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Do You Know Your Net Promoter Score?
In his book, The Ultimate Question, author Fred Reichheld, lays out strategies for turning customers into promoters.
Bad times and losses, according to Reichheld, can be attributed to the creation of “legions of detractors� – those people who bring evangelistic fervor to warning people about bad products and services.
Reichheld’s words and strategies ring true. Consumers have had enough and, in those immortal lines from the movie Network, “are just not going to take it any more.�
Growth and good times, on the other hand, rely more than ever on an organization’s ability to harness the good will of people who love an organization, believe in its vision, support its mission, and who – most of all – are willing to lend their relationships and influence to help an organization succeed. These people – promoters – will bring new audiences and customers to your organization, but they demand something in return for their loyalty. If they’re going to care about you, you’d better care about them.
Growth-oriented organizations don’t choose their own interests over their customers. They recognize that organizational interests begin with the customer’s interest. They believe in trusting their customer’s integrity. Their policies and practices reflect that trust.
In simple terms, they put their customer ahead of money, and then trust their customers to pay for the value that they receive.
Toni Hendrix, an Assistant Vice President at New Jersey Performing Arts Center, reminds her inbound and outbound ticket-services personnel that they aren’t tele-marketing staff, they are customer advocates. She knows that by naming their function differently, framing their success dimensions through the customer lens, and setting expectations accordingly that she’ll build goodwill and raise NJPAC’s NPS (net promoter score).
As I’ve reflected on Reichheld’s writing, I’ve thought about how very successful waiters operate. They depend on gratuities(tips) for their livelihood. They understand that nobody deserves a big tip, but they get them time and again by delivering value. Sure, the occasional cheapskate comes along, but most people do the right thing. While tipping is customary, the waiter’s prosperity derives more from trust than from coercion.
We can learn something from these people.
Posted on May 26, 2006 08:00 AM | Permalink
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