Fred Reichheld

Darci Darnell

Maureen Burns

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">A ideia em resumo</h4>
 <div class="ideainbrief-contents">
  <h5>O problema</h5>
  <p>O Net Promoter System, amplamente popular, tem sido mal utilizado e mal compreendido.</p>
  <h5>A causa</h5>
  <p>As empresas corromperam uma métrica valiosa, o Net Promoter Score, transformando-a em uma meta e relatando estatísticas de vaidade não auditadas que prejudicam a credibilidade e a utilidade do NPS.</p>
  <h5>A solução</h5>
  <p>Uma contrapartida baseada em contabilidade para o Net Promoter Score, a <em>taxa de crescimento obtida,</em> fornece às empresas uma conexão clara e orientada por dados entre o sucesso do cliente, compras repetidas e ampliadas, recomendações, uma cultura positiva da empresa e resultados comerciais.</p>
 </div>
</article-ideainbrief><p>Em uma escala de 0 a 10, qual seria a probabilidade de o senhor recomendar nossa empresa a um amigo?</p>

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<p>Since its introduction, in 2003, the Net Promoter System, which measures how consistently brands turn customers into advocates, has become the predominant customer success framework. But as its popularity grew, NPS started to be gamed and misused in ways that hurt its credibility. Unaudited, self-reported Net Promoter Scores undermined the usefulness of NPS. Over time its creator, Fred Reichheld, realized that the only way to correct this problem was to introduce a hard, complementary metric that drew on accounting results. In this article he and two colleagues from Bain introduce that metric: the <em>earned growth rate,</em> which captures the revenue growth generated by returning customers and their referrals.</p>
<p>To calculate their earned growth rates, firms must have systems that gather data on the costs and revenues for each customer over time and must ask all new customers why they came on board. If the reason is a referral or recommendation, a customer is &#8220;earned&#8221;; if it&#8217;s advertising, a promotional deal, or a persuasive salesperson, the customer is &#8220;bought.&#8221;</p>
<p>Earned growth rates reveal the real-world impact of customer loyalty. Because they&#8217;re auditable, they can help firms validate investments in customer service and convince investors of their businesses&#8217;s underlying strength.</p>

Net Promoter 3.0

<p>Desde sua introdução, em 2003, o Net Promoter System, que mede a consistência com que as marcas transformam clientes em defensores, tornou-se a estrutura predominante de sucesso do cliente. Mas, à medida que sua popularidade cresceu, o NPS começou a ser manipulado e mal utilizado de maneiras que prejudicaram sua credibilidade. Os Net Promoter Scores não auditados e autorrelatados prejudicaram a utilidade do NPS. Com o tempo, seu criador, Fred Reichheld, percebeu que a única maneira de corrigir esse problema era introduzir uma métrica rígida e complementar que se baseasse em resultados contábeis. Neste artigo, ele e dois colegas da Bain apresentam essa métrica: a <em>taxa de crescimento obtida,</em> que capta o crescimento da receita gerada pelos clientes que retornam e por suas indicações.</p>
<p>Para calcular as taxas de crescimento obtidas, as empresas devem ter sistemas que coletem dados sobre os custos e as receitas de cada cliente ao longo do tempo e devem perguntar a todos os novos clientes por que eles entraram na empresa. Se o motivo for uma indicação ou recomendação, o cliente é "conquistado"; se for publicidade, um acordo promocional ou um vendedor persuasivo, o cliente é "comprado".</p>
<p>As taxas de crescimento conquistadas revelam o impacto no mundo real da fidelidade do cliente. Como são auditáveis, elas podem ajudar as empresas a validar os investimentos em atendimento ao cliente e convencer os investidores da força subjacente de seus negócios.</p>

Since its introduction, in 2003, the Net Promoter System, which measures how consistently brands turn customers into advocates, has become the predominant customer success framework. But as its popularity grew, NPS started to be gamed and misused in ways that hurt its credibility. Unaudited, self-reported Net Promoter Scores undermined the usefulness of NPS. Over time its creator, Fred Reichheld, realized that the only way to correct this problem was to introduce a hard, complementary metric that drew on accounting results. In this article he and two colleagues from Bain introduce that metric: the earned growth rate, which captures the revenue growth generated by returning customers and their referrals. To calculate their earned growth rates, firms must have systems that gather data on the costs and revenues for each customer over time and must ask all new customers why they came on board. If the reason is a referral or recommendation, a customer is “earned”; if it’s advertising, a promotional deal, or a persuasive salesperson, the customer is “bought.” Earned growth rates reveal the real-world impact of customer loyalty. Because they’re auditable, they can help firms validate investments in customer service and convince investors of their businesses’s underlying strength.

Net Promoter 3.0

Resumo.

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