Product Net Promoter System (pNPS)

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1. Understand

On the first we stay in the problem space, challenging our understanding of the problem.This is some text inside of a div block.

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2. Ideate

On the second day we gather inspiration, ideate and sketch solutions together.

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3. Prototype

On the third day we turn the most voted sketches into a prototype and prepare to meet the users.

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4. Test

On the fourth and final day we test the prototype with users and round off the sprint together.

How it works

Product NPS, also known as pNPS, is used to measure and follow up on the customer experience related to a specific customer-facing product or service.

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The point of contact when implementing pNPS in Visma is the Product Analytics Hub, and the recommended tool is InMoment.

Define

Measure

Continuous

Product Owner, UX Designer, Product team

Before

1. Initiate an intro meeting with Product Analytics Hub to discuss the implementation plan and to get access to InMoment.

2. Get commitment from Product Management and other stakeholders.

3. Define whom to ask and what to ask. In InMoment we have the possibility to ask different types of questions that are appropriate for different settings and aims. It is based on two core questions. Make sure to review your questions and settings with a UX Designer.

Question 1: We start by asking “On a scale from 0-10, how likely are you to recommend X to Y”, where X in pNPS is the product, and Y is the audience, for example “a friend or coworker” or simply “others”.

Question 2: The second question can vary a bit, even depending on the score. The standard NPS methodology is to simply ask “Why?” or “What’s the main reason for your score?”. To get more specific feedback, it is possible to ask e.g. “What might we improve?”. And as stated earlier, these different formulations can be used for different answer segments, so that detractors (those answering 0-6 on the first question) and passives (those who answer 7-8) get the follow-up “What might we improve?” while the rest get “What’s the main reason for your score?”.

4. Design the follow-up process. Depending on what current channels and stakeholder groups exist around your product, the internal communication around the feedback will vary. Possible channels for communication may include Slack channels, stakeholder meetings and all-hands meetings.

5. Settle on set-up. Work with the Product Owner(s) to decide which processes to measure (survey points) as well as survey rules, such as survey questions, triggers and response rate.

6. Test it! Before the launch you want to make sure everything works like intended. Catch mistakes by testing it with colleagues. Then, test everything in production, e.g. find out if you get answers correctly or if there are technical issues, as well as if you get enough responses. Make changes and iterate on findings.

7. Make sure to have sign-off on risk assessment etc. The Product Analytics Hub will support you with this.

8.Double check your contracts. Make sure you have nothing in your contract with the customer that prohibits you from collecting customer feedback and storing the data at a third party. We have thought about GDPR (see this Confluence page) but if you have some special commitment for your customers you will have to look into that.

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During

9. Launch. Big moment! Decide on a launch date. Provide internal stakeholders with information about what pNPS is and why you are using it, as well as what the survey rules are. Share the scores and how to best utilise it. If tests are successful, launch and remember to celebrate!

10. Connect InMoment with Slack to give the whole team instant access to every new score that comes in.

After

11. Follow up and plan actions. Measuring and collecting data is only meaningful if it is followed up and leveraged. Keep the Product Owner(s) up to date and make sure everyone in the product team has access to the data. Showcase the results to Product Owner(s), stakeholders, product teams and the steering group, educating everyone on how you can leverage the results to inform priorities and make smarter product decisions together. Decide together what you should investigate further.

12. Communicate the results. Make sure to communicate results from the previous month and the development over time (e.g. trend of the last twelve months), key feedback topics and planned actions based on the feedback to stakeholders.

13. Visualise and user test concepts. Once you have a better understanding of what you need to investigate further, conduct UX research and visualise concepts and test them with users. This way you will have an indication of if you are going in the right direction and if your solution might have a positive effect on the pNPS score.

‍

Tips

Start with the most important processes and user groups
Make sure to measure processes, not features
Aim to measure at least three processes from the start, so that you can compare how the different processes are performing
Metrics differ in terms of the insights they provide and the areas of customer satisfaction they focus on. CSAT captures satisfaction with specific interactions, pNPS evaluates loyalty and advocacy, and CES assesses the ease of the customer experience.

Learn more

Product NPS (pNPS) in Visma (Space page) – Product Analytics Hub
CSAT vs NPS vs CES (article) - InMoment
Net Promoter Score: What a Customer-Relations Metric Can Tell You About Your User Experience (article) – Nielsen Norman Group

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Before

1. Initiate an intro meeting with Product Analytics Hub to discuss the implementation plan and to get access to InMoment.

2. Get commitment from Product Management and other stakeholders.

3. Define whom to ask and what to ask. In InMoment we have the possibility to ask different types of questions that are appropriate for different settings and aims. It is based on two core questions. Make sure to review your questions and settings with a UX Designer.

Question 1: We start by asking “On a scale from 0-10, how likely are you to recommend X to Y”, where X in pNPS is the product, and Y is the audience, for example “a friend or coworker” or simply “others”.

Question 2: The second question can vary a bit, even depending on the score. The standard NPS methodology is to simply ask “Why?” or “What’s the main reason for your score?”. To get more specific feedback, it is possible to ask e.g. “What might we improve?”. And as stated earlier, these different formulations can be used for different answer segments, so that detractors (those answering 0-6 on the first question) and passives (those who answer 7-8) get the follow-up “What might we improve?” while the rest get “What’s the main reason for your score?”.

4. Design the follow-up process. Depending on what current channels and stakeholder groups exist around your product, the internal communication around the feedback will vary. Possible channels for communication may include Slack channels, stakeholder meetings and all-hands meetings.

5. Settle on set-up. Work with the Product Owner(s) to decide which processes to measure (survey points) as well as survey rules, such as survey questions, triggers and response rate.

6. Test it! Before the launch you want to make sure everything works like intended. Catch mistakes by testing it with colleagues. Then, test everything in production, e.g. find out if you get answers correctly or if there are technical issues, as well as if you get enough responses. Make changes and iterate on findings.

7. Make sure to have sign-off on risk assessment etc. The Product Analytics Hub will support you with this.

8.Double check your contracts. Make sure you have nothing in your contract with the customer that prohibits you from collecting customer feedback and storing the data at a third party. We have thought about GDPR (see this Confluence page) but if you have some special commitment for your customers you will have to look into that.

‍

During

9. Launch. Big moment! Decide on a launch date. Provide internal stakeholders with information about what pNPS is and why you are using it, as well as what the survey rules are. Share the scores and how to best utilise it. If tests are successful, launch and remember to celebrate!

10. Connect InMoment with Slack to give the whole team instant access to every new score that comes in.

After

11. Follow up and plan actions. Measuring and collecting data is only meaningful if it is followed up and leveraged. Keep the Product Owner(s) up to date and make sure everyone in the product team has access to the data. Showcase the results to Product Owner(s), stakeholders, product teams and the steering group, educating everyone on how you can leverage the results to inform priorities and make smarter product decisions together. Decide together what you should investigate further.

12. Communicate the results. Make sure to communicate results from the previous month and the development over time (e.g. trend of the last twelve months), key feedback topics and planned actions based on the feedback to stakeholders.

13. Visualise and user test concepts. Once you have a better understanding of what you need to investigate further, conduct UX research and visualise concepts and test them with users. This way you will have an indication of if you are going in the right direction and if your solution might have a positive effect on the pNPS score.

‍

Tips

Start with the most important processes and user groups
Make sure to measure processes, not features
Aim to measure at least three processes from the start, so that you can compare how the different processes are performing
Metrics differ in terms of the insights they provide and the areas of customer satisfaction they focus on. CSAT captures satisfaction with specific interactions, pNPS evaluates loyalty and advocacy, and CES assesses the ease of the customer experience.

Learn more

Product NPS (pNPS) in Visma (Space page) – Product Analytics Hub
CSAT vs NPS vs CES (article) - InMoment
Net Promoter Score: What a Customer-Relations Metric Can Tell You About Your User Experience (article) – Nielsen Norman Group

Templates

Ultimately, the choice of design tool depends on the specific needs of the designer and the project at hand. Each tool has its strengths and weaknesses, and designers must consider factors such as cost, ease of use, and collaboration features when selecting the best tool for their needs.

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Follow this day-by-day exercise schedule for a meaningful and efficient Design Sprint.

Design Sprint Plan

Usability test script

Score card

Design Sprint 2.0 board

Usability testing tips and tricks

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Tool recommendations

Below you will find some tool recommendations, but please note that you are free to choose whatever tool you prefer. For some tools we have group wide licenses, in which case access can be requested via licenses@visma.com. Remember that you always need cost approval from your immediate manager.