Description
Book SynopsisFred Reichheld''s 2006 book
The Ultimate Question, that question being, How likely is it that you would recommend this company to a friend or colleague?-challenged the conventional wisdom of customer satisfaction programs. It coined the terms ''bad profits'' and ''good profits'' and pointed to a faster, much more accurate way of gauging customers'' real loyalty to a company, introducing a quantitative measure (the Net Promoter Score) for establishing a baseline and effectively tracking changes going forward. Richard Owen and Laura Brooks are co-developers, along with Reichheld, of the methodology behind answering the question. In this book, Owen and Brooks tell how based on a variety of real case studies'' to actually embed Net Promoter discipline in organizations of all types.
Trade Review"...this detailed and lengthy book...looks at ways in which companies' NPS ratings can be improved" (Research Magazine, February 2009) ‘The book covers the core process of capturing accurate data, using the results to investigate internal and customer-facing processes.' (Quality World, September 2010).
Table of ContentsIntroduction ix
1 Net Promoter Fundamentals and Operating Model 1
A Net Promoter Primer 1
Why Traditional Approaches Fail 3
Net Promoter: Key Tenets 10
The Net Promoter Operating Model 17
Putting It Together: Implementing the Operating Model 23
2 Using Customer Economics and Segmentation to Maximize Loyalty 25
Quest for Customer Intimacy 26
Segmenting for Optimal Results 27
Calculating Return on Promoters 34
Estimating the Impact of Word of Mouth 44
Conclusion 56
3 Driving Change: Instill Customer-Centric DNA 57
Why Discuss Change Management? 57
Aligning the Organization 61
Getting Senior Leadership Committed 62
Getting the Front Line Aligned 66
Goal Setting in the Context of Change Management 71
Program Governance Model 77
Conclusion 88
4 Designing an Enterprise Roadmap 89
Customer Solutions 90
Relationship Versus Transactional Survey Processes 94
The Customer Corridor and Its Touch Points 97
Employee Solutions 103
Phased Versus Big Bang Approach 109
Sequencing Your Roadmap 111
Conclusion 118
5 Building Trustworthy Data 119
What is Trustworthy Data? 120
Creating the Strategy: Three Key Elements 121
The Right Customers: Measuring Who Matters 122
The Right Question: Choosing the Right Metric 128
The Right Questions: Fitting Survey Strategy to the Business 131
Determining the Right Time to Measure 143
Other Considerations 149
Conclusion 159
6 Determining the Root Cause of Promoters and Detractors 161
Common Analytical Approaches 162
Stated Driver Analysis 162
Inferential Driver Analysis 178
Comparison of the Tools 187
Conclusion 189
7 The Closed-Loop Process 191
Defining Closed-Loop Excellence 192
Action at All Levels 202
Closing the Loop at the Front Line 204
Case Study: BearingPoint Closes the Loop at the Account Level 214
Closing the Loop at the Management Level 218
Closing the Loop at the Executive Level 223
Accountability at All Three Levels 226
Conclusion 228
8 Setting Realistic Targets and Improvement Strategies 229
Relative Performance 229
Cultural Differences 234
Compensation 241
Improvement Time Frames and Rhythm 247
The Methodology for Setting Targets 248
Conclusion 250
9 Innovation Drives Transformation 253
Technology Enables Transformation 254
Operational Improvements and Innovation 258
Developing Brand-Focused Communities 264
Identifying NetWorked Promoters 274
Conclusion 281
Resources: Interviews Conducted 283
References 291
Acknowledgments 295
The Authors 297
Index 299
