Best-practice NPS implementations aren't really about the survey, they're about the change management around the survey. CCH Australia paired its transactional NPS rollout with a serious internal engagement program, including a video that's worth borrowing. Here's the case study, plus the change-management moves that decided whether NPS took root or quietly stalled.
"If you don't give us a 9 or 10 it means we have failed." That's score-begging at a hotel checkout, and it's the visible symptom of badly set frontline NPS targets. Skip the targets entirely and NPS gets treated as the soft metric. Here's how to give frontline staff NPS targets without breaking the survey, covering punitive use, gaming, data variability, and line of sight.
"We tried Net Promoter and it didn't work." Almost every time someone says that to me, it comes back to a small number of fixable implementation mistakes — no C-level buy-in, treated as market research, no root cause analysis, score collected and nothing done. Here are the seven, and how to correct each one without restarting the program.
Without explicit governance, a transactional NPS program drifts back to whoever has the loudest objection. Best practice uses two specific groups, a Steering Committee and a Process Team, operating in a three-layer model. Here's the membership of each, what they're responsible for, and how the model holds the program steady through executive churn.