Your NPS is Not a Vanity Plate

February 10, 2011 at 10:03 AM 1 comment

A few days ago I had a great phone conversation with Esteban Kolsky, strategist, consultant, and all-round go-to guy for straight talk on how to understand your customers better.

We were discussing how my company’s platform could help companies gain insight into their customers. Within a minute, Esteban had brought up NPS.

It didn’t surprise me that the guy who helped define the market my company is in – Enterprise Feedback Management or EFM – would think that NPS made a big difference. Like me, he gets frustrated that clients don’t use it, and when they do, they tend to misuse it.

Companies often use their NPS score as a vanity plate – a statistic to show that their customers love them more than the competition.

But that’s shallow. The Net Promoter Score is a strategic marketing indicator which indicates how many of your customers believe passionately that the customer experience you deliver is rewarding. Your job is to understand what the drivers are behind that passion – what factors make people believe in your company – and then work on improving those factors. There’s no better way to make your brand succeed.

Marketers love surveys. They collect data up the wazoo, but that data doesn’t tell you what to do next. In fact, too much marketing information can paralyze you, because the one thing that information doesn’t tell you is whether it’s important or not.

Your NPS is an important indicator, but the real information is knowing what the drivers are behind the NPS. I know that. Esteban Kolsky knows that. And now you do too. Go for it.


Entry filed under: Uncategorized.

NPS – The Unsung Hero Customers Need Love, Too

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Thompson Morrison

Thompson Morrison

About Thompson

As CEO of FUSE Insight, Thompson Morrison uses powerful new web interviewing technologies to help businesses better align their brand with the needs and aspirations of their customers. Learn more at


"The single most significant strategic strength that an organization can have is not a good strategic plan, but a commitment to strategic listening on the part of every member of the organization." -- Tom Peters



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