When the feedback is rolling in and the initiatives are being rolled out, it's tempting to think the NPS program is operating well. Cox Automotive ran 100 initiatives in 18 months and still had room to lift. Here's the 121-item attribute list of what a high-performing Net Promoter program actually does — across buy-in, operations, initiatives, retention and growth.
After 15 years implementing NPS across organisations of every size and shape, a small set of factors keep predicting whether the program will work. Here are the seven — split into Essential, Good-to-Have and the one nobody expects (external benchmarking is less important than you think) — so you can fast-track the bits that matter and de-prioritise the rest.
It's tempting to use NPS to track staff performance — particularly when the business has grown beyond where the CEO can be everywhere. It's also a fast way to break the program. Here's why score-focused NPS produces score-begging instead of improvement, and what to focus on instead, including the surprising case for targeting response rate not NPS.
Six things have to be true at the start of a Net Promoter rollout, or you'll end up adding a question to a survey and calling it done. Senior buy-in, treating NPS as a business process not a KPI, explicit business linkage, target timing, cross-functional expertise and budget. Here's what each one looks like in practice — and what fails when one is missing.
Your customer feedback program is humming along — reports going out, scores flat, nothing changing. That's almost always a root-cause-analysis gap, not a data gap. Here's how to run a 5 Whys session properly, with a worked example and the gotchas that quietly undermine the technique in practice.
Big-bang CX redesigns are risky, expensive and often miss the mark. Process plant engineers know better — they extract incremental improvement continuously, and so should you. Here's how Transactional NPS lets you do the same thing for customer experience, starting with your worst-scoring touch-points.