To us, NPS is more than just a metric, it’s a way of life and in today’s market, customer management has never been more important. A recent IBM study found that a mere 40% of retailers were managing the end-to-end retail experience properly. This all means a lot of customers who are left feeling a bit ‘meh’ about your brand. Oh dear...
The first great step you can take is to begin monitoring your NPS℠ journey with each customer, what they like, what they don’t. By the way we can help with that. Some of the organisations I have worked with are fanatical about pushing their NPS up, and so they should be. There is so much evidence of how NPS, loyalty and long term profit are interlinked you would be totally bonkers to ignore it.
So now you have the data, you are a master at asking the question and using some pretty clever AI to understand the results. Well done you, have a cookie. This is only the first step in building a truly customer centric organisation. For those customers who feel a bit ‘meh’ (passives) about your brand, have you stopped to ask why and, more importantly, what you can do about it?
Closing that feedback loop from customer interaction to operational policy is one of the most difficult things to do with any NPS programme. It all comes down to our old friend, the customer centric strategy. Treat him right, because if you screw it up, you could literally be screwed. Your strategy should contain the following key policy areas;
In order to do this you will need to build a few extra processes into your business, and trust me on this, it won’t happen overnight. One of our customers is using NPS feedback to help run their stores, every week the manager goes over the results with the staff in their weekly meeting. This forward-thinking strategy not only brings everyone into the NPS train but also makes them a conductor of it.
Feedback can happen in all channels;
You must make sure every member of your organisation is fully committed to NPS and improving it. Focusing just on the negative can help to breed a negative sentiment around the office. Share the positive stories too, and keep an eye on those promoters, make sure they stay promoters. Develop strategies to turn your passives (or ‘meh’) customers into promoters, and if they start to slip into detractors do something about it. Commercially it’s an easy one to prove, the more brand ambassadors you have the more money you will make, the more they will tell their friends and colleagues about you.