Creating Promoters and Keeping Them!- Mike Hill
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A presentation on Creating and Keeping Promoters by Mike Hill at active-net 2015.
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Creating Promoters and Keeping Them!- Mike Hill
- 1. Creating Promoters and Keeping them!
- 2. Why is it getting harder to keep customers satisfied and loyal? Greater competition for peoples time and their leisure pound Higher expectations generally in terms of service – driven up by great service driven companies More savvy/experienced customers More comparison/sharing reviews – online
- 3. Knowledge of what they need to do Around a quarter of adults know they should be doing 5 times 30 mins Compared to 3/4s who know the 5 a day message 28% of the population hit the target for fruit and veg
- 4. BHF Figures 2012 39% of men and 29% of women in England reported meeting the recommendations, however, when measured using an accelerometer it was found that only 6% of men and 4% of women met these
- 5. What would encourage? Time/facilities at place of work 23% Free/reduced charges at centres 19% Advice (GP, PT etc) 4%
- 6. Potential market Around 8% of the adult population have been members/users but would never come again only 16% of the population are potential “virgin first timers”; we have to work increasingly with “recycled members/users”
- 7. Facility Perception Three quarters of people think that gyms/centres can cater for them*… public sector facilities are more …but only a third think that they would provide value for money
- 8. Most people seem to feel they could “fit in - in the gym”… …. but they either do not understand the offering… …..or they have experienced it, do understand it, and still aren’t convinced that we are providing value for money!
- 9. Factors – joining and using Its all about location, convenience, facilities and VFM when people join…… But service and people are vital to encourage them to stay…
- 10. Why join a particular centre? Location = 40% Value for money of membership = 20% Range of facilities = 14%
- 11. What keeps them coming?
- 12. Importance of factors in keeping motivated (% stating quite or very impt) 0 10 20 30 40 50 60 70 80 Social activities for members Competitions and challenges in the pool Personal training Feeling like a value member Friendly staff Knowledgeable and supportive staff Seeing visable results
- 13. Importance v Delivery and Gaps 14 15 30 52 52 67 73 15 15 40 32 54 52 43 1 0 10 -20 2 -15 -30 -40 -20 0 20 40 60 80 Social activities for members Competitions and challenges in the pool Personal training Feeling like a value member Friendly staff Knowledgeable and supportive staff Seeing visable results Importance v Deliv Gap Delivery Importance
- 14. The KANO Model A way of better understanding the customer experience is the KANO model.
- 15. What is it? A simple yet powerful framework for thinking about how a service can either delight or disappoint a customer. A great tool for getting staff thinking about the customer experience A tool to help develop approaches for improving customer satisfaction over time.
- 16. The KANO Model Not all features of a service are equally important for delivering either disappointment or delight
- 17. Basics ““basic”basic” dissatisfied satisfied • ExpectedExpected • Does not “satisfy” when presentDoes not “satisfy” when present • Causes dissatisfaction when absentCauses dissatisfaction when absent •4 wheels on a car4 wheels on a car •Hotel door which closesHotel door which closes amount
- 18. Basics ““basic”basic” dissatisfied satisfied • ExpectedExpected • Does not “satisfy” when presentDoes not “satisfy” when present • Causes dissatisfaction when absentCauses dissatisfaction when absent •4 wheels on a car4 wheels on a car •Hotel door which closesHotel door which closes amount Never fail to deliver your Basics
- 19. Performance ““basic”basic” dissatisfied satisfied • ExpectedExpected • Does not “satisfy” when presentDoes not “satisfy” when present • Causes dissatisfaction when absentCauses dissatisfaction when absent •4 wheels on a car4 wheels on a car •Hotel door which closesHotel door which closes amount ““performance”performance” • Can cause satisfaction orCan cause satisfaction or dissatisfactiondissatisfaction • More (or less) is betterMore (or less) is better •Waiting time, Politeness, PriceWaiting time, Politeness, Price
- 20. Performance ““basic”basic” dissatisfied satisfied • ExpectedExpected • Does not “satisfy” when presentDoes not “satisfy” when present • Causes dissatisfaction when absentCauses dissatisfaction when absent •4 wheels on a car4 wheels on a car •Hotel door which closesHotel door which closes amount ““performance”performance” • Can cause satisfaction orCan cause satisfaction or dissatisfactiondissatisfaction • More (or less) is betterMore (or less) is better •Waiting time, Politeness, PriceWaiting time, Politeness, Price Find ways to deliver more of the more is better and less of the less is better
- 21. Delighters ““basic”basic” dissatisfied satisfied • ExpectedExpected • Does not “satisfy” when presentDoes not “satisfy” when present • Causes dissatisfaction when absentCauses dissatisfaction when absent •4 wheels on a car4 wheels on a car •Hotel door which closesHotel door which closes amount ““performance”performance” • Can cause satisfaction or dissatisfactionCan cause satisfaction or dissatisfaction • More (or less) is betterMore (or less) is better •Waiting time, Politeness, PriceWaiting time, Politeness, Price ““delighters”delighters” • Not expectedNot expected • Pleasantly surprisedPleasantly surprised •Free theatre ticketsFree theatre tickets •Extra memoryExtra memory
- 22. Delighters ““basic”basic” dissatisfied satisfied • ExpectedExpected • Does not “satisfy” when presentDoes not “satisfy” when present • Causes dissatisfaction when absentCauses dissatisfaction when absent •4 wheels on a car4 wheels on a car •Hotel door which closesHotel door which closes amount ““performance”performance” • Can cause satisfaction or dissatisfactionCan cause satisfaction or dissatisfaction • More (or less) is betterMore (or less) is better •Waiting time, Politeness, PriceWaiting time, Politeness, Price ““delighters”delighters” • Not expectedNot expected • Pleasantly surprisedPleasantly surprised •Free theatre ticketsFree theatre tickets •Extra memoryExtra memory Find ways to surprise your customers with delighters which don’t cost you much
- 23. Net Promoter Score The Net Promoter Score is worked out by subtracting your % of Detractors from your % of Promoters. The NPS question is “How likely is it that you would recommend this service to a friend or colleague? With 0 being not at all and 10 being extremely”
- 25. Promoters (score 9-10) are loyal enthusiasts who will stay longer, spend more and refer others, fuelling growth. Passives (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to leaving or competitive offerings. Detractors (score 0-6) are unhappy customers who can damage your brand and impede growth through negative word-of-mouth.
- 26. Net Promoter Score Detractors 20% Passive 40% Promoters 40% NPS = 20 0 1 2 3 4 5 6 7 8 9 10 So, if in the example below you had 20% scoring between 0 and 6, 40% 7 and 8 and 40% scoring 9 and 10, then your NPS would be 20 ( ie 20-40%)
- 27. Satisfaction surveys can be misleading; most defectors ARE “satisfied”
- 28. Is there a universal ultimate question? “Would you recommend us to a friend?” Probes both dimensions of loyalty…. * Best features * They know me * Best service * They value me * Best price * They listen to me * They share my values Head Heart
- 29. Tailoring the conversation based on NPS
- 30. Total customer Worth for Promoters and Detractors Based on Average Spending and Word-of-Mouth Behaviours
- 31. Referral and Recommendation Used to be Bad Experience = 10 people, good experience = 3 – short time period Impact of internet – grown these figures exponentially 1 negative = 5 positives Sports, leisure and H and F is R and R sensitive because Community based High service interaction industry
- 32. Using NPS – its not just a number Increasing number of organisations are using NPS as a matrix But measuring by itself is not enough The score wont move unless you change things/take action
- 33. Strategic or tactical? Strategic – identify the drivers of detraction and promotion Tactical
- 35. Drivers of promotion Tend to be “relationship related” With staff, friends, colleagues or other members We need to create the opportunity for these touch points and then facilitate a promoter experience
- 36. Top 5 Tips to remember when communicating with your customers and potential customers 1. Remember time is the number one perceived barrier to being more active 2. Weight loss/maintenance is the “hidden driver” 3. Create promoter experience opportunities by creating “touch points” 4. Keep delivery reality in line with marketing messages 5. Remember it’s a results driven business !
- 37. Thank You contact Mike Hill on mikehill@leisure-net.org
Editor's Notes
- Start with customers – indicates how some non-users might be attracted; or at least how we might be using the wrong tactics I.e. maybe some customers joined despite rather than because of our promotional activity!
- Still need to focus on location – should diminish in importance as more competition and so more niche marketing. Is location the problem with non-users? We’ll see….
- The Kano model is an extremely useful framework for thinking about the characteristics of any particular service. The Kano model proposed three different categories of service feature “Basic” characteristics or features are expected. Customers tend not to notice them unless they are not there. If they are not there, customers experience dissatisfaction. Their presence does not lead to delight (as they are expected). In a leisure centre, a “basic” quality characteristic might include working lockers and showers. “Performance” characteristics. Customer Satisfaction varies with the amount of this variable. Examples in a leisure centre might include waiting time for a service (less is better) and customer focus of staff (more is better) “Delighter” characteristics are not expected, but when present customer may experience delight. Examples in a leisure centre might include a free car wash, sports bag, manicure, nutrition assessment, or class.
- The Kano model is an extremely useful framework for thinking about the characteristics of any particular service. The Kano model proposed three different categories of service feature “Basic” characteristics or features are expected. Customers tend not to notice them unless they are not there. If they are not there, customers experience dissatisfaction. Their presence does not lead to delight (as they are expected). In a leisure centre, a “basic” quality characteristic might include working lockers and showers. “Performance” characteristics. Customer Satisfaction varies with the amount of this variable. Examples in a leisure centre might include waiting time for a service (less is better) and customer focus of staff (more is better) “Delighter” characteristics are not expected, but when present customer may experience delight. Examples in a leisure centre might include a free car wash, sports bag, manicure, nutrition assessment, or class.
- The Kano model is an extremely useful framework for thinking about the characteristics of any particular service. The Kano model proposed three different categories of service feature “Basic” characteristics or features are expected. Customers tend not to notice them unless they are not there. If they are not there, customers experience dissatisfaction. Their presence does not lead to delight (as they are expected). In a leisure centre, a “basic” quality characteristic might include working lockers and showers. “Performance” characteristics. Customer Satisfaction varies with the amount of this variable. Examples in a leisure centre might include waiting time for a service (less is better) and customer focus of staff (more is better) “Delighter” characteristics are not expected, but when present customer may experience delight. Examples in a leisure centre might include a free car wash, sports bag, manicure, nutrition assessment, or class.
- The Kano model is an extremely useful framework for thinking about the characteristics of any particular service. The Kano model proposed three different categories of service feature “Basic” characteristics or features are expected. Customers tend not to notice them unless they are not there. If they are not there, customers experience dissatisfaction. Their presence does not lead to delight (as they are expected). In a leisure centre, a “basic” quality characteristic might include working lockers and showers. “Performance” characteristics. Customer Satisfaction varies with the amount of this variable. Examples in a leisure centre might include waiting time for a service (less is better) and customer focus of staff (more is better) “Delighter” characteristics are not expected, but when present customer may experience delight. Examples in a leisure centre might include a free car wash, sports bag, manicure, nutrition assessment, or class.
- The Kano model is an extremely useful framework for thinking about the characteristics of any particular service. The Kano model proposed three different categories of service feature “Basic” characteristics or features are expected. Customers tend not to notice them unless they are not there. If they are not there, customers experience dissatisfaction. Their presence does not lead to delight (as they are expected). In a leisure centre, a “basic” quality characteristic might include working lockers and showers. “Performance” characteristics. Customer Satisfaction varies with the amount of this variable. Examples in a leisure centre might include waiting time for a service (less is better) and customer focus of staff (more is better) “Delighter” characteristics are not expected, but when present customer may experience delight. Examples in a leisure centre might include a free car wash, sports bag, manicure, nutrition assessment, or class.
- The Kano model is an extremely useful framework for thinking about the characteristics of any particular service. The Kano model proposed three different categories of service feature “Basic” characteristics or features are expected. Customers tend not to notice them unless they are not there. If they are not there, customers experience dissatisfaction. Their presence does not lead to delight (as they are expected). In a leisure centre, a “basic” quality characteristic might include working lockers and showers. “Performance” characteristics. Customer Satisfaction varies with the amount of this variable. Examples in a leisure centre might include waiting time for a service (less is better) and customer focus of staff (more is better) “Delighter” characteristics are not expected, but when present customer may experience delight. Examples in a leisure centre might include a free car wash, sports bag, manicure, nutrition assessment, or class.