Welcome to the Bandwagon
As some of you may know, I am not a big fan of the concept of Net Promoter (sometimes referred to as NPS). While measuring positive word of mouth (likelihood to recommend) and negative word of mouth are very valuable and important metrics, the way the NPS score is calculated causes the “one number you need” to lose all precision and reliability–in the best case making it a meaningless number and in the worst case causing it to be misleading, potentially driving you to make BAD decisions. You know the old saying, garbage in - garbage out.
Welcome to the bandwagon of market research sanity - Timothy Keiningham and colleagues. They recently had a paper published in the Journal of Marketing (July 2007) titled, “A Longitudinal Examination of Net Promoter and Firm Revenue Growth.” Let me share with you a few quotes from the paper.
“The clear implication is that managers have adopted the Net Promoter metric for tracking growth on the basis of the belief that solid science underpins the findings and that it is superior to other metrics. However, our research suggests that such presumptions are erroneous. the consequences are the potential misallocation of resources as a function of erroneous strategies guided by Net Promoter on firm performance, company value and shareholder wealth.”
So, lets put that in simple terms: Net Promoter doesn’t work!
Another important quote
“This means that Net Promoter was tied to past growth rates (as opposed to future growth rates). As a result, the data do not help identify whether Net Promoter levels are linked to current changes in revenue growth.”
To clarify – while trying to substantiate his claims on Net Promoter, Reichheld fails Statistics 101. Now I know that he has claimed that executives don’t care about statistics, but I hope they care about accuracy. The data used to support the Net Promoter theory compares revenue growth in a prior period to Net Promoter results in a following period. That would imply, in the best case, that revenue growth drives net promoter. Hmmm… that’s not what Reichheld says.
Let’s look a little further. In the book promoting Net Promoter the biggest case study referenced is Enterprise Rental Car. Believe it or not, they do not ask the questions prescribed by Reichheld, how likely are you to recommend. Instead they ask how satisfied are you. But Reichheld takes the leap to say in his book, and I quote:
“These questions struck pay dirt: the one question at the top of the page: ‘Were you completely satisfied?’ accounted for a startling 86 percent of the variation in customer referrals and repurchases. Those who gave the company a perfect 5 on a 5-point scale - the equivalent of promoter-were three more times likely to return to Enterprise than a customer giving a lower score.”
To put in simple terms - Reichheld “tricks” the readers into thinking Net Promoter works - and it doesn’t. His most profound case study doesn’t even use the “ultimate question.” A true embarrassment to all of those that have drunk the Net Promoter cool-aid.
So welcome to the bandwagon of Market Research Sanity - Timothy Keiningham and colleagues.
Fabulous piece! This will be a key reference for future discussions.
I see NPS being used more and more. I have used it with my clients with limited results. The best use of it is to ask the follow-up questions (”what was the reason for your score?”) and segment those answers by Promoters and Detractors. This will at least give you insight into why customers would OR would not recommend you. Great post Larry!
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