Brand Equity Studies
Oilfield Service Corporate
Drill Bits Suppliers
Well Logging, Testing and Formation Evaluation
Completions Technologies Suppliers
Production Chemicals Suppliers
Drilling Systems and Technologies Suppliers
Production Services Suppliers
Technical Computing Software/Services Suppliers
Fluid Systems Suppliers
Calculating Brand Equity for Investor Relations
Marketing Effectiveness Studies
Marketing Communications Effectiveness (Print and Web)
Sales Force and Tradeshow Effectiveness
Customer Satisfaction
Net Promoter® Benchmarking
Oilfield Employer Reputation
Attracting and Retaining Employees in the Oilfield

World Oil Business Confidence Index (PDF)
  Competing for talent in the oil patch (PDF)

Drawing Winners



Net Promoter® Benchmarking

Gulf Research is now tracking NPS so that oilfield service companies can use it to measure customer relationships. NPS is an alternative to lengthy, complex customer satisfaction surveys.

The Net Promoter® Score allows companies to track promoters and detractors, producing a clear measure of an organization’s performance through its customers’ eyes.

According to an analysis by Bain & Company, companies that achieve long-term profitable growth have Net Promoter Scores two times higher than the average company. And NPS leaders outgrow their competitors in most industries—by an average of 2.5 times. NPS divides customers into three categories. “Promoters” are loyal enthusiasts who keep buying from a company and urge their friends to do the same. “Passives” are satisfied but unenthusiastic customers who can be easily wooed by the competition. And “detractors” are unhappy customers trapped in a bad relationship. NPS is calculated by taking the percentage of customers who are promoters (P) and subtract the percentage who are detractors (D). NPS finally enables CEOs to hold employees accountable for treating customers right.

October 2007

Net Promoter is a registered trademark of Satmetrix Systems, Inc., Bain & Company and Fred Reichheld

 

 

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