Steven Nicks from Satmetrix helped us think of a successful program in terms of 5 key questions.

Q1 How does program design impact our ability to take action?
Foundation: organizational alignment, executive commitment
Infrastructure: technology and business process
Action: Operational and strategic improvements
Results: retention, repurchase and referral

There are traits that determine success:

-->NPS is used to drive operational changes
-->NPS is central to core strategy
-->The goal is to create promoters

You need to think how customers interact and the channels they interact through so you can design the right listening posts.

Q2 How does survey design impact your ability to take action?
Typical surveys start with questions...better approach is to start with dashboard design and all reporting needs. You should understand how your business is going to consume data.
Three things to keep in mind:

• know your stakeholders
• understand your segmentation
• let your dashboards be your guide (avoid group survey design).

Q3 How does sample strategy impact your ability to take action?

Key thing around sampling is representation. Make sure it maps to your business. You also don't want your sampling to impact your score. Trustworthy data are essential for executive support and actionability. The things that make data trustworthy are asking the right questions of the right customers at the right time.

The standard to judge data...are you willing to make decisions based on the data?

Q4 How does the closed loop process impact your ability to take action?
You need to design your closed loop process around a clear plan of action. Although 100% closed loop is ideal, that often is not feasible. You should look at:

• which customers do you want to follow up
• who does the follow up
• when it should occur (within 48 hours)
• what happens after follow up and
• how should follow up be handled.

Q5 How does technology impact your ability to take action?

Map out your program and use that map to figure out where you need technical support. Start with process design.

A general question that came up:

How do you get the right contacts?
- In B2C..billing and end user are same, so less of an issue. Sometimes need creative strategies to gather email.

- In B2B..use carrot and stick. Sales needs to be involved. As carrot, educate the organization to value the sales team by showing the info they can get. The stick is to show publicly the gaps in contacts in team meetings.

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Michael Mendillo and Roger Thompson from FirstService Residential Management gave a great overview of the NPS program there from two perspectives--executive sponsor and program owner.

FirstService is the No 1 in property services company in North America. Approximately 85% of their business comes from long-term contracts, therefore, relationships are key. They service a million homes, up to 3 million people. Cross-sell across all divisions is critical to growth. They have different customers...developers, building owners and homeowner associations. Michael described the clientele as "tough", with every day being a street fight.Their service delivery is complex to manage, and as clients can cancel contracts with 60 days' notice, people's perception of the service has to be exceptional.

According to Michael, previous surveys depended a lot on past behavior and renewal, but the business decided they needed to have a different approach. They rolled out the new program in 2007. Now NPS is aligned with DNA. As Michael says "we eat live and sleep this". As executive, Michael led the way as he felt that NPS keeps the business true to the client.

Roger then described how the program was implemented.
Michael's division was part of the pilot group. They figured out a formal plan and focused on training the leaders. They educated employees through webinars (for leaders and general), a newsletter and a comprehensive program package. They also focused on customers...they explained that their
feedback was required. They promised to follow up, even if they couldn't resolve problems overnight. They said that honesty was critical.

According to Roger, you have to have passion throughout the organization. He hand-selected promoters throughout the org and trained them to a higher level--they became his internal advocates.

Roger made the messaging very simple...all feedback, positive or negative is important. Response rates are critical. The score does not matter (at least in the beginning). No cherry-picking, and this program is going to stay.

In the first 6-8 weeks of the program, management has a key role to play
-->to enforce the protocols, eg responding to everybody
-->to continue to educate
-->to manage the emotions
-->to support their teams

They developed an online survey platform that had automatic alerts and tracking on all feedback. All scores are available to management 24/7.They focus on the status of followup on surveys. Status needs to be close to 100%...that means that all surveys are being actioned.They review their accounts by looking at all key stakeholders in that account and whether they are a Promoter, Passive or Detractor.

Aisling viewpoint-->The really great thing about this program is the rigor around action planning and the fact they get back to EVERYONE.

They do monthly formal reports and theme reports.They also embedded in all regular meetings at all levels. Even down to individuals...but not based on score...on response rates and followup. They share best practices across divisions within FirstService.

The reports help investment decisions, process improvements, services and training. Low NPS are looked at more closely.

Key takeaways

• Get leadership buy-in
• Constantly educate everybody
• Exude passion
• Commit to it
• Report and be transparent
• Embed into regular processes
• Let it guide long term decision making.

Some general questions

How did you train the managers to be professional about feedback?

We did a pre-game...
--training
--allowed open dialog, and enabled them to address fears
--normalized the feeling
--identified who was most anxious and rallied around them

Explain sample communications?
--communicated to customers that program was starting and they would receive a survey
--made sure employees saw the letter before the board member got it.

How did you get finance on board?
--speak and think like a CFO and describe in terms that will resonate...eg leads and promoters
--Need to spend more time on economics

What are stepping stones to establishing NPS?
--start small, find a passionate leader in that area,
--if you are small enough, you should bite it all off

Your emphasis on feedback vs score was interesting...still the case?
--some BU's do now. Very tentative on scores as don't want that to be the focus
--first year is a drill down on feedback. Later scores can be a component of running the business

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