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Net Promoter Score (NPS) is a customer-feedback metric calculated by subtracting the percentage of detractors from the percentage of promoters in responses to a 0–10 likelihood-to-recommend question. It is not the average rating or the percentage of people who say they would recommend a company.
What is Net Promoter Score?
NPS summarizes how responses to a recommendation question are distributed across three groups. A standard version asks, “How likely is it that you would recommend [company or product] to a friend or colleague?” Respondents choose a number from 0 to 10. Bain’s methodology also describes asking a follow-up question about the main reason for the rating. Net Promoter Network’s overview describes the scoring method.
How do you calculate NPS?
Use the percentage of respondents who are promoters minus the percentage who are detractors:
NPS = % promoters − % detractors
Passives remain in the total response base, but neither increase nor decrease the score. The result is a number from -100 to 100. For example, if 50% of respondents are promoters and 20% are detractors, the NPS is 30, regardless of the passive percentage.
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What do promoters, passives, and detractors mean?
| Rating | Group | How it affects NPS |
|---|---|---|
| 9–10 | Promoters | Their percentage is added through the calculation’s positive term. |
| 7–8 | Passives | Count in the response base, but are not added or subtracted. |
| 0–6 | Detractors | Their percentage is subtracted from the promoter percentage. |
The rating groups are defined by the scoring method, not by averaging the responses. Bain’s NPS calculation explainer sets out these bands.
What is a good NPS score?
There is no universal “good” score established by the scoring formula alone. A useful benchmark depends on the industry and comparison group, as well as how the survey was conducted. Comparing scores is more meaningful when the customer population, survey wording, timing, response rate, sampling method, and collection process are sufficiently alike. Review the underlying rating distribution and customer comments as well as the aggregate score.
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What does NPS tell you—and what does it leave out?
NPS provides a compact view of the balance between promoters and detractors. It does not explain why people chose their ratings, and the score by itself does not establish what a company should change. A follow-up asking respondents for their reason, alongside written feedback, can add that context.
Bain says Fred Reichheld developed NPS in 2003. Bain’s account describes testing recommendation questions against customer behavior and reports that the question performed best in most of the mature, competitive industries it examined. That is an attributed finding from those industries, not a guarantee that NPS predicts outcomes in every setting or that changing the score causes growth. Bain’s history of NPS discusses the question and its development.
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Further reading
Bain identifies The Ultimate Question 2.0 as a book about organizations using the Net Promoter System. It is optional background for readers who want to explore the wider management approach; NPS itself can be defined and calculated without it. Bain’s Net Promoter System materials provide additional context.
Quick Recap
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