Rob Markey, Partner and Head of Global Customer Strategy Practice with Bain & Company, spoke about using NPS to drive organizational learning at three levels:
- Executive or strategic
- Management or process
- Front-line employee
At the Executive or Strategic level, NPS results can be used for strategic segmentation to help pin-point a target market. Mapping customer segments by NPS and profitability, one can see which segments are profitable and loyal and which may warrant additional investment. The example was a top accounting and consultancy firm, which mapped clients on the NPS / Profitability grid and found that clients with complex business models were more loyal than simple businesses. This company used this data to focus resources on a more attractive target market.
At the Management or Process level, NPS results can be used to identify those touch-points along the customer corridor that have most impact on loyalty. Investments in these loyalty drivers can create a competitively differentiated experience. A frequently cited example is the "card-replacement" process for a credit card. This example also showcases the need for multiple functional areas to act in concert, ensuring the process is seamless for the customer.
The third is the Front-line Employee level. Here NPS results can be used to monitor and improve performance by reinforcing the feedback received through the NPS survey and the closed-loop follow-up process. NPS results at the granular level are a key coaching tool.
The overarching theme is that customer feedback can and should be used at multiple levels in an organization to improve performance -- at each level, employees can take action within their span of control.
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