The Net Promoter System involves creating new processes for gathering feedback and acting on it. It generates a new metric, the Net Promoter Score, along with flurries of customer comments and complaints. It requires managers and supervisors to close the loop with people who give them feedback, to meet regularly with frontline employees to discuss how to improve the customer experience, and to pursue policy and process changes elsewhere in the organisation that impinge on that experience.
This paper studies the increasing role played by customer advocacy officers in driving change within organisations. The paper also highlights five characteristics of an effective customer advocacy officer.