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A customer-centric approach pays
off, literally, says Andreas Dullweber.
Companies in agreement with their
customers clearly outperform
competitors in profitable growth.
“If you want to get the opinion of
your friend about something,” asks
Dullweber, “what would you do, send a
survey? No. You talk to your friend.”
The company came up with one
simple question that can be deployed
across all geographies, business lines,
and customer segments. The question
and core measurement of NPS is known
as ‘the ultimate question’: On a zero-to-
ten scale, how likely is it that you would
recommend us (or this product/service/
brand) to a friend or colleague? This
is usually the starting point for a more
detailed understanding of and dialogue
with the customer.
NPS classifies customers into three
groups. A score from zero to six means
the customer is a detractor, someone
who is dissatisfied. A score of seven or
eight means the customer is passive.
Though they are not unhappy per se,
they cannot be considered loyal. Loyal
customers give a score of nine or ten.
These are the promoters who form the
basis for sustainable profit because they
stay longer, buy more, tell their friends
and are often lower cost to serve.
“Companies need to know which
customers are promoters, which are
detractors, and what the value differ-
ence is between them. Employees need
to know if they just created a promoter
or detractor with their service, actions
or products – day by day,” highlights
Dullweber.
8 | PEOPLE FLOW