Russian IPRN member, PR Partner, reports Net Promoter Score success

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Net Promoter Score (NPS) measures the level of customer loyalty and PR partner has polled clients with whom it has worked for more than six months asking them just one question “How likely is it that on a scale of one to ten that you would recommend our company to a friend or colleague?”

The score is then worked out by subtracting the percentage of critics (clients who gave a score of 1-6 from the percentage of promoters (scorers of 9-10) – neutral (scores of 7-8) are not included in the equation.

PR Partner’s NPS was 58%.  This is an extremely high score as the world average is considered to be 10%.

Victoria Parshkova, development director at PR Partner commented, “We were expecting that the percentage of ‘neutral’ clients would number over 50% and were pleasantly surprised when it was only 36%.

Those participating in the survey were top managers and PR specialists within both Russian and international companies in the fields of IT, FMCG, finance and real estate. Over 90% of the agency’s clients with whom PR Partner has worked with for longer than half a year were polled.

Inna Alexeeva, chief executive officer of PR Partner said, “By asking our clients not to just give a rating, but to justify it, we were able to collect feedback on what their customers would like to improve in the agency’s processes. This information is priceless — it’s like a direct guide to improving your company and receiving even more love from your clients”.

Net Promoter Score is a customer loyalty metric developed by, and a registered trademark of, Fred Reichheld, Bain & Company and Satmetrix. Reichheld introduced it in his 2003 Harvard Business Review article  “One Number You Need to Grow”. NPS can be as low as -100 – everybody is a detractor – or as high as +100 where everyone is a promoter.

Dmitry Turusin, marketing specialist at PR Partner, said, “NPS is a highly effective tool that helps get rid of rose-coloured glasses and allows you to directly ask your clients what they think about your company. We, for example, heard words of praise most of the time but were also subject to constructive criticism. The most valuable data we collected from the survey was what needed fixing.”

The percentage of critics amounted to 4%. The agency’s management team has taken this into consideration and plans to achieve a higher NPS score next year. Additional training programmes for all employees will be the key way of achieving this.

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