Category Archives: Customer Success

11 Examples of Exceptional Customer Service From Companies That Walk the Walk

At one point or another, most of us have had an experience with a company that we would classify as exceptional customer service.

Maybe it was a pizza restaurant that threw in an extra order of breadsticks to show you that they appreciate your repeat business. Or, maybe it was a software company that built a new feature specifically on your request.

Nearly every day, there seems to be a new story about a company that went out of their way to take care of their customer.

Several years back, Peter Shankman, a 5-time Author, Speaker and Founder of HARO, shared what he called, The Greatest Customer Service Story Ever Told.

Long story short, while Shankman was sitting in a plane, awaiting his departure home, he decided to send a light-hearted Tweet to Morton’s Steakhouse before turning off his phone, suggesting they meet him at the airport when he arrives with a porterhouse steak.


Admitting that the tweet was meant to be a joke, Shankman was shocked to find that Morton’s actually sent a tuxedoed employee to meet him at the terminal with a full meal, including a 24 oz. porterhouse steak.

What started as just a loyal customer having fun, ended up becoming a story literally heard around the world — even to this day.

Shankman recounted the entire experience on his blog, which spread very quickly, catching the attention of the media, including ABC News.

While this customer service story from Morton’s is quite exceptional, going the extra mile for your customers doesn’t need to be as elaborate to make a big difference.

With many companies generating the majority of their revenue from referrals and word-of-mouth marketing, it’s never been more important to make customer loyalty your top priority.

With the majority of your revenue coming from referrals, it’s never been more important to make customer loyalty your top priority. Click To Tweet

There are many things you can do to wow your customers but sometimes it’s the little things that make the biggest difference.

We asked a few of our customers to share what they do and here’s what they had to say:

Inviting customers to test new features first

The thing we do that most excites our customers is inviting them to alpha or beta test new features. Clubhouse users are really generous with their feedback, and their needs are at the center of every product decision we make. So it is always such a joy to share a new feature with them and say, “Here, we built this together. What do you think?”

camilleacey Camille Acey – VP, Customer Success –

Replacing a lost part at no cost

We sell ear thermometers that come with a little white cap on them to protect the tip. Sometimes users misplace this cap, and we do not have them available as a stand-alone item in our online store for purchase.  

So, if a customer loses their cap and asks us for a replacement, we mail them one for free and include a handwritten note to add a little personal flavor to it, thanking them for being a Kinsa customer. That is generally received quite well and they are quite happy!

Jasonhoward Jason Howard – Director, Customer Happiness, Kinsa Health

Sending thoughtful gifts through the mail

Without happy customers, we can’t grow the business. Therefore as far as we see it, it’s the whole team’s responsibility to delight customers every day.

We push all NPS feedback and scores into our own product (People CRM) and into a Slack channel so everybody gets an unfiltered view of where we’re succeeding and failing.

Negative feedback gets acted on more quickly, bugs are fixed faster, and most importantly it gives the team a boost when genuine customers tell them they love what we do.

People CRM brings all our customer information together in one place, which means we can set up sophisticated automation rules based on things like subscription value, NPS score, online activity, etc.

Over-delivering on a customer's expectations re-enforces long-term relationships with promoters and helps turn detractors around. Click To Tweet

We recently hooked it up to a service called We Delight for our high-value customers. The key difference here is that We Delight doesn’t send swag, they send genuinely thoughtful gifts through the mail. Imagine how excited you’d be if you unexpectedly received a pack of beer, a box of brownies, or a bouquet of flowers from your favorite company that you got to share with your team.

Over-delivering on a customer’s expectations like this really re-enforces long-term relationships with promoters and helps turn detractors around.

BrennanTopley Brennan Topley – Customer Success, GoSquared

Personalize the experience for the customer and community

Our slogan at Sweeps is delightful college student movers and more, so we had better make sure we back that up with delightful experiences.

We have thousands of loyal customers and Sweepers (hard-working college students) that trust Sweeps to provide an easy and safe platform to get things done. First, we focus on getting the basics right – clear pricing, communication, and responsive support for example, before adding creative touches.

The nature of our business creates some fun, delightful jobs, like delivering Krispy Kreme donuts to a wedding and Valentine’s Day love notes, as well as meaningful ones like organizing a team to walk through a forest to find a lost puppy.

We also get to know our customers and Sweepers and personalize our efforts whenever possible. For example, it’s snowing in North Carolina this week, so we’re reaching out to customers that have needed snow shovelling in the past to see if we can assist now. We also try to surprise and delight our Sweepers and customers with flowers or a toolbox delivered on their 100th job, or a care package when someone gets sick.

We listen to and learn from our community, and embrace our role in making their lives a bit easier, and ideally delightful.

Morris-wave Morris Gelblum – Founder, Sweeps

Offering research that the customers can trust

Throughout the process of shopping/browsing our site, we’ve tried to tie in as much independent research into the products we sell as possible. We think that’s part of good customer service on the web and often, we try to delight our customers before we ever actually sell them anything.

Here’s a good example:

Many of our customers are interested in protecting their family. If they use a handgun, it’s pretty much accepted among experts that they’ll use what’s called a jacketed hollow point bullet. The problem is, with dozens of manufacturers each producing several different lines of ammo that offers that kind of bullet — how do you know what’s best among the hundreds of choices?

To date, we’ve tested more than 175 different handgun loads in as scientific a manner as possible. We published the data in a way that makes it really easy to compare each product to its peers within that caliber.

But it doesn’t stop there – we share even more of this ammo data with our customers on the individual product pages. We don’t have a dog in the fight when it comes to what brand performs best so our customers know they can trust the data. Further, the amount of time and monetary investment that goes into this kind of testing is something that hasn’t been done before (that we’re aware of). It’d be pretty tough for a media outlet to justify the expense without an ammo manufacturer sponsoring the content, leading to questions about the integrity of the data.

Of course, after the purchase, we also have a traditional drip campaign that shares more content with our users. With every post we produce, we try to come up with something our customers can actually use at the range — it could be training tips from highly respected firearms trainers or it could be something more scientific, like testing the differences between Russian-made AR-15 ammo and American-made AR-15 ammo in a 40,000 round torture test.

These are just a couple examples of the type of experience we’re providing.

While we’ve always had a hunch it was something that excited our customers, we didn’t have any way to really prove it. However, since we’ve started with Promoter, we know our customers value these efforts because we see their feedback as we send out our Net Promoter Score emails. Plus, it opens the door to feedback that allows us to hear what our customers are thinking. This could lead to changes in our order processes or lead to new content opportunities for our team.

Anthony-Headshot Anthony Welsch – CMO, Lucky Gunner

Proactively create conversations with the customers

At Directorpoint, we have Southern hospitality in our DNA.

With most software companies, the trend is to close a deal and then leave customers to problem solve on their own. We do the exact opposite. We actively seek conversations with customers, and we know that they value our commitment to service because we also encourage them to provide feedback using Net Promoter Score.

John John Peinhardt – CEO, Directorpoint

Reward loyal customers with a premium gift

Contact lenses are literally an invisible product and so for Sightbox taking the people who love our service and turning them into active promoters, is incredibly important.

We’re creating a series of premium, limited edition t-shirts for every month of 2018 designed by artists we love that we’re giving out to reward some of our biggest promoters—giving them something that’s special and unique — and something that can serve as a prompt for discussion of our invisible product: “oh, yeah… my contact lens company gave me this shirt…”

Richard Richard Kotulski – Marketing Manager, Sightbox

Go the extra mile with the detractors

Starting a new business in the food space is an incredibly competitive arena and even though we’re doing something very new and different in our market, it was incredibly important for us to get as much feedback from customers as possible.

We do this by engaging our promoters by offering them free swag and free cookies, but we also do this with our detractors by using their NPS score as an introduction to a conversation with them about our service and how we’ve let them down.

We’ve had detractors who are stunned by the fact that we actually personally reach out to them to ask what about our service is missing for them. When somebody truly doesn’t like our cookies, we refund their initial order and give them another order on us. We’re hoping to give them a better experience the second time around, but also to really go above and beyond in our customer service.

This process with our detractors has created some genuinely fantastic friendships with customers who end up helping us develop new products or fix issues with our service we weren’t even thinking about.

Julia_Baldwin Julia Baldwin – CEO, After Dark Cookies

Improving the experience in unexpected ways

For festival riders, we love surprising them with gifts. Last year for Electric Forest, we supplied hundreds of our riders with Festival Survival Bags. In each bag, we included a poncho (and it rained a lot), a flashlight, and hand sanitizer (great for porta potties). Little gifts that people may forget is always key.

Recently we’ve been running regular buses for New England Patriots football games. On one bus, we sent a photographer to take photos of people during their ride, so they could remember their experience. On those same routes, we’re getting the driver a t-shirt and handwritten note to thank him for this dedication.

Dave-Lastovskiy Dave Lastovskiy – Head of Marketing,

Speed dating with the customers

We use a speed dating approach to engage with customers across the journey. Speed dating as a research technique involves rapid-fire questions, a quick move through different stages of the funnel, lots of fun, some nice snacks, a cold beer, and a bag of merch.

We do this every three months and every part of the business is hands-on – product, sales, marcomms, exec, cx, ux – it’s a company-wide event.

abba-photo Abba Newbery – CMO, Habito

Reducing the customer support response time

As Head of Customer Success at Jazva, my goal is to ensure all client needs are addressed in a timely and professional manner. This means doing regular monthly check-ins, as well as assisting with creating different avenues to help grow our customer base and attain high reachability.

One of our goals for 2018 is to trim our response time to 10-15 minutes. And to be able to achieve this, we have been hiring highly qualified candidates whose goals align with ours. Our main priority is to create a strong partnership with our clients by providing a great product quality and superior customer support.

Maria-Pic Maria Paez-Orozco – Head of Customer Success, Jazva

As you can see from the examples above, there are many unique ways to go above and beyond for your customers. Once you decide to make your customers your first priority, providing exceptional customer service tends to follow.

What are the ways that you go the extra mile for your customers? We’d love to hear it in the comments below.

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


magic 8 ball

13 Hopeful (but Absurd) Customer Success Predictions for 2018

With 2017 in the rear-view mirror, it’s time to set our sights on the year ahead.

Over here at Promoter, we decided to use that as an opportunity to start the year on a lighter note by taking a look at the good ol’ Magic 8 Ball of Customer Success.

For those of you who obsess about the success of your customers on a day-to-day basis, you know that while it can be extremely rewarding, it can also be quite unpredictable.

Since we’re in the business of helping you better predict the needs of your customers with NPS, we thought it might be fitting for us to use our prediction power to have a bit of fun.

Without further ado, here are our 13 absurd customer success predictions for 2018:

  1. With customers demanding even quicker support, LiveChat and Intercom partner with an emerging startup, Cyberdyne Systems, who claims to have “by far the most intelligent AI”.‌
    With customers demanding even quicker support, @LiveChat and @Intercom partner with an emerging startup, Cyberdyne Systems, who claims to have by far the most intelligent AI.‌‌
  2. Following the trend of out-hipping other companies with ridiculous job titles, a company in California posts a job listing looking for a Chief Customer Pleasure Officer. They get inundated with applicants, all mistaking the role for “something else”.
  3. In an effort to save money, one company decides to replace their entire customer support staff with Artificial Intelligent automation. The lack of human emotion causes customers to complain en masse on social.  The company’s automated social bots apologize and begin to bad-mouth customer support. An AI war breaks out between both unmanned departments, before ultimately turning on the remaining human employees (see prediction #1).
  4. Spirit Airlines finds their first happy customer. In their moment of joyous delight, they offer the passenger a free domestic flight which had already been cancelled, subsequently turning the customer against them when he realizes that his first positive experience was just an anomaly.
    Absurd #CustomerSuccess Prediction #4: Spirit Airlines finds their first happy customer in 2018.
  5. The competition for the best customer experience gets out of hand when, in an attempt to outdo each other, two competitors file for bankruptcy after they forget what they were actually selling.
  6. Apple package designers go on strike and demand more money when they find out that customers are now buying Apple products just for the opening experience.
  7. A new customer experience study finds that 99% of customers don’t respond to questions from customer experience studies, thus negating the rest of the study.
  8. The @Wendys Twitter account publicly apologizes after reports come in that @McDonalds complained about being the target of inappropriate, but witty, trolling.
  9. With the number of cord-cutters increasing each day, Comcast decides to finally acknowledge “these people that pay us money each month” as customers. Employees are outraged that they now need to treat “these people” as humans.
  10. When asked what it was that they do here, one customer success rep stated, “I talk to the customers so the engineers don’t have to”. Insulted by the question, success reps across the country begin to boycott, leading to mass closures of tech startups due to engineering departments needing to field customer calls.
  11. Kim Jung Un throws a temper tantrum when after announcing the NPS score of his regime was 100, Donald Trump tweets that his is 101.
    Kim Jung Un throws a temper tantrum when after announcing the NPS score of his regime was 100, Donald Trump tweets that his is 101
  12. After crunching the numbers, Uber discovers that #DeleteUber was their most impactful outreach campaign of 2017.
  13. A music company strikes a deal with Verizon when they learn that their artists would get more air-time with on-hold customers than on the radio.

So, there you have it. What did we miss? We’d love to hear your absurd predictions in the comments below.

And always remember …

“A good forecaster is not smarter than everyone else, he merely has his ignorance better organized. ”

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


papa johns nps

What Papa John’s and Domino’s Can Show Us About The Dangers of Negative Customer Sentiment

Unless you’ve been sitting under a rock for the past week, you’ve likely seen a headline or two about Papa John’s latest debacle.

After their quarterly earnings report came out recently, investors reacted negatively causing the stock to drop significantly in a single day.

But that wasn’t the big news.

The notable frontman, Founder and CEO, John Schnatter, stated on a call that the company’s downturn was due in large part to the NFL and the ongoing national anthem protests.

Many people disagreed with his theory, instead blaming the quality of their product (or rather, lack thereof) as the reason for their decline.



As one of the biggest sponsors of the NFL, the company clearly has the data to determine the impact their marketing efforts have had on their sales, so we’re not here to dispute their claim.

It’s seems odd however, that if they had been listening to the voice of their customers, they could’ve been prepared for the backlash they are now experiencing.

Based on a quick search, there is some evidence to suggest that Papa John’s has been measuring their NPS score. Even if that’s true, it seems likely that they haven’t been actually listening to the feedback from their customers.

When executed correctly, NPS should serve as a preemptive measure in addressing AND predicting negative word-of-mouth before it occurs.

The value of this benefit cannot be overlooked, especially in negative PR situations, such as the one that Papa John’s currently finds themselves in.

Of course, NPS alone could not have completely prevented the negative messages from occurring (every brand has some level of detractors), but it absolutely would have made the company aware of the potential dangers (i.e negative customer sentiment) ahead of a disaster.

How Domino’s Recovered From Negative Customer Perception

Papa John’s certainly isn’t the first to suffer from negative customer criticism online. In fact, in 2009, their close competitor, Domino’s was surprised by a prank video that had gone viral.

The video, posted on YouTube and amassing over 1 million views within the first day, featured two employees performing unsanitary acts, such as sticking cheese up their nose and spitting on food.

The prank led to an onslaught of negative social publicity from customers, including those critiquing their product as “edible cardboard”.

dominos nps

Unfortunately for Domino’s, the attention came as a surprise and at a time when they were actively revamping their recipe based on earlier critical customer feedback they had gathered.

dominos criticism

However, since they were already aware of their customer’s sentiment, Domino’s had the ability to respond accordingly.

They started by quickly addressing the video in a carefully crafted response, targeted at the specific issues they were hearing.

Knowing who their loyal customers were allowed the company to reach out and leverage them for support. This included asking them to help share/spread their response.

Ultimately, Domino’s took their customer feedback to an extreme level.

In late 2009, the company launched a massive nation-wide advertising campaign acknowledging the negative customer sentiment and admitting that their product was terrible.

The (brilliant) campaign was designed to not only recognize the voice of their customer but also to introduce a completely revamped recipe, which had required 18 months and millions of dollars to perfect.

As a result of both listening and responding to their customers, Domino’s was able to take a potentially company-crippling viral disaster and turn it into a massive win.

In 2008, the company’s stock was worth just $4 per share. In 2017, Domino’s became one of the fastest growing stocks on the market, trading at over $215 at their high point.

More importantly though, they’ve been able to get even the staunchest of pizza critics, and former Domino’s detractors (AKA New Yorkers) to become promoters once again.

Only time will tell if Papa John’s will have the ability to recover from this most recent crisis, but if they can learn anything from their competition, it’s to strategically embrace the voice of their customer.

Negative Word-of-Mouth Can Impact Any Company

These two examples help illustrate the importance of understanding, responding to, and leveraging customer sentiment at ANY and EVERY point in time.

While these two scenarios feature massive consumer brands with hundreds of thousands (or perhaps millions) of customers, negative word-of-mouth can impact a company in any industry and at any stage of growth.

A TARP study revealed that while positive experiences are only shared with a few people on average, negative experiences get shared with an average of 12 people by comparison.

What’s more, they found that each of those 12 people tends to mention the occurrence with 6 others.

Ultimately, that leads to negative word-of-mouth experiences spreading 30 – 35 times greater than positive ones.

Negative word-of-mouth experiences are spread 30 - 35 times greater than positive ones. Click To Tweet

To makes matters even worse, it’s been proven that negative experiences spread twice as fast as positive ones, as well as have an average of 2.4% greater impact on your financials.

That’s all to say that regardless of your industry, customer type, stage of growth, etc, you need to understand the true sentiment of your customers, the drivers of that sentiment and what your customer personas are before any potential crisis destroys your business.

With word-of-mouth marketing (both positive and negative) impacting the majority of all purchases made today, you need to have a constant pulse on the customers that are driving it. Net Promoter is the most proven and effective way to do that if used correctly.

So, what are you waiting for? Sign up for a free trial of Promoter today!

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


stranger things Net Promoter

Stranger NPS Things: More Customer Success Mistakes from the Upside Down

Last Fall we shared oie_21743246B8OT8wm strange NPS practices that destroy the value of your customer success efforts.

Well, this year, the “stranger things” are back and they’ve taken on a new form.

Here at Promoter, we consider ourselves the Ghostbusters of bad NPS habits. While that means we may be perceived by some as NPS geeks and sometimes arrive to the scene in uniform (when nobody else is willing), you can be assured we’ll always have your back.

With that in mind, here are two strange NPS practices that we continue to see happening:

You must always close the loop

Despite how it might sound, closing the loop has nothing to do with closing the gate to the “upside down” (but that clearly should be done as well).

Closing the loop is a term used within Net Promoter to describe the process of following up with your customer post-survey.

More specifically though, it’s engaging your customer in activities or a deeper discussion based on the score and/or feedback that they provided you.

For example, if you had a customer provide you with a score of ‘10’ and simply state that your product is the greatest they’ve ever purchased, you would naturally want to know more, correct?

Following up with this customer will give you the opportunity to ask more specifically what they enjoy most about your product, not to mention give you the chance to request a referral, testimonial, etc.

This is closing the loop.

Without this additional step, you can oftentimes be left with customer feedback without context. While it’s always nice to hear from your customer (good or bad), what you need are actionable insights.

Oddly, this is a step that many companies overlook.

Their reasoning generally falls into one or more of the following:

  1. Not enough time/resources – Following up with every customer that responds to your NPS survey can be time-consuming, so it is certainly reasonable that a lack of time or internal resources can be an issue, but it is also the most valuable daily activity that you (or your team) can spend time on.

    To aid with this issue, we suggest you make NPS a cross-departmental activity, as customer feedback impacts every department within a company (product, sales, marketing, customer success & leadership).

    In addition, it may be a good idea to stagger (or drip) your surveys over time. This process will help limit the number of responses you receive per day, giving you a more manageable list of customers to follow up with.

  2. They’re only focused on one customer group (detractors or promoters) – It’s not uncommon to hear that a company is leveraging NPS to identify and engage with only a single customer type (i.e. detractors or promoters).

    When this is the case, it tends to be that they’re only looking to either improve their customer retention or increase organic growth.

    With NPS, these two things are not mutually exclusive, and as such you wouldn’t want to focus on one specific customer segment, just to alienate the other.

    Ultimately, this could have a net-negative effect on your overall results.
  3. They only respond to customers who provide them with feedback – On the Promoter platform, our customers see an average verbatim response rate of 60 – 70%.

    In other words, for every 10 customers that provide them with a score, approximately 6 to 7 of them also provide their reasoning.

    What we see happen quite often is that the 3 to 4 customers who didn’t provide feedback will get ignored.

    There are several reasons why a customer may have left a score without feedback, but often times all it takes is a simple follow-up to ignite a deeper discussion.

These are just three of the many reasons we see as to why companies ignore the crucial step of closing the loop with their customers.

As we’ve stated in a previous post, the greatest value that comes from your survey will happen post-survey.

However, this value only occurs when you take the time to follow up with your customers.  It takes effort, yes, but every minute spent on closing the loop will pay for itself tenfold, if not more.

Keep your customer feedback out of the silo  

When it comes to demogorgons, it’s best to keep them isolated and locked up. When it comes to customers and the feedback they provide, the opposite is true.

As straight-forward as that may sound, all too often we see that companies still “strangely” keep their customer feedback locked up within a single department.

While the most obvious champion of Net Promoter within any organization is a customer-facing department, such as customer success, feedback from customers impacts EVERYONE in a company.

Let me show you what I mean.

Let’s say that you just got the results in from your latest NPS cycle, and received an overall score of 35.

Based on your scoring breakdown, along with the lifetime value of a customer, your finance department can use a simple formula to better forecast the short- and long-term revenue at risk, along with any potential new revenue.

Your marketing team can immediately leverage the promoters for growth-based activities such as referrals, case studies and testimonials. Additionally, they can utilize trending feedback to refine/create marketing materials and ideal customer profiles or “lookalike” marketing campaigns based on the attributes that are most common among promoters (this is an especially good one – thank me later).

Additionally, analyzing the critical detractor feedback can help the product/engineering team categorize and surface the most important features and/or improvements needed. Product roadmap decisions can be made with normalized data as opposed to ad hoc requests.

And, the list goes on. From the executive team to the sales team … NPS data impacts each and every department.

So, why do companies continue to isolate NPS to a single department?

NPS is not a bottom-up activity

The companies that have the greatest success with their NPS program have buy-in at every level, starting with the executive team.

Customer success is not a department, it’s an approach to business. The companies and leadership teams that embrace this mindset are the ones that tend to value customer feedback the most.

Customer success is not a department, it’s an approach to business. Click To Tweet

As a result, NPS becomes a driving force in the daily activities and objectives of each department.

It’s when NPS is started as “just another activity”, initiated by a single department and independent of executive buy-in, that it becomes a siloed and unsupported initiative.


While this is likely not the last we’ll see of these strange NPS behaviors, you can be certain that if you follow our guidance, you’ll be able to avoid the pitfalls these bad practices can bring about.

Don’t wait until it’s too late: sign up for a free trial or schedule an NPS consultation today.

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


reminder survey

The Critical Importance of the Reminder Survey

We’ve recently heard some chatter within the NPS community that the reason why some NPS survey providers don’t offer survey reminders to their customers was because they believed that the potential negative impact (annoyance, unsubscribes, etc) would outweigh the benefit.

They also believe that sending your customer a reminder to take your survey is an old practice and only used with surveys that historically have had low response rates.

We feel differently, and our data supports it.

What’s important to remember is that Net Promoter is not an exercise in statistical relevancy like traditional surveys.

While it’s important to be able to extrapolate trends from your data with a high-level of confidence, the average response rate you’ll receive from a Net Promoter survey (without sending a reminder), is well beyond what’s needed for a reliable confidence interval at any level.

With that in mind, more responses are ALWAYS better with NPS (or any type of survey for that matter). Not just for relevancy though, but rather for increased insights and the individual growth/retention/learning opportunities they provide.

There is no such thing as ‘too much’ customer feedback.

Since we first started developing our platform, we have put a heavy amount of effort and emphasis on providing a solution that maximizes the response rates for our customers.

There is no such thing as ‘too much’ customer feedback. Click To Tweet

These efforts include everything from domain verification, to survey flow, and to engagement optimization.

We continue to analyze and update our survey approach based on the results of the tens of millions of surveys that are sent through our platform. Not only that, but we often share the results with our customers to ensure they are up to date on all the best practices available.

In fact, just a couple of weeks ago, we revealed 7 secret ways to increase your survey response rates, which was all based on our research and findings.

As a result, Promoter customers see an average overall response rate of 30 – 40%, with up to 70% of their customers leaving qualitative feedback (i.e. the good stuff).

The way we look at it though, is that if you have 1,000 customers let’s say, you’re hearing from 300 to 400 of them, with roughly 250 of them providing you with opportunities to improve and grow your business.

Our question is, why wouldn’t you want more of that?

Customer insights are the equivalent of hitting a gold mine.

If you find yourself a large gold nugget upon your first sift, it’s unlikely that you’re going to stop there, right?

Of course not, you’re going to continue mining until there is no stone left unturned.

This is the same with gathering customer feedback, where each customer is a nugget of gold. You just need to continue to increase your sifting to find more.

These gold nuggets are what helped companies like LiveChat grow to 19k customers without spending any money on sales and marketing. Or, what led to discover a big Aha! moment, that transformed their marketing.

Again, our question is, why wouldn’t you want more of that?

Obviously, the answer is that you do.

This is why we offer intelligent survey reminders to our customers.

Benefits of reminders far outweigh any costs

As I mentioned at the start, some believe that there would be a greater negative impact of sending a reminder than any benefit.

Based on our research from over 25 million surveys, I’m here to tell you that couldn’t be further from the truth (specific numbers below).

That said, there certainly is a threshold in which your customer would become annoyed, but that could apply to reminders of any kind.

The key to success is proper execution based on the data.

What we have found is that one simple reminder is enough. Just one. Anything beyond that, the benefits begin to decline. It’s all about balance.

In terms of the timing of your reminder, anywhere between 3 to 7 days after the initial survey is sent shows to be ideal. Based on the data, there doesn’t appear to be any kind of discernible difference between which of those days it’s sent, but too soon or too late definitely impacts the results.

Note: Promoter’s survey reminder feature has baked in the best practices to help optimize the results and prevent any negative impact. If enabled, the reminder will be sent only one time (automatically) and offers the ability to be sent at a 3, 5 or 7-day option.

So, what kind of real-world difference does it make?

When looking at reminders sent across all of the campaigns and the tens of millions of surveys that Promoter has delivered, two important data points have emerged:

  1. On average, sending a reminder survey boosts response rate by an additional 15%.
  2. Only 0.3-0.5% of your customers will unsubscribe from future surveys as a result of the reminder.

In other words, going back to our example, out of 1000 customers, you’ll hear from 300 – 400 on average. That means 600 – 700 of your customers will receive your reminder. Out of those, you’ll hear from an additional 100 customers on average and only 3 will unsubscribe.

That’s 100 additional potentially game-changing customer insights and opportunities unearthed.

So, you tell me. Is sending a single reminder survey worth it?

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.