Post on 29-Dec-2015
1SatmetrixMiami
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
BOS
2SatmetrixMiami
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BOS
“Today’s lecture is on loyalty”growth
3SatmetrixMiami
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BOS
Loyalty Leaders: Grow 2.6X competitor avg.
0
50
100
150
200
250%
Growth
Average
100
Loyalty Leader
260
BC© 2003
4SatmetrixMiami
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
BOS
Four Loyalty Behaviors Drive Growth
1. Repurchase
2. Buy additional lines
3. Referrals
4. Constructive feedback
SatmetrixMiami
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BOS
Successful programs: Loyalty transforms economics
6SatmetrixMiami
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BOS
How Leaders Build Loyal Relationships?
“Practicing the Golden Rule is integral to everything we do. As it happens, the natural result of ‘Golden Rule behavior’ is customer loyalty and employee retention.”
Colleen BarrettDecember 4, 2002
Southwest Airlines
“What’s the key to our success? It all boils down to following the Golden Rule.”
Isadore SharpJune 25, 2003Four
Seasons
7SatmetrixMiami
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
BOS
8SatmetrixMiami
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
BOS
• Hotel: phone bill bigger than room bill
• Banking: returned check fee: $35.00
• Cellular: $1.50 for directory assistance
• Airlines: $100 to redeposit miles
• Rental Car: Gasoline refill @ 3X retail price
Bad profits alienate customers and demotivate employees
9SatmetrixMiami
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
BOS
Profits vs. Growth/loyalty
Tools for managingProfit
Tools for managingGrowth/Loyalty
10SatmetrixMiami
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BOS
Only 3% of CEO transcripts mention customer satisfaction
Source: The Wall Street Transcript, CEO interviews 2004
0
20
40
60
80
100%
% of 2004 CEO interviews with following topic mentions
Financial metrics
100%
Growth
94%
Customersatisfaction
3%
1,220 1,146 41No. transcripts:
11SatmetrixMiami
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BOS
“Hold on Fred—we like our survey…..”
“The only way to grow a business is to get customers to come back for more and tell their friends.”
Andy Taylor, CEOEnterprise Rent-A-Car
12SatmetrixMiami
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BOS
Balance of power
Net profit Net grrrrowth
13SatmetrixMiami
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BOS
BIG DOG: Impressive Results
Percent promoter
50
60
70
80
Yr 1Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9
Corporateaverage
Lowestquartile
• Two-question survey
• Reduce Detractors -Call backs-Reduce bad profits
• Grow Promoters-Branch rankings monthly-The Vote
• Leadership Priority-Promotion Jail/Audits-Reduce Bad Profits (gas price)
Revolutionary Approach
14SatmetrixMiami
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BOS
Is there a universal ultimate question?
• They know me
• They value me
• They listen to me
• They share my values
• Best features
• Best service
• Best price
“Would you recommend us to a friend?”
Head
Probes both dimensions of loyalty….
Heart
15SatmetrixMiami
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BOS
%Promoters
How to Calculate NPS
0-6
7-8
9-10
Net Promoter Score (NPS)
minus
%Detractors
Extremelylikely
Extremelyunlikely
16SatmetrixMiami
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
BOS
50
100
150%
Detractors
100%
Passives
111%
Promoters
131%
681 936 1.292n
* Index based on average customer of detractors, 100% = 9.7 yearsSource: Bain NPS Automotive-Study Germany 2006; Bain analysis
0.5
0.0
0.5
1.0
1.5
2.0
2.5
Detractors
0.5
Passives
1.1
0.1
Promotors
2.3
0.0
0.4
693 926 1,239n
40
60
80%
Detractors
59%
Passives
63%
Promoters
71%
686 946 1,306n
Share of customers
using official car dealer's service
Index*
Customer retention (length of customer
relationship)
Number of al referrals and detractions per
customer
Ref
erra
lsD
etra
ctio
ns
Germany: Auto Sales
17SatmetrixMiami
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BOS
Germany: Auto Sales
Source: KBA; BAIN NPS studies 2005/06; Bain analysis
-20
-10
0
10
15%
-50 -25 0 25 50 75%
300KRegistr.2005
Opel
Mercedes-Benz
Audi
Ford
Renault
ToyotaPeugeot
Fiat
Porsche
300KRegistr.2005
NPS
Change in registrations 2002-2005 (CAGR)
VW
BMW
Smart
R2: 0.79
18SatmetrixMiami
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BOS
19SatmetrixMiami
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BOS
Correlation is even stronger for same-branch growth and NPS : Southern Region example
Bain Financial Services NPS survey 2006; FDIC Summary of Deposits DatabaseNote: Includes data from South only. South defined as AL, AR, DC, FL, GA, KY, LA, MD, MS,
NC, SC, TN, TX, VA, WV. 9795 branches included.
0
5
10
15%
-10 0 10 20 30%
$50,000,0002005 Deposits
Same Branch Deposit Growth 2002-05
Bank ofAmerica
Wachovia
SunTrust
BB&T
JPMorganChase
Amsouth
WellsFargo
$50,000,0002005 Deposits
Net Promoter Score
First Tennessee
Regions Bank
R2 = .83
20SatmetrixMiami
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BOS
Does it work everywhere?
“By the way, would you recommend us to a friend?”
21SatmetrixMiami
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BOS
Market Research View of NPS
• “NPS oversimplifies complex relationships”
• “What good is a score if it doesn’t provide solutions?”
• “Our [black box] index is based on far more rigorous research”
• “NPS is dangerous”
• “NPS does not link to growth”
• “Reichheld is a liar--or he is stupid”
22SatmetrixMiami
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BOS
Rapid adoption of NPS
23SatmetrixMiami
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BOS
“This is the best customer relationship metric I’ve seen”
Jeff ImmeltCEO, General Electric
January, 2004
24SatmetrixMiami
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BOS
NPS viewed as tool for cultural change
•CEO Leadership Role
•Joint sponsorship by CIO/CMO
•Compensation Driver
•Linked to Six Sigma
•Communications Strategy
•Monthly champions calls
•Standard Operating Procedures
25SatmetrixMiami
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BOS
1. Develop rigorous segmentation, set sample size to balance statistical rigor with capacity to close loop (with decision-maker)
2. Use 3rd-party vendor to ask 5 or fewer questions, leading with the NPS question
a. How likely to recommend us? Why?b. How likely to recommend my best competitor? Why?
3. Rely on supervisor/manager follow-up to probe root causes and take appropriate actions
4. Commit full-time, long-term resources to manage NPS, engaging all functions
5. Support workflows/reporting through web-automation, integrate with existing CRM systems . . . use Support Central orequivalent functionality
6. Use NPS to drive transformative, wing-to-wing process improvements
7. Establish a comprehensive program to leverage promoters
8. Elevate NPS in business reviews and communications
9. Phase out legacy Satisfaction/Loyalty surveys
NPS Standard Operating Procedures-GE
26SatmetrixMiami
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BOS
Many execs are promoters of NPS
“In the almost 20 years that I have worked at GE, NPS is the most powerful tool we have ever deployed.”
Dan HensonGE CMO
27SatmetrixMiami
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BOS
In 2001, Apple launched retail stores
Goal
Turn customers into loyal promoters by creating an outstanding retail and ownership experience.
28SatmetrixMiami
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BOS
Store layout fosters community
29SatmetrixMiami
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BOS
Services Designed to WOW
30SatmetrixMiami
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BOS
Apple Store Productivity
0
1,000
2,000
3,000
4,000
$5,000
Apple
4,032
Tiffany & Co
2,666
Coach
1,602
Best Buy
930
Neiman Marcus
611 557
Saks
362
Radio Shack
313
Annual sales per square foot
Circuit City
Source: Analyst reports
31SatmetrixMiami
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BOS
“We need fewer customers surveys—and more conversations”
Scott CookFounder of Intuit
March 8, 2003
Intuit Perspective: Scott Cook
32SatmetrixMiami
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BOS
TurboTax: Economics of Promoters, Passives, and Detractors
-50
0
50
100
150
200
Lifetime customer value (NPV)
Avg customerlifetime value
181
76
-36Promoter Passive Detractor
33SatmetrixMiami
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BOS
NPS at Charles Schwab
-40
-20
0
20
40
2004
NPS
-352007
23
“It’s the first thing I look at when I get to my office every morning.”
Walt Bettinger, CEO
34SatmetrixMiami
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BOS
How The Golden Rule Drives Growth
GoldenGoldenRuleRule
1) Buy More2) Feedback3) Refer
0-6
7-8
9-10
35SatmetrixMiami
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BOS
Simple Idea—But Requires Hard Work
• Which customers/which investments
• Training/tools for customer dialogue
• IT capabilities
• Team accountability and alignment
• Appropriate links to rewards
• Senior execs and front line rhythms
36SatmetrixMiami
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BOS
Books in stores February 2006NET PROMOTER.COM
37SatmetrixMiami
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BOS
It says, “recommend Me to your friends”