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Closing the customer feedback loop
Most companies devote a lot of energy to listening to the voice of the customer, but few of them are very happy with the outcome of the effort. Managers have experimented with a wide array of techniques, all useful for some purposes--but all with drawbacks. A growing number of companies have developed effective customer feedback programs that head off those challenges right from the start. Instead of building elaborate, centralized customer research mechanisms, these firms begin their feedback loop at the front line. Employees working there receive evaluations of their performance from the people best able to render an appraisal--the customers they just served. The employees then follow up with willing customers in one-on-one conversations. The strongest feedback loops do more than just connect customers, the front line, and a few decision makers in management, however; they keep the customer front and center across the entire organization. One approach that we believe works well across a range of industries is the Net Promoter Score (NPS), which one of the authors of this article, Fred Reichheld, created seven years ago. NPS immediately categorizes all customers into one of three groups--promoters, passives, and detractors--allowing employees throughout a company to see right away whether a customer experience was a success or a failure--and why..Printed journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | : Harvard Business School Publishing |
|---|---|
| Edisi | - |
| Subjek | Organizational behavior Quality control Models Information management Customer feedback |
| ISBN/ISSN | 178012 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |