Thousands of companies in many different industries have been measuring their Net Promoter scores over the last several years, and a growing number of companies have adopted the full Net Promoter system. But company leaders who think they have a pretty good understanding of the Net Promoter system are often surprised to learn they have not considered many of its subtleties and dimensions.
We have developed a few basic questions for companies that help us probe the depth of their understanding and whether they have pushed the initiative to a point that will produce real benefits for them.
Here are some samples:
• What percentage of customers receive an NPS® survey at least once a year, and how many respond? What percentage of your revenues do these customers account for?
• What percentage of detractors do you contact for closed-loop follow-up within 48 hours—and of those contacted, how many were happy with the resulting actions taken?
• How many of your employees know their unit's current NPS, its target and the single most important change they must make to reach this goal?
• What is the difference in customer lifetime value between a promoter and a detractor in your target customer segment?
What is your most important initiative for creating more promoters—and what will it cost per promoter generated?
Many leaders can’t easily answer these questions, which probably means that their journey has not progressed very far. But once firms do have answers, they want to know how their results stack up against NPS leaders. For those companies, we have developed a broader set of questions to provide a self-diagnosis for your NPS initiative.
Related links
Download a PDF version of the best practice benchmark
Contact Bain & Company to request an interactive assessment and benchmarking
