D A T A Action Results E X C E L L E N C E Net Promoter Camp Training
Those involved in resident camping?
Those involved in day camping?
Net-Promoter Methodology Delighting Participants and Enhancing Loyalty
The Ultimate Question
How likely would you be to recommend camp to a friend, family member or neighbor on a scale of 0 to 10?
Net-Promoter Response Groups
Promoters (9&10) – those who were so delighted that they are promoting their experience to others.
Passives (7&8) – those who had their expectations met to the point that they were satisfied but were not delighted to the point that they are promoting their experience to others.
Detractors (0-6) – those who are anywhere from very dissatisfied to not having some portion of their expectations met.
Promoters exhibit the Four Loyalty Behaviors that drive growth
Buy additional lines
Provide constructive feedback
Use the Net-Promoter question framework & methodology as an over-arching indicator along with traditional evaluations.
1. Net-Promoter Question (Scale of 0-10)
How likely is it that you would recommend your YMCA to a friend or family member?
2. Open-end follow-up questions
Why did you rate it the way you did?
What would we need to do to get a rating of 9 or 10?
What needs to improved?
3. Additional evaluation questions
Example Response Ratings rating % responded 9-10s: 71% 7-8s: 26% 0-6s: 3% Net –Promoter Score: 68% Just averaging the ratings, results in a 9.1
Call to Action
Create more Promoters and fewer Detractors!
2 Dimensions of Loyalty
Name a company that you are a promoter for and tell us the reasons why.
Camp Promoter Exercise
What are the things you’ve heard people articulate when promoting your camp?
More than Satisfaction ... Loyalty & Growth
Companies with world class loyalty
Long distance providers - Vontage - 45%
Cellular providers - Verizon - 40%
Internet service providers - AT&T - 11%
Banking - Citigroup - (12%)
Brokerage - Charles Schwab - 36%
Technology hardware - Apple - 77%
Online search - Google - 71%
Online shopping - Amazon - 74%
Discovering Key Drivers Super Promoters
Come at customers’ expense and drain the value out of customer relationships.
Whenever a customer feels misled, mistreated, ignored, or coerced, then profits from that customer are bad.
Are about extracting value from customers, not creating value.
Examples of Bad Profits
Airlines: Change fees & baggage fees
Rental car: Gasoline refill @ 3x retail price
What are some other examples where
you have experienced bad profits as
Are there any bad profits now in your camps?
Bad Profits vs. Good Profits
Bad profits undermine growth.
Good profits are earned with the customer’s enthusiastic cooperation.
One organization’s bad profits can be another organization’s marketing campaign
NPS -- More Than a Metric
Provides participant data as an instrument for improvement
Provides data for strategic decision making to grow participation
Simple for everyone, at all levels, to understand
Actionable by employees
Gathering Data D A T A
Transactional & Relationship
Transactional – measure experience following a specific event
Relationship – measure experience periodically over the lifetime of a member
Visit Website Take Delivery Request Service
Brand image, Value, Ease of doing business Purchase Use Product Get tech support Move/ Change Lodge Complaint
Camp Customer Corridor Exercise
1. Identify no more than 10 customer touch points for your camp experience
2. Identify 2 of the touch points you believe are the most critical to the customer’s perception of camp
3. For those 2 touch points, identify up to 5 important factors that matter the most to you as participant or parent
Drive NPS as a top priority
Ensure data segmentation
Implement improvement systems
Key Requirements for Success
Ensure structure follows strategy
Integrate / Align departments & systems
Invest sufficient resources
Process to drive cross-functional solutions
Ensure employees at all levels take action
IndividualCamp and Comments
Program Governance Model
Program Team Runs Infrastructure Analysis, Education Experts in NP Business Function Team Marketing IT Operations/Programs Facilities
Set strategic priorities
Visibly show commitment
Director Senior Leaders Process Leaders Critical Customer Touch Points
Frontline alignment & accountability
Enemies of Innovation
Ideas are easy – the toughest obstacles are developing speed and coordination.
Lengthy Development Times
Lack of Coordination
Risk Averse Culture
Limited Customer Insight
The Smallest Barrier Lack of Ideas
Why do organizations fail?
Operational execution of the program - number of employees that need to change
In ability to create change – move focus from short-term to long-term
“ What gets measured gets done” isn’t sufficient, requires aligned systems
Customer Segmentation Systematically categorize customers into promoters, passives and detractors for each key customer segment What are some ways that you would want to segment your data to better understand groups of participants
Profitability / NPS Grid Profitability High Low Detractors Passives Promoters Low NPS High Missionaries Agnostics Insurgents Angels Angel Candidates Detainees
Cross Tabulations Staff at camp have facilitated my child making friends Strongly agree NPS 77.9% Somewhat disagree NPS 66.2%
Cross Tabulations You received the communications you needed since the beginning of camp? Strongly agree NPS 67.5% Strongly disagree NPS 53.3%
Establish Operating Procedures
Find 3rd party to drive the survey process
Phase out current feedback systems that aren’t critical to Net Promoter
Ensure commitment to long-term strategy among all key leaders
Put into place a system for action planning
Elevate NPS status and results in all staff and board reporting
Should be understood by all staff
Should be visible to staff
Should be communicated across the organization and to participants
NPS to Frontline Employees
Enlist - they know the truth
Educate - share goals, decisions, results
Align goals, procedures & metrics
Customize - make information relevant to people in their tasks
Relevant reporting - keep frequency in line with the nature of the job
Reward - their contribution is valued
Additional Camp Assessments
Q-Checks – how well we are caring for the appearance of our facilities and equipment
Quality Standards – how well we are meeting our standards in training and program delivery