December 2009Closing the customer-feedback loop at Charles Schwab - video
Bain & Company 12/18/2009
Net Promoter Score® disciplines are at the core of a new focus on direct customer feedback that Charles Schwab & Company credits with turning around their business. In this 8-minute video, Schwab managers and client-facing financial consultants explain how Schwab is applying the disciplines of Net Promoter across all of its branch offices and call centers.
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Net Promoter Score®: A Primer - video
Bain & Company 12/18/2009
by Rob Markey
In this 4-minute video, Bain partner Rob Markey describes the Net Promoter Score® process. He explains how companies that ask a simple question, "How likely are you to recommend the products or services of this company to a friend or colleague?" can quickly sort their customers into Promoters, Passives and Detractors and calculate their Net Promoter Score.
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August 2008 Guided by feedback: Measuring customer engagement 
ABA Banking Journal 8/8/2008
by Lauren Bielski
Customer engagement is one of those seemingly squishy marketing concepts grown out of the social internet phenomena and Web 2.0, which has surprising precision and heft once you spend some time with it. A loud and proud metric in this broader field of engagement analysis is the Net Promoter Score, which was developed by Fred Reichheld, founder of Bain's Loyalty Practice and the NPS Loyalty Forum, a community of practitioners. Reichheld offered a simple explanation of the score, "What we found was that the Golden Rule applied to business," he said. "'Treat people the way you want to be treated' is not only an ethical way to operate, it can yield a payoff."
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May 2008 Leading with loyalty
Strategy & Leadership 5/31/2008
by Rob Markey and Fred Reichheld
Loyalty leaders succeed because their processes and people are focused on turning customers into promoters. Bain's Net Promoter® Score is a reliable survey tool that allows companies to gather the right data from the right customers at the right time.
December 2006Customer loyalty: dos and don'ts
Smallbiz 12/15/2006
by Jeffrey Gangemi and Amy Barrett
Creating and nurturing loyal customers has always been a top priority for marketing teams within companies large and small. But today's most innovative firms are looking for ways to go beyond the frequent buyer program and transform the loyal customer into an essential extension of the company's sales, marketing, and product development teams. The question is how. In this tip sheet, five experts in facilitating customer loyalty offer dos and don'ts for small businesses attempting to develop a customer loyalty strategy and get it working.
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Hard facts about this year's books
Globe and Mail 12/13/2006
by Harvey Schachter
The Ultimate Question ranked 3rd among top 10 business books of 2006 according to the Globe and Mail.
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November 2006 Power 30
SmartMoney Magazine 11/1/2006
When are profits bad for long-term growth? When they're earned at the expense of customer goodwill -- think hidden fees and service cuts. Common sense? Perhaps. But 54-year-old Reichheld's Net Promoter Score, which measures whether customers will recommend a company, has become the metric du jour for some of America's biggest firms.
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Find your sweet spot
Harvard Management Update 11/1/2006
by Rob Markey, Gerard du Toit and James Allen
Companies understand the potential benefits of customer segmentation-but rarely seem to apply it successfully to their businesses. A recent Bain & Company survey showed that although 81% of executives say customer segmentation is critical for growing profits, fewer than 25% believe their companies use it effectively. The authors, three partners at Bain & Company, present the results of their research on practices that ensure companies get the most value from their segmentation efforts, and through two case studies, share specifics on how these principles were applied.
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October 2006 Customer feedback
Treasury & Risk Management 10/1/2006
by Duncan Wood
What companies have lacked is a credible metric, says Bain & Company's Reichheld-something that could be used to hold businesses accountable, provide staff with incentives for improvement and act as a proxy for future sales growth. "Everyone with a brain in their heads knows that customer satisfaction is a key component of value. They just don't have a good way of measuring it," says Reichheld. At Bain & Company, he developed a simple measure of customer satisfaction called the Net Promoter Score (NPS). This is the metric now being used by GE and Intuit, among others.
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September 2006 NPS: The next Six Sigma? The "net promoter score" for measuring customer loyalty is emerging as a favorite metric for managers seeking organic growth
BusinessWeek Online 9/25/2006
by Fred Reichheld and Rob Markey
Business leaders and investors are likely to hear more about NPS, and not just from GE. NPS is the culmination of more than 20 years of work aimed at developing a reliable measure of customer loyalty. The link between loyalty and growth should be obvious, though it never shows up on a financial statement. Like Six Sigma, NPS is more than a metric -- it's a set of disciplines for using that metric to understand customers and drive strategy and operations. Companies need to learn these disciplines, not just the metric itself.
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