[eBook] A practical guide to Net Promoter Score®

NPS
A Practical Guide To
Omoto
An eBook by

Why do we need another NPS
guide?
1
Since the inception of the Net Promoter Score® (NPS®),
countless guides have been published on NPS. Then why do
you need another NPS guide?
We realized that the NPS guides only introduce and share
details about the concept behind NPS. However, none of
them share everything that is required to roll out an NPS
survey if you are just getting started. Unfortunately, you
would have to read through several articles and still keep
looking for more information. That is why we decided to write
this practical guide that can help anyone implement NPS
from scratch.
This practical guide is targeted towards people at varying
level of knowledge of NPS. Therefore, if you find something
that is too basic for you, please feel free to jump forward to
the next step. The guide will take you through three key
sections:
1. Introduction to NPS
2. Launching your first NPS survey
3. Working with the NPS response
Use this guide to learn about NPS, set up an NPS survey, and
utilize the NPS feedback data to improve customer
experience at your company.
Let’s get you started!

Chapter 1 Introduction to NPS
1.1 What is NPS?
1.2 About the NPS scale
1.3 Why has NPS gained so much popularity?
1.4
Surprising mistakes organizations make in
their NPS survey
Chapter 2 Launching your NPS survey
2.1 Getting prepared to launch NPS
2.2 The NPS questionnaire design
2.3 Before you go live
Chapter 3 Working with NPS response
3.1 Collecting…collating…closing
3.2 Going beyond the NPS survey
Table of contents
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Introduction
to NPS
Chapter 1
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What is NPS?
The Net Promoter Score or NPS is a loyalty metric developed
by Mr. Fred Reichheld - a fellow at Bain and Co. In Mr.
Reichheld’s words, “The traditional surveys to measure
customer satisfaction tend to be long and complex, yielding
low response rates and ambiguous implications that are
difficult for operating managers to act on. Furthermore, they
are rarely challenged or audited because most senior
executives, board members, and investors don’t take them
very seriously. That’s because their results don’t correlate
tightly with profits or growth.”
Motivated by these thoughts, Mr. Reichheld introduced the
idea of NPS in his acclaimed HBR article “The one number
you need to grow.” Since then NPS has become a
management tool replacing the traditional customer
satisfaction (CSAT) research and is being used by global
brands to gauge customer experience and loyalty.
NPS uses one simple question to measure customer loyalty,
which is:
The response recorded to this question gives the company a
measurement of a customer’s feelings related to his
experience with the product or service.
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Basis the rating provided in their response, customers can be
divided into three categories:
• Promoters are customers who select a score of 9 or 10.
• Passives are customers who select a score 7 or 8.
• Detractors are customers who select a score between 0
and 6.
Basis this categorization, NPS is then calculated using the
below formula:
NPS is represented as a whole number and not a percent.
Therefore it ranges from -100 to +100.
Each group of customers exhibits a distinct pattern of
behavior as well as a distinct set of attitudes.
• Promoters indicate that their lives have been enriched by
the company, making them loyal enthusiasts.
• Passives indicate that they got what they paid for, nothing
more. Such customers are satisfied but unenthusiastic.
• Detractors indicate that their lives have been diminished
in doing business with the company.
The NPS rating question is then followed up with the
following question:
“What is the primary reason for your score?”
This open-ended question enables the organization to
understand the real reasons behind customer’s attitude.
NPS = %Promoters - %Detractors
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Something about the NPS
scale
The Net Promoter Score (NPS) is an extremely popular metric
for brands to measure and assess customer loyalty – the
lifeblood of any organization. It is a simple yet powerful metric
to give an accurate picture of what customers think of an
organization. Research has proved, time and again, that NPS
leaders grow at more than twice the rate of their competitors.
That the most trusted and respected brands across industries
use NPS is a testimony to the fact that it is certainly correlated
with growth and profitability. From Apple to Porsche,
Citigroup to BBC, the businesses that have been
cornerstones of success in their industries consistently use
the Net Promoter Score.
We’ve just seen that NPS is calculated based on customer
feedback to a single question:
“How likely is it that you would recommend us to your friends
and colleagues?”
Now, the responses are recorded on an 11-point scale
ranging from 0-10. While the 11 point scale has been
debated often, here are a few reasons for its effectiveness.
The scale can be interpreted easily
Any rating scale must be easy to interpret by respondents.
For most users, the biggest confusion in using a 10-point
scale ranging from 1 to 10 is which of the two extremes is
good and which is bad. Isn’t ‘number 1’ also widely
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associated with the best of the lot? However, because the
NPS starts from a 0, users recognize that this is the lowest
possible rating. They are aware that a 0 would stand for poor
whereas a 10-on-a-10 would represent excellence.
The 0-10 scale is consistent and familiar across
geographies
Apart from being easy to interpret, any scale must be
interpreted identically by all respondents. The 11-point NPS
scale aces this parameter too. There is no denying that a 0 to
10 scale is intuitive and familiar to people. The familiarity and
consistency of this scale across cultures and nations makes
this scoring scale an extremely favorable one.
The subtle differences between positive and negative
word of mouth are easier to establish
The 0-10 point scale allows for organizations to ascertain the
subtle nuances of a positive and negative word of mouth.
This scale allows for a broader spectrum of scores for
customers so that they are able to categorize their experience
effectively. Hence, the NPS scale is widely considered as a
sensitive scale that has the ability to measure the minute
differences accurately.
In contrast to this, the CSAT scoring is from 1 to 5, in which a
score of 1 stands for ‘completely unsatisfied’ whereas a score
of 5 represents ‘completely satisfied.’ In such a scoring scale,
the subtleties between a positive and negative word of
mouth are much harder to differentiate and measure as the
boundaries are not clearly defined. The 11-point NPS scale
eliminates this discrepancy.
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For instance, a user who would otherwise rate a product or
service as a 4 on a 5-point scale has the liberty and room for
rating the same product or service as either a 6, 7 or an 8 on
the 11 point rating.
The scale encourages companies to delight their
customers
On the NPS scale, promoters are identified as people who
select a 9 or 10. From the customer’s perspective, only when
he is delighted with a company’s product or service would he
rate 9 or 10 on NPS feedback scale. Similarly, a customer
would only be loyal to a brand if he has received a great
experience from it. Hence, it is safe to assume that promoters
would be really loyal to the brand.
Therefore, the 0 to 10 scale in NPS intrinsically motivates
companies to deliver a great customer experience if they are
eager to earn customer loyalty or, in effect, receive 9 and 10
in NPS feedback. This nature of NPS scale makes it a reliable
scale to measure customer loyalty and customer advocacy.
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Why has NPS gained so much
popularity?
It’s empirically derived
The observation is that this single question has the maximum
likelihood of a customer saying that he would recommend a
company and actually recommending it to his friends and
folks. A research was done over multiple customers across
industries. Based on information from 4,000 consumers, a
variety of survey questions were ranked according to their
ability to predict this desirable behavior of repeat purchases
and recommendations. The top-ranking question, which was
also the most effective one across industries was the NPS
question – “How likely is it that you would recommend
[company X] to a friend or colleague?”
It establishes accountability
It means that a customer responding as a promoter to the
question “How likely is it that you would recommend us to
your friends and colleagues?” is saying that he would
recommend this business. Wouldn’t someone recommend a
business only if they have had an exceptional experience in
transacting with this business? The promoters are putting
their reputation on the line. It’s kind of getting brownie points
for introducing a good brand to someone else.
It is simple
It is based on a single question as mentioned above. This
question is followed by a rating scale of 0-10. It is easy to
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understand and does not involve complex computations. So,
here you classify your customers into three categories based
on the score that they give on a scale of 0-10. NPS is,
subsequently, calculated by subtracting the percentage of
detractors from the percentage of promoters.
It is actionable
You don’t need an analyst to derive insights from all this
information. Through its simple formula,
NPS = % Promoters – % Detractors, you can easily arrive at the
score. This score can be computed across different
geographies, product types, and customer types. However, in
case of other lengthy surveys, one gets caught in complex
computations to derive insights. The process in such cases is
time-consuming. Further, it is difficult to make sense of this
data and derive actionable insights.
It gets more responses
Since it is based on a single question, you get a lot more
responses. Put yourself in the customers’ shoes and imagine
yourself interacting with multiple businesses in a day. Now, if
each one of them started giving you a list of ten questions to
respond to, would you even care to respond? No! However, if
you see that there is only a single question, it’s highly likely
that you would respond to it. That’s the simple reason why
NPS gets you a lot more responses than a traditional survey.
It defines a process
NPS is not about a single question or a single number; rather,
it’s about establishing a process around the number.
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This typically involves effectively listening to customers
across touchpoints in the journey and deriving insights from
this feedback. Further, brands must define projects and
processes relating more to why customers like doing
business with them and less with what customers dislike
about the business.
It is a standardized measure across the globe
NPS = % Promoters – % Detractors.
NPS is not a complex formula to analyze. It’s all about arriving
at the score in a simple manner and using that information to
make an incremental business improvement. When
benchmarked correctly, a brand can compare its NPS® score
with multiple other organizations across the globe that use
NPS® in their business.
Busting some common myths on Net
Promoter Score®
Let’s look at some of the most common myths that surround
NPS. Let’s also discuss quickly how we can overcome them
so we can get to taking action.
Myth: It is only for large businesses. Small businesses don’t
need to track NPS®.
Reality: NPS as a metric helps you understand your customer
loyalty and your customers’ propensity to buy from you. Do
you think customer retention is important only for large
businesses? In fact, customer retention and repeat business
are more important for small businesses while they are trying
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to establish themselves. Higher retention only means they
achieve their growth goals faster.
Myth: NPS is not actionable. It’s a single question and it
doesn’t give you insights to take action on your business.
Reality: NPS might not be actionable when you’re focusing
only on the number. The ‘why’ that follows the NPS question
is a goldmine of information. This is where you ask your
customers what the prime reason for the score is. It gives you
great insights to focus on and take action on. So, NPS is a lot
more actionable when you focus on the why!
Myth: NPS is not correlated to financial growth. It is not a true
reflection of the financial performance of a company.
Reality: This myth could turn into reality when you have not
brought in purity to your number and when you have not
captured the data in its purest form. For instance, if you have
not ensured that there is no gaming of the system, this myth,
unfortunately, could be true. Also, if you have not ensured
that there is no color coding of the scale or manipulation of
the formula to calculate the NPS score artificially, NPS might
not be related to financial growth.
To avoid these situations, you need to make sure that you
capture the NPS score in its truest essence.
Myth: Net Promoter Score ignores your passive customers.
Reality: While the NPS formula does not mention passives, it
still takes care of the passives in the computation process.
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Let’s understand this with an example:
NPS is computed using the formula:
NPS = % Promoters – % Detractors
If 100% of your customers have not rated you a promoter,
then what is your NPS score? It can be anything from minus
100 to 0. This is because a percentage of your customers
could have been rating you as passives. So if 100% of your
customers give you a detractor rating, then your score would
be minus 100. However, if say 10% give you a passive rating
and none of your customers give you a promoter rating, you
still have a score of minus 90.
Similarly, if none of the customers have given you a detractor
rating, that doesn’t mean that your NPS score is 100; the
score could range anywhere from 100 to 0. This means that if
100% of your customers give you passive rating or a score of
7 and 8, then your NPS score stills stays 0. However, if say
20% of your customers give you a passive and 80% give you a
promoter rating, then your NPS score is 80.
Therefore, while the percentage of passives are not directly
mentioned in the NPS formula, it is clearly being accounted
for.
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Surprising mistakes
organizations make in their
NPS survey
One of the strangest issues with NPS is that most people
aren’t able to wrap their heads around its simplicity. They
believe that something as critical as customer experience
measurement cannot be simplified to such an
extent. Unfortunately, this leads them to devise a new version
of NPS survey that works for “our company.”
By virtue of NPS being an open source metric, companies
have the liberty of adjusting the NPS questionnaire to fit their
need. This might sound like a good idea because most
organizations know their business best. Businesses know
their customers and understand the market like nobody else.
Hence, the reasoning to change the NPS survey
into something that would make more sense to their
customers is completely understood.
However, the problem occurs when people unknowingly
make mistakes that destroy the soul of NPS. There are some
changes that would kill the essence of the empirical research
that led to the founding of NPS. In their book ‘The Ultimate
Question 2.0,’ Mr. Fred Reichheld and Mr. Rob Markey
dedicate an entire chapter on conducting NPS survey
correctly; they named the chapter The Rules of
Measurement. In the following pages, you will come
across some mistakes that you should avoid in order to
stay aligned with these rules.
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1. Using a scale of 1 to 10 or 1 to 4 or ‘Yes’ / ‘No’
The simple thought behind using a 0 to 10 scale in the
NPS survey rather than a scale from 1 to 10 – as highlighted
by Mr. Fred Reichheld – is:
Customers find that the scale makes intuitive sense, probably
because of their experience with grades in school.
It is not difficult to agree that everyone understands what a
zero score stands for and what a ten on ten means. Using a 1
to 10 scale makes it confusing for people because at times
“Number One” gets interpreted as the best.
2. Coloring the scale
The intent behind this practice is simple: you would like to
make it easy for customers to know how their response is
interpreted or to help the respondent understand the NPS
scale so they know exactly how to respond. Nevertheless, this
is ultimately doing you more harm than good.
It is important to remember the very reason you decided to
capture customer feedback: to understand what drives
customer experience and where you are falling short in your
customer’s expectations. Surprisingly, there are some
businesses that implement NPS because their
competitors are using it. Therefore, the motivation behind
collecting customer feedback for such businesses is only to
attain a higher NPS than that of their competitors.
However, if your ultimate goal with customer feedback is to
understand your customers better and learn from their
feedback, then you need to let your customers give you an
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unbiased and uninfluenced feedback. You also need to be
OK with the fact that a few customers may incorrectly select a
rating. If you have built the right closed-loop feedback
process, you will identify such customers and still have an
opportunity to understand their point of view. The
complication with coloring the scale is that it will influence
people’s response.
By telling your customers what the scale actually stands for,
you are essentially asking them to rate you on a three-
point rating scale, not a zero to ten rating scale. In his well
researched article, Mr. Raghav Arora – Senior Manager at Max
Healthcare, talks about the impact of this on people’s
responses to your NPS questionnaire. In his research, Mr.
Arora found that a colored scale could inflate the final NPS by
as much as 18 points! This is good news if you are only
chasing a higher score. However, if your goal is to improve
customer experience and claim customer loyalty, then this
will prove to be a failing formula.
3. Not communicating the customer experience goal
The key to utilizing NPS feedback for organizational growth is
setting up a customer experience goal and not an NPS goal.
When you set NPS goals, your team is motivated to chase the
score and find ways to report an upward trend in NPS
irrespective of whether customer experience improves. It is
pivotal to keep customer experience at the core of your NPS
survey. Building a shared customer experience vision for your
brand, sharing it across the organization, and demanding
action towards this vision will keep everyone aligned. This
alignment will automatically take care of the NPS.
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Conducting the NPS survey alone will not help; you
must substantiate it with the vision of delivering great
customer experience, else people will soon stop believing in
the survey results.
4. Considering NPS as just another question in a survey
This is another big mistake that most companies fall for.
When the “would you recommend…” question is embedded
within a longer survey, most times people wouldn’t respond
to that question; they might not even get to it before
dropping off from the survey.
It is important to keep the NPS questionnaire short. A short
questionnaire guarantees that you will capture a good
number of responses, which is not only valuable from data
standpoint but also gives you more opportunities to talk to
customers.
In multiple cases, companies try to fit in the NPS question into
an existing customer feedback form. It will, of course, get you
some feedback data. However, this also shows lack of clarity
on what would be done with that data.
5. Not asking the right question
Now, this is a rare one. Sometimes you would come across
the NPS question as “How satisfied are you with our
services?” and the rating scale would be 0 to 10. This is
wrong because NPS is designed to identify a customer’s
loyalty towards your brand and satisfaction doesn’t
necessarily mean loyalty. In ‘The Ultimate Question 2.0’,
an entire chapter is dedicated to identifying the right
question – it’s called ‘Discovering the Right Question’.
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Through that chapter, the founders of NPS convey their
motivation behind asking the right question as follows:
All this number crunching had one goal: to determine which
survey questions showed the strongest statistical correlation
with repeat purchases or referrals.
Therefore, when Mr. Fred Reichheld zeroed down on the
question – ”How likely is it that you would recommend us to
your friends and family?” – it was a result of studying several
hundred businesses and understanding which question
could help identify the driver of loyalty in those businesses. If
you are using any other form of this question and reporting
the metric as NPS, you are essentially disregarding the
research and possibly doing a disservice to your business.
How to correct these mistakes?
Ultimately, it is important to understand that NPS is used by
leading brands around the world, thereby making it the gold
standard for measuring customer loyalty. The fact that this
metric is used across industries and around the world must
give you the confidence that the methodology has been
tested and is validated over time. Moreover, any aberration in
implementing this standard metric means you are losing the
chance of benchmarking yourself against those brands.
If you are making any of the five mistakes in your NPS survey,
it is advised that you course-correct. Some businesses
unknowingly make these mistakes because of lack of
knowledge while some go down that path because they
blindly copy a competitor’s approach. Whatever your reasons
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are, it is highly recommended that you adopt NPS in its purest
form and make customer-centricity the goal of your NPS
feedback.
The three pillars of successful NPS implementation are
communication, action, and analysis.
Firstly, communicating with your employees and telling them
the reason behind capturing NPS will help align the
organization with the customer experience goal.
Secondly, taking action to close the loop on customer
feedback instills confidence and trust in your customers.
Finally, analyzing the feedback data on macro and micro
level helps you uncover trends and drivers of customer
loyalty.
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Launching
your NPS
survey
Chapter 2
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Getting prepared to launch
NPS
When you start NPS survey in your organization, you will
soon realize that you would be required to kick off several
smaller projects in order to make the best use of the NPS
data. This is a blind spot for almost every company that rolls
out NPS survey for the first time. In order to make the best use
of NPS, you must prepare for closing the loop and ensuring
continuity in communication-action-analysis loop.
NPS in itself is a super simple survey to execute. In fact, it is so
simple that many people end up making some avoidable
mistakes. For instance, they think it is a good idea to add NPS
as another question in their already lengthy customer
feedback form! Despite its simplicity, NPS surveys won’t yield
the best results if, along with avoiding the mistakes, you are
not prepared to tackle some of the small projects that start
showing up within a few weeks of starting your NPS survey.
It might sound contradictory when, on one hand, NPS is
lauded as a super simple survey and on the other hand the
complexity of managing the survey to get best results are
being highlighted. The intention is to get you better prepared
for success than to keep you in the dark. Why is that
important, you might wonder? The following real-life situation
will help you understand.
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Why are small projects important for the success of NPS
survey?
About ayear ago, I waspitchingtoimplement NPSat amajor
onlineticket bookingcompanyinIndia. After several roundsof
meetingswithmanagersandexecutivesfromdifferent
departments, I wastold: “Weareanywaydoingcustomer
satisfactionsurveyscurrently. NPSisjust another questionthat
wewill addtoour surveyandseehowit goes. Oncewehavethe
resultsfromthistest, wewill thinkof whether weshouldget
external help.” I remember showingthemhowimportant it isto
set upaclosed-loopfeedbacksystemandwhyNPSshouldbe
usedasastandalonemetric. However, onceI receivedtheir
responseasabove, I promisedtostayintouchandmovedonto
pitchtoanewopportunity.
Interestingly, aroundthesametime, weclosedadeal withoneof
thebiggest onlinegiftingretailersinIndia. This
companyunderstoodwhat it meant toimplement aclosed-loop
NPSfeedbackandtookall our recommendationson-board. The
onlineretailer hasbeenusingOmotofor over ayear nowandhas
startedseeinganupwardNPStrendtoo. Thistrend, of course,
wasaresult of several thingsdoneright withinthe
organization. Thecompanyhiredathirdpartycustomer service
teamjust tofollow-upwithdetractorswithin24hrsof receiving
their feedback. Uponour recommendations, theCXHeadstarted
payingcloseattentiontoproduct segmentsthat created
promotersanddetractors. Omotohelpedher identifythetop
threereasonsfor happyandunhappycustomersonadailybasis.
It alsoensuredthat theroot causewaseasilytraceablethrough
further dataanalysis. Bysettinguptheright systems, tools, and
processes, our client wasabletoreapgreat benefitsfromtheNPS
implementation.
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On the other hand, I recently had an experience of booking a
travel ticket through the same company that I had pitched to
earlier. The booking experience was flawless. However, when
I received the feedback email, the NPS question asked me to
rate on a 5-star scale but the email showed only 4-stars! I was
perplexed. Clearly, something wasn’t going right with their
NPS survey. I know that the company is struggling with
increased competition in its sector from new-comers. Going
by the online reviews, unfortunately, its customers don’t
seem to be particularly happy with the service either.
Please understand, my intention is not to point out the
incorrectness in NPS survey of the ticket booking
company. Rather, I would like you to pay attention to the fact
that companies that succeed with NPS focus not only on the
questionnaire but also on the entire system. Setting up the
system requires several other projects that need to work in
tandem to make the NPS survey initiative a success.
When launching the NPS survey, it is important that the
management has clarity about the ancillary activities that
would be required to get any value from the feedback.
Indeed, you’d need a clear project road-map for your NPS
survey to be able to ask the required resources. When you are
doing it for the first time, it might be very difficult to know
beforehand. Such information is available with people who
have successfully implemented NPS at an organization. You
might not have access to such experienced professionals
when needed, therefore knowing what it takes would prove
immensely useful. It will make or break your NPS initiative.
The following pages will lay out the pre-game work that you
must consider before launching your NPS feedback survey.
This will ensure you get value out of NPS.
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1. Identify the right touchpoint
When customers buy something from you, they go through a
journey and interact with you at different touchpoints.
Knowing where to seek and collect NPS feedback first could
be a turning point for your NPS project. Getting this
understanding would require executing a Customer Journey
Mapping (CJM) exercise. A CJM workshop would easily leave
you with several days of work along with extensive
participation from customer service, sales, and marketing
departments in particular.
Bringing about a clarity of your customer’s journey helps you
launch a focused effort in collecting feedback and improving
the customer experience at each touchpoint.
2. Set up a quick route to recovery for detractors
Not closing the loop on your customer feedback is, perhaps,
the worst thing to do. Depending on the kind of business,
you would receive varying volumes of responses on the NPS
survey. Being prepared to close the loop on each detractor is
the minimum level of preparation you need to do.
Define an escalation matrix for detractor feedback and gain
commitment from all stakeholders in the matrix to act on
detractor feedback. This will help you set up a route to
recovery for detractors. This also means that the stakeholders
must set aside a few hours every day to work on customer
feedback.
For the right escalation matrix, it is recommended that you set
up a central first-point-of-contact for detractors. Members of
this group would follow-up with detractors to understand the
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detractors’ concerns by following up on their feedback.
Subsequently, this central team would engage relevant
members within other departments to resolve the concerns.
For best results, set up a time-bound escalation workflow
starting from this first-point-of-contact all the way to your
CEO.
3. Appoint a CX champion and set a daily routine
This is more about accountability towards customer
experience than about a particular task. If you don’t have an
individual who is looking after CX, the entire NPS program
will soon come to a standstill.
Setting a daily routine around NPS feedback helps keep the
momentum alive. Plan daily activities such as sharing the top
three reasons for happy and unhappy customers. Read
through detractor comments to identify trends in customer
concerns and set targets such as reducing fault rate in a
particular area of the customer journey.
4. Select the right qualifying parameters for customer
segmentation
In order to analyze your NPS feedback, you must put
considerable thought on the right qualifying parameters on
which you would slice and dice the NPS data. This is
important because many companies struggle with data
hygiene issues that lead to faulty conclusions or too much
overhead in drawing insights from the NPS data. Along with
selecting a set of data points, you would also have to involve
your information management team to establish how you
would attain that data.
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Choosing the right parameters would mean that you are
looking at the right insights too. Don’t leave this for later. Set
aside some time to stitch together the data sources so that it
doesn’t become a bottleneck later.
5. Analyze, discover, and execute quick wins
When analyzing NPS feedback, look for things that can be
easily fixed to resolve some of your customer concerns. Once
you identify such quick wins, plan and execute a project to fix
the concern. Subsequently, observe how your customer
feedback changes.
This is an important consideration for two main reasons.
1. When you can show quick-wins, it becomes easier to get
buy-in from internal stakeholders.
2. When you don’t plan for issue resolution activities or keep
a buffer to resolve customer concerns that surface up in
the feedback, you will find yourself in the middle of
internal tussles and disappointments.
Prepare to win
Preparing for these five additional activities will give you a
jumpstart in your NPS implementation. Using a tool
like Omoto can ease a lot of your operational work around
NPS. It will not only free you from executing the survey, but
also take care of workflow management, data analysis, and
summary reporting to keep you on your daily routine.
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The NPS questionnaire
design
The current trend is such that every business is seeking
feedback and trying to capture opinions and inputs of
its customers. The flip side of this is that consumers are
suffering from survey fatigue and are unsure whether they
should take surveys.
In such a situation, should you stop asking for feedback? Au
contraire, you should be persistent and follow some best
practices to create effective customer surveys – the ones that
customers respond to.
The inputs from customers should be the action points for the
company – they must be the ‘to-do’ things and ‘to-change’
concepts that, in turn, will help resolve the customers’ pain
and improve their experience. Through this section, you will
learn some of the best practices that you could implement
when launching your NPS survey.
Essentials of a good survey
If you feel that your surveys are being left incomplete or are
not being answered at all, it’s time to go back to the drawing
board. Surveys that are answered correctly are more
important than the ones that are filled half-heartedly, because
the former will assist your business in essential decision
making, help attend to poor service levels and, most
importantly, quantify customer satisfaction.
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Customers avoid surveys for many reasons and there are
some basic ground rules that should be followed while
creating a survey.
Keep it short
More often than not, the sheer length of the survey is a
deterrent for customers to complete it. Keep the survey short
and simple. We recommend that you have fewer than five
questions. The rate of customer feedback is inversely
proportional to the length of the feedback.
Client Heartbeat shows the correlation between survey
abandonment rate of customer vs. the number of questions in
the survey.
Make it personal
Thebeautyof your neighborhoodstorewasthepersonal
connect. Thestoreownersknewyoubyyour first nameandknew
28
Source: Client Heartbeat

your preferred detergent and shampoo. Such a personal
connect kept you from going elsewhere.
In a similar manner, give your customers a personal touch
with minimal intervention at every touchpoint. Send survey
invitation emails that compel customers to leave a feedback.
If possible, try that the survey email comes from an employee
that the customer has dealt with. Having to fill in a feedback
form coming from the “Customer Experience Team” may not
really allure the customer.
Ask the right question
Before you start preparing the list of questions in your survey,
ask yourself what you wish to achieve with the responses. If
the goal is vague or unnecessary, then you need to think
again.
For example, the response to ‘How did you hear about us?’
should fit in and be relevant to the goals that you wish to
achieve with the survey. The response to that question must
help you achieve something tangible. If there is no real
purpose behind the question, please get rid of it.
Use appropriate tools and template
Use a tool that ensures continuity in survey execution and
ease of operation. Select a relevant feedback solution such
as Omoto for NPS Survey, or Survey Monkey for more generic
polls, so that you can create a professional customer survey.
These tools also provide a multitude of templates that reflect
your business personality.
29

Value the customers time
Youareusingthecustomer’sinvaluabletimewhenyousend
him/her asurvey. Ensurethat youusethat timemost judiciously
byaskingonlypertinent questions.
Expertssuggest that tenquestionsor lesswill ensurethe
maximumresponserates. Somecompanieshavesurveysthat
stretchfor 25-30questions; thesheer sizeof thesurveyputs
customersoff andmost peopledropout beforecompletingthe
survey. Moreover, thesurveycompletionrateisinversely
proportional tothenumber of questionsinasurvey.
AresearchconductedbySurveyMonkeyshowedthat a10-
questionsurveyhasan89%completionrateonaverage. 20-
questionsurveysareslightlylower at 87%, followedby30
questionsurveysat 85%. However, whenasurveyhas40
questions, thecompletionrateisonly79%.
30
Source:: Survey M onkey

Make surveys mobile friendly
Any communication that isn’t easily viewable on mobile will
not hold your customer’s attention for long. Ensure that the
surveys are not just easily readable on a mobile device, they
should also be easy to tap on the options.
Follow up
A personal follow-up or a reminder email will definitely help in
propelling the feedback rate. Ensure that you have sufficient
gap between the primary invitation email and the reminder
email.
Solve the problem
This one takes a little longer to start adding up to your
response rate. However, if yours is a company that solves
problems highlighted in customer feedback, customers will
be willing to share honest feedback.
31

Anatomy of an NPS survey email
Share your feedback, it’ll take just 2 mins!
Hi Dagny,
Thank you for shopping with us!
Please share a quick feedback on your experience
related to purchasing Braun Satin Hair Dryer from
company.com.
0 1 2 3 4 5 6 7 8 9 10
Based on your experience, how likely is it that you
would recommend us to your friends and family?
Highly
unlikely
Highly
likely
Best regards,
Vivek
Company
If for some reason you wish not to receive any further survey emails, click
Unsubscribe.
U se a pre-header.
Pre-headers show up as
preview on
sm artpho nes. G ood
pre-headers can double
your em ail open rate.
Personalize
your em ail
using
recipient’s
first nam e.
A void using
“D ear
C ustom er”
C ontextualize
using product
nam e instead
of order id.
People rarely
rem em ber
order id, they
rem em ber the
experience of
purchasing the
product.
U se com pany logo and
color palette that brings
out your brand identity.
C ustom ers trust
branded em ails.
A dd the N PS
question in
em ail itself. It
increases
response
rate.
U se scale
labels like
“H ighly
unlikely” and
“H ighly likely.”
A void using
color coded
scale because
it influences
respondents
and skew s
N PS.
Sign-off w ith a
nam e instead
of “C usto m er
Support.”
People feel
m o re
connected to a
person than a
departm ent.
Provide an unsubscribe
link and respect the
choice if som eo ne
unsubscribes. D o not
spam your custom ers.
Keep the em ail content sho rt
and to the point. D o not add
social m edia icons or other
distractions.
M ost people access em ail on
m o bile, ensure the em ail is
readable on m obile.
32

Before you go live
Now that you understand the pre-game work and the best
practices to implement in your NPS survey, you must feel
ready to launch your NPS survey. There are just a few last
things to take care of before you go live. These are:
1. Customer segmentation
2. Top management buy-in
Customer Segmentation
The first question that needs to be answered is why should
you segment customers? The five points below will give you
the reasons for why this step is important.
It helps to provide a personalized service
When you’ve segmented your customers into different
categories, you also understand how each of these segment
of customers behaves and what each segment of customers
needs. That’s when you can offer a personalized service.
Customer experience is no more about offering a one-size-
fits-all service. You have to deliver a very concentrated,
focused, and personalized experience to each of your
customer segment.
It aids in providing targeted marketing through better
customer understanding
You understand your customers better, so your marketing
campaigns are tweaked to individual customer needs.
33

That’s when your marketing message resonates with the
customer. If your marketing message is generic, it’s very
difficult to hold the attention of your customer in today’s
information overload age.
It improves customer retention
When you have different customer types who you
understand well and when you are able to deliver a
differentiated experience, you can deliver a fantastic
experience to your customers. This directly improves your
customer retention.
It helps to identify and target profitable segments
There could be multiple types of customer segments in the
market and in your industry. Does it make sense to go all of
them? Maybe not! How do you identify which is the segment
that you have to aim? You will be able to comprehend that
only after either working with each customer segment or
building a deep understanding of these segments and
subsequently, evaluating whose needs can you best fulfill
profitably.
It helps to channelize marketing effort
Marketing chocolates to children is very different from
marketing them to men. Moreover, the manner in which these
same products are marketed to men in the Valentine season
would be different from the way they would be marketed to
them at other times of the year. Once you have segmented
your customer base, you can channelize your marketing
efforts better and more fruitfully.
34

The manner of segmenting customers
While we understand that the benefit of segmenting
customers is manifold, let’s see how can you actually
segment your customers. The segmentation can be done
using parameters, a few of which are discussed below.
Geography
This segmentation can be done based on city, location, or
country. For instance, your customers in Asia could have
different needs from your customers in Europe. The language
that you to plan in your marketing message has to be
different for each of these geographies.
Demography
This can be done based on factors such as the age, gender,
and occupation of your customers. Like we discussed earlier,
marketing a product for children follows a significantly
different path when compared to marketing a product for
men or women. The demographic aspects and the changing
needs have to be kept into account.
Behavior
This kind of segmentation can be done based on customer
behavior by evaluating factors such as loyalty, purchase
pattern, usage and the like. NPS allows you to do so very
effectively because it helps you observe these factors across
promoters, passives, and detractors. You can observe how
each of these patterns change across your promoters,
passives, or detractors upon implementation of a particular
project or new initiative.
35

Psychography
Customer segmentation by psychography involves
considering factors such as personality, lifestyle, and class of
the customers. For example, you would want to market an
ultra-luxury premium car to a customer base that has opted to
take holidays that are ultra luxurious. You wouldn’t want to
market it to a budget traveler.
Here is an example of this kind of a segmentation from the
tours and travel industry:
Segment 1: the price sensitive buyer
This is typically a buyer who is comparing the fare of the
hotels or the train/flight tickets across multiple websites. Such
a buyer can be called a price-sensitive buyer and this is a
customer segment in itself.
Segment 2: the business traveler
This customer segment is always concerned with the ease of
booking. Customers that fall under this segment already have
many things on their plate and do not have the time to book
their tickets. If someone can actually extend this service to
them, they would be happy to pay a fee for the service.
Segment 3: the luxury holiday traveler
This customer segment is looking to have a hassle-free travel.
Customers that fall under this category do not wish to worry
about the booking, the cab that will take them to take to a
particular location, and anything else to do with the holiday
preparation or management. They just want to luxuriate and
have a jolly good time.
Similarly, you can segment your customers based on
36

geography, demography, behavior and psychographic traits. Once
you have segmented your customers, to build a deeper understanding
of each customer segment, you need to build their personas.
The method of bucketing customers through NPS
Promoters, passives, and detractors have extremely different traits. So,
the way they should be engaged with should also be different.
Serve your Detractors
You need to close the loop on your detractors, making sure that their
concerns are heard and duly addressed. The core issues that are
creating detractors in customers should be communicated to your
organization. Your team should exactly know the pain area of your
detractors so that they can work on and address these problems.
Market your Promoters
The promoters are the ones who said that they would recommend you
to others. So, you must make it easy for them to do so. You must plan
campaigns around your promoters. Remember that this is a massively
engaged customer base: these are customers that have given you a
positive feedback. Now, if you’re not asking them for a
recommendation, that’s a huge mistake you are making.
Engage with your Passives
These are your customers who are not engaged. Hence, you need to
understand how can you deliver more value to your passives and
move them to being your promoters! They should be
37

able to see the merit in the investment they have made with
you. The reason they are in the range of 7-8 is that they don’t
see enough merit. Therefore, you must evaluate how you can
deliver more value to your passives and increase their
engagement with your brand.
NPS is the right tool that helps you bucket your customers
into the three categories based on their loyalty. It allows you
to plan your marketing, service, and customer engagement
initiatives.
Top management buy-in
The entire process of a change begins from the top. Building
a business that values its customers is a cultural shift and
certainly not a process that can be completed overnight. It’s a
long process that requires continuous and consistent effort.
Here are some key reasons why you should get a buy-in from
senior management.
It helps in backing the right projects
The projects that are related to CX wouldn’t get the priority or
wouldn’t be supported appropriately unless and until the
senior management is looped in. The team is always caught
in multiple projects that an organization is undertaking. In
these myriad projects, the sure-shot way to get customer-
centric projects rolling is by getting the senior management
to back them up.
38

It ensures that the team is on track
It may happen that the team goes astray in pursuing the
customer experience initiatives. If your senior management is
serious about the whole exercise and it puts its weight
behind this initiative, you can be sure of bringing the team
back on track.
It eases approval for time, effort, and monetary investment
NPS is a way of doing business, and like any new initiative, it
needs to be nurtured. You will need monetary investments to
drive projects based on the insights that you receive from
your NPS campaign. With the senior management buy-in, you
will get easy and much-required approvals for these projects
and the opportunity to showcase change.
It ensures high standards are set
When your senior management is backing projects that are
going to improve the experience, your team sees that the
management is serious about delivering a good experience
to customers. Employees realize that this is not just a
management fad and they emulate actions that improve
customer experience.
It helps in sustaining and maintaining focus
When your senior management is aligned, you are assured of
a long-term focus on such an initiative. Customer Experience
or NPS is not something that can be implemented in a day, a
month, or even a quarter. It’s an ongoing process and hence,
it’s important to sustain and maintain focus to really derive
results. The senior management backing this initiative is
39

going to ensure that there is a focus in the long run.
We do understand that a buy-in from the senior management
is crucial in making this initiative work. The next question that
must be answered is how the senior management can be
aligned with the goal of customer-centricity. Here are some
ways you can achieve that:
Share stories from different geographies and industries
Most of the customer-centric organizations are also the most
loved and admired brands in the world. Biggies of the world
be it Apple, Sennheiser, Enterprise Rent-A-Car, Dell, HP and
multiple other startups in today’s age use NPS as a metric to
improve the experience that they are delivering to their
customers. So, use these stories to showcase the power of
customer experience to your management and the team.
Use existing research
Studies have, time and again, proven that NPS correlates to
increased profitability, wallet share, and referrals. Use this
wealth of information available to drive home the idea that
customer experience is the only differentiator today.
Focus on quick wins
Once you have initiated an NPS campaign, you need to look
at what is that quick win that you can plan based on the
insights from the feedback you’ve received. Use these to
showcase success stories to your senior management. Use
this momentum with the team and the management to get
approvals for larger and long-term projects.
40

Launching the NPS survey
With all the groundwork so far, you must feel ready to launch
your NPS survey. Here’s a checklist to help you take the final
steps before launching the survey
q NPS invite email is well designed and mobile responsive
q Reminder email is ready and the gap between primary and
reminder email is between 3 and 7 days
q Survey invite email is scheduled for appropriate business
hours for each recipient’s time zone
q Follow up communication for detractors and passives is
ready
q First point of contact for detractors is identified and
trained on how to recover detractors
q Department level CX champions have been identified for
support in detractor recovery
q Top management is onboard and willing to invest in
improving company CX
q Customer segmentation is appropriately done
q The customer contact and qualifying parameters are
mapped to analyze feedback via slicing and dicing
q Escalation workflow along with turnaround time at each
level is well defined
q Every employee is aligned to the common goal of
improving customer experience
41

Working with
NPS
response
Chapter 3
42

Collecting…collating…closing
Capturing NPS® in the correct way
First, you need to ensure that you’re bringing in the purity to
your NPS score. If your NPS score is not correct, then the
entire initiative is going to fail.
While you’ve read about several avoidable mistakes that
companies make in their NPS survey, a typical example of
doing it wrong is in the questionnaire below. For instance, in
the form given below, the NPS question is hidden beneath
several other questions.
43

If you notice, question number15 is the NPS question, which
says the following:
Based on your experience with this flight, how likely would
you be to recommend Delta to a friend or colleague?
• Extremely likely
• Very likely
• Somewhat likely
• Not very likely
• Not at all likely
The first mistake here is that this question is hidden under a
myriad of questions. Further, the options are equally vague.
There seems to be little difference between each of them.
Let’s now look at a few example of doing it right!
44

45
Collating and analyzing feedback
Once feedback responses come in, the first step is to, of
course, triage the detractor feedback and assign it to the right
people for corrective action. The next step is to collate the
data so that you can analyze and derive insights.
A few ways to analyze the NPS data are:
• Group recipients based on their segments and compare
NPS of each segment.
• Identify the core reasons for detractors, passives, and
promoters in each segment to understand the drivers.
• Slice the data by applying filters such as city and product.

Closing the loop on Customer
Feedback
Imagine going to a restaurant and having a great time with
your family and friends. Now, at the end of the experience
when you’ve had a jolly good time, the manager comes over
asking for a feedback and checking whether you enjoyed the
experience. As soon as you give a feedback, the manager just
turns and leaves with a poker face.
How would you feel? Won’t you feel that the manager was
doing this out of a protocol and did not really care for the
experience that you had?
At times, we fall prey to not closing the loop on the feedback
and we can only imagine how our customers would feel
about it.
Closing the loop is a critical part of the entire NPS system
implementation in your business. Let’s take a look at four
reasons why you should close the loop.
To let your customers know that you really care
Your customers should know that you’re genuinely interested
in their feedback. Customers must feel that their feedback is
precious to you and that you are going to take action on the
feedback. You must convey to them that this is not just a
mechanical exercise that you’re doing out of a protocol. This
trust develops brand credibility and improves the feedback
response rate. Customers believe that their feedback is being
read and are, therefore, genuinely interested in helping your
business grow.
46

To resolve issues before they become big
If you listen to the customer feedback and have taken
corrective action on it, you have solved concerns before they
could have been escalated. This means that you have
resolved the grievance before a disgruntled customer
escalates it to someone higher up in your business and
multiple stakeholders get involved.
To let the team know you’re serious about taking action
If you’re closing the loop, your team believes that you’re
serious about the entire initiative. It’s not an initiative you are
pursuing because the competition is doing so or because
everyone is talking about being customer-centric. It shows
the team that you’re really serious about customer feedback.
This ensures that the team is enthusiastic about and involved
deeply in this initiative.
To continuously derive insights and evolve your business
When you consistently take feedback, you derive actionable
insights from it. This, in turn, ensures that you can improve
your business process, product, and strategy, essentially
helping you evolve as a business itself.
47

How to close the loop on customer
feedback?
The below diagram gives a wonderful representation of the
four steps that are needed to close the loop on customer
feedback.
Listen
Firstly, you need to list down the touchpoints where you are
capturing customer feedback. This is because you must
devise the right action for the right touchpoint. For example, a
customer service touchpoint would require a different
approach from a sales touchpoint.
Fix
Once you’ve captured the feedback, you need to fix the
customer complaints and provide a suitable solution. There
are some issues that can be addressed promptly and do not
48

require a large team or massive planning. So, you must focus
on fixing these issues quickly, providing you an opportunity
to score some quick wins.
Understand
Secondly, you must get to the root cause of the customer
dissatisfaction and understand the drivers of your customers’
satisfaction or dissatisfaction. This would entail analyzing the
data. The analysis can be done by slicing and dicing the data
or by diving deep into the qualitative information. This
essentially means spending time in really understanding the
internal root cause of creating that moment of unhappiness
for a customer. Most often, bad customer feedback is a
reflection of something not working right internally. Look
deep and wide in your business when doing root cause
analysis.
Design
Thirdly, you must build an action plan for improving CX. This
must include developing project plans and setting aside
appropriate budget for them. That’s where looping in the
stakeholders and inputs from senior management is critical.
Designing solutions for customer concern can be a strategic
initiative that could potentially change the way your
company operates.
Implement
Once you have defined the projects you need to implement
to improve customer experience, showcased the ROI, and
received approvals from the senior management, the final
step is to implement the projects. To do so, you must identify
49

the stakeholders and execute the projects based on
designed plan and course of action.
That’s a loop; it’s a continuous process. You have to
continuously listen to your customers’ feedback and evolve
the experience you are delivering.
While the above process discusses how you can close the
loop on your detractors, let’s look at how you can do the
same for promoters.
Closing the loop with your promoters
Remember, promoters are those customers that have given
you the rating of nine or ten. These are customers that are
delighted about doing business with you and would
recommend you to their friends and family. In today’s age,
the recommendation is driven massively by social media. An
example of closing the loop on promoters is to ask them to
recommend you on social media or third-party review
website. You can also incentivize this process. I don’t
recommend incentivizing the survey request itself because
that would mean the customer is giving a feedback just for
that incentive or a freebie. However, you can certainly
encourage them to recommend your brand on social media
and subsequently offer a discount voucher or a coupon that
they can use.
50

Going beyond the NPS survey
Today, almost every business around the world is using NPS
survey to measure and improve its customer experience.
The Net Promoter System Blog lists over 200 companies
across 10 industries that are using NPS. Certainly, that’s only
a fraction of the total number of companies conducting NPS
surveys.
While most companies easily adopt the Ultimate Question for
collecting NPS feedback, only a handful are successful in
reaping huge benefits out of it. Companies that succeed with
NPS are generally better prepared for handling the small
projects that sprout out of it. Even fewer organizations go
beyond the survey, which actually differentiates such
company’s NPS efforts from that of others.
What does it mean to go beyond the
NPS Survey?
Even among the clients of Omoto, I find a huge variance in
how they utilize NPS. Some are chasing scores, while others
are looking for deeper insights. One of our e-
Commerce clients doubled its response rate when it started
using Omoto. This client understood the importance of
keeping the NPS survey simple and avoided making mistakes
that other companies make with their NPS surveys. This
company also utilized Omoto’s detractor management
system to the fullest. By setting up a dedicated team that
would close-the-loop with every detractor within 24 hours
51

of their response, the company has been successful in
recovering and converting its detractors into promoters! This
company focused on taking action on detractor feedback
and utilized its promoters to enhance its social media
voice. Through Omoto’s automatic promoter activation
campaigns, over 60% of the brand’s promoters are now
following its Facebook page, thus creating an audience that
is willing to buy more from the brand.
On the other hand, a healthcare client of Omoto hasn’t been
able to achieve similar results. While Omoto supports this
healthcare brand in capturing feedback from channels such
as SMS, Email, Call center, and on-premise tab device, this
company’s focus keeps changing from collecting more
feedback to increasing NPS within a quarter. The company
gets all the technical requirements fulfilled; however, the
changing focus of the company is creating confusion among
employees that is leading unimpressive results from the NPS
survey.
As you can observe, the difference in the approach towards
NPS survey has led these two companies to different results.
Hence, it’s important for companies to go beyond the survey
and focus on utilizing the customer feedback to improve
customer experience. Here are ten simple points to help you
reap the best out of your NPS survey:
1. Keep in mind that NPS is not a market research tool
NPS is a measure of your customers’ experience with your
brand. It is meant to be short and sweet unlike market
research. Most importantly, it is an operational tool that
triggers action while market research is ‘research’ that is
passive and is meant for knowledge building.
52

Both are great tools but are meant for a different purpose and
have different end goals. It is crucial that all organizations
understand this.
2. Read the verbatim - it is a goldmine of information
First of all, you must read every customer comment purely out
of respect for your customers’ time. When tons
of automatically analyzed and beautifully reported data is
available, why would you want to read through the free text
comments, right? WRONG! You should still read the
comments because:
1. 1 in a 1,000 customer survey responses is the source of a
business transforming idea – you don’t want to miss that,
right?
2. 4% of the responses ask you to take an action to resolve a
customer complaint, sometime even requesting a quote
for more business – again not something you want to
miss.
3. Be transparent; make it visible at the top
Install digital signage in CXO’s cabins, share
daily/weekly/monthly NPS and summary of customer issues.
You must demonstrate what is being done to improve NPS
and make it visible through the NPS trend. Be bold, be
transparent.
4. Involve the frontline employees in improving NPS
Your frontline employees know your customers best. They
would feel more committed to the success of NPS if they are
involved directly in improving it. Moreover, they are aware of
most of the customer issues. Additionally, they are brimming
with creative ideas to solve those problems. Listen to your
53

customer-facingemployees, empower themtotakeaction; they
canmassivelyshift thecustomer experiencescaleinyour favor.
5. Have the right attitude towards customer feedback
Everycompanyhasflawsandit’sbest toacknowledgethem.
Customer feedbackislikeamirror for anorganization, showing
what iswhat. Youmust abstainfromshootingdowncustomer
feedbackbysaying‘thecustomerdoesn’tunderstandthe
process’ or ‘thatwasaone-off’.
If youembracecustomer feedbackwiththeright attitude, it could
reallytransformyour organizationbycontinuallyfixingproblems
that customersarepointingout.
6. Close the loop
It isTHEmost important thingtodofromtheverybeginningof
anycustomer feedbackprogram. Irrespectiveof themetricused,
closingtheloopwill improvecustomer engagement aswell as
createpromoters. Implementingservicerecoveryor anaccount
reviewmeetingwill helprecover detractors. Reachingout and
thankingyour promotersisequallyimportant - donot overlook
thegoods.
Closingthefeedbackloopiscritical. It shouldbeapart of
everybody’sactivitylist.
7. Share customer comments across the organization
Sharingyour customers’ voiceinternallybringseveryonecloser
toyour customers. Don’t sharejust thegoodfeedback - sharethe
negativefeedbacktoo. It keepsemployeesmotivatedandkeeps
themontheir toesat thesametime.
54

8. Take action on the feedback; utilize the data
So many organizations collect a host of data from their
customers and then analyze and report that
data. However, they completely miss using that feedback to
make changes in their businesses and processes. Ultimately,
such organizations resort to blaming the process by stating
that it didn’t work.
“If you do not use the information to make changes in the
business, shut down the whole process because it is just a
waste of time and money.” ~ Adam Ramshaw, Genroe.
9. Make the NPS program your own, brand it
Rename it, brand it, give it a logo, a tagline, and even a
mascot! You must ensure that the program is well recognized
internally. This is probably the best way to get everybody
excited about any new initiative – make it your own.
10. Invest in automation to reduce cost and failure
It is a bad idea to have your NPS or VoC program dependent
on a particular individual. Every time that one person is off
work or leaves the organization, the process should not come
to a standstill.
Invest in a good NPS solution such as Omoto, and automate
as much of the routine survey process as possible. You can
automate tasks such as data collection, validation, collation,
analysis, and reporting to minimize any dependency on a
person.
55

About the author
56
This eBook has been compiled and written
by Vivek Jaiswal. Vivek is the CEO and Co-
founder of Omoto. He has several years of
experience setting up and running NPS
programs for major brands around the
world. Vivek is also a strong proponent of
great customer experience and believes
that a good customer experience is the
fundamental right of every customer.
He actively writes on Customer Think and
is ranked as the 11th most popular author
on Customer Think. Vivek also runs a
newsletter on CX Essentials titled
Cxentials, where he shares tips and ideas
around CX and interesting articles that are
worth a read.

1 2 3
Communication Action Analysis
Tab feedback
SM S feedback
Em ail feedback
Omni-channel feedback survey
Real-tim e alert
Auto-escalation
Action on the
m ove
Slice and dice
report
Identify trends
Get sum m ary
em ails
Real-time reporting & notification Powerful yet simple analytics
The ultimate NPS solution built on three pillars
The Omoto team has helped us approach
customer experience management in a
systematic manner. We are finally focusing on
improving customer experience through
actionable insights from the system rather
than spending valuable person hours in
executing surveys and deriving inputs, sifting
through pile of data.”
“
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Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld

[eBook] A practical guide to Net Promoter Score®

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