Answering the Ultimate Question
How Net Promoter Can Transform Your Business
Published on 10. November 2008
280 pages
978-0-470-39572-1 (ISBN)
Description
Fred Reichheld's 2006 book The Ultimate Question, that question being, "How likely is it that you would recommend this company to a friend or colleague?"-challenged the conventional wisdom of customer satisfaction programs. It coined the terms 'bad profits' and 'good profits' and pointed to a faster, much more accurate way of gauging customers' real loyalty to a company, introducing a quantitative measure (the Net Promoter Score) for establishing a baseline and effectively tracking changes going forward. Richard Owen and Laura Brooks are co-developers, along with Reichheld, of the methodology behind answering the question. In this book, Owen and Brooks tell how based on a variety of real case studies' to actually embed Net Promoter discipline in organizations of all types.
More details
Edition
1. Auflage
Language
English
Place of publication
Newark
United States
Publishing group
John Wiley & Sons
Product notice
Reflowable
Illustrations
Charts: 49 B&W, 0 Color; Screen captures: 2 B&W, 0 Color; Tables: 7 B&W, 0 Color; Exhibits: 2 B&W, 0 Color
File size
4,03 MB
ISBN-13
978-0-470-39572-1 (9780470395721)
Schweitzer Classification
Other editions
Additional editions
Richard Owen | Laura L. Brooks
Answering the Ultimate Question
How Net Promoter Can Transform Your Business
Book
12/2008
Jossey-Bass
€28.50
Shipment within 10-20 days
Persons
Richard Owen is CEO of Satmetrix. Satmetrix was instrumentalin developing the concept of Net Promoter and is dedicated tohelping organizations apply and benefit from this revolutionaryapproach using innovative technology and services.
Laura Brooks, PhD, is vice president of research andconsulting at Satmetrix. She is the acknowledged expert in applyingthe Net Promoter discipline at an operational level. Brooks hasconducted and published over thirty studies on Net Promoter,customer loyalty, and word of mouth marketing.
Laura Brooks, PhD, is vice president of research andconsulting at Satmetrix. She is the acknowledged expert in applyingthe Net Promoter discipline at an operational level. Brooks hasconducted and published over thirty studies on Net Promoter,customer loyalty, and word of mouth marketing.
Content
Introduction.
1 Net Promoter Fundamentals and Operating Model.
A Net Promoter Primer.
Why Traditional Approaches Fail.
Net Promoter: Key Tenets.
The Net Promoter Operating Model.
Putting It Together: Implementing the Operating Model.
2 Using Customer Economics and Segmentation to MaximizeLoyalty.
Quest for Customer Intimacy.
Segmenting for Optimal Results.
Calculating Return on Promoters.
Estimating the Impact of Word of Mouth.
Conclusion.
3 Driving Change: Instill Customer-Centric DNA.
Why Discuss Change Management?
Aligning the Organization.
Getting Senior Leadership Committed.
Getting the Front Line Aligned.
Goal Setting in the Context of Change Management.
Program Governance Model.
Conclusion.
4 Designing an Enterprise Roadmap.
Customer Solutions.
Relationship Versus Transactional Survey Processes.
The Customer Corridor and Its Touch Points.
Employee Solutions.
Phased Versus Big Bang Approach.
Sequencing Your Roadmap.
Conclusion.
5 Building Trustworthy Data.
What Is Trustworthy Data?
Creating the Strategy: Three Key Elements.
The Right Customers: Measuring Who Matters.
The Right Question: Choosing the Right Metric.
The Right Questions: Fitting Survey Strategy to theBusiness.
Determining the Right Time to Measure.
Other Considerations.
Conclusion.
6 Determining the Root Cause of Promoters andDetractors.
Common Analytical Approaches.
Stated Driver Analysis.
Inferential Driver Analysis.
Comparison of the Tools.
Conclusion.
7 The Closed-Loop Process.
Defi ning Closed-Loop Excellence.
Action at All Levels.
Closing the Loop at the Front Line.
Case Study: BearingPoint Closes the Loop at the AccountLevel.
Closing the Loop at the Management Level.
Closing the Loop at the Executive Level.
Accountability at All Three Levels.
Conclusion.
8 Setting Realistic Targets and ImprovementStrategies.
Relative Performance.
Cultural Differences.
Compensation.
Improvement Time Frames and Rhythm.
The Methodology for Setting Targets.
Conclusion.
9 Innovation Drives Transformation.
Technology Enables Transformation.
Operational Improvements and Innovation.
Developing Brand-Focused Communities.
Identifying NetWorked Promoters.
Conclusion.
Resources: Interviews Conducted.
References.
Acknowledgments.
The Authors.
Index.
1 Net Promoter Fundamentals and Operating Model.
A Net Promoter Primer.
Why Traditional Approaches Fail.
Net Promoter: Key Tenets.
The Net Promoter Operating Model.
Putting It Together: Implementing the Operating Model.
2 Using Customer Economics and Segmentation to MaximizeLoyalty.
Quest for Customer Intimacy.
Segmenting for Optimal Results.
Calculating Return on Promoters.
Estimating the Impact of Word of Mouth.
Conclusion.
3 Driving Change: Instill Customer-Centric DNA.
Why Discuss Change Management?
Aligning the Organization.
Getting Senior Leadership Committed.
Getting the Front Line Aligned.
Goal Setting in the Context of Change Management.
Program Governance Model.
Conclusion.
4 Designing an Enterprise Roadmap.
Customer Solutions.
Relationship Versus Transactional Survey Processes.
The Customer Corridor and Its Touch Points.
Employee Solutions.
Phased Versus Big Bang Approach.
Sequencing Your Roadmap.
Conclusion.
5 Building Trustworthy Data.
What Is Trustworthy Data?
Creating the Strategy: Three Key Elements.
The Right Customers: Measuring Who Matters.
The Right Question: Choosing the Right Metric.
The Right Questions: Fitting Survey Strategy to theBusiness.
Determining the Right Time to Measure.
Other Considerations.
Conclusion.
6 Determining the Root Cause of Promoters andDetractors.
Common Analytical Approaches.
Stated Driver Analysis.
Inferential Driver Analysis.
Comparison of the Tools.
Conclusion.
7 The Closed-Loop Process.
Defi ning Closed-Loop Excellence.
Action at All Levels.
Closing the Loop at the Front Line.
Case Study: BearingPoint Closes the Loop at the AccountLevel.
Closing the Loop at the Management Level.
Closing the Loop at the Executive Level.
Accountability at All Three Levels.
Conclusion.
8 Setting Realistic Targets and ImprovementStrategies.
Relative Performance.
Cultural Differences.
Compensation.
Improvement Time Frames and Rhythm.
The Methodology for Setting Targets.
Conclusion.
9 Innovation Drives Transformation.
Technology Enables Transformation.
Operational Improvements and Innovation.
Developing Brand-Focused Communities.
Identifying NetWorked Promoters.
Conclusion.
Resources: Interviews Conducted.
References.
Acknowledgments.
The Authors.
Index.
