Bank of Montreal
bmo.com ↗In their words
“In all of our businesses, we're adding customers, we're expanding relationships, we're deepening loyalty, which we see in improving net promoter scores.”
“In client loyalty, our net promoter scores are up 7 points year-over-year across all of our relationship businesses and we had J.D. Power Honors in both InvestorLine and Nesbitt Burns and high net new client growth.”
“Our overall customer loyalty/experience score of 51 exceeded our 2019 goal of 48 and was one of our highest scores to date. Net Promoter Scores (NPS) are derived from customer surveys.”
Disclosed NPS over time
Every Net Promoter Score Bank of Montreal has published, by date.
NPS disclosures (69)
…• Continued strengthening of client loyalty in Personal and Business Banking, Commercial Banking and Private Wealth, as measured by Net Promoter Score (2) .
Maintained strong client loyalty in Personal and Business Banking and Commercial Banking, as measured by Net Promoter Score (NPS) (1) • Continued to advance an integrated and client-centric treasury and payment solutions approach in Business Banking,…
Maintained strong client loyalty in Personal and Business Banking and Commercial Banking, as measured by Net Promoter Score (NPS) (1) • Continued to advance an integrated and client-centric treasury and payment solutions approach in Business Banking,…
Maintained strong customer loyalty in both Personal and Business Banking and Commercial Banking, as measured by Net Promoter Score (1) • Named Best Commercial Bank in Canada for the 10 th consecutive year and Best Retail Bank in Canada for the third…
Maintained strong customer loyalty in both Personal and Business Banking and Commercial Banking, as measured by Net Promoter Score (1) • Ranked first by J.D.
We maintained customer loyalty, meeting or exceeding Net Promoter Scores (1) across most of the businesses, with an enterprise achievement of 100% of target. l •
Maintained strong customer loyalty in Personal and Business Banking and top-tier customer loyalty in Commercial Banking, as measured by Net Promoter Score (1) •
We achieved record customer loyalty across the businesses and met or exceeded net promoter scores with a Total Bank achievement of 105% of target. 🌑 •
Continued to maintain strong customer loyalty in Personal Banking and leading customer loyalty in Commercial Banking, as measured by Net Promoter Score •
Portfolio Update Board COVID-19 – Client Impact and Client Flows Board Commercial Real Industry Review Risk Review Quarterly review of net promoter scores in Wealth Management and Personal Banking Winning culture Compensation Governance Framework and…
Continued to strengthen customer loyalty, with an 18% increase in Net Promoter Score during the year. Ranked first in the J.D.
Our overall customer loyalty/experience score of 51 exceeded our 2019 goal of 48 and was one of our highest scores to date. Net Promoter Scores (NPS) are derived from customer surveys.
Further improved customer loyalty in Personal Banking, as measured by Net Promoter Score, and continued to have best-in-class Net Promoter Score in Commercial Banking •
In all of our businesses, we're adding customers, we're expanding relationships, we're deepening loyalty, which we see in improving net promoter scores.
…technology to transform our business 4 Leverage our consolidated North American platform and expand strategically in select global markets to deliver growth 5 Ensure our strength in risk management underpins everything we do for our customers Customer •
Further improved customer loyalty as measured by Net Promoter Score across all businesses •
Further improved customer loyalty as measured by Net Promoter Score across all businesses •
In client loyalty, our net promoter scores are up 7 points year-over-year across all of our relationship businesses and we had J.D. Power Honors in both InvestorLine and Nesbitt Burns and high net new client growth.
Further improved customer loyalty as measured by Net Promoter Score in both commercial and business banking by improving our product offerings, deepening our understanding of our clients’ needs and enhancing our digital solutions.
Further improved customer loyalty as measured by Net Promoter Score in both commercial and business banking by improving our product offerings, deepening our understanding of our clients’ needs and enhancing our digital solutions.
Delivered strong and improving net promoter score (NPS) results for the commercial banking segment, as we revitalized our internal and external customer experience initiatives to build greater loyalty.
Delivered strong and improving net promoter score (NPS) results for the commercial banking segment, as we revitalized our internal and external customer experience initiatives to build greater loyalty.
Scores in our annual employee survey indicated a high level of confidence in BMO and our customer-focused strategy. Ÿ Achieved top-tier customer loyalty as measured by Net Promoter Score.
Scores in our annual employee survey indicated a high level of confidence in BMO and our customer-focused strategy. Ÿ Achieved top-tier customer loyalty as measured by Net Promoter Score.
Enhance the customer experience to create a differentiated position in the Canadian market 2013 Achievements Ÿ Continued to maintain strong customer loyalty scores as measured by Net Promoter Score.
Enhance the customer experience to create a differentiated position in the Canadian market 2013 Achievements Ÿ Continued to maintain strong customer loyalty scores as measured by Net Promoter Score.
We continue to have top-tier performance in customer loyalty, as measured by the net promoter score. In commercial banking, momentum continues with strong year-over-year growth in commercial loans of 12% and deposits of 15%.
Our focus on making money make sense for our customers, and offering simplified and innovative products and exceptional customer service has resulted in customer loyalty scores that continue to be top-tier, as measured by net promoter score.
We continue to have top-tier performance in customer loyalty, as measured by the net promoter score. Personal banking continues to see momentum and improved sales force productivity.
Maintain strong customer loyalty. Ÿ Achieved a number-two ranking from Greenwich Associates in market penetration, overall customer satisfaction and Net Promoter Score among our peer U.S. commercial banks. Ÿ Opened more than 15,000 savings accounts for…
In addition, cross-selling of products to both personal and commercial customers continues to grow, while customer loyalty, as measured by net promoter score, continues to improve in both our personal and commercial businesses.
We are seeing further increases in the average number of product categories used by both personal and commercial customers and customer loyalty, as measured by net promoter score, continues to improve in both our personal and commercial businesses.
BMO Harris Bank improved on its top 10 ranking from 2010. Ÿ Our personal banking Net Promoter Score (excluding M&I) was 43, an increase of three points from 2010. Ÿ Continued to help our customers with their financial needs with Helpful Steps; launched…
BMO Harris Bank improved on its top 10 ranking from 2010. Ÿ Our personal banking Net Promoter Score (excluding M&I) was 43, an increase of three points from 2010. Ÿ Continued to help our customers with their financial needs with Helpful Steps; launched…
As a result of these efforts, our net promoter score, a measure of customer loyalty, continues to improve and we continue to see increases in the average number of product categories used by both personal and commercial customers.
Our personal retail net promoter score of 43 continues to improve, and with three quarters of sequential growth and an increase of one point from 42 in the prior quarter, our score remains very strong compared to the scores of our major competitors.
Our personal net promoter score was 42 for the second quarter of 2011, up from 41 in the preceding quarter, and remains very strong compared to the scores of our major competitors.
Our retail net promoter score was 41 for the first quarter of 2011 and 40 in the prior quarter, and remains very strong compared to the scores of our major competitors.
…(US$) (%) … Core operating leverage (US$) (%) … Number of branches … Personal Banking Net Promoter Score … Serviced mortgage portfolio growth (%) … Employee engagement index (4) 71…
…(US$) (%) … Core operating leverage (US$) (%) … Number of branches … Personal Banking Net Promoter Score … Serviced mortgage portfolio growth (%) … Employee engagement index (4) 71…
Our retail net promoter score was 41 for the third quarter of 2010, compared with 39 in the second quarter. Our retail net promoter score remains very strong compared to the scores of the major banks with which we compete.
Our retail net promoter score was 39 for the second quarter of 2010, compared with 40 in the first quarter. Our retail net promoter score remains very strong compared to the scores of our major competitors.
Our retail net promoter score was 40 for the first quarter of 2010, compared with 43 in the fourth quarter of 2009. Our retail net promoter score remains very strong compared to the scores of our major competitors.
Our U.S. retail Net Promoter Score was 44 in 2009, an increase of 2 points from 2008. 52 BMO Financial Group 192nd Annual Report 2009 U.S.
Our retail net promoter score was 44 for 2009, compared with 42 in 2008, while the average scores of our large bank competitors declined. These efforts have positioned us well as we come out of the current economic downturn.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, remains strong and consistent, at a time when the scores of a number of our competitors have deteriorated.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, improved two points from both the prior quarter and from a year ago to 44, at a time when the scores of a number of our competitors deteriorated.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, remained consistent with the prior quarter at 42, and improved from 41 a year ago at a time when others are declining.
We introduced Net Promoter Score (NPS) – a measure of customer loyalty – to many more of our businesses. Today, NPS helps us gauge how we are doing with customers across most of the enterprise and points of contact.
…• Continued to increase our retail Net Promoter Score, from 41 to 42, while the average scores of both network banks and community banks declined.
23 Our Retail Net Promoter Score, a measure of the strength of customer loyalty, was unchanged from the third quarter at 42, but improved from 41 a year ago.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, was consistent with the prior quarter at 42%. Q3 YTD 2008 vs Q3 YTD 2007 Net income of $84 million rose $1 million or 0.3%.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, improved from the prior quarter to 42%. Q2 YTD 2008 vs Q2 YTD 2007 Net income decreased $2 million or 2.5%.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, remained consistent with the prior quarter. BMO Financial Group First Quarter Report 2008 •
…• Our Retail Net Promoter Score increased to 41 from 39, reflecting strengthening customer loyalty. 2008 Group Objectives •
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, was 41, up from 39 in 2006. Private Client Group (PCG) Increase/(Decrease) Increase/(Decrease) Increase/(Decrease) (Canadian $ in millions, except as noted) Q4-2007 vs.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, was 41%, consistent with the second quarter. During the quarter, we successfully completed the conversion of FNBT into our operating model and brand with minimal customer impact.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, increased to 40% in the first quarter from 39% at the end of last year.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, increased to 41% from 40% at the end of the first quarter. We recently completed the conversion of FNBT into our operating model and brand with minimal customer impact.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, increased to 40% from 39% at the end of last year. P&C U.S.
Our Retail Net Promoter Score, a measure of the strength of customer loyalty, increased to 40% from 39% at the end of last year. U.S.
…• Our retail net promoter score increased to 39 from 34, reflecting strengthening customer loyalty and solid improvement, reducing the gap with community banks while maintaining our lead over network banks.
Consumer loans grew 15.5% in a highly competitive market, while small business loans grew 13.3%. § Our Net Promoter Score, a measure of the strength of our customer loyalty, increased to 37 from 35 last quarter, while our Retail Secure Customer Index…
…• Our Net Promoter Score, a measure of the strength of our customer loyalty, increased to 37 from 35 last quarter, while our Retail Secure Customer Index held steady at 42.
Indiana into the other Midwest states and double our network to 350 to 400 branches over the next 3 to 5 years. § Our Net Promoter Score, a measure of the intensity of customer loyalty, has increased to 35 from 34 in 2005, while our Retail Secure…
…• Our Net Promoter Score, a measure of the intensity of customer loyalty, has increased to 35 from 34 in 2005, while our Retail Secure Customer Index has remained at 42.
…• Our Net Promoter Score, a measure of the intensity of customer loyalty, increased to 35% and our Secure Customer Index remained at 42%. BMO Financial Group First Quarter Report 2006 15 Management’s Discussion and Analysis Private Client Group (PCG)…
…• Our Net Promoter Score, a measure of the intensity of customer loyalty, increased to 35% and our Secure Customer Index remained at 42%. 25 PRIVATE CLIENT GROUP (PCG) Increase/(Decrease) Increase/(Decrease) (Canadian $ in millions, except as noted)…
…• Our Net Promoter Score, a measure of the intensity of our customers’ loyalty, rose from 26% in 2003 to 34% in 2005 – triple the network average.
Retention disclosures (1)
BMO views customer retention strategy as critical in competitive banking market.
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About these figures
Every figure here was publicly disclosed by the named company: press releases, annual reports, SEC filings, earnings calls and news coverage. Companies tend to publish their NPS when it is good, so these numbers run higher than a true industry average: read them as what leading companies in this vertical say publicly, not as an industry benchmark.
NPS runs from −100 to +100. Retention figures are reported as the company defines them (net revenue retention, gross revenue retention, customer retention rate, churn). Every entry links to its source in the full database.