Answering the Ultimate Question: How Net Promoter Can Transform Your Business

by Richard Owen; Laura L. Brooks

• ISBN13: 9780470395721
• ISBN10: 0470395729
• Format: eBook
• Copyright: 2008-11-01
• Publisher: Jossey-Bass

Summary

Fred 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.

Table of Contents

Introduction

Net Promoter Fundamentals and Operating Model

A Net Promoter Primer

Why Traditional Approaches Fail

Net Promoter: Key Tenets

The Net Promoter Operating Model

Putting It Together: Implementing the Operating Model

Using Customer Economics and Segmentation to Maximize Loyalty

Quest for Customer Intimacy

Segmenting for Optimal Results

Calculating Return on Promoters

Estimating the Impact of Word of Mouth

Conclusion

Driving Change: Instill Customer-Centric DNA

Why Discuss Change Management?

Aligning the Organization

Getting Senior Leadership Committed

Getting the Front Line Aligned

Goal Setting in the Context of Change Management

Program Governance Model

Conclusion

Designing an Enterprise Roadmap

Customer Solutions

Relationship Versus Transactional Survey Processes

The Customer Corridor and Its Touch Points

Employee Solutions

Phased Versus Big Bang Approach

Sequencing Your Roadmap

Conclusion

Building Trustworthy Data

What Is Trustworthy Data?

Creating the Strategy: Three Key Elements

The Right Customers: Measuring Who Matters

The Right Question: Choosing the Right Metric

The Right Questions: Fitting Survey Strategy to the Business

Determining the Right Time to Measure

Other Considerations

Conclusion

Determining the Root Cause of Promoters and Detractors

Common Analytical Approaches

Stated Driver Analysis

Inferential Driver Analysis

Comparison of the Tools

Conclusion

The Closed-Loop Process

Defi ning Closed-Loop Excellence

Action at All Levels

Closing the Loop at the Front Line

Case Study: BearingPoint Closes the Loop at the Account Level

Closing the Loop at the Management Level

Closing the Loop at the Executive Level

Accountability at All Three Levels

Conclusion

Setting Realistic Targets and Improvement Strategies

Relative Performance

Cultural Differences

Compensation

Improvement Time Frames and Rhythm

The Methodology for Setting Targets

Conclusion

Innovation Drives Transformation

Technology Enables Transformation

Operational Improvements and Innovation

Developing Brand-Focused Communities

Identifying NetWorked Promoters

Conclusion

Resources: Interviews Conducted

References

Acknowledgments

The Authors

Index

Table of Contents provided by Publisher. All Rights Reserved.