The Superpromoter

My personal enthusiasm revolution began in 2007 when I realised that market research focuses exclusively on problems and ignores enthusiasm. I was interviewing a top client at a firm of solicitors and got through my questions in the shortest possible time because the man was so enthusiastic. I realised that I was only looking for points for improvement. In order to fill the time, I started asking questions about enthusiasm instead, out of sheer necessity. Among other things, I learned that this man brought in at least three new clients per year for this office, clients he was able to mention by name. This was very relevant information because the firm of solicitors had no idea where all these clients had come from.

After this encounter, I went in search of scientific or other research into enthusiasm and how it spreads. But to my amazement, I could find nothing at all. So I decided to carry out research myself, together with my colleagues from Blauw Research, and to write a book about the subject.

Blauw had already been carrying out a considerable amount of research into the NPS (Net Promoter Score) for its clients since 2004. But here too, the focus was mainly on the low scores. By placing the promoters in the spotlight during this research, and by studying which of these promoters (with only the intention to recommend) were also Superpromoters (actual influence), a great deal of knowledge was gleaned. But we also supplemented the findings with our own research and I collected a significant amount of evidence from books about marketing and management.

About the book

The book is about the power of enthusiasm and Superpromoters are the personification of this power. They are people who are enthusiastic about a brand, product or organisation and whose enthusiasm is catching. Superpromoters make recommendations or are copied by others. The contagious enthusiasm of the Superpromoter is vitally important for businesses, because it provides a stream of new clients and growth in turnover. In addition, Superpromoters are ideal co-creators and they motivate the staff. In the ultimate battle with his alter ego, the anti-promoter, the Superpromoter determines the reputation of companies.

The Superpromoter could be a client, but just as easily a committed employee. Or a member of the public defending a particular piece of government policy. They are the unseen supporters of companies and government institutions who create success behind the scenes.

In “The Superpromoter”, Rijn Vogelaar explains how you can mobilise Superpromoters to make an organisation more successful. He describes a new vision on marketing, product development and business operations in general. It is time for organisations to focus not only on complaining customers and disgruntled employees, but to direct their attention far more towards their enthusiastic friends: the Superpromoters. Organisations that undergo this evolution will – with less budget and much greater positive energy – leave the competition far behind or even render them irrelevant.

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