The ultimate question
Subtitle: for opening the door to good profits and true growth
By: Frederick F. Reichheld.
Publisher: Harvard Business School Press
Published: 2006
Place of publication: Boston, Mass
Language: eng
Subjects: Customer relations; Consumer satisfaction; Customer loyalty; Employee motivation; Employee loyalty; Leadership; Success in business
Notes: Includes index.
Table of contents: title: Why the ultimate question works; title: Bad profits, good profits, and the ultimate question; title: How bad profits undermine growth; title: The alternative: good profits; title: Bad and good profits: how can companies tell the difference?; title: Asking the ultimate question; title: The measure of success; title: The challenge: measuring customer happiness; title: Discovering the ultimate question; title: Scoring the answers; title: Solving Intuit's problem; title: Intuit's results: happy customers and shareholders; title: How NPS can drive growth; title: NPS and growth: the evidence; title: The economic power of high-quality relationships; title: Why NPS works; title: Word of mouth economics at Dell; title: NPS and market share; title: How to measure responses; title: The enterprise story: measuring what matters; title: Learning to measure; title: Taking ESQi seriously; title: Why ESQi works; title: How ESQi drives improvement; title: Vote for growth; title: A unique system; title: Why satisfaction surveys fail; title: Too many surveys, too many questions; title: The wrong customers respond; title: Employees don't know how to take corrective action; title: Too many surveys are marketing campaigns in disguise; title: Survey scores don't link to economics; title: Plain-vanilla solutions can't meet companies' unique needs; title: There are no generally acceptable standards; title: Surveys confused transactions with relationships; title: Satisfaction surveys dissatisfy customers; title: Gaming and manipulations wreck their credibility; title: The rules of measurement; title: Principle one: ask the ultimate question and very little else; title: Principle two: choose a scale that works and stick to it; title: Principle three: aim for high response rates from the right customers; title: Principle four: report relationship data as frequently as financial data; title: Principle five: the more granular the data, the more accountable the employees; title: Principle six: audit to ensure accuracy and freedom from bias; title: Principle seven: validate that scores link to behaviors; title: Becoming good enough to grow; title: Design winning customer strategies; title: Defining the reality of your customer base; title: Priority 1: Invest in your core; title: Priority 2: Reduce bad profits; title: Priority 3: Find additional promoters; title: Design winning propositions; title: Design for growth; title: Deliver: building an organization that creates promoters; title: First, send the right messages; title: Hire (and fire) to inspire; title: Pay well and invest in training so employees invest in relationships; title: Small teams enhance accountability and service; title: Link measures and rewards to company values; title: Putting it all together: USAAs call centers; title: Develop a community of promotersby listening; title: Hold direct conversations with customers; title: Create processes for systematic listening by frontline employees; title: Let customers guide innovation; title: Help customers delight one another; title: Create an inner circle; title: Bring traditional customers into the circle; title: One goal, one number; title: Growth: one number for better customer relationships; title: Talent: one number for better employee relationships; title: Financial rewards: one number for better investor relationships; title: One number, many foes; title: The accountability of a community; title: The big picture.