Fred Reichheld

Darci Darnell

Maureen Burns

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">La idea en breve</h4>
 <div class="ideainbrief-contents">
  <h5>El problema</h5>
  <p>El ampliamente popular Sistema de Promotor Neto se ha utilizado mal y se ha malinterpretado.</p>
  <h5>La causa</h5>
  <p>Las empresas han corrompido una métrica valiosa, el Net Promoter Score, convirtiéndola en un objetivo e informando de estadísticas de vanidad no auditadas que dañan la credibilidad y la utilidad del NPS.</p>
  <h5>La solución</h5>
  <p>Una contrapartida contable para el Net Promoter Score, <em>el índice de crecimiento ganado,</em> proporciona a las empresas una conexión clara y basada en datos entre el éxito de los clientes, la repetición y ampliación de las compras, las recomendaciones, una cultura empresarial positiva y los resultados empresariales.</p>
 </div>
</article-ideainbrief><p>En una escala de 0 a 10, ¿qué probabilidades tendría de recomendar nuestra empresa a un amigo?</p>

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<p>Since its introduction, in 2003, the Net Promoter System, which measures how consistently brands turn customers into advocates, has become the predominant customer success framework. But as its popularity grew, NPS started to be gamed and misused in ways that hurt its credibility. Unaudited, self-reported Net Promoter Scores undermined the usefulness of NPS. Over time its creator, Fred Reichheld, realized that the only way to correct this problem was to introduce a hard, complementary metric that drew on accounting results. In this article he and two colleagues from Bain introduce that metric: the <em>earned growth rate,</em> which captures the revenue growth generated by returning customers and their referrals.</p>
<p>To calculate their earned growth rates, firms must have systems that gather data on the costs and revenues for each customer over time and must ask all new customers why they came on board. If the reason is a referral or recommendation, a customer is &#8220;earned&#8221;; if it&#8217;s advertising, a promotional deal, or a persuasive salesperson, the customer is &#8220;bought.&#8221;</p>
<p>Earned growth rates reveal the real-world impact of customer loyalty. Because they&#8217;re auditable, they can help firms validate investments in customer service and convince investors of their businesses&#8217;s underlying strength.</p>

Net Promoter 3.0

<p>Desde su introducción, en 2003, el Net Promoter System, que mide la constancia con la que las marcas convierten a los clientes en defensores, se ha convertido en el marco predominante para el éxito de los clientes. Pero a medida que crecía su popularidad, el NPS empezó a ser manipulado y mal utilizado de formas que dañaron su credibilidad. Las puntuaciones Net Promoter no auditadas y autoinformadas socavaron la utilidad de NPS. Con el tiempo, su creador, Fred Reichheld, se dio cuenta de que la única forma de corregir este problema era introducir una métrica dura y complementaria que se basara en los resultados contables. En este artículo, él y dos colegas de Bain presentan esa métrica: la <em>tasa de crecimiento ganado,</em> que capta el crecimiento de los ingresos generado por los clientes que regresan y sus recomendaciones.</p>
<p>Para calcular sus tasas de crecimiento ganado, las empresas deben contar con sistemas que recopilen datos sobre los costes e ingresos de cada cliente a lo largo del tiempo y deben preguntar a todos los nuevos clientes por qué se incorporaron. Si el motivo es una referencia o una recomendación, el cliente se "gana"; si es la publicidad, una oferta promocional o un vendedor persuasivo, el cliente se "compra".</p>
<p>Las tasas de crecimiento ganadas revelan el impacto en el mundo real de la fidelidad de los clientes. Como son auditables, pueden ayudar a las empresas a validar las inversiones en el servicio al cliente y convencer a los inversores de la solidez subyacente de sus negocios.</p>

Promotor neto 3.0

Since its introduction, in 2003, the Net Promoter System, which measures how consistently brands turn customers into advocates, has become the predominant customer success framework. But as its popularity grew, NPS started to be gamed and misused in ways that hurt its credibility. Unaudited, self-reported Net Promoter Scores undermined the usefulness of NPS. Over time its creator, Fred Reichheld, realized that the only way to correct this problem was to introduce a hard, complementary metric that drew on accounting results. In this article he and two colleagues from Bain introduce that metric: the earned growth rate, which captures the revenue growth generated by returning customers and their referrals. To calculate their earned growth rates, firms must have systems that gather data on the costs and revenues for each customer over time and must ask all new customers why they came on board. If the reason is a referral or recommendation, a customer is “earned”; if it’s advertising, a promotional deal, or a persuasive salesperson, the customer is “bought.” Earned growth rates reveal the real-world impact of customer loyalty. Because they’re auditable, they can help firms validate investments in customer service and convince investors of their businesses’s underlying strength.

Promotor neto 3.0

Resumen.

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