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For example, the most well-known system is the Net Promoter System (NPS)*. It asks how likely a customer would be to refer a company to someone else, with 10 meaning very likely and 1 meaning very unlikely. We’ve found this metric to hold true in our own experience conducting voice-of-customer surveys in B2B industrial markets.
I was recently asked for suggestions on how to prevent different business units and divisions within a larger organization from becoming complacent when they are performing well based on their customer experience metrics. Here's what happens and why the work is never done: Expectations change. Customerschange.
I was recently asked for suggestions on how to prevent different business units and divisions within a larger organization from becoming complacent when they are performing well based on their customer experience metrics. Here's what happens and why the work is never done: Expectations change. Customerschange.
Companies that learn to listen to their customers whether from feedback through structured or unstructured channels, will be better equipped to adapt to the ever changing market. As the market and customerchanges, companies change. And then you build up your voice of customer engine. I love those.
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