In the Net Promoter community, 68% of companies aspire to be customer centric but only 15% achieve this goal based upon research Satmetrix (co-developer of Net Promoter with Fred Reichheld and Bain & Company) recently conducted with over 100 companies in the community. This aspiration is why there is so much interest in the Net Promoter conferences, stated Henry Jones, Satmetrix's Director of Business Consulting, EMEA, in his talk.
Companies that exhibit best practices around the Net Promoter discipline see results. In this case, the winners, as he called them, were seeing high NPS with an average 3-year revenue growth of 50%. Their winners were intensely customer-centric, had executive engagement and delivered a superior customer experience. Sleepers did not.
The winner companies all scored the highest in the four key areas of the Net Promoter Discipline and Satmetrix Maturity Assessment Model. This included executive commitment and actions, organizational commitment from all employees, system infrastructure of a trustworthy data collection and delivery system and business process integration.
So what are the challenges Henry asks? First, it's getting executives to put their money where their mouth is. CEOs state they are customer centric but still need proof points to act. These proof points are out there as we have seen at the conference and documented in the conference blogs. The next challenge is getting organization to get employees to have the behavior that generates the right customer experience. This is best done by rewarding employees financially who have the right customer-centric behavior.
The last point Henry makes is to be sure you have a closed-loop tactical feedback system in place. This is where we get feedback information into the business and act on this in a way so that the customer sees results. There are proof points that show by focusing on the key areas of the discipline, you will get results like IBM, GE, Phillips, Lego and other companies that presented their case studies.