[Case Study] Turning NPS Into Business Improvement Initiatives at Manheim

[Case Study] Turning NPS Into Business Improvement Initiatives at Manheim

Picture of Adam Ramshaw
Adam Ramshaw
Adam Ramshaw has been helping companies to improve their Net Promoter® and Customer Feedback systems for more than 15 years. He is on a mission to stamp out ineffective processes and bad surveys.

Manheim has excelled in driving positive business improvement based on the insights uncovered from their NPS data.

In just 18 months they implemented 67 separate business improvement projects and have another 43 in progress. That’s 110 projects in just 18 months!

In this one hour webinar Justin Hodgson (Marketing Director) at Manheim tells you exactly how they achieved this outstanding result.


  • Gaining buy-in from the business
  • Achieving KPI’s around measuring and responding
  • Turning NPS feedback into business improvement initiatives
  • Starting the journey to monetisation and growth


In this webinar, Adam Ramshaw, the founder of Genroe, introduces Justin Hodgson from Mannheim, who shares insights and case studies on how to turn Net Promoter Score (NPS) into business improvement initiatives. The webinar focuses on four main topics:

  • gaining buy-in from the business,
  • achieving KPIs,
  • turning feedback into improvement initiatives, and
  • starting the journey to monetization and growth.

Mannheim, a part of Cox Automotive, began their NPS program in May 2016 and has since sent out 40,000 surveys and received 10,000 responses, with a 24% response rate. They have also collected 5,000 comments from customers. Mannheim’s response team is responsible for contacting customers who give scores between zero and six, with a focus on resolving their issues and turning the negative experience into a positive one. They aim to respond to all scores and comments within 24 hours.

Mannheim has successfully turned NPS feedback into improvement initiatives. In 2016, they completed 18 initiatives, and in 2017, they completed 49 initiatives. They have seen a significant increase in quick wins and have been able to address 25% of customer feedback by focusing on specific areas identified through root cause analysis.

To gain buy-in from the business, Mannheim integrated NPS results into their monthly reports, town hall meetings, and intranet. They also implemented an MVP awards program, where staff members nominated by customers receive recognition for their service. This program has helped drive engagement and support for the NPS program.

Mannheim is now focused on monetization and growth. They plan to implement seller NPS surveys, target high-value detractors and passives, integrate Customer Gauge into Salesforce, utilize NPS for retention and upsell programs, and measure churn to set targets for buyers and sellers.

During the Q&A session, Mannheim emphasized the importance of reading and analysing all customer comments, using the Five Whys technique for root cause analysis, and engaging operational and frontline staff in continuous improvement activities.

Overall, Mannheim’s NPS program has been successful in driving business improvement initiatives and improving customer experience. They have seen positive results in reducing customer complaints, decreasing inbound calls, and increasing customer loyalty.