Raimund has fantastic examples of how they communicate NPS within the organization. The toolset includes:

• Detailed 2,000 word NPS brochure
• NPS conference with local university (Bonn)
• Best practice documents
• Flash animation video

Drivers of advocacy for T-Mobile

• First -- value for money: The fundamentals need to be there
• Customer services: 1) competence and 2) did they try, even if they can't resolve issue, and 3) friendliness
• Network coverage

How do they drive NPS internally?

• Comprehensive communication -- ensuring that every employee understands NPS
• Measure the NPS of employees -- example: are call center agents happy enough to recommend product?
• Immediate distribution of results, often weekly
• NPS task forces in various countries.

http://netpromoter.typepad.com/.shared/image.html?/photos/uncategorized/raimund_schmolze.jpgFor all you NPS fans, Dr. Raimund Schmolze (see left) opened with a great video that explains NPS to employees. Ask him to borrow it!

NPS adoption at T-Mobile was driven by their board, who wanted to address issues of customer defection due to problems with "unfriendliness or lack of care in service" - 70% of defections. So they set a mission to be the "most highly regarded service company." He was concerned about how to adopt this new measure without the experience and tools ... and with traditionally low NPS in the telecom industry. So he set out to do it ...

They now measure NPS in every market, every month. Raimund shared a number of fantastic examples of how marketplace behavior drove month-by-month NPS changes at T-Mobile and with competitors.  The stories are hard to reproduce (I can't type that fast), but the lessons are clear:

• NPS can be used to track the impact of operating decisions in fast enough time to use the data for meaningful improvement
• NPS can be used to evaluate the impact of marketing decisions as they happen