You’re about to launch a NPS-programme! Now what?
Find a balance between measuring, listening to what customers say, making sure that employees know what to do and have a clear view on the future of your NPS-programme.
You don’t need complicated models that show you what you should do in the future. No, your programme is about to start and you want to know what you need to do with all that data – and customer verbatims – that will pour in.
You’re probably a fan of KISS – the acronym, not necessarily the band – you want to keep it as simple as possible. And that’s the way it should be when you start up a NPS-programme: nice and easy. The most programmes fail because there is too much focus on the analysis of things. You want to measure so many things that at a point you’re only measuring and not listening anymore. Hmm, that’s not what you had in mind.
That’s why it’s crucial that you find a balance between measuring, listening to what customers say, making sure that employees know what to do and have a clear view on the future of your NPS-programme.
- Vision - What your NPS-programme will look like in the near future.
- Measurement - Choose metrics that are relevant and are usable for the business.
- Engagement - Engaged employees who know what to do with all those customer verbatims.
- Action - Unleash everything at once or bit by piece? Where do you put your focus in the beginning?
What do we do?
What do you get out of it?
|Decision on Metrics
Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, and Fred Reichheld.
- What is Net Promoter Score (NPS)?
- What is Customer-Centricity?
- Can NPS make my business more profitable?
- Why should I be using NPS instead of my regular customer satisfaction research?
Learn more for our research products
Learn more for our consultancy products
Learn more for our innovation products