In this final post on resistance to changing customer metrics, we consider some of the tips for responding to the objections. Our first post catalogued the objections, the second one tried to ferret out kernels of truth among the complaints, and this final one provides some proven techniques for addressing the complaints. This couldn't possibly be a comprehensive list. But it is the distilled experience of our clients and members of the NPS Loyalty Forum. I bet you have other advice, too.
A few tips for addressing metric-based resistance to change:
- First, make sure they have their facts right. Many of the purported "studies" that attack the value of Net Promoter Scores or other metrics simply don't provide factual evidence supporting their claims. Others are fundamentally flawed. The most popular of all of them actually supports Bain's research under an inflammatory and provocative headline. (See related post: Don't just read the text - pore over the data. Also, you should check out some of the other resources, including other blog posts, located on the Additional resources page of this blog.)
- Bring people back to the primary objective: Taking actions that will earn your target customers' loyalty (both behaviorally, and emotionally).
- Few employees understand complicated, proprietary satisfaction or loyalty indices. Fewer still find them motivating and energizing. And they rarely perceive them as actionable. This is as true in the C-suite as it is among hourly customer-facing employees. It has nothing to do with the intelligence of the employees, and everything to do with complexity and opacity of proprietary models.