NPS planning lets you prioritize the business performance issues that impact a large number of customers or a key customer segment. It allows you to go beyond the individually focused work of closing the loop. It is no easy task and where many programs stagnate.

Get your program over the hump by organizing your thinking about what action planning should look like for your business and structuring teams based on areas of expertise, skills and sense of collaboration is a good starting point.

When it comes to functional area and cross functional action planning, we’ve seen organizations where Lean Six Sigma and Kaizen are part of the culture adapt those processes quite well to addressing customer experience improvements. However, that level of sophistication is not required to be successful in action planning.

Here is a simple way to approach action planning:

• Clearly state the action item
• Objective
• Document the background: Why was this action item chosen? What are the analytics supporting impact of this on NPS or OSAT?
• Business Impact: Provide economic impact
• Obstacles: Document obstacles to successful execution of improvements
• Objective: Goal or target
• Project Plan: Task list or Gantt Chart
• Result

Creating clear processes is the link that translates data insights into action. It’s the difference we see between programs that merely collect data and programs that deliver real change and the resulting financial gains.

A strong program based on these fundamental NPS best practices will have robust follow up and clear plans for acting on insights, but your follow up and actions are only as good as the data set you have. Plan now to take your program to the next level by expanding your data set so that you have reliable insight on the complete customer base. For that, you’ll need predictive scoring, or Spectrum NPS. To get there, download our guide, take our comprehensive training course, or read about the future of NPS.