Por isso, li com interesse, o artigo recomendado:
Great article on NPS failings...Net Promoter Score Considered Harmful (and What UX Professionals Can Do About It) https://t.co/H10e68o4M3— Miguel Pereira Pires (@mig2p) December 28, 2017
O artigo é muito bom mesmo! E deve ser lido por quem ainda usa ou está a pensar em usar o NPS como indicador.
Sublinho este trecho:
"NPS believers tell us no implementation ever asks only for the number. Every smart implementation follows up with a qualitative question, asking why? Some sophisticated systems will vary the question based on the score, asking promoters “What did we do well?”and detractors “What could we improve?”.E este outro:
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They’re right. The real value is the Why answer. The customer tells you what just happened, and you could improve it (or make sure you don’t break the things that work well).
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To these NPS proponents, I tell them that it’s great they are getting this valuable data. Why should they bother with the score question at all? Just ask the qualitative question. Their response is usually some mumbling and huff-puffery about segmentation or indicators or some other mumbo-jumbo that makes no sense."
"But Our Executives Want A Number!...Como não recuar a 2006 e ao auto-incensamento em "Medir o Grau de Satisfação dos Clientes para quê?"
There are tons of numbers. An infinite number of them, in fact.
Yet, there’s no one number that represents a company’s customer experience. Not even NPS. Yet, that won’t stop us from trying.
We could use a business number, like the number of subscriptions or the amount of churn. We could use sales, net revenues, or profits.
These numbers don’t speak directly to the design of the products or services. They don’t tell us whether the customers are satisfied, or better yet, delighted."
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