Net Promoter Score, or NPS, has quickly become one of the fundamental metrics for successful businesses. Deceivingly simple, this single number acts as a way for everyone from CEOs to small business owners to keep their finger on the pulse of their business—and when they need a defibrillator to get their company pumping again.Want to know if you’ve got a good NPS already? Read What is a good Net Promoter Score? to find out.
Too many MARCs
MARCs, or Most-at-Risk Customers, are often the most significant barrier for NPS growth—customers or clients who have utilised services or purchased products, and have been left wanting. They slap the subjects of their displeasure with a low score, damaging the business responsible with a reduced reputation. Chances are, businesses may have more at-risk customers than they first realise—the oft-quoted statistic of there being 24 angry customers for every actually-voiced complaint is particularly apt.
MARCs aren't seen as a liabilty, but rather an opportunity.
Despite this, MARCs should not be seen as a liability, but rather an opportunity. Due to the way that our NPS surveys are set up, it’s as easy as possible for MARCs to voice the reasons for their score, giving business leaders a direct line to their customers’ biggest problems.
Resolving them can be as simple as getting in touch with the MARC and dealing with their problem directly—and quickly. Swift resolutions and a two-way dialogue with MARCs is the key to improving an NPS.
Sudden drops in NPS
Perhaps the most obvious net promoter score problem is a sudden drop in score. Even if a business is benchmarking well against its competitors, a decline in score could indicate a significant problem in current operations. A general rule of thumb is to watch out for a 10-point drop over the course of a month.
Watch out for a 10-point drop over the course of a month.
Pinpointing the exact cause of the problem can be tricky, especially over the course of a long period of time. This is one of the reasons why historical NPS trend data has become so valuable.
Should the decline coincide with a new product launch, a new hire, or a new marketing campaign, then the net promoter score problem is quickly revealed—and resolved.
Low numbers among specific segments
Lastly, there is the impact of “different strokes for different folks”; what appeals to one group of people may not appeal to another. For example, a particular product or service could be dragging the overall NPS down for an entire business.
This is why Customer Monitor includes unique segmentation filters, which allows certain traits of customers, transactions, products, staff, and so on to be grouped. For example, a Customer Monitor user may have their dashboard set up to compare NPS data between their account managers. As soon as they see a drop in their overall NPS, they are able to identify if a particular account manager is responsible.
Segmentation allows businesses to pinpoint specific weaknesses that are holding their NPS down.
Segmentation allows businesses to pinpoint specific weaknesses that are holding their NPS down and quickly identify and resolve the issues that are plaguing that particular segment of their company. It might be geographic, it might be demographic, it might be strategic—whatever the reason(s), segmentation isolates the pain points from the rest of the data.
Any major fluctuation in particularly important or risky segments should be considered a net promoter score problem to quickly resolve.
These three business problems, any of which can cause significant impact on overall success, are all revealed by a simple fluctuation in NPS. Business leaders should keep their eye on this single metric; it could be the difference between a successful year and a flat one.
For a step-by-step guide on how to use Customer Monitor to tackle these three NPS problems click here.