear Richard Owen speak (author of ‘Answering the Ultimate Question’). It is certainly interesting to see how the NPS model is developing.
NPS is moving from being a Metric to more of a discipline; becoming less about a score and more of a business outcome.
When I meet with companies to discuss being more of a customer centric organisation they typically talk about wanting ‘more than just a number like NPS’. The goal is to develop a culture that takes an interest in understanding and improving the customer experience represented by NPS. In effect the NPS has developed into an improvement program focusing on understanding the drivers and setting programs to improve those drivers.
There is also a real focus on moving Passives to Promoters rather than trying to save Detractors. At best you can only realistically expect Detractors to become Passives.
The more I listened the more I heard talk around getting employees engaged in the whole program. Companies are developing very detailed roadmaps for improving their culture; many elements of culture improvement focus around agents’ listening and engaging manner abilities. It appears that getting agents to provide an appropriate manner and hone listening skills are great first steps in improving customers’ perception of a company.
On a final note, NPS benchmarking should only be done within your own industry, region, market and product. Trying to benchmark outside your industry, region, market or product is basically useless as each market is different.
Should you wish to find out more please feel free to contact me on 03 9605 4900 or use our online enquiry form.
Paul van Veenendaal
June 2010
1
Médecins Sans Frontières Australia
2
Gold Coast City Council
3
Flinders University
4
University of Western Sydney
5
GWM Water
6
AAMI
7
Launceston City Council
8
Aurora Energy Business
9
jobsjobsjobs
10
Wannon Water
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