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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 ...
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.
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 Maximize Loyalty.
Quest for Customer Intimacy.
Segmenting for Optimal Results.
Calculating Return on Promoters.
Estimating the Impact of Word of Mouth.
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.
4 Designing an Enterprise Roadmap.
Relationship Versus Transactional Survey Processes.
The Customer Corridor and Its Touch Points.
Phased Versus Big Bang Approach.
Sequencing Your Roadmap.
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 the Business.
Determining the Right Time to Measure.
6 Determining the Root Cause of Promoters and Detractors.
Common Analytical Approaches.
Stated Driver Analysis.
Inferential Driver Analysis.
Comparison of the Tools.
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 Account Level.
Closing the Loop at the Management Level.
Closing the Loop at the Executive Level.
Accountability at All Three Levels.
8 Setting Realistic Targets and Improvement Strategies.
Improvement Time Frames and Rhythm.
The Methodology for Setting Targets.
9 Innovation Drives Transformation.
Technology Enables Transformation.
Operational Improvements and Innovation.
Developing Brand-Focused Communities.
Identifying NetWorked Promoters.
Resources: Interviews Conducted.
Posted September 21, 2010
I didn't realize that graphs and figures are unreadable on the Nook screen until I purchase this book. BN.com customer support refused my request for an exchange for the hardcopy edition and referred me to their policy documents. I later determined that I can read the graphs and figures on my PC screen using Nook for PC software. Not exactly the portable reading experience I was looking for.
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Posted January 28, 2010
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Posted January 13, 2011
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