How do you handle negative feedback and detractors from your Net Promoter Score survey?

I love the structure. However, the first paragraph is the program definition and not really describing the aim / intent. It is also very passive tone and not going to grab a reader's interest. Consider: Surveys, such as Net Promoter Score, gauge customer satisfaction of their experience with your organization. Feedback will point out your weaknesses as well as your strengths. Poor feedback (scoring less than 6/10) is not necessarily a bad thing. The NPS program promotes using this feedback to improve and generates feedback loops on your progress. (but how do we start when we receive that negative response...)

I agree that the first step is acknowledging and responding to negative feedback and detractors. However, it's crucial to stress the importance of personalising your response. Being personal not only shows you're not using generic, copy-paste, or AI-generated replies, but it also conveys genuine concern for the individual's specific situation, fulfilling their desire to be recognised. Taking it a step further, making a phone call to address their concerns can be more impactful than just an email. This demonstrates your sincere care and commitment. By genuinely caring about their experience, you can potentially turn a detractor into a vocal advocate, sharing their positive, transformed experience with friends and acquaintances.

O primeiro passo crucial reside na identificação clara dos pontos de dor. Criar uma equipe multidisciplinar, capaz de abordar as questões de maneira abrangente e colaborativa, visando a rápida resolução da situação. É essencial comunicar ao cliente que sua resposta desencadeou uma ação imediata. Se a implementação não for imediata, é fundamental manter uma comunicação eficaz, demonstrando disponibilidade para auxiliar em outras eventualidades. O feedback contínuo dos clientes é essencial; portanto, é crucial estabelecer um processo de loop, garantindo que aqueles que participaram das pesquisas sejam ouvidos e que suas preocupações sejam abordadas. Ao adotar essas práticas, as empresas podem melhorar a experiência dos seus clientes.

Pain Points need action plans and action plans must be prioritized based on feasibility and impact. Especially in enterprise B-to-B scenarios, action plans can get complicated or costly quickly. Plans that target too few customers or have too little impact can eat up resources without impacting overall customer satisfaction. Engage customers, including Detractors, in solution workshops to insure you are addressing the most compelling challenges with the best solution for a range of customers.

Ao realizar uma pesquisa, é essencial adotar uma estrutura de categorização para identificar claramente os principais pontos positivos e negativos do produto. Isso ajuda a avaliar oportunidades não previamente mapeadas e a abordar a causa raiz do problema. Dados estruturados possibilitam uma análise precisa das prioridades a serem resolvidas.

Constructive criticism is an early warning signal to change before it's too late. Prioritize action via correlation analysis. This identifies key drivers, such as responsiveness. Then categorize comment themes for each key driver and list the themes in a Pareto chart. This separates the Vital Few issues from the Useful Many. For each Vital Few issue, ask yourselves 5 times: "Why are we letting this symptom happen?". The 5th why is generally the true root cause. For each root cause, plan a corresponding action to prevent its recurrence. Review your action plan progress in staff meetings to remove roadblocks. Communicate your plan and periodic progress to customers. This method is called outer loop VoC. It is the greatest source of CX ROI.

A execução de um plano de ação eficaz, idealmente desenvolvido por um time multidisciplinar, resultará na resolução dos pontos problemáticos identificados, atendendo às necessidades dos clientes. Além da implementação de melhorias, a comunicação transparente com os clientes é crucial para demonstrar o valor atribuído aos seus feedbacks pela organização.

Lynn's comments are evolving the program details - love this. The article structure, to take a different viewpoint, is still passive versus action oriented. "you can demonstrate that you listen" vs Lynn's "categorize comment themes and list in a Pareto Chart". There is a much stronger call to action and guidance provided in her feedback.

Moving Detractors into Promoters is key if you expect to re-engage with those clients (i.e. they will buy your services again). Define what experience they are looking for. Calling into a help queue, I would not expect a fabulous client experience. I expect efficiency. Using the product or service may be a different experience. Define and focus on what are appropriate scores for different interactions. Also, if the product / service is a single time (not a repeat purchase) you don't need to move detractors. You need to solve that issue so the next client doesn't experience it. You need to prevent the next client to not be a detractor. Different objectives may change how you leverage the feedback you are getting

A comunicação centrada no cliente é vital para as organizações. Compartilhar detalhes com as áreas internas sobre pontos de oportunidade pode gerar insights valiosos para aprimorar processos, produtos e até mesmo para identificar inovações não consideradas. Essa abordagem promove uma cultura de adaptação e inovação, ampliando a capacidade da empresa de atender às necessidades do cliente de maneira eficaz e sustentável.

A proximidade com clientes após experiências negativas traz benefícios a curto e médio prazo. Ao estarmos mais próximos, atuantes e disponíveis, reforçamos a importância do cliente para a organização. Essa abordagem fortalece os laços e permite uma recuperação eficaz da relação, promovendo fidelidade e confiança no longo prazo.

I agree about the importance of constantly measuring results. Regular NPS surveys, tracking results over time, and utilizing other metrics like customer retention, churn, lifetime value, and referrals are indeed crucial in gauging customer loyalty and satisfaction.

While sending out NPS Surveys, it's very important to remember that NPS is a measurement of customer loyalty. Loyalty is not won over with a single event or interaction but over time and hence, NPS surveys are very effective when used as Relationship Surveys, instead of Transactional Surveys. Use them in your monthly, quarterly or even yearly check ins with customers or after a set number of interactions or events. Or if you're measuring NPS for a product experience, take it after a few days or weeks have passed and the customer has genuine experience and time with the product. Using NPS surveys as transactional surveys can be misleading.