C-Suite Presentation - NPS Survey Results

Amber Monroe

Hi All, 

Anyone have experience delivering a C-Suite/Exec level presentation to show NPS Survey results or Customer Health Scores that you would be willing to share? Looking to outline the automation that was put in place, new processes developed, strategies that we implemented to increase response rates, displaying NPS survey comments, and outlining the 2021 NPS timeline.   

We just started a new VoC program which included our first NPS survey launch in Q4. We just wrapped up our 2nd NPS survey for Q1 currently working on closing the feedback loop with all of our customers that provided valuable feedback.

I need to put together a great looking presentation for C-Suite/Execs. Instead of re-inventing the presentation wheel, would love to share ideas on what others may have put together in the past. If you have something already put together great or if you just have some knowledge to share on what should be included in the presentation, drop some comments below. Your help and input is greatly appreciated.

Steve Bernstein

Hi @Amber Monroe I've done hundreds of these over my career. Assuming you are presenting results in order to actually drive change (not just "fyi now go about your day") here are my thoughts:
1. Start with the initial objectives... what did you seek to learn, and why now? I.e. be sure it's tied to a business imperative and remind your audience that this is what this is all about.
2. Who was involved, i.e. I hope you have a cross-functional internal coalition that is participating in this with you, otherwise you're liable to get all the action items. Did you have input/help with the questionnaire design, sampling (contact) strategy, communications, follow-up process, etc?
3. What are the top-line results, by segment? Don't aggregate segments that have different engagement strategies. For example, maybe you have Tier 1 Strategic accounts and Tier 2 Growth accounts that were part of the process... since you probably have different ways of working with those tiers you should keep the ratings separate.  Similar with persona, btw, where how you work with end-users is likely to be totally different than decision makers (as an example). Those top-line results could provide the NPS, but also the percentage of promoters (as an advocacy rate, i.e. if you included 100 contacts, got 10 response, and 2 of those were promoters then your advocacy rate is 2%). Remember that NPS was built for CONSUMER not B2B, so advocacy rate is likely to be more informative since it includes response rate in the equation. I'd also suggest showing "revenue representative-ness" so that there's an understanding of how well the feedback represents the business: Say you invited 100 accounts that comprise 50% of your revenue, but only heard back from 10 accounts that comprise 5% of the revenue... your audience will want to know that. They may ask about statistical significance, but know also that t-tests and the like are based on *random sample* and and your respondents are certainly not selected or responding randomly. I'd also recommend showing the trend, not qtr-over-qtr but instead longitudinally from the same accounts and contacts over time: What percentage of your contacts are promoters and staying that way, were promoters but declined over time, or the opposite view from detractors and passives? Where in the customer lifecycle does sentiment seem to be falling off?
4. Now you want to start going into themes: What "symptoms" did customers communicate, by segment? Hopefully you asked a few other questions (by persona) so you could do key-driver analytics that show the most likely contributors to a given NPS. What do customers think is working well and what needs improvement? What do promoters love, and what do detractors "hate?"  What are the characteristics of a promoter and a detractor (i.e. more likely to be a certain tier, industry, tenure, persona, etc). 
5. Hopefully your follow-up process go some additional insight: What are customers telling is working or not-working in their experience with you, compared to what they expected (and where those expectations came from)?  Sentiment is all about expectations, and understanding where the gap in expectations actually occurred will help the company address the concern at the root-cause, not at the point of issue. So based on #4 above I advise you to go deeper into the root-cause and this is where you can open up to brainstorming around what the right improvement(s) should be.
6. Financials, i.e. why we need to act:  What is the cost of ignoring this (past churn and revenue-at-risk from silent and low-scoring accounts)? What is the potential upside of creating more promoters?
7. Next steps: Who owns the follow-up to address the necessary improvements? By when? Will they involve others from the company?  Assuming you plan to rinse-and-repeat, will enough time have passed for them to recognize the improvement?  Also, be very clear on communicating back to your customers what you heard and what you are doing about it. We call this Demonstrated Listening and it's an extremely critical step. Ever fill out a survey and wonder if anyone cares? Close the loop and tell them! And as a last item, don't forget the promoters: Someone (Marketing?) needs to pick this up and engage them for referrals, testimonials, etc...

Hope this helps?!?  If you want to course-correct me I'd be happy to continue the discussion here, or DM me through GGR or on LinkedIn...
/Steve

Amber Monroe

@Steve Bernstein great content here, thanks for sharing!

Erika Villarreal

Wow Steve!! Thanks for sharing this!! We're also just ran our first NPS survey (and it's still running), and these tips are great!!
I also attended Wednesday's leadership roundtable on how to launch a VOC program and loved that session!!
Thanks for sharing all of this with the community!
Best,
Erika

David Ellin

As much as I'd like to add value to the conversation, I think Steve laid it out extremely well. The keys, for me, in these presentations are 1) laying out the trends and insights in a easily digestible fashion (graphically) and not getting too mired in the details, and 2) allowing time for questions to dig deeper where the c-suite feels they need more information to support/drive/be accountable for change.