Do not set targets and bonuses without a baseline measurement, a first measurement that you perform to know where you stand. Many organizations that start with NPS formulate objectives without knowing where they stand. Often those targets are too high. Resulting in unhealthy incentives for employees with customer contact.
Do not set targets and bonuses without a benchmark, the average figure within your sector. Many organizations that start with NPS formulate objectives without knowing where the market stands. Often those targets are too high. Resulting in unhealthy incentives for employees with customer contact.
But more is needed to use the score properly.
It is very important to ask more than just the recommendation question: “How likely is it that you would recommend us to a friend or colleague?” Asking more questions is a must for context in the score. Only then will you generate management information to improve. A good NPS survey can consist of more than three questions, but the following two follow-up questions are essential:
The 'why question'. If you want to know why a customer gives you a certain score, you need to know what he finds important. It makes a big difference whether customer focus or the lowest price are decisive for him.
The 'improvement question'. Unfortunately, not all your customers are promoters, and there is a chance that your promoters will no longer promote you. Therefore, always ask your detractors, passives and promoters what is needed to (further) increase the customer experience.
Ask both follow-up questions as open questions and not as multiple choice questions. This way you will get more honest answers.
One objection to probing in NPS research iraq telegram data always comes up: 'dropout'. As you ask more questions, there is indeed a chance that customers will drop out. But what good is a slightly higher response without context?
I will already give you a glimpse of the feedback that probing in NPS research provides. The improvement point pro-activity is often mentioned. A good product or a good service, that is what a customer expects from you. Do you want more promoters? Then you have to exceed the expectations of your customers. Therefore, give your employees the space to make a difference for your customers!
Take a customer service department of today where large screens are hung showing how many calls the employees have to handle to reach their target. In fact, these employees are constantly reminded that customers are numbers. But if they are not given the space to make a difference for customers, you are shooting yourself in the foot. By listening and asking questions, future questions and problems and therefore calls are prevented. That saves costs in the long term and, more importantly, you exceed the expectations of your customers!
NPS provides insight into which customers are enthusiastic and actively recommend
