Net Promoter Score Action Planning and Implementation

NPS action plan

An effective action plan is one of the most important factors in the success of an NPS® program.

Getting buy-in and support from company executives is critical.

In addition, getting genuine engagement from the employees executing on the NPS® program can make the difference between success and failure.

The Best Practice Net Promoter® Roll Out Process

Implementing an NPS® program is not simply a matter of adding a new question to your customer feedback survey.

The survey element only comes after much-needed planning.

There are five stages of a good NPS action plan.

Stage 1: Initiate

The first, involves the engaging with key team members to  ensure executive buy-in and employee engagement.

Key elements of this step include

If both senior management and the broader employee group are not engaged in the program, success will be difficult to achieve long term.

Stage 2: Customer Strategy and Context

The next stage is customer strategy and context which involves understanding who your customers are, where in the customer journey you want to reach them for feedback and who needs to be involved.

You will often create customer journey maps at this stage of the process: prioritised by customer segment importance and journey complexity.

Stage 3: Listening and Reacting

The third stage is listening and reacting to the feedback that you receive.

Closing the loop (service recovery) is a key part of this process and through it you will start to see immediate returns and set yourself up for the fourth stage.

Stage 4: Quick Wins

Quick wins involves making quick, and generally minor, but impactful business changes using the initial feedback.

This is critical in supporting employee and senior executive engagement in the process. Performed correctly, this starts to provide proof to those stakeholders that the new process will drive specific and positive changes in the business.

Stage 5: Big Bets

Successfully executing on some quick wins will result in more confidence from your employees and senior executives in the NPS program. This gives you the credibility needed for bigger investments supported by the data collected: Big Bets.

This stage involves more risk, manpower and investment in order to make major changes to your operations brought to light through high-volume customer feedback.

Driving Employee Engagement with Net Promoter®

Driving employee engagement in the process needs to a priority form the very start of the program

Employees need to believe in the integrity of the NPS® system to properly engage and execute a program.

Setting Net Promoter® Targets

Setting targets in your Net Promoter program is a worthwhile task but needs to be handled with considerable care.

Implementing targets in the wrong way can lead to negative consequences including score begging and manipulation of the data.

Common Failure Modes for Net Promoter Programs

Not every major change management program roll-out is successful.

In the case of Net Promoter the failure points are remarkably consistent across different organisation sizes and styles – so they can be effectively prevented.

Fees for using NPS

There are no licence fees for an organisation to use the Net Promoter approach, however, there are some rules that need to be followed when using the trademarked terms.

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Disclaimer: I will preface this post by stating that I am not a lawyer. The information below is my understanding from having worked with Net

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