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Peter Drucker, known as the father of modern management, once said: Culture eats strategy for Therefore, to build an NPS experience management mechanism, in addition to the previous planning, project verification, more importantly, the later In the solidification and de*pening stage, how to amplify the influence of NPS, and gradually infiltrate the customer center thinking into the organization and culture step by step. This article will focus on the stage of cultural irrigation in the late stage of NPS introduction. Law and case sharing. Continue reading “NPS Strategic Progress – The Formation of Cultural Irrigation Mechanisms” I joined Uber from Microsoft one and a half months ago. The main reason is to want a faster, more busy working environment. After three days of joining, I completed a small project. In two weeks, I planned a user study for nearly one month. I took ten or twenty colleagues to three countries and conducted six different types of target groups. Type of research. Even at this speed (note one), I still hear from time to time that I have experienced a ma*ure and stable big company from Microsoft, and after the CEO change, the Uber, which survived the sharp decline of the wolf, has been in a short time. There are a few things that are quite impressive from the perspective of the user researcher. I occasionally ask the interviewer the question during the interview: what to change or surprise after joining the company. If you have a candidate to ask me today, the following three points may be my answer. The customer's loyalty to the company's brand and products is finally reflected in the NPS score. It can be said that NPS is a summary of the end-to-end experience, which includes various scenarios that appear in the experience, and the scenarios that may affect the experience. Drivers, if you don't understand the connection, it is difficult to systematically manage the customer experience, let alone improve customer loyalty. Continue to read NPS's Sparrows Become Phoenix: From Indicators to Management Systems Customer satisfaction has been a very important indicator in customer relationship management for many years, but as more and more companies use it, some ills begin to emerge. And problems, such as weak correlation with business benefits, can not reflect customer loyalty, or frontline personnel based on pressure and fraud. Based on the above factors, Fred Reichheld of Bain Consultants in 2003 in the Harvard Business Review article The One Number