TABLE 1
FROM:
A holistic examination of Net Promoter
Timothy L Keiningham, Lerzan Aksoy, Bruce Cooil, Tor Wallin Andreassen and Luke Williams
BACK TO ARTICLETable 1. Correlations between revenue change and satisfaction/loyalty metrics
| Net Promoter | NCSB | Satisfaction (Mean) | Repurchase intention (Mean) | Recommend intention (Mean) | Satisfaction (Top Box) | Satisfaction (Top 2 Box) | Repurchase intention (Top Box) | Repurchase intention (Top 2 Box) | Recommend intention (Top Box) | Recommend intention (Top 2 Box) | |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Banking | |||||||||||
| Pooled Y Y+1 (2001–2005) | 0.40 | 0.17 | 0.02 | 0.37 | 0.32 | -0.05 | -0.29 | 0.37 | 0.40 | -0.02 | 0.29 |
| p-value | 0.20 | 0.60 | 0.95 | 0.24 | 0.32 | 0.88 | 0.37 | 0.23 | 0.20 | 0.96 | 0.36 |
| Retail (gasoline) | |||||||||||
| Pooled Y Y+1 (2000–2003) | -0.45 | 0.09 | 0.49 | 0.62 | -0.32 | 0.42 | 0.84 | 0.63 | 0.45 | 0.38 | 0.21 |
| p-value | 0.55 | 0.91 | 0.51 | 0.38 | 0.68 | 0.58 | 0.16 | 0.37 | 0.55 | 0.62 | 0.79 |
| Retail (home furnishings) | |||||||||||
| 2003–2004 | -0.12 | 0.95 | -0.17 | -0.95 | -0.12 | 0.99 | 0.26 | -0.83 | -0.45 | 0.08 | -0.26 |
| Security systems | |||||||||||
| 2002–2003 | 0.86 | 0.17 | 0.05 | -0.56 | 0.95 | 0.64 | 0.16 | -0.44 | -0.99 | 0.76 | 0.98 |
| Transportation | |||||||||||
| 2000–2001 | 0.08 | 0.06 | 0.04 | 0.14 | 0.02 | -0.59 | -0.43 | -0.32 | 0.00 | -0.26 | -0.08 |
Note: The highest positive correlations between revenue change and satisfaction/loyalty metrics are in bold.
