The best way to measure NPS

The classic NPS measurement is conducted via e-mail and, as mentioned in the previous article, often only once a year and perhaps only as a supplement to, or as part of, a traditional questionnaire survey. It has to be clear that the fundamental point of departure is that an NPS measurement has to stand alone to have the best possibilities of succeeding. If it has to be effective and have an operation character too, the surveys have to be conducted drip by drip so that the follow up can be timed appropriately. Furthermore, it would be preferable if the surveys are automated in a close-knitted process.


The most important criteria of success for an effective operational loyalty program is that the program is strategic and that the campaign is systemized. First and foremost, the campaign has to have an owner or a sponsor that reaps the gains of the customer’s feedback. It should be a manager for a business unit or a team where NPS is a central part of the KPI’s in the department’s results and development. After that, the manager needs the support of the entire department for the value and prioritizing of the program so that a survey are translated to specific actions. When and how often can surveys be conducted? NPS are often divided into two types of surveys:

  • Relation survey (loyalty)
  • Transaction survey (satisfaction)


Relation survey investigate, as mentioned, the wholeness, being the customer’s total experience of the relation. This experience can be derived from several elements including obviously the product and the specific experiences the customer has when finding, purchasing, receiving and using the product. However, many other factors can also influence the customer’s satisfaction and loyalty as for example political stance and events that are not directly attached to the product or the specific customer experience. To create a trustworthy NPS loyalty measurement in the relation, the survey should therefore occur ongoingly and not at a specific time. For example, if the measurement is conducted on all customers right after a big price drop as med advertised, this could very likely influence the short-term satisfaction. This is why customer loyalty should always be conducting ongoingly so that the NPS score reflects the customer’s loyalty over time and not just right now. This further enables the possibility to detect tendencies faster in the NPS development instead of having to wait on more survey results. Measuring loyalty ongoingly can be established in multiple ways. The right frequency varies depending on the type of product or relation, but a good rule of thumb is twice a year. That way it becomes an ongoing program that both secures a trustworthy NPS score and makes the relation survey and results actual so that operational follow up can be distributed over time and become a natural part of everyday life and the organizations customer related work processes.


Transaction and touchpoint survey can be conducted throughout the entire customer experience. The determined factor is that there is a clear purpose of the survey and that the results are used operationally and for general improvements in the customer experience. The surveys have to be programmed to a touchpoint in the customer journey. The figure at the right depicts examples, for example before or after a client meeting, right after a big purchase offer has been given, at delivery, before resigning a deal etc. The touchpoint campaigns can then contain several transactions. For example, a project NPS campaign where there might be measured after starting up, midway through the project and before and after finishing it. The right measuring frequency depends on many parameters. For example, there is a great difference on the customer’s commitment in the relation to an electrics-supplier versus a supplier of a newly build house. An NPS.Today client that builds houses measures successfully 12 times during the customer relation and receives real feedback for improvements of the experience in all of the 12 touchpoints and has the opportunity for individual follow up and dialogue. Naturally, processes should be established, and preferably automated ones, to ensure that a transaction survey does not happen with a bothering frequency for the recipient. If the organization has a central system that gathers customer data, rules and triggers for conducting a survey can advantageously happen here as the measurement can be based on many parameters about customers and transactions. This obviously requires that the system has the functionality the support such rules and triggers. If this is not possible it is essential to select an NPS system that offers a function to avoid survey-spam (also called Throttling).


Selecting channels for measuring should happen on the premises of the customer. It should be the channel that is most relevant in regard to the transaction and that makes it as easy as possible for the recipient to answer. Should the marketing department wish for input for the organizations newsletter, it is obvious to implement that question here. If customer service has had an e-mail correspondence with a customer, the question can be included in the final e-mail or in a separate e-mail once the case is closed. If feedback for the experience on a website or an app is desired, it would be natural to ask the questions here, either actively (for example pop-up) or passively. I will touch on the latter in the coming section. Examples on channels are:

  • E-mail
  • SMS
  • APP
  • On a website or in a web shop
  • On the product itself (for example a QR-code)
  • iPad (for example a stand in a shop, in a cafeteria or at an on-site interview)



As a starting point the question can be asked in two ways:

  • Active (prompt)
  • Passive (visible)

The active question is usually sent to the recipient (for example via e-mail or text message) but can also be asked in a pop-up or at an interview as for example Tivoli who interviews their guests about their experience at the exit. The passive question can appear in many ways for example on a product, on a website, on a sign in a document etc. The passive question is an interesting opportunity that many companies overlook. Especially the opportunity to receive feedback from unknown customers is interesting. A producer of shoes could for example put a QR-code on the shoebox and request praise and criticism from the end consumer. If one has an NPS system that can ask meta data questions (perhaps ask for name and e-mail address for a follow up) it creates new interesting opportunities. How a campaign can be systemized or programmed is something you can read more about in the next article “How to ignite your operational customer loyalty”. Content and formulation of an NPS campaign Before a survey is initiated it is always a good idea to communicate to the recipients that a measurement is occurring as well as why and how it will be followed up. This could for example happen in a newsletter, on a website, in a preliminary e-mail etc.


  • Introduction text: For example: “We value our collaboration and wish to create the optimal customer experience. We hope that you will spent one minute sharing your experiences.”
  • The NPS question that is ideally formulated as: “How likely is it that you will recommend xxxxx?”
  • The follow up question, that should be reflecting according to the score to motivate comments:

Detractor 0-6: What do you think we should do better? Passive 7-8: What can we do to receive a 9 or 10 on the score? Promoter 9-10: What did you particularly like?

  • Completion text, that again can vary depending on the score, for example:

Detractor 0-6:We are sorry that your experience has not been optimal, and we will contact you as soon as possible to find a solution. Passive 7-8:We are happy that you are satisfied, and we will continue working on making things even better. Promoter 9-10:we are very pleased that that you are satisfied and would consider recommending us to others. We will do all that we can to continue like this (some dare to refer Promoters to for example Trustpilot in the completion text) If e-mail permission is non-existing for a contact, the NPS campaign is not allowed to contain marketing or sales related elements. NPS campaigns with e-mail permission should still not contain such messages as it takes away the focus from the real intention and is disrupting to the recipient. That is why it is a good idea to keep both the wording and design as neutral as possible. When measuring in touchpoints and transactions, the NPS question can be rephrased so that the respondent understands that the measurement is regarding a specific customer experience and not the general relation (the holistic experience). Very specific questions such as: “To what extent did the service technician live up to your expectations?” can also be asked. Then it is no longer a “pure” NPS measurement. NPS.Today supports both specific questions and the more official NPS method. Here it is important to handle the reporting on general loyalty (relation NPS) and touchpoint or transaction NPS correctly.

10 råd til at forbedre din virksomheds kundeloyalitet

Download vores E-bog her.

Skal du lige have én mere..?

What is NPS?

Net Promoter Score (NPS®) is an effective method to measure, understand and act on the experiences of your customers. Due to its effectiveness, NPS has become a method that many successful organizations exercise to create better customer experiences and more loyal...

Dear CFO – Have you measured your Customer Loyalty?

Have you figured out how it can pay off that you, as the CFO, are getting involved in the activities about loyalty and customer satisfaction in your organization, and thereby create a stronger bottom line for your company? You definitely have a skilled sales...

Content Marketing and customer loyalty

In collaboration with Klaus Lund Read and receive the answer to how you, with the right tools and the right approach to your customer’s need, can produce better content and at the same time be a co-creator of increased customer satisfaction in your organization....

The Customer as a Strategic Areas of Focus

IS CUSTOMER FOCUS A PART OF YOUR ORGANIZATIONS STRATEGY? In collaboration with Klaus Lund Is customer focus a natural part of your organizational strategy? If not, you might want to reconsider your strategical areas of focus. Most organizations luckily have customer...