The question that every marketing manager should ask himself is: does my brand enjoy the preference of consumers? Am I the first choice? Or am I the second? After all, the impact of the difference in position on the financial result is very large. Marketing managers who want to go a step further can apply a Wallet Allocation Rule (PAR) : the rank that your product has compared to that of your competitors. And the correlation between the customer share and PAR is remarkably large (>0.9).
The need to look at how your brand ranks against competitors rather than calculating CSAT or NPS is defensible: you ca n’t assess brand performance in a vacuum. If you want to rank your brand higher in the top-of-the-mind of your customers, you need to be able to compare your brand’s perception against that of your competitors. Otherwise, you won’t have enough information to formulate and successfully implement strategies to increase customer share.
This is exactly what an American supermarket chain did. Their research showed that 53% of customers were promoters (scoring 9 or 10 on the 'would you recommend me' scale). However, despite a high NPS score, only 43% of customers ranked the supermarket chain as their first choice. Further research into the reasons for giving a high score (9 or 10) were the quality of their products and the ambiance in the store. But that was not so surprising: the supermarket chain has invested a lot in this in recent years. What was surprising were the reasons why customers increasingly went to another supermarket: everyday-low-prices, large (quantity) discounts and better locations (favorable parking facilities). Suddenly it was clear that further investments in aesthetics and product quality would not generate loyalty. Competing with the biggest competitor by offering customers more price advantage, on the other hand, did. After the adjustment of the strategy, the number of customers who had rated the supermarket as their first choice increased by 6%. This resulted in increasing customer share and revenue by $62 million at the expense of competitors.
While marketing as a science marches on, research contradicts each other and theory sometimes appears to be far from practice, it is becoming increasingly difficult for many marketing managers to translate a business strategy into a marketing strategy and to link the right KPIs to it in these turbulent and uncertain times. In recent years, the NPS has proven to be the key measurement for many marketing managers not only to gain insight into customer satisfaction, but also to formulate marketing strategies to achieve business objectives and even to hold the marketing department accountable for this. Hopefully, most companies have now passed this experimental phase. It is of course great that marketing managers recognize the importance of brand loyalty and ambassadorship , but they should also realize that NPS says nothing about actual behavior and impact. NPS is and remains a declaration of intent . Instead of measuring feeling and intent, companies should switch to measuring things with an actual business impact, including CES. And whatever your metrics and your scores, the path to success has always been the same: it's not about how much you score, you have to score more than your competitors.
The intranet is changing rapidly. On the internet you can find all kinds of free tools, such as Dropbox, Yammer and Google Drive. As a result, users have become accustomed to sharing (versions of) turkey phone data documents, working together digitally, sharing short messages with each other, creating and maintaining personal profiles, etc. Satisfaction with internal IT tools and content-oriented intranets is often low, because with them you cannot do the things that you have been able to do privately for a long time.
Free tools as intranet
More and more often you hear and see that employees, sometimes secretly, use free tools to get their work done. Many organizations, especially IT departments, struggle with this. In addition, the suppliers of these internet tools smell blood. They implicitly or explicitly market their solutions as an intranet. LinkedIn recently announced that they may want to use the platform as an intranet for companies. Some companies even use Facebook for their intranet .
LinkedIn as an intranet?
Could LinkedIn work as a platform for an intranet? LinkedIn offers functionality that many intranets have or would like to offe.
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