The Adventures of Lee The SME Owner

Chapter 16 - Hearing It Firsthand

After the initial shock of the NPS results, Lee and John set to work. They invited customers from all three categories—Promoters, Passives, and Detractors—into the office for in-depth conversations. These meetings were informal, but crucial. They wanted to hear directly from the people who interacted with the business every day—what was working, what wasn’t, and what could be better.

The insights they gained were invaluable. As the meetings progressed, patterns emerged, giving Lee and John a clear path forward. Here’s what they learned from each category:

The Detractors

Detractors were the ones who had scored the company between 0 and 6. The conversations with them were challenging at times, but also incredibly enlightening. It became clear that these customers weren’t necessarily angry; they just saw areas that needed attention.

One Detractor, a longtime customer, shared their frustration:

“We’ve been buying from you for years, and I’ve always liked the quality of the products. But lately, the delivery times have been inconsistent. I’ve had to chase up my orders more than once, and it’s frustrating because I rely on timely deliveries to keep my business running smoothly. I don’t mind paying a bit more for good service, but when I’m constantly following up, it makes me think about looking elsewhere.”

John and Lee exchanged glances as they noted down the feedback. This was a recurring issue. Delivery delays and communication gaps were easily fixable problems, but they were damaging customer loyalty.

Another Detractor brought up a more specific issue with the product itself:

“The product is fine—good, actually—but we had an issue with a part breaking, and when I contacted your customer service team, I felt like they didn’t really care. It took too long to get a replacement, and the process was confusing. If I’m paying for a premium product, I expect premium service, and that wasn’t what I got.”

This was a key insight—while the product quality was generally acceptable, customer service issues were driving dissatisfaction. Lee noted how important it was to not just focus on the product, but also on the customer’s journey after the sale.

The Passives

The Passives, who had scored the company between 7 and 8, were happy but not enthusiastic. These customers were interesting because, as John had pointed out, they were often the easiest to convert into Promoters with small improvements.

One Passive, a mid-sized business owner, summed it up simply:

“You guys do a good job. I’ve never had any major problems. But if I’m being honest, there’s nothing that really stands out either. You’re reliable, but I wouldn’t say I’m ‘wow-ed’ by the service. If something better came along, I might consider switching, but for now, I’m content.”

This was eye-opening for Lee. The Passives weren’t unhappy—they just weren’t engaged. They needed something more to get excited about, something that made them feel valued as customers.

Another Passive said:

“I don’t hear from your team much unless there’s an issue with an order. It would be nice to feel more connected, like we’re working together. I get the sense that once we place an order, that’s the end of the interaction until the next one. I think there’s room for improvement in communication—maybe more proactive outreach.”

This insight was particularly helpful. It showed that with a little more effort in relationship management and customer engagement, these Passives could easily become Promoters.

The Promoters

Talking to the Promoters—those who scored the company a 9 or 10—was refreshing for Lee. These were the customers who loved the product, were loyal to the company, and saw real value in what the business offered. Their feedback was a reminder of what Lee had been doing right all along.

One Promoter gushed about the quality of the product:

“I’ve been a customer for years, and I’ll tell you what, your products are top-notch. I’ve never had an issue with quality. Every time I use your equipment, I know I’m getting the best, and that peace of mind is worth a lot to me. I’ve recommended you to plenty of my colleagues.”

This was the kind of feedback Lee needed to hear—it was a reminder that his company had a strong foundation in quality.

Another Promoter added something even more encouraging:

“Your team is great. Every time I have a question or need something, they’re right there, and it feels personal. You’ve built relationships with your customers, and I appreciate that. I feel like I’m not just a number, but a valued partner. That’s what keeps me coming back.”

Lee smiled at this one, his chest swelling a little with pride. These were the relationships he had always worked to build, and it was clear that for some, it was paying off.

The Emerging Patterns

As Lee and John reviewed their notes, the patterns started to come into focus:

• Delivery and Communication: Detractors repeatedly mentioned delivery delays and poor communication. These were issues that could be fixed relatively easily, but they were critical to maintaining loyalty.

• Customer Service: Detractors also highlighted that the after-sales service needed improvement. Quick, responsive service would make a big difference in turning around those negative experiences.

• Engagement: Passives wanted more proactive engagement from the company. They weren’t looking for anything huge, just more frequent, friendly check-ins to remind them that the company valued their business.

• Product Quality and Relationships: The Promoters were thrilled with the product quality and the personal relationships they had built with the company. These were areas that Lee needed to preserve and expand on.

As they wrapped up the discussions, Lee felt something he hadn’t felt since receiving the NPS score—optimism. The feedback wasn’t easy to hear at first, but now that it was laid out in front of him, he could see a clear path to making things better.

John looked at him and smiled. “See? Not a disaster. Just good, actionable data.”

Lee nodded, feeling a spark of energy return. “Yeah. We can do something with this.”

And for the first time in weeks, he truly believed it.