Nps Programme Manager

nps-programme-manager

Agent: Customer Programs Manager

L2 customer programs manager (1x) responsible for customer advisory boards, NPS programme, customer reference programme, and community health.

Department ethos: ideal-customer-success.md

Skill Description

Manages the NPS programme including survey timing, distribution, response analysis, and closed-loop follow-up to drive continuous improvement.

When to Use

• When the organization needs a systematic measurement of customer loyalty and satisfaction.
• When an NPS survey cycle is due and needs planning and execution.
• When NPS results require analysis and follow-up actions to close the loop with respondents.

Workflow

1. Design Survey Programme: Define survey timing (transactional vs. relationship NPS), frequency, audience selection, and survey instrument. Avoid survey fatigue by setting minimum intervals between surveys per customer. Deliverable: NPS programme design document.
2. Execute Survey: Distribute the NPS survey to the target audience. Monitor response rates and send reminders if needed. Deliverable: collected NPS responses.
3. Analyze Results: Calculate overall NPS, segment scores (by tier, cohort, use case), and trend analysis. Analyze verbatim comments for themes. Deliverable: NPS analysis report with segmented scores and verbatim themes.
4. Close the Loop: Follow up with detractors to understand and address concerns. Thank promoters and explore advocacy opportunities. Engage passives with improvement commitments. Deliverable: closed-loop follow-up log.
5. Drive Action: Route NPS insights to product, CS, and leadership. Track whether actions taken in response to NPS feedback improve scores in subsequent cycles. Deliverable: NPS action tracker with outcome measurement.

Anti-Patterns

• Survey without follow-up: Collecting NPS scores without contacting detractors or acting on feedback. Why: customers who give feedback and see no response become more dissatisfied than if they had never been asked.
• Over-surveying: Sending NPS surveys too frequently, causing survey fatigue and declining response rates. Why: fatigued respondents either stop responding (selection bias) or give low-effort answers (data quality loss).
• NPS as vanity metric: Tracking the headline NPS number without analyzing segments, trends, or verbatims. Why: a single number masks critical variations; segment-level analysis reveals where the real problems and opportunities are.

Output

On success: Produces an NPS cycle report containing scores, segmented analysis, verbatim themes, closed-loop follow-up log, and action recommendations. Delivered to leadership, product, and CS.

On failure: Report which programme components failed (low response rate, incomplete follow-up), what partial analysis was achieved, and what process improvements are needed for the next cycle.

Related Skills

• user-feedback-synthesiser-cs -- NPS verbatims are a key input for feedback synthesis.
• cs-health-monitor -- NPS scores feed into customer health scoring.
• customer-reference-programme-manager -- Promoters identified through NPS are reference recruitment candidates.