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ERIC Number: EJ987254
Record Type: Journal
Publication Date: 2012-Oct
Pages: 6
Abstractor: ERIC
Reference Count: N/A
ISBN: N/A
ISSN: ISSN-0748-478X
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Cunningham, Jennifer Lynham
CURRENTS, v38 n8 p36-41 Oct 2012
New York's Cornell University spends millions of dollars and thousands of staff and volunteer hours to produce more than 1,400 events around the world each year. That's one event every six hours. Is it worth it? Do the 40,000 alumni, parents, and friends who attend feel closer to Cornell after these events? Do they disengage because Cornell didn't deliver the experience they expected? To find out, Cornell is using a new tool--the Net Promoter system (NPS)--to quantify the quality of "customer" relationships. NPS users believe building long-term relationships with customers leads to higher and more sustainable profits. NPS is both a metric (or score) and an approach to conducting business that focuses on the quality of customer relations. Businesses that accept this premise calculate the metric using some form of this question: "On a scale of 0 to 10, how likely are you to recommend X to a colleague or friend?" Answers to a second question, "Why did you answer that way?" initiate a customer feedback loop and help employees identify and fix problems. In this article, the author describes Cornell's experience and the important lessons learned in using the NPS.
Council for Advancement and Support of Education. 1307 New York Avenue NW Suite 1000, Washington, DC 20005. Tel: 202-328-2273; e-mail: memberservicecenter@case.org; Web site: http://www.case.org
Publication Type: Journal Articles; Reports - Descriptive
Education Level: Higher Education
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A
Identifiers - Location: New York