Fee Download The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld
When you are rushed of work deadline and have no suggestion to get motivation, The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld publication is one of your options to take. Book The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld will certainly give you the right source and also thing to get inspirations. It is not only about the tasks for politic business, management, economics, and other. Some purchased works making some fiction works likewise require motivations to get over the work. As what you require, this The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld will possibly be your option.
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld
Fee Download The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld
Use the sophisticated innovation that human establishes today to discover guide The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld effortlessly. However initially, we will certainly ask you, just how much do you like to read a book The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld Does it always till surface? For what does that book read? Well, if you actually love reading, try to check out the The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld as one of your reading compilation. If you just checked out guide based on requirement at the time and unfinished, you need to try to such as reading The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld initially.
If you really want really obtain guide The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld to refer currently, you should follow this page constantly. Why? Keep in mind that you require the The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld resource that will offer you best assumption, do not you? By visiting this site, you have begun to make new deal to constantly be up-to-date. It is the first thing you could start to obtain all gain from being in a site with this The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld as well as other compilations.
From now, discovering the completed site that markets the finished books will certainly be lots of, yet we are the relied on site to see. The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld with very easy link, simple download, and completed book collections become our excellent services to get. You can locate and utilize the perks of selecting this The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld as everything you do. Life is constantly establishing and you need some new book The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld to be referral constantly.
If you still need a lot more publications The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld as references, visiting look the title and motif in this site is available. You will certainly find more whole lots books The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld in different self-controls. You can also as soon as feasible to check out the book that is already downloaded and install. Open it and also save The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld in your disk or device. It will relieve you anywhere you need guide soft documents to review. This The Ultimate Question: Driving Good Profits And True Growth, By Fred Reichheld soft data to read can be recommendation for everyone to improve the skill as well as capability.
CEOs regularly announce ambitious growth targets, then fail to achieve them. The reason? Too many companies are addicted to bad profits. These corporate steroids boost short-term earnings but burn out the employees and alienate customers. They undermine growth by creating legions of detractors―customers who sully the firm's reputation and switch to competitors at the earliest opportunity.
Now loyalty expert Fred Reichheld shows how to reverse the equation, turning customers into promoters who generate good profits and true, sustainable growth. The key: one simple question―Would you recommend us to a friend?―that allows companies to track promoters and detractors and produces a clear measure of an organization's performance in its customers' eyes.
Analysis shows that on average, increasing the Net Promoter Score (NPS) by a dozen points versus competitors can double a company's growth rate. While easy to grasp, this metric represents a radical change in the way companies manage customer relationships and organize for growth. Rather than relying on notoriously ineffective customer satisfaction surveys, companies can use NPS to measure customer relationships as rigorously as they now measure profits. What's more, NPS finally enables CEOs to hold employees accountable for treating customers right. It clarifies the link between the quality of a company's customer relationships and its growth prospects.
Based on extensive research and rich with vivid examples of organizations that have pioneered NPS in practice, The Ultimate Question offers hands-on guidance on how to: Distinguish good profits from bad; Measure NPS and benchmark performance against world-class standards; Quantify the economic value generated by customer word of mouth; Assign accountability for improving customer relationships; Identify core customers and set priorities for strategic investments; Move customers beyond mere "satisfaction" to true loyalty; Create communications of passionate advocates that stimulate innovation and growth. Practical and compelling, The Ultimate Question will help you solve your organization's growth dilemma.
- Sales Rank: #96337 in Audible
- Published on: 2006-06-22
- Format: Unabridged
- Original language: English
- Running time: 300 minutes
From Publishers Weekly
Almost everyone appreciates the importance of customer satisfaction in business, but this book takes that idea to two extremes. First, it claims that customer satisfaction is more important than any business criterion except profits. Second, it argues that customer satisfaction is best measured by one simple question, "Would you recommend this business to a friend?" Pressure for financial performance tempts executives to seek "bad profits," that is, profits obtained at the expense of frustrating or disappointing customers. Such profits inflate short-term financial results, Reichheld writes, but kill longer-term growth. Only relentless focus on customer satisfaction can generate "good profits." One unambiguous question, with answers delivered promptly, can force organizational change, he claims. Reichheld makes a strong rhetorical case for his ideas, but is weaker on supporting evidence. The negative examples he gives are either well-known failures or generic entities like "monopolies," "cell phone service providers" and "cable companies." When presenting statistics on poor performers, the names are omitted "for obvious reasons." On the other hand, the positive examples are named, but described in unrealistically perfect terms. Believable comparisons of companies with both virtues and flaws would have been more instructive. (Mar.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
Among management books, this one's a keeper. -- The Washington Post
About the Author
Fred Reichheld, Director Emeritus and Fellow at Bain & Company, is the bestselling author of The Loyalty Effect (1996) and Loyalty Rules (2001), both published by HBS Press.
Most helpful customer reviews
15 of 15 people found the following review helpful.
NPS, finally a customer service score I can use
By Eric Bauswell
The Ultimate Question is compelling to read. Alright, so I listened to it. Then I went out and bought five more copies for the senior people on my team. This question (and the supporting elements) have already begun to ripple out and have an impact upon our organization. Would you refer us to your friend or family member? It places accountability upon the person being asked at a completely different level. Talk about amping it up.
The second, and in many way more important element, is tracking this effort with the same level of dilligence and seriousness of your accounting or financials. Actually making this a metric you track with results that work their way toward forecasted revenue is huge. It justifies the effort of trying to track it in the first place.
And of course at the end of the day we get to delight our customers which is why most of us started our businesses in the first place. We're learning what we can do better and reacting to it more quickly...probably because we respect the NPS system more than we ever did our customer satisfaction surveys.
I can only imagine how our organization and our work product will be over the long term.
An excellent cornerstone element!
9 of 9 people found the following review helpful.
Best way to measure customer satisfaction levels!
By Brian Shannon
This is the best book I have ever seen in terms of providing the simplest way to measure the satisfaction level of a customer. Not only does the ultimate question provide that, it also is quick/easy for clients to complete. That is also important. There is lots of data to support the effectiveness of the ultimate question, which adds to its credibility. I have successfully used this methodology in our business and have received good feedback.
123 of 161 people found the following review helpful.
Net Promoter is misleading and potentially dangerous
By G. R. Merz
Frederick Reichheld's latest effort to enlighten CEOs and other business leaders is at its best mildly entertaining, but at its worst it is misleading and could result is some very costly and wrong decisions by potential users.
There are several critical weaknesses of this work-I will only mention a few.
First, there are many contradictions, reversals and logical inconsistencies throughout the book. Examples abound and can be discovered by anyone who spends a modicum of time with the book. Among the biggest is the reinterpretation of the satisfaction measure used by Enterprise Rental Car as a measure of net promoters (p.63). This is very confusing because earlier in the book the reader is led to believe that one needs to measure "recommendation" not "satisfaction" because Mr. Reichheld alleges that satisfaction is unrelated to revenue or profit growth. So why does the satisfaction measure works for Enterprise? More astounding Mr. Reichheld continually uses the Enterprise case throughout the book as justification for using the NPS measure.
Second, the entire premise of the Net Promoter approach is unsupported by third party peer-reviewed research articles in psychology, marketing research, or social science journals. All of the support provided in the book is based upon Mr. Reichheld's claims of research conducted by the firms he works with (Bain and Satmetrix) none of which has been reported in the aforementioned scientific publishing outlets. In fairness, the Net Promoter idea was originally promoted in a Harvard Business Review article, but HBR is not a research journal and its articles are not peer reviewed. Publication in HBR is somewhat equivalent to publication in Business Week or Fortune, and certainly does not qualify as scientific review.
Third, Mr. Reichheld confuses cause and effect with correlation. Recommendation is an effect not a cause. It occurs because something else (like a satisfactory experience) causes it to occur. Yet throughout the book, Mr. Reichheld continuously claims that recommendation's correlation with sales growth proves that it is a driver of growth. Correlation is simply a measure of association that says nothing about cause and effect. Consider the correlation between the number of churches in a community and beer sales. They are probably correlated but does one cause the other? More likely there is a third factor that is causing both to move together-like population growth. The same is true of the Net Promoter measure-it is likely being caused by something else-like satisfaction. Its correlation with sales growth is spurious and is not causal. If one examines the evidence provided by Mr. Reichheld in Appendix A this confusion of cause and effect is even more apparent-in every case shown, the time periods for the sales data predates the time periods when the Net Promoter Scores were collected. So what is causing what?
Fourth, the recommendation measure advocated by Mr. Reichheld is not a measure of "word-of-mouth" despite his claims to the contrary. Anyone who spends a nanosecond reading the question can see an obvious flaw in the interpretation of the measure. Reichheld's recommendation scale is basically a "unidirectional" scale-the scale is bounded by a positive (+) position (the "extremely likely" label) and a neutral (0) position (the "not at all" label) not a negative position. Nevertheless he interprets the scale as though it was actually measuring recommendation in a bi-directional manner by assuming that those who answer 0-6 are "detractors" who will spread negative "word-of-mouth" comments to others-but do they? Perhaps some of the respondents are detractors who answer at the lower end of the scale because there is nowhere else for them to answer, but it is also likely that some are truly advocates, just not extreme advocates. Mr. Reichheld claims this is a logical interpretation of what respondents mean-but is it true?
One final point concerns the claimed accuracy of the Net Promoter measure. In his classification of respondents Mr. Reichheld basically rescales an 11 point scale (0-10) into a three point scale (-1, 0, +1). By doing this the information content of the measure is reduced. The net effect of this, as any elementary statistics student can tell you, is that your confidence intervals are increased and your statistical power is reduced dramatically. This means that if the hapless reader of this book were to use the Net Promoter measure to assess the true value of their customer base they would be unable to detect any changes that would occur in an accurate way. For instance for a sample of about 750 customers, a user of the Net Promoter measure would be able to detect a %5 increase less than 10% of the time. A decision maker contemplating million dollar investments would do better by flipping a coin than relying upon a measure with these kinds of properties.
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld PDF
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld EPub
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld Doc
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld iBooks
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld rtf
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld Mobipocket
The Ultimate Question: Driving Good Profits and True Growth, by Fred Reichheld Kindle
Tidak ada komentar:
Posting Komentar