A few thoughts I’d add, @DannyPancratz !

• It’s common to start with surveys that have a calendar schedule (e.g., all customers get a survey on the 2nd Monday of the quarter), but the more sophisticated approach is a “rolling” survey, where the cadence is anchored on the customer’s original contract date. That way, you have some NPS responses rolling in every month, which both gives you a constant finger on the pulse of customers, and prevents giant surges of work for your various teams to close the loop on massive batches of responses.
• Follow-ups can also occur with Promoters to invite them into advocacy activities, like writing a review on G2.
• Regardless of what tool you use to administer the survey, get those responses posted into Slack. For a reason that's not worth explaining, I ended up trolling through the early days of our own NPS-response Slack channel, and it was extremely interesting to see the evolution of how the business got involved over the course of months:
  • It started with a few reactji on promoters (, etc.).
  • Then some enthusiastic comments came in from managers, giving a high five to the CSM when a good response came from a customer who’d been struggling.
  • Then you start to see more senior leaders get added to the channel, wanting to keep tabs on this flow of customer intel.
  • Then some of those leaders start tagging Product leaders about customer comments that relate directly to an active Product initiative.
  • Then whole threads start spinning up to triage problem-situations or important input.

Thanks, @seth! 

These are some great new insights and you also helped validate some things we were already doing/thinking of doing. 

We’re thinking of bridging our NPS program with our product research program, so that we may feed participants to the latter based on NPS responses (negative feedback on product).