7 Ways to make your Net Promoter Score (NPS) more than just a number

Net Promoter Score (NPS) has become the most commonly used customer experience KPI, utilized by over 2/3 of customer experience directors.  However, the metric has come under criticism as companies begin to be too dependent on an NPS score as the silver bullet to drive their Customer Experience program.

Below are the 7 ways you can turn your NPS in to more than a number.

  1. Balance NPS with other customer experience metrics like Customer Effort Score (CES), Customer Lifetime Value (CLV) and Customer Satisfaction Score (CSAT).  Yes, there is still a place for CSAT!  In fact since each of these scores represent a slightly different perspective of customer feedback, we highly encourage companies to use a combination of them to get a broader picture.
  2. Use other measurements that describe customer behavior as a result of the experience they receive: Churn Rate, Retention Rate, Repurchase Rate, Complaints, Returns, etc.
  3. When conducting Transactional Surveys, make sure that NPS is an appropriate data point for that interaction.  In many cases CES may be more applicable.
  4. While NPS score trending is valuable, do the extra work of segmenting the results by region, product, customer segment, etc.  A single NPS score does not necessarily focus your attention on the most critical area.
  5. NPS is most useful when used in context.  A number by itself is meaningless, if not compared to your competitors or industry.  A high score is great, unless of course all of your competitors are higher.
  6. Don’t lose the data under the number.  Behind each customer NPS score, there is a story of their experience that lead them to be a Promoter, Neutral, or Detractor.  The real power are the root causes that are represented in the story that created the number.
  7. MOST IMPORTANT- Do something with the results! For your NPS program to be meaningful, you need to do something with the results!  The insight behind the score and trends should be driving communications, corrective actions and improvements.  If not, what’s the point?

We can help you get more out of your NPS. Contact us below.


Shannon
Shannon
Shannon has over 16 years of combined experience in sales management, sales operations and customer experience management and was most recently the Vice President of Global Customer Operations at TE Connectivity after its acquisition of ADC. Shannon’s corporate background includes leadership roles in sales, channel management, and customer experience. In these areas, he successfully initiates and oversees wide, enterprising transformation efforts, such as strategic planning, technology deployment, and continuous process improvement.

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