Net Promoter Camp Training

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Net Promoter

Camp Training

Introductions

Those involved in resident camping?

Those involved in day camping?

Others?

Net-Promoter Methodology

Delighting Participants and Enhancing Loyalty

Rapid Adoption

The Ultimate Question

How likely would you be to recommend camp to a friend, family member or neighbor on a scale of 0 to 10?

Response Groups

Net-Promoter Response Groups

• Promoters (9&10) – those who were so delighted that they are promoting their experience to others.

• Passives (7&8) – those who had their expectations met to the point that they were satisfied but were not delighted to the point that they are promoting their experience to others.

• Detractors (0-6) – those who are anywhere from very dissatisfied to not having some portion of their expectations met.

Promoters exhibit the Four Loyalty Behaviors that drive growth

• Repurchase

• Buy additional lines

• Refer others

• Provide constructive feedback

Use the Net-Promoter question framework & methodology as an over-arching indicator along with traditional evaluations.

1. Net-Promoter Question (Scale of 0-10) • How likely is it that you would recommend your YMCA

to a friend or family member?

2. Open-end follow-up questions• Why did you rate it the way you did?• What would we need to do to get a rating of 9 or 10?• What needs to improved?

3. Additional evaluation questions

Scoring

Example Response Ratingsrating % responded

9-10s: 71%

7-8s: 26%

0-6s: 3%

Net –Promoter Score: 68%

Just averaging the ratings, results in a 9.1

Call to Action

Create more Promoters and fewer Detractors!

2 Dimensions of Loyalty

Promoter ExerciseName a company that you are a promoter

for and tell us the reasons why.

Camp Promoter Exercise

What are the things you’ve heard people articulate when promoting your camp?

More than Satisfaction...Loyalty & Growth

Companies with world class loyalty

Industry Leaders

• Long distance providers - Vontage - 45%• Cellular providers - Verizon - 40%• Internet service providers - AT&T - 11%• Banking - Citigroup - (12%)• Brokerage - Charles Schwab - 36%• Technology hardware - Apple - 77%• Online search - Google - 71%• Online shopping - Amazon - 74%

Discovering Key Drivers

Super Promoters

Bad Profits

• Come at customers’ expense and drain the value out of customer relationships.

• Whenever a customer feels misled, mistreated, ignored, or coerced, then profits from that customer are bad.

• Are about extracting value from customers, not creating value.

Examples of Bad Profits

• Airlines: Change fees & baggage fees• Rental car: Gasoline refill @ 3x retail price

What are some other examples where you have experienced bad profits as consumer?

Are there any bad profits now in your camps?

Bad Profits vs. Good Profits

• Bad profits undermine growth.

• Good profits are earned with the customer’s enthusiastic cooperation.

One organization’s bad profits can be another organization’s marketing campaign

NPS -- More Than a Metric

• Provides participant data as an instrument for improvement

• Provides data for strategic decision making to grow participation

• Simple for everyone, at all levels, to understand

• Actionable by employees

Gathering Data

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Transactional & Relationship

• Transactional – measure experience following a specific event

• Relationship – measure experience periodically over the lifetime of a member

Customer Corridor

Visit Website Take Delivery Request Service

Brand image, Value, Ease of doing business

Purchase Use Product Get tech support

Move/ Change

Lodge Complaint

Camp Customer Corridor Exercise

1. Identify no more than 10 customer touch points for your camp experience

2. Identify 2 of the touch points you believe are the most critical to the customer’s perception of camp

3. For those 2 touch points, identify up to 5 important factors that matter the most to you as participant or parent

• Drive NPS as a top priority

• Ensure data segmentation

• Implement improvement systems

Key Requirements for Success

Top Priority

Top Priority

• Ensure structure follows strategy

• Integrate / Align departments & systems

• Invest sufficient resources

• Process to drive cross-functional solutions

• Ensure employees at all levels take action

Program Governance Model

Steering CommitteeDirector

Senior Staff

Program TeamRuns InfrastructureAnalysis, EducationExperts in NP

Business Function TeamMarketingITOperations/ProgramsFacilities

Alignment

Director Senior Leaders

Process Leaders

Critical Customer Touch Points

Bottom Up

• Frontline alignment & accountability

• Closed-loop process

• Front-line learning

Top Down

• Set strategic priorities

• Lead change

• Visibly show commitment

Enemies of Innovation

Ideas are easy – the toughest obstacles are developing speed and coordination.

Biggest Barriers

• Lengthy Development Times

• Lack of Coordination

• Risk Averse Culture

• Limited Customer Insight

The Smallest Barrier

Lack of Ideas

Change ManagementWhy do organizations fail?

• Operational execution of the program - number of employees that need to change

• In ability to create change – move focus from short-term to long-term

• “What gets measured gets done” isn’t sufficient, requires aligned systems

SegmentationSegmentation

Customer Segmentation

Systematically categorize customers into promoters, passives and detractors for each key customer segment

What are some ways that you would want to segment your data to better understand groups of participants

Profitability / NPS Grid

Detainees Angel Candidates Angels

Insurgents Agnostics Missionaries

Pro

fita

bil

ity

High

Low

Detractors Passives Promoters

Low NPS High

Cross Tabulations

Staff at camp have facilitated my child making friends

Strongly agree NPS 77.9%Somewhat disagree NPS 66.2%

Cross TabulationsYou received the communications you needed since the beginning of camp?

Strongly agree NPS 67.5%Strongly disagree NPS 53.3%

ImplementationSystems

Establish Operating Procedures

•Find 3rd party to drive the survey process

•Phase out current feedback systems that aren’t critical to Net Promoter

•Ensure commitment to long-term strategy among all key leaders

•Put into place a system for action planning

•Elevate NPS status and results in all staff and board reporting

NPS Communication

• Should be understood by all staff

• Should be visible to staff

• Should be communicated across the organization and to participants

NPS to Frontline Employees

• Enlist - they know the truth• Educate - share goals, decisions, results• Align goals, procedures & metrics• Customize - make information relevant to

people in their tasks• Relevant reporting - keep frequency in line

with the nature of the job• Reward - their contribution is valued

Additional Camp Assessments

Q-Checks – how well we are caring for the appearance of our facilities and equipment

Quality Standards – how well we are meeting our standards in training and program delivery

Questions