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This 12-page guide will warn about the dangers that your business strategy and your professional reputation face by making decisions based on NPS results.

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Guilherme Cerqueira Market Research Professional, ESOMAR member, with +15 years of experience managing +800 projects with large enterprises helping them understand the correlation between customer experiences and business results. Among his customers we can highlight international corporations such as 3M, Nextel, IBM, Chevron, Praxair Inc., Essilor, Petrobrás, Siemens, TAM, LAN, Hamburg Sud, C&A, VIVO Telecom, TIM Telecom and many others.

ABOUT THE AUTHOR, GUILHERME CERQUEIRA

THE 3 THREATS OF NET PROMOTER SCORE

WHAT READERS SAID ABOUT THIS BOOK

I WANT TO READ!

• Table of Contents 

Learn how NPS can lead to dangerous business decisions.

#1 - NPS LEAVES MONEY ON THE TABLE BY NOT DELIVERING THE "WHY" BEHIND CUSTOMERS DECISIONS.

Copyright 2015 - Worthix Corp.

Robert Drumond

CEO at Advance Languages Institute

It's time to renew my KPI. Nono nononono onononononon nononononon nonono nonononononon nononon nonono.

Jane Doe

CEO/Founder, GoodWork Inc.

These guys are the best at what they do - they know their stuff. Just reading their various ebooks will be proof enough.

Introduction.

- page .1 of 8 -

NPS was developed at a time when customer surveying was a monumental operation. The year was 2003 and consumer behavior was a budding trend. In order to survey customers, marketers had to have either a scientific background or enough funds to hire a market research consulting firm to do it for them. Additionally, both alternatives resulted in unreasonably extensive questionnaires, an enormous workload and a long journey until results were ultimately handed over to the company’s decision makers.

That being said, when NPS finally came along it was a godsend. Executives were suddenly able to measure customer experience with one simple question! Not only was it easy to use, it was fast and kept up with the new pace of change with which companies were having to deal.   

Along with the launch of NPS came a slew of complaints from the scientific community, most of which were in fact, dead-on. However, despite its flaws in the scientific department, NPS was still a better trade-off since no one was offering an alternative that was up to par. The industry was sending out a very clear message that it preferred the risk of using a questionable” methodology that was simple and easy to deploy over the scientific accuracy of the long and gruesome questionnaire.

But that was 2003. Nowadays, with the market changing at unprecedented speed, the perceptions customers have regarding their experiences are the ones defining their purchasing and loyalty decisions. 

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What NPS isn't telling you - FREE Download

#2 - NPS BENCHMARKS DON'T EXPOSE CUSTOMER EXPERIENCE DIFFERENCES BETWEEN COMPETITORS.

#3 - NPS DOESN’T MEASURE THE STRENGTH OF THE CUSTOMER PERCEPTIONS WHICH ARE DRIVING DECISIONS.

How to avoid the 3 threats of Net Promoter Score that can put your career on the line.

• Case study with +5000 customers of Banks, Telecom Companies and E-commerces.

• NPS (recommendation question) is very often tainted by a social bias.

CASE STUDY + BONUS CONTENT

This e-book is geared towards marketing professionals; regardless of background experience and knowledge in market research, statistics and consumer science. By reading this you will easily understand the dangers behind NPS (Net Promoter Score) and see why, after its moment in the spotlight, this methodology is about to be retired for good.

This means that differentiation by products and services are dying (commodities effect) and companies are now concentrated on delivering unique experiences as their main differential.

The new Customer Experience economy requires a score, a metric or a KPI (call it what you will) that can truly explain the cause and effect relation between the experiences companies deliver and the customer’s ultimate decision. For today’s market, the NPS simplicity is no longer equivalent to efficiency; in factbasing your decisions on NPS results can be harmful to both your business strategy and reputation. 

Gartner’s most recent studies show that by 2016, 89% of companies expect to compete mostly on the basis of customer experiences versus a 36% from four years ago.

89%

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Net Promoter® and NPS® are registered trademarks and Net Promoter Score and Net Promoter System are trademarks of Bain & Company, Satmetrix Systems and Fred Reichheld. 

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