I recently worked on a feedback management project for a large local club soccer organization trying to help them assess their relations with members. In the survey we asked the "Likely to recommend" question and came up with over 50% promoters and an NPS of 23. Without going into detail about the survey, what struck me was how engaged this club's promoters were in its success. We asked promoters how often they had recommended the club in the last year. Over 95% indicated one or more recommendations. Over half recommended more than five (5) times. And, about a quarter recommended more than ten (10) times. Many promoters indicated, via open answers that they were continuing to work on behalf of the club by actively referring people. Clearly, a very engaged group.
This particular club is premium priced (2x the cost of many other club programs), operating in a very competitive market and is a relatively new entrant. So, it seems to me that the engaged-ness of their promoters has largely been the driver of their successful growth.
In thinking about engagement by this group of promoters it occurs to me that the "likely-to-recommend" question is a natural "trigger" question for identifying engaged customers. But, based on open answer responses from "neutrals" and even "detractors" at the high end of the detractor scale, I think engagement questions should be posed to more than just "promoters". In this survey, as well as others I've done, I've seen enough similarity in open answer responses from neutrals and "high end" detractors to believe that substantial levels of leverageable engagement exist amongst those customer subsets to at least be asking them how often they are recommending, as well as one or more other questions that indicate how engaged they are.
The next challenge of course, would be to leverage engagement amongst these "lower tier" engaged customers (i.e. neutrals and high end detractors with similar characteristics to promoters). Doing that requires Acting on their feedback quickly and effectively to deal with the issue(s) that put them into the neutral or detractor bucket in the first place. It would, I think, also require that something else be done that encourages "promoter" behaviors they are already partially exhibiting.
This particular club is premium priced (2x the cost of many other club programs), operating in a very competitive market and is a relatively new entrant. So, it seems to me that the engaged-ness of their promoters has largely been the driver of their successful growth.
In thinking about engagement by this group of promoters it occurs to me that the "likely-to-recommend" question is a natural "trigger" question for identifying engaged customers. But, based on open answer responses from "neutrals" and even "detractors" at the high end of the detractor scale, I think engagement questions should be posed to more than just "promoters". In this survey, as well as others I've done, I've seen enough similarity in open answer responses from neutrals and "high end" detractors to believe that substantial levels of leverageable engagement exist amongst those customer subsets to at least be asking them how often they are recommending, as well as one or more other questions that indicate how engaged they are.
The next challenge of course, would be to leverage engagement amongst these "lower tier" engaged customers (i.e. neutrals and high end detractors with similar characteristics to promoters). Doing that requires Acting on their feedback quickly and effectively to deal with the issue(s) that put them into the neutral or detractor bucket in the first place. It would, I think, also require that something else be done that encourages "promoter" behaviors they are already partially exhibiting.
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