Satmetrix's Net Promoter Score has always brought about some interesting debates: Should organizations tie compensation to their? What is the ideal score to strive for? And should it be the single predictor of a company's growth? At the company's Net Promoter 2.0 conference held today and tomorrow in San Francisco, it seems like pundits may have a new discussion in which to participate.The conference centered on Satmetrix' announcement of SparkScore, a solution that tracks unstructured comments in social media about their brands, measures the sentiment, and applies the NPS methodology to assign brands their own SparkScore and to determine root cause analysis of customer sentiment.
From talking to a few companies at the conference that use Net Promoter, many had been looking at how to incorporate social data in the context of NPS, but others still show concern some core competencies, which include training and inciting front-line employees to deliver optimal customer experiences to continue to move the needle on the score, getting the organization to embrace the methodology, and energizing promoters to become brand advocates.
In its journey to become a performance-based company and to instill the NPS methodology into its culture, Safelight AutoGlass, started a peer-to-peer training program, which identified pockets of excellence. CEO Tom Feeney says the company celebrates excellence among employees who deliver on that score. Last year, the company awarded a $10,000 check to an employee who had consistently high Net Promoter scores.
Stephanie Comfort, EVP of strategy and development at CenturyLink, says that the company recognized that the whole idea of trust would help to propel the customer experience forward. To achieve this, Comfort said that CenturyLink took a fact-based approach. "We took NPS scores and verbatim comments and synthesized them. We created actionable insights out of this data. We looked at the experience, looked at the customer journey and flipped it on its side."
Barry Marsh, director, technical solutions, World Wide Customer Care, Logitech, employs a team of 12 who monitor and respond to the promoters in Logitech's online community. He said that many companies only focus on finding the detractors before they do brand damage. "Phase 2 is looking at your promoters and asking, 'how can they help us?'"
And Wayne Peacock, executive vice president of member services at USAA, said success comes from knowing customers, their behaviors, and collecting and acting on that insight. "In the advent of the explosion of the mobile Internet...what really matters at the end of the day is connecting with customers in a powerful and emotional way and stay true to what matters."