Net Promoter Score

Net Promoter Programme sind zu Recht zu einem festen Bestandteil vieler Unternehmen geworden. Holen Sie mithilfe von NPS die besten Kunden - und finanziellen Resultate aus Ihrer Firma heraus. Kein erfolgreicher Service ohne zufriedene Kunden!

One of the questions we have been asked a lot recently is whether NPS is “GDPR-Proof”. Everyone is quite nervous about the GDPR regulation coming in May, as a misstep in managing the customers privacy could easily end up costing a company major amounts of fines.

Implementing a Net Promoter System® or any other Voice of the Customer programme can be difficult. You think of just starting to ask a few questions and nudging a few people in the right direction. It seems fairly easy in the beginning, but then things start to get complicated. You need to spend time setting things up, invest into technology, and keep on putting effort and internal resources even after the launch.

Net Promoter programmes have rightfully become a staple of many businesses. But as can be seen from CustomerGauge's recent NPS benchmark report, every programme can be improved.

So, as 2017 is looming on the horizon, I want to propose five areas in which you might want to check whether your Net Promoter programme is up to scratch.  Or - if it isn’t - whether you should start planning some improvements in the coming year.

The other night, I was reading my local version of the Auto Club's Westways magazine. One of the articles was an interview with the Angels' new player, Albert Pujols. What could Albert Pujols possibly say that would drive me to write this post? Oh, you know me by now. I can find a good CX story in pretty much anything! Well, his comments really struck a chord and are a great reminder of what all too many who measure employee and customer satisfaction end up doing: focusing on the score.

Earlier this month I had the honour of being affectionately introduced as the "warm-up act" for Fred Reichheld during an NPS masterclass he gave together in the Netherlands.   As Fred mainly focused on introducing the Net Promoter System and describing the dangers of bad profits, I decided to go for the more organisational aspects of customer-centricity.  I did this by focusing my talk on what I consider to be three of the main barriers to customer-centricity in many organisations: