Implementing Net Promoter is not so difficult?
Send a survey, write a report and presto you’re a Net Promoter® company. Actually, it’s not quite that easy, as you may have guessed.
Collecting the Net Promoter score information is just the starting point for driving value from this very successful approach. You will also need to implement change management approaches within your organisation and have the right governance processes in place.
It doesn’t have to be complex but it does have to be done if you want to drive customer loyalty with NPS®.
Rather than starting from a blank slate, Genroe bring a series of tried and tested workshops, reviews and best practice recommendations to your Net Promoter Implementation process.
That ensures that you get up and running in the shortest possible time and without costly (from a time and momentum perspective) mistakes in the process.
The following areas are included in the Best Practice approach. This can be a pick-and-mix approach in that you can have Genroe help you with some parts and perform others yourself. In fact this is most often how clients purchase these services.
This may seem like a lot of work and, at first glance, not necessary however, after implementing Net Promoter for over eight years we know that if organisations miss one or more of these steps, long term the Net Promoter approach will not drive the level of value creation that is truly possible.
The Initiate Phase is all about getting senior management buy in and creating the company structures that you need to drive change. In this phase we help you to design the corporate governance structure that you will need.
In a series of workshops we help your organization to design the process that is right for you. In it we help you to answer questions such as:
- Will there be a Steering Committee to manage corporate oversight?
- What will it’s charter be?
- Will you have an NPS process team focused on carrying out the day to day task of using the feedback to improve the business or will you devolve that to the operating units?
- How will these groups operate?
- Who will be in them?
- What and how will you communicate to your staff to ensure that you bring them along
- What and how will you communicate with your customers to maximize the value of the program.
2. Customer Strategy and Context
Now we help you to turn your focus to your customers. When you set up your measurement and action process you must determine which customers you are contacting, when and why. Again we have designed and tested workshops that will help you to generate the answer to these key questions;
- Which customers: all of them or just high value customers. What constitutes high value?
- Which touch-points: when will you collect information from your customers and what are the key touch points in your business?
- Where are your key opportunities: NPS implementation must be focused on driving business value so it makes sense to identify the high value opportunities for improvement in your business and then attack them first. Do you have a poorly performing product line or a contact centre that is constantly having issues?
3. Listen and React
This is the step that most companies start with: data collection and reporting. However, if you do not have the basis for the design created in the first two steps then you will likely create a data collection process that needs to be reworked in the first few months, wasting time and sapping goodwill from staff.
Of course with the Net Promoter Score process part of the survey design process is very straightforward: the NPS question.
However, you will still need to look at survey design to gain insights into what is important for your customers. Understanding what drives the Net Promoter Score is as important as the score itself. If you just collect the NPS and do not collect any supporting data to understand what drives it you are mostly wasting your time.
The data collection process is not trivial either. If you are running a transactional NPS process then you will need to be able to collect, analyse and act on feedback data every day, day and day out. What system will you use and how will you get data in and insights out?
4. Quick Wins
Now you need to show some quick wins to demonstrate some payback for all of the effort so far. Rather than trying for a big bang win that may be high risk or long term right up front, look for some quick wins that will get runs on the board right now.
We have find that critical quality management tools are vital to success in this process and so we have created a Root Cause Analysis and Action Training process that trains your staff in how to identify and plan for change.
5. Big Bets
With the process validated, move on to larger opportunities. In truth by this point our clients are running on their own and we are only required to provide occasional advice.