Many companies are using NPS as a way of measuring the outcome of delivering a customer experience whether it be good or bad.
Its is based on a core question - how likely are you to recommend us? and answered on a 0-10 point scale.
Many companies use a wide range of methods to measure customers responses to their activities, NPS is only one method and has become very popular as it is very simple and intuitive. However it is not necessarily the best for every situation.
The Net Promoter Score provides a measurement of how the Customer sees the organisation on an experience they have just had.
So it is an external to internal view.
The MRI is a measurement of how the leader/employee sees the company's ability to provide a great customer experience.
An internal to external view. Whether or not they believe they are customer centric.
In order to make the NPS score move in a positive direction the company has to do something.
The MRI is the tool that provides the information to the leaders to enable them to act on what is important and find the strengths and weakness of the company across the 8 disciplines that we measure in order to create change.
The MRI goes further as it provides outcomes through the verbatims on what the employees believe are important in creating great customer experiences and change. If we engage the employees they will help provide better customer experiences.
NPS is just a score and measurement of what has happened. The MRI is a tool to create change to make the NPS score rise. NPS and MRI go well together.
If a prospect uses the NPS here are some questions:
- How are you going to make the score rise and build better customer experiences? (It requires a true focus on customers, cross-functional collaboration and alignment)
- Does the NPS score identify what needs to change internally in order to improve it?