The Gist 要旨
- Net Promoter Score challenges. Over half of CX executives use NPS, but many lack a clear path from scores to action and bottom-line improvement.
净推荐值挑战。超过一半的 客户体验高管使用 NPS，但许多人缺乏从分数到行动和底线改进的清晰路径。 - Complementary approach needed. Addressing NPS flaws requires a granular Market Damage Model and action planning for overall NPS improvement.
需要补充方法。解决 NPS 缺陷需要一个精细的市场损害模型和整体 NPS 改进的行动计划。 - Action planning is crucial. Formal action planning and impact measurement are essential for translating customer feedback into tangible improvements.
行动计划至关重要。正式的行动计划和影响衡量对于将客户反馈转化为切实的改进至关重要。
More than half of CX executives and companies use Net Promoter Score (NPS) as a key metric. At the same time, many of these same executives are nervous about management support and their long-term budgets. Much of the problem lies in the fact that there is not a clear path from a NPS to appropriate action and an enhanced bottom line.
超过一半的 客户体验高管和公司使用净推荐值 (NPS) 作为关键指标。与此同时，这些高管中的许多人对管理层的支持及其长期预算感到紧张。大部分问题在于，从核动力源到采取适当行动和提高底线之间没有明确的途径。
Adam Alter, marketing professor at New York University’s Stern School of Business, recently opined that global warming is a perfect storm of “threat-by-stealth.” He notes that, despite the overwhelming agreement among experts that humans contribute to global warming and its apocalyptic impact, it very often remains a “political afterthought.” Summarizing his theory about the psychology of ignoring such a super-threat, Alter suggests that global warming’s “murky consequences aren’t vivid enough to impress our distracted brains.”
纽约大学斯特恩商学院营销学教授亚当·阿尔特最近认为，全球变暖是一场“隐形威胁”的完美风暴。他指出，尽管专家们一致认为人类对全球变暖及其世界末日影响负有责任，但它往往仍然是“政治事后的想法”。阿尔特总结了他关于忽视这种超级威胁的心理理论，他认为全球变暖的“模糊后果不足以让我们心烦意乱的大脑印象深刻”。
And so it is with many omnibus CX metrics like the Net Promoter Score and the genesis of my previous article on how such metrics cause much handwringing and hot air, but little serious investment or action.
许多综合客户体验指标（例如净推荐值）以及我上一篇文章的起源也是如此，该文章介绍了这些指标如何引起很多手足无措和空话，但很少有认真的投资或行动。
Simple Is Usually Not Actionable — Evolution of Net Promoter Score
简单通常不可行——净推荐值的演变
The oversimplified Net Promoter Score fails to embolden leadership to act on the impending doom and disaster that accompanies a mediocre customer experience because there is no clear bridge to actions and financial payoff.
过于简单化的净推荐值无法鼓励领导层采取行动应对平庸的客户体验带来的即将到来的厄运和灾难，因为没有明确的行动和财务回报之间的桥梁。
Superficially Easy 表面上很简单
Many companies have been quick to adopt NPS and similar global indices describing the customer experience. Such “overall” measures are alluring in the C-suite. A single number or index is uncomplicated to calculate, superficially easy to understand and simple to promote in and outside of the organization. They nicely fit into the strategic dashboards that are now popular.
许多公司很快就采用了 NPS 和类似的描述客户体验的全球指数。这种“整体”措施对最高管理层很有吸引力。单个数字或指数计算起来并不复杂，表面上很容易理解，并且易于在组织内外推广。它们非常适合现在流行的战略仪表板。
BUT, there is no obvious linkage to financial payoff — only a “black box” — requiring executives to “take it on faith.” In many of these same companies, the executive group has been reticent to aggressively support serious investment in an enhanced customer experience.
但是，与财务回报没有明显的联系——只有一个“黑匣子”——要求高管们“相信它”。在许多这些公司中，执行团队一直不愿积极支持对增强客户体验的认真投资。
Adoption Frustrations 领养的挫折
Worse, once adopted, NPS has been applied at all levels of the organization, all the way down to individual front line staff who have only partial control over the CX. This leads to frustration and what we heard in both contact centers and retail settings, “I’m not getting paid enough to take all this crap!” — thus leading to high turnover.
更糟糕的是，一旦采用，NPS 就会应用于组织的各个级别，一直到对 CX 仅有部分控制权的一线员工。这导致了挫败感，我们在联络中心和零售环境中都听到了这样的话：“我没有得到足够的报酬来承受所有这些废话！” ——从而导致高营业额。
Acknowledging Weaknesses & Misuses
承认弱点和误用
In a November 2021 Harvard Business Review article, “Net Promoter 3.0,” Reichheld, Darnell and Burns acknowledge several of the weaknesses and misuses that the Net Promoter Score has suffered from over the last decade. For instance, they say it is totally inappropriate to use NPS or the underlying question for evaluation of individual service staff, which then leads to “pleading… bribery… and manipulation.”
在 2021 年 11 月的《哈佛商业评论》文章“净推荐值 3.0”中，Reichheld、Darnell 和 Burns 承认净推荐值在过去十年中存在一些弱点和误用。例如，他们表示，使用 NPS 或潜在问题来评估个别服务人员是完全不合适的，这会导致“恳求……贿赂……和操纵”。
However, the article fails to address some of the most severe barriers to practical application of Net Promoter Scores. Specifically, there is no bridge to what actions to take and how much revenue and positive word of mouth will accrue from those actions. Additionally, it is unclear how individual corporate functions can be motivated and evaluated using a general metric.
然而，本文未能解决净推荐值实际应用的一些最严重的障碍。具体来说，对于要采取哪些行动以及这些行动将产生多少收入和积极的口碑，没有任何桥梁。此外，尚不清楚如何使用通用指标来激励和评估各个公司职能。
A Complementary Approach That Fosters Action
促进行动的补充方法
Addressing these fatal flaws of an orthodox NPS approach is simple but not easy. We advocate that any use of Net Promoter Score be supplemented by the use of two transparent actions: a granular Market Damage Model and granular action planning that rolls up to an overall expected NPS improvement. These two techniques help any organization overcome the “hypnotic trance” that the use of NPS alone can typically induce. Neither of these methods are all that new. Xerox and Motorola both used them in the 1990s to support their winning of the Baldrige National Quality Awards.
解决正统 NPS 方法的这些致命缺陷很简单，但并不容易。我们主张，任何净推荐值的使用都应通过使用两种透明的行动来补充：细粒度的市场损害模型和细粒度的行动计划，最终实现总体预期的 NPS 改进。这两种技术可以帮助任何组织克服单独使用 NPS 通常会引起的“催眠恍惚”。这些方法都不是那么新鲜。施乐和摩托罗拉在 20 世纪 90 年代都使用它们来支持他们赢得波多里奇国家质量奖。
The Market Damage Model (MDM)
市场损害模型 (MDM)
Over the past four decades, we have frequently used the MDM to address primary shortcoming of traditional customer experience measurement which is long on directional data but short on specifying the bottom-line consequences of inaction.
在过去的四十年中，我们经常使用 MDM 来解决传统客户体验衡量的主要缺点，即长于方向性数据，但缺乏指定不作为的底线后果。
Using both customer experience survey data and customer value data as inputs, the output of the MDM is a dollar-value estimate of the revenue (or profits) at risk resulting from a “less-than-perfect” customer experience. The MDM effectively offsets each of the three weaknesses of an NPS-only approach. Specifically, the MDM analyzes the problem and service experience of at least 1,000 customers to:
使用客户体验调查数据和客户价值数据作为输入，MDM 的输出是对因“不太完美”的客户体验而产生的风险收入（或利润）的美元价值估计。 MDM 有效地弥补了纯 NPS 方法的三个弱点。具体来说，MDM 分析至少 1,000 个客户的问题和服务体验，以：
1. Identify specific customer points of pain (POP) in each phase of the customer experience that cause damage. Many of these problems are not articulated by customers, especially during marketing and sales, but often do four times the damage of issues like delivery and payment.
1. 确定客户体验每个阶段中造成损害的特定客户痛点 (POP)。其中许多问题并不是由客户明确表达的，尤其是在营销和销售期间，但造成的损害往往是交付和付款等问题的四倍。
The chart from a manufacturer shows that the most prevalent problem, website search, is causing over $10 million in damage annually (1% of customers = $2.75 million). Three specific service issues are together costing an additional $15 million. Improved internal communication on delays (2%) and quotes/minimum order quantities (1.6%) would, by itself, deliver an immediate $10 million in payoff. Also, notice that the damage to loyalty (86%) of “order delay without notice” causes three times the damage, on a per-problem basis, of not finding an item on the website. Customers hate unpleasant surprises that disrupt their operations.
制造商的图表显示，最普遍的问题（网站搜索）每年造成超过 1000 万美元的损失（1% 的客户 = 275 万美元）。三个具体的服务问题总共花费了 1500 万美元。改善有关延迟 (2%) 和报价/最低订单数量 (1.6%) 的内部沟通本身就可以立即带来 1000 万美元的回报。另外，请注意，“未经通知而延迟订单”对忠诚度的损害 (86%) 根据每个问题造成的损害是在网站上找不到商品所造成的损害的三倍。客户讨厌那些扰乱他们运营的令人不快的意外事件。
2. Facilitate the identification of the cause of problems and accountability for action. Customer problems do not occur in the abstract; they are encountered at specific times and are caused by specific processes and functions which can be noted, reported and fixed. The MDM can be tied to problem occurrence, complaint behavior and problem resolution; all of which can be easily measured and are conceptually simple to grasp.
2. 促进查明问题原因和采取行动的责任。客户问题并不是抽象出现的；它们是在特定时间遇到的，是由特定流程和功能引起的，可以记录、报告和修复。 MDM可以与问题发生、投诉行为和问题解决联系起来；所有这些都可以轻松测量，并且在概念上很容易掌握。
In the above example, getting production to communicate delays and product management to respond to emails requesting quotes and MOQs might only require stern memo from the COO — often big fixes require only simple actions. The key requirement is quantifying the cost of inaction, here, $800K in revenue damage per month. This is enough to get everyone’s attention.
在上面的例子中，让生产部门传达延迟情况，让产品管理部门回复请求报价和最小起订量的电子邮件，可能只需要首席运营官的严厉备忘录——通常大的修复只需要简单的操作。关键要求是量化不作为的成本，这里是每月 80 万美元的收入损失。这足以引起大家的关注。3. Quantifies the revenue and word of mouth damage of the overall level of problems and of each problem in a manner that is credible to Finance and Marketing. This translation of simple descriptive data to a business case rooted in financials creates a credible call to action and allows priority setting based on ease of fixing vs. revenue and WOM payoff. The above chart shows that 17% of revenue is at risk due to a small number of CX issues. Retaining customers via plugging the hole in the revenue bucket is dramatically easier/cheaper than winning that many new customers via sales and marketing.
3. 以财务和营销部门可信的方式量化问题总体水平和每个问题的收入和口碑损害。将简单的描述性数据转换为植根于财务的业务案例，可以产生可信的行动号召，并允许根据修复的难易程度与收入和口碑回报来设置优先级。上图显示，由于少数 CX 问题，17% 的收入面临风险。通过填补收入缺口来留住客户比通过销售和营销赢得大量新客户要容易/便宜得多。
Formal Action Planning Followed by Impact Measurement
正式行动计划，随后进行影响衡量
Action planning is similar to the process outlined in “The Amazon Way” by John Rossman. On a quarterly basis, or when an emerging, important customer point of pain is identified, the root cause is identified. In most cases, the issue is cross functional, including sales, operations, quality and service. The CXO appoints one function to take the lead. This functional leader must “wrangle” all the other involved functions to achieve a fix or mitigation. At the beginning of action planning, a process and outcome metric are identified to assure management knows when “the needle has moved.”
行动计划与约翰·罗斯曼的《亚马逊之路》中概述的过程类似。每季度或当发现新出现的重要客户痛点时，就会确定根本原因。在大多数情况下，问题是跨职能的，包括销售、运营、质量和服务。 CXO 指定一项职能来领导。该职能领导者必须“协调”所有其他相关职能，以实现修复或缓解。在行动计划开始时，确定流程和结果指标，以确保管理层知道“指针已经移动”。
Continuous Improvement Effort
持续改进的努力
As part of our own continuous improvement effort, we field a client satisfaction survey following every engagement. Our questionnaire includes all of the usual suspects, from sales and expectation setting to execution and responsiveness to issues as well as satisfaction, and a gauge of the intention to recommend. However, the most important question we ask is, “Have you taken tangible action to improve the customer experience based on the work that we’ve co-produced?”
作为我们持续改进工作的一部分，我们会在每次参与后进行客户满意度调查。我们的调查问卷包括所有常见的疑点，从销售和期望设定到执行和对问题的响应以及满意度，以及推荐意图的衡量标准。然而，我们问的最重要的问题是，“您是否根据我们共同制作的工作采取了切实的行动来改善客户体验？”
Action to Enhance CX
Taking action on survey results is more the exception in the general marketplace. Even among companies that tick all of the technical, best practices boxes for increasing survey impact, many still fail in their attempt to positively influence CX. This is because they have no process in place to connect the dots between the survey findings, problem experience, operational accountability and metrics confirming that the needle has moved and the problem has been reduced.
在一般市场中，根据调查结果采取行动的情况更为罕见。即使在为提高调查影响力而勾选了所有技术和最佳实践框的公司中，许多公司在积极影响客户体验方面仍然失败了。这是因为他们没有适当的流程来连接调查结果、问题经验、运营责任和确认指针已经移动并且问题已经减少的指标之间的点。
Action Planning 行动计划
Tactically, action planning consists of a formal, face-to-face gathering of a cross-functional group of key stakeholders (as few as eight and as many as 20) engaged in a day-long facilitated session focused on three to five priorities for action that have been identified by the survey. Strategically, action planning is an ideation effort; it is the connective tissue between the survey findings/recommendations and the change in organizational behaviors. The various methodologies for implementing this facilitated event are plentiful (e.g., brainstorming techniques, visualization practices, etc.).
从战术上讲，行动规划包括由关键利益相关者组成的跨职能小组（少则 8 人，多则 20 人）举行正式、面对面的聚会，参加为期一天的主持会议，重点讨论三到五个优先事项调查确定的行动。从战略上讲，行动计划是一种构思工作；它是调查结果/建议与组织行为变化之间的结缔组织。实施这一促进活动的各种方法有很多（例如，头脑风暴技术、可视化实践等）。
Ensuring Impact 确保影响力
Regardless of the methodologies used, the critical point is to ensure that an action planning effort is in place. One approach we have found that ensures that the survey has impact is to inform respondents in the initial survey invitation letter that 90 days after the survey is analyzed, the CEO will communicate to the customer base what was learned and actions that will be taken. This puts the company on the hook and forces them to create accountability and act.
无论使用何种方法，关键点是确保行动规划工作到位。我们发现，确保调查产生影响的一种方法是在最初的调查邀请函中告知受访者，在调查分析后 90 天，首席执行官将向客户群传达所了解到的情况以及将采取的行动。这使公司陷入困境，并迫使他们建立责任并采取行动。
Follow-up Communication 后续沟通
When this follow-up communication is sent out, the customer base cheers. Fred Smith communicated such results to FedEx customers and received significant positive feedback — “Wow, you actually listened!” The CEO of an East Coast credit union received 54 emails congratulating him on having the guts to ask about problems. Two Harley-Davidson survey respondents scrawled across their fully completed surveys, “Finally someone sent me a no-BS survey! It looks like you really want to solve problems!”
当此后续通讯发出时，客户群欢呼雀跃。弗雷德·史密斯（Fred Smith）向联邦快递客户传达了这样的结果，并收到了重要的积极反馈——“哇，你真的听了！”东海岸一家信用合作社的首席执行官收到了 54 封电子邮件，祝贺他有勇气提出问题。两名哈雷戴维森调查受访者在他们完整完成的调查上潦草写下：“终于有人给我发了一份没有废话的调查！看来你真的很想解决问题啊！”
Implementation of the MDM Problem Bridge to Action Planning & Impact
实施 MDM 问题桥梁到行动计划和影响
1. Conduct a Survey of at Least 5,000 Customers (or a Census if You Have Less Total Customers) to Identify Their Problem Experience and Complaint Behavior
1. 对至少 5,000 名客户进行调查（如果客户总数较少，则进行人口普查），以确定他们的问题经历和投诉行为
If you conduct broader relationship surveys, you can differentiate this effort by noting you’re focusing on frustrations and problems. Several major companies call this their “Customer Dissatisfaction/Frustration Survey.” The invitation should note actions you taken based on previous feedback, to show you are listening, as well as promising to feed back what you learned within 90 days.
如果你进行更广泛的关系调查，你可以通过指出你关注的是挫折和问题来区分这种努力。几家大公司将此称为“客户不满意/沮丧调查”。邀请函应注明您根据之前的反馈采取的行动，以表明您正在倾听，并承诺在 90 天内反馈您学到的内容。
Rather than asking if they have had any problems, be specific. Provide the respondent with a list of 20-40 specific problems. This does not create problems; it just assures that they go through the entire journey and remember the issues. An aided list will normally surface up to three times as many problems. Surveys are normally email though some are still delivered via snail mail.
不要询问他们是否遇到任何问题，而是要具体一些。向受访者提供 20-40 个具体问题的清单。这不会产生问题；它只是确保他们经历整个旅程并记住问题。辅助列表通常会显示多达三倍的问题。调查通常通过电子邮件进行，但有些调查仍通过普通邮件进行。
The same survey can also ask if customers have encountered any occurrences of delight. We usually find 10-20% report delight and those customers are more willing to pay higher prices and their word of mouth is twice as impactful as that from “just satisfied” customers. The good news is that delighters are usually very inexpensive, like enthusiasm, empathy, education and intelligent cross-selling.
同一项调查还可以询问顾客是否遇到过任何令人高兴的事情。我们通常发现 10-20% 的客户表示满意，这些客户更愿意支付更高的价格，他们的口碑影响力是“刚刚满意”客户的两倍。好消息是，取悦者通常非常便宜，比如热情、同理心、教育和聪明的交叉销售。
2. Granular Issue Identification Accompanied With Customers at Risk and Revenue Damage
2. 伴随客户面临风险和收入损失的精细问题识别
Inaction on CX suggests that it is not lack of an overall belief in the potential impact of CX actions, it is being able to justify investment of X dollars in a specific CX action vs. advertising or a new distribution center. These decisions are easier when you are talking about investment in a new customer onboarding process or modifying the invoice adjustment process. In each case, you can estimate the number of customers currently having a bad experience due to the issue.
对 CX 不采取行动表明，它并非缺乏对 CX 行动的潜在影响的总体信念，而是能够证明在特定 CX 行动与广告或新分销中心上投资 X 美元是合理的。当您谈论对新客户入职流程的投资或修改发票调整流程时，这些决策会更容易。在每种情况下，您都可以估算当前由于该问题而获得不良体验的客户数量。
The calculation allows you to estimate the number of customers at risk which facilitates the CFO attributing as much revenue per customer (possibly a lifetime value or some lesser amount) as she feels comfortable. For each type of problem, Finance can then estimate the revenue damage by seeing how many problem occurrences take place.
通过计算，您可以估计面临风险的客户数量，这有助于首席财务官根据自己的意愿为每个客户分配尽可能多的收入（可能是终生价值或较小的金额）。对于每种类型的问题，财务部门可以通过查看问题发生的次数来估计收入损失。
3. Rigorous Analysis of Strategic Solutions
3. 严格分析战略解决方案
Work with Quality or Lean Process professionals to define several possible approaches to fixing the issue and how to pilot test it in a rigorous manner. This analysis must be at the granular issue level, not at the overall CX level. Net Promoter Score does not add to granular analysis at all.
与质量或精益流程专业人员合作，定义解决问题的几种可能方法以及如何以严格的方式对其进行试点测试。此分析必须在细粒度问题级别进行，而不是在整体 CX 级别进行。净推荐值根本不会添加到粒度分析中。
4. Action Planning and Communication of Intentions to Customers
Action planning takes the problems and possible solutions and balances cost with payoff as well as other corporate priorities to arrive at a limited number (ideally 3-5) of customer POP to address. The CXO or COO assigns only one or two POP to any one function or executive. While the issue is likely cross-function, one executive must be responsible.
行动规划考虑问题和可能的解决方案，并平衡成本与回报以及其他公司优先事项，以达成有限数量（最好是 3-5）的客户 POP 需要解决。 CXO 或 COO 仅将一名或两名 POP 分配给任何一项职能或高管。虽然这个问题可能是跨职能的，但必须由一名高管负责。
Finally, you can measure whether the needle moved if the number of problems decline after your fix. Problems can often be measured via internal operations data, e.g. delayed shipments or invoice adjustments as well as complaints. The next survey can confirm if the customer has seen the improvement.
最后，如果修复后问题数量减少，您可以衡量指针是否移动。问题通常可以通过内部运营数据来衡量，例如延迟发货或发票调整以及投诉。下一次调查可以确认客户是否看到了改进。
5. Bonus Payoff Impact: Word of Mouth and Margin Impact by Granular Issue
5. 奖金支付影响：细粒度问题的口碑和利润影响
The key to winning new customers is word of mouth (WOM) referrals. Successful B2C companies like Harley Davidson, Chick-fil-A and USAA get more than 70% of their new customers from WOM. Our surveys of B2B put the percentage as high as 90%, especially for small and medium businesses. Resolution of specific issues as well as different kinds of delighters create different magnitudes of WOM. This impact can be quantified by issue. Likewise, customer’s willingness to pay more for a product or service is affected by problem and delight experiences — again this varies by CX issue.
赢得新客户的关键是口碑（WOM）推荐。 Harley Davidson、Chick-fil-A 和 USAA 等成功的 B2C 公司 70% 以上的新客户来自 WOM。我们对 B2B 的调查表明这一比例高达 90%，特别是对于中小型企业。具体问题的解决以及不同类型的快乐会产生不同程度的口碑。这种影响可以通过问题来量化。同样，客户为产品或服务支付更多费用的意愿也会受到问题和愉悦体验的影响——这又因客户体验问题而异。
Final Thoughts 最后的想法
In summary, Net Promoter Score has helped create a certain customer experience groupthink. The “magic” of NPS has fostered the belief that its use makes the company infallible or invincible. No one is paying attention to the tactical signs of impending customer doom because they lack the right data and processes.
总之，净推荐值有助于创建一定的客户体验群体思维。 NPS 的“魔力”使人们相信，使用它可以使公司万无一失或立于不败之地。没有人关注即将到来的客户末日的战术迹象，因为他们缺乏正确的数据和流程。
The key to preventing the oft negative outcomes associated with Net Promoter Score is to use it in conjunction with quantification of the granular market damage of inaction on customer POP and a formal action planning process that fixes accountability for problem prevention/mitigation and impact measurement.
防止与净推荐值相关的负面结果的关键是将其与对客户 POP 不作为造成的细粒度市场损害的量化以及正式的行动规划流程结合使用，该流程确定问题预防/缓解和影响衡量的责任。
