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Finding an edge in the tanning business
Finding an edge in the tanning business
Planet Tan CEO Tony Hartl (left) and manager Dawn Byers used client feedback to improve their spa and their sales.
Planet Tan CEO Tony Hartl began using NPS in November 2007, hoping to find ways to make his chain of Dallas tanning salons stand out in a business that hinges on providing memorable customer service. Hartl's early attempts at soliciting customer feedback proved inefficient - a lengthy e-mail survey generated a paltry 3% response rate and a mess of unorganized data that was hard for his staff to take action on.

Switching to NPS was easy: Training for Planet Tan's staff consisted of a half-hour PowerPoint presentation, developed in-house. Planet Tan e-mailed a single question - "How likely is it that you would recommend this company to a friend or colleague?" - to 11,695 of its customers. The response rate was 11%. The various rankings, from 0 to 10, were tallied, and the company arrived at its NPS score: 66.

"Everyone just got it. Here's a single number that can go up or down, depending on interactions with customers," says Dawn Byers, 32, a Planet Tan executive who worked closely with Hartl to introduce the metric.

During the first months of 2008 same-store sales have risen more than 15% year-over-year, according to Hartl. He attributes the results partly to various moves made in response to the NPS data. Planet Tan will be doing another NPS survey this summer: Hartl hopes to hit 70.

Read the full story on the feedback Planet Tan got - and the changes it made in response.

NEXT: Tying bonuses to customer satisfaction

LAST UPDATE: May 27 2008 | 2:45 PM ET
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