Net Promoter Camp Training


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Net Promoter Camp Training

  1. 1. D A T A Action Results E X C E L L E N C E Net Promoter Camp Training
  2. 2. Introductions <ul><li>Those involved in resident camping? </li></ul><ul><li>Those involved in day camping? </li></ul><ul><li>Others? </li></ul>
  3. 4. Net-Promoter Methodology Delighting Participants and Enhancing Loyalty
  4. 5. Rapid Adoption
  5. 7. The Ultimate Question <ul><li>How likely would you be to recommend camp to a friend, family member or neighbor on a scale of 0 to 10? </li></ul>
  6. 8. Response Groups
  7. 9. Net-Promoter Response Groups <ul><li>Promoters (9&10) – those who were so delighted that they are promoting their experience to others. </li></ul><ul><li>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. </li></ul><ul><li>Detractors (0-6) – those who are anywhere from very dissatisfied to not having some portion of their expectations met. </li></ul>
  8. 10. Promoters exhibit the Four Loyalty Behaviors that drive growth <ul><li>Repurchase </li></ul><ul><li>Buy additional lines </li></ul><ul><li>Refer others </li></ul><ul><li>Provide constructive feedback </li></ul>
  9. 11. Use the Net-Promoter question framework & methodology as an over-arching indicator along with traditional evaluations. <ul><li>1. Net-Promoter Question (Scale of 0-10) </li></ul><ul><li>How likely is it that you would recommend your YMCA to a friend or family member? </li></ul><ul><li>2. Open-end follow-up questions </li></ul><ul><li>Why did you rate it the way you did? </li></ul><ul><li>What would we need to do to get a rating of 9 or 10? </li></ul><ul><li>What needs to improved? </li></ul><ul><li>3. Additional evaluation questions </li></ul>
  10. 12. Scoring
  11. 13. 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
  12. 14. Call to Action <ul><li>Create more Promoters and fewer Detractors! </li></ul>
  13. 15. 2 Dimensions of Loyalty
  14. 16. Promoter Exercise <ul><li>Name a company that you are a promoter for and tell us the reasons why. </li></ul>
  15. 17. Camp Promoter Exercise <ul><li>What are the things you’ve heard people articulate when promoting your camp? </li></ul>
  16. 18. More than Satisfaction ... Loyalty & Growth
  17. 19. Companies with world class loyalty
  18. 20. Industry Leaders <ul><li>Long distance providers - Vontage - 45% </li></ul><ul><li>Cellular providers - Verizon - 40% </li></ul><ul><li>Internet service providers - AT&T - 11% </li></ul><ul><li>Banking - Citigroup - (12%) </li></ul><ul><li>Brokerage - Charles Schwab - 36% </li></ul><ul><li>Technology hardware - Apple - 77% </li></ul><ul><li>Online search - Google - 71% </li></ul><ul><li>Online shopping - Amazon - 74% </li></ul>
  19. 21. Discovering Key Drivers Super Promoters
  20. 22. Bad Profits <ul><li>Come at customers’ expense and drain the value out of customer relationships. </li></ul><ul><li>Whenever a customer feels misled, mistreated, ignored, or coerced, then profits from that customer are bad. </li></ul><ul><li>Are about extracting value from customers, not creating value. </li></ul>
  21. 23. Examples of Bad Profits <ul><li>Airlines: Change fees & baggage fees </li></ul><ul><li>Rental car: Gasoline refill @ 3x retail price </li></ul><ul><li>What are some other examples where </li></ul><ul><li>you have experienced bad profits as </li></ul><ul><li>consumer? </li></ul><ul><li>Are there any bad profits now in your camps? </li></ul>
  22. 24. Bad Profits vs. Good Profits <ul><li>Bad profits undermine growth. </li></ul><ul><li>Good profits are earned with the customer’s enthusiastic cooperation. </li></ul>One organization’s bad profits can be another organization’s marketing campaign
  23. 25. NPS -- More Than a Metric <ul><li>Provides participant data as an instrument for improvement </li></ul><ul><li>Provides data for strategic decision making to grow participation </li></ul><ul><li>Simple for everyone, at all levels, to understand </li></ul><ul><li>Actionable by employees </li></ul>
  24. 26. Gathering Data D A T A
  25. 27. Transactional & Relationship <ul><li>Transactional – measure experience following a specific event </li></ul><ul><li>Relationship – measure experience periodically over the lifetime of a member </li></ul>
  26. 28. Customer Corridor <ul><li>Visit Website Take Delivery Request Service </li></ul>Brand image, Value, Ease of doing business Purchase Use Product Get tech support Move/ Change Lodge Complaint
  27. 29. Camp Customer Corridor Exercise <ul><li>1. Identify no more than 10 customer touch points for your camp experience </li></ul><ul><li>2. Identify 2 of the touch points you believe are the most critical to the customer’s perception of camp </li></ul><ul><li>3. For those 2 touch points, identify up to 5 important factors that matter the most to you as participant or parent </li></ul>
  28. 30. <ul><li>Drive NPS as a top priority </li></ul><ul><li>Ensure data segmentation </li></ul><ul><li>Implement improvement systems </li></ul>Key Requirements for Success
  29. 31. Top Priority
  30. 32. Top Priority <ul><li>Ensure structure follows strategy </li></ul><ul><li>Integrate / Align departments & systems </li></ul><ul><li>Invest sufficient resources </li></ul><ul><li>Process to drive cross-functional solutions </li></ul><ul><li>Ensure employees at all levels take action </li></ul><ul><li>IndividualCamp and Comments </li></ul>
  31. 33. Program Governance Model <ul><ul><ul><ul><ul><li>Steering Committee </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Director </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Senior Staff </li></ul></ul></ul></ul></ul>Program Team Runs Infrastructure Analysis, Education Experts in NP Business Function Team Marketing IT Operations/Programs Facilities
  32. 34. Alignment <ul><li>Top Down </li></ul><ul><li>Set strategic priorities </li></ul><ul><li>Lead change </li></ul><ul><li>Visibly show commitment </li></ul>Director Senior Leaders Process Leaders Critical Customer Touch Points <ul><li>Bottom Up </li></ul><ul><li>Frontline alignment & accountability </li></ul><ul><li>Closed-loop process </li></ul><ul><li>Front-line learning </li></ul>
  33. 35. Enemies of Innovation <ul><li>Ideas are easy – the toughest obstacles are developing speed and coordination. </li></ul><ul><li>Biggest Barriers </li></ul><ul><li>Lengthy Development Times </li></ul><ul><li>Lack of Coordination </li></ul><ul><li>Risk Averse Culture </li></ul><ul><li>Limited Customer Insight </li></ul>The Smallest Barrier Lack of Ideas
  34. 36. Change Management <ul><li>Why do organizations fail? </li></ul><ul><li>Operational execution of the program - number of employees that need to change </li></ul><ul><li>In ability to create change – move focus from short-term to long-term </li></ul><ul><li>“ What gets measured gets done” isn’t sufficient, requires aligned systems </li></ul>
  35. 37. Segmentation Segmentation
  36. 38. 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
  37. 39. Profitability / NPS Grid Profitability High Low Detractors Passives Promoters Low NPS High Missionaries Agnostics Insurgents Angels Angel Candidates Detainees
  38. 40. Cross Tabulations Staff at camp have facilitated my child making friends Strongly agree NPS 77.9% Somewhat disagree NPS 66.2%
  39. 41. Cross Tabulations You received the communications you needed since the beginning of camp? Strongly agree NPS 67.5% Strongly disagree NPS 53.3%
  40. 42. Implementation Systems
  41. 43. Establish Operating Procedures <ul><li>Find 3rd party to drive the survey process </li></ul><ul><li>Phase out current feedback systems that aren’t critical to Net Promoter </li></ul><ul><li>Ensure commitment to long-term strategy among all key leaders </li></ul><ul><li>Put into place a system for action planning </li></ul><ul><li>Elevate NPS status and results in all staff and board reporting </li></ul>
  42. 44. NPS Communication <ul><li>Should be understood by all staff </li></ul><ul><li>Should be visible to staff </li></ul><ul><li>Should be communicated across the organization and to participants </li></ul>
  43. 45. NPS to Frontline Employees <ul><li>Enlist - they know the truth </li></ul><ul><li>Educate - share goals, decisions, results </li></ul><ul><li>Align goals, procedures & metrics </li></ul><ul><li>Customize - make information relevant to people in their tasks </li></ul><ul><li>Relevant reporting - keep frequency in line with the nature of the job </li></ul><ul><li>Reward - their contribution is valued </li></ul>
  44. 46. Additional Camp Assessments <ul><li>Q-Checks – how well we are caring for the appearance of our facilities and equipment </li></ul><ul><li>Quality Standards – how well we are meeting our standards in training and program delivery </li></ul>
  45. 47. Questions