An edition of The ultimate question
(2006)
The ultimate question
for opening the door to good profits and true growth
by Frederick F. Reichheld
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Based on extensive research, 'The Ultimate Question' shows how companies can rigorously measure Net Promoter statistics, help managers improve them, and create communities of passionate advocates that stimulate innovation.
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| Edition | Availability |
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1
The ultimate question: for opening the door to good profits and true growth
2006, Harvard Business School Press
in English
1591397839 9781591397830
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2
The ultimate question: driving good profits and true growth
2006, Harvard Business School Press
in English
1591397839 9781591397830
|
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Libraries near you:
WorldCat
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Book Details
Published in
Boston, Mass
Table of Contents
Why the ultimate question works
Bad profits, good profits, and the ultimate question
How bad profits undermine growth
The alternative: good profits
Bad and good profits: how can companies tell the difference?
Asking the ultimate question
The measure of success
The challenge: measuring customer happiness
Discovering the ultimate question
Scoring the answers
Solving Intuit's problem
Intuit's results: happy customers and shareholders
How NPS can drive growth
NPS and growth: the evidence
The economic power of high-quality relationships
Why NPS works
Word of mouth economics at Dell
NPS and market share
How to measure responses
The enterprise story: measuring what matters
Learning to measure
Taking ESQi seriously
Why ESQi works
How ESQi drives improvement
Vote for growth
A unique system
Why satisfaction surveys fail
Too many surveys, too many questions
The wrong customers respond
Employees don't know how to take corrective action
Too many surveys are marketing campaigns in disguise
Survey scores don't link to economics
Plain-vanilla solutions can't meet companies' unique needs
There are no generally acceptable standards
Surveys confused transactions with relationships
Satisfaction surveys dissatisfy customers
Gaming and manipulations wreck their credibility
The rules of measurement
Principle one: ask the ultimate question and very little else
Principle two: choose a scale that works and stick to it
Principle three: aim for high response rates from the right customers
Principle four: report relationship data as frequently as financial data
Principle five: the more granular the data, the more accountable the employees
Principle six: audit to ensure accuracy and freedom from bias
Principle seven: validate that scores link to behaviors
Becoming good enough to grow
Design winning customer strategies
Defining the reality of your customer base
Priority 1: Invest in your core
Priority 2: Reduce bad profits
Priority 3: Find additional promoters
Design winning propositions
Design for growth
Deliver: building an organization that creates promoters
First, send the right messages
Hire (and fire) to inspire
Pay well and invest in training so employees invest in relationships
Small teams enhance accountability and service
Link measures and rewards to company values
Putting it all together: USAAs call centers
Develop a community of promotersby listening
Hold direct conversations with customers
Create processes for systematic listening by frontline employees
Let customers guide innovation
Help customers delight one another
Create an inner circle
Bring traditional customers into the circle
One goal, one number
Growth: one number for better customer relationships
Talent: one number for better employee relationships
Financial rewards: one number for better investor relationships
One number, many foes
The accountability of a community
The big picture.
Edition Notes
Includes index.
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History
- Created April 1, 2008
- 9 revisions
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| October 8, 2017 | Edited by MARC Bot | merge duplicate works of 'The ultimate question' |
| August 12, 2011 | Edited by ImportBot | add ia_box_id to scanned books |
| May 6, 2011 | Edited by ImportBot | Added new cover |
| May 6, 2011 | Edited by ImportBot | Found a matching record from Internet Archive . |
| April 1, 2008 | Created by an anonymous user | Imported from Scriblio MARC record. |