The NPS® is a key metric for customer loyalty. Through regular measurement, companies can observe the development of relationship quality with their customers over time – whether collected in writing, by phone, or online. Respondents answer on a scale from 0 (very unlikely) to 10 (very likely), and a great deal can be inferred from this single answer.

The scale divides customers into three clearly defined groups: Detractors (0–6) are dissatisfied customers with no bond to the company, who usually advise against a purchase. Passives (7–8) are satisfied but not enthusiastic – and can be relatively easily swayed by competitors. Promoters (9–10) are loyal, enthusiastic customers who actively try to convince friends and acquaintances to make a purchase.

The calculation itself is deliberately simple: NPS® = % Promoters − % Detractors. The resulting value can range between +100 and −100. Yet, this very simplicity is both its strength and its risk: if the NPS® is collected in isolation, it remains a mere number without actionable insights. Only through careful planning and linkage with further questions does it become a true management tool.

The NPS® is now used in almost every industry – for good reason: It is based on a simple, short questionnaire that can be easily administered via phone or online surveys. It is versatile – applicable to individual transactions as well as at the overall company level. It is easy to understand and relevant for all company levels and departments, allowing for direct integration into daily operations. NPS®-based segmentation enables targeted measures for customer groups with varying levels of enthusiasm. It allows for targeted benchmarking between companies and business units. And continuous tracking enables early detection of trends and evaluation of activities before they impact hard sales figures.

The true value of the NPS® only emerges in its interpretation. We provide support for three central questions: Why is the NPS® at its current level, and why has it changed over time? How do specific activities affect customer satisfaction? And what associations does a company evoke in customers with varying loyalty – what demands are placed on services, and what are the key drivers of satisfaction?

To answer these questions accurately, effective NPS® work begins with the collection process: optimizing the questionnaire with supplementary questions (such as spontaneous associations or the evaluation of central performance factors), choosing the right timing for survey intervals, and selecting a representative customer sample.

An NPS® score alone says little about what needs to be done. Only the combination of accurate data collection, in-depth data analysis, and the translation of results into concrete actions transforms the NPS® into a true early warning and management tool – from direct responses to individual customer feedback to continuous tracking of customer relationships over years.