{"id":13326,"date":"2022-02-15T04:27:36","date_gmt":"2022-02-15T04:27:36","guid":{"rendered":"https:\/\/mailinvest.blog\/index.php\/2022\/02\/15\/making-your-net-promoter-score-nps-an-actionable-metric\/"},"modified":"2022-02-15T04:27:36","modified_gmt":"2022-02-15T04:27:36","slug":"making-your-net-promoter-score-nps-an-actionable-metric","status":"publish","type":"post","link":"https:\/\/mailinvest.blog\/index.php\/2022\/02\/15\/making-your-net-promoter-score-nps-an-actionable-metric\/","title":{"rendered":"Making Your Net Promoter Score (NPS) an Actionable Metric"},"content":{"rendered":"

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The problem with this statement is that NPS scores are not actionable. How does one create a reasonable strategic plan to improve an NPS score of 36% if that is all you know?\u00a0 I am not downplaying the value of the NPS, but it is simply a measure of past performance\u2026not a guide for future strategy.<\/p>\n

NPS is supported by a long history of growth data associated with the measure as well as the logic that creating a larger percentage of promoters will ultimately lead to the growth of your business. Given the value of NPS in creating growth, the next logical question that needs to be answered is, \u201cHow can I ensure if my customers are recommending me over my competitors?\u201d Without additional information, it is impossible to develop a meaningful NPS improvement strategy.\u00a0<\/p>\n

Armed with only a Net Promoters Score, it is challenging to develop a strategy designed to improve the percentage of promoters within the customer base.\u00a0 Why?\u00a0 Because the measure provides no insight as to what differentiates a promoter from a passive or detracting customer.\u00a0 Strategists must rely on anecdotal information, internal data and \u201cgut feel\u201d in creating an improvement strategy. To create a meaningful strategy, one must be armed with actionable data.<\/p>\n

Making the NPS an Actionable Metric<\/strong><\/p>\n

By adding a short performance rating section on critical product and service related attributes to the traditional NPS survey and conducting a simple correlation analysis between each attribute and the NPS rating, NPS data can be made actionable and used in strategic planning.<\/p>\n

In Figure 2, the attributes that drive \u201cpromoters\u201d (NPS scores of 9 or 10) are listed on the vertical axis (from high impact to low impact).\u00a0 A competitive performance score is then calculated for each attribute, red bars indicate performance behind competition, while blue bars indicate performance above competition.\u00a0 In this example, the company is behind competition on 3 of the top 4 attributes driving \u201cpromoters\u201d.\u00a0 Therefore, to improve overall NPS, it is imperative to improve in the areas of:\u00a0<\/p>\n