2017 B2C NPS Benchmarks
1. Study OverviewNet Promoter Score®, or NPS®, has a 14-year track record as a proven leading indicator of revenue growth. It is widely acknowledged as the most effective overall metric for managing customer experience. As a measure of loyalty to brand and of the overall experience customers have with a company, NPS offers a simple, powerful metric proven to correlate with economic outcomes. For that reason, it’s the best metric to anchor comprehensive efforts to improve the customer experience and therefore the bottom line.
When combined with a comprehensive analysis of the drivers of the customer relationship and of various customer touch points, NPS provides unparalleled insight. Companies can use an understanding of their NPS and related customer experience metrics to drive long-term and strategic planning, and to demonstrate the effectiveness of their customer experience improvements over time.
A a benchmark across competitive companies and industries, NPS provides insight into relative company performance and variations in customer experience. Satmetrix reports, presented here, include information about the attributes that driver customer loyalty, so that you can look beyond the score itself into the factors that influence the customer experience. NPS benchmarks give you a critical tool for evaluating your own company’s performance in the competitive landscape.
The NPS Calculation
The Net Promoter Score calculation itself is simple. Customers are asked one key loyalty question: How likely is it that you would recommend [Company X or Brand X] to a friend or colleague? Customers respond using a 0-to-10 point rating scale, where 0 represents not at all likely, 5 represents neutral, and 10 represents extremely likely to recommend. Responses are categorized as follows:
- Promoters (score 9-10) are loyal enthusiasts who will keep buying and refer others, fueling growth.
- Passives (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings.
- Detractors (score 0-6) are unhappy customers who can damage your brand and impede growth through negative word-of-mouth.
To calculate NPS, subtract the percentage of Detractors from the percentage of Promoters.
The behavior of Promoters, Passives, and Detractors differs greatly, and those differences drive economic outcomes. For example, Promoters purchase more and do so more often. They also cost less to serve, and provide a rich source or referral business. Detractors, on the other hand, purchase less and often damage your company image with negative word of mouth; they are also more expensive to serve. Changing the proportions of Promoters, Passives, and Detractors, therefore, drives material differences in your business.
About the 2017 Satmetrix Net Promoter Benchmarks
Data for the 2017 US Consumer NPS Benchmark was collected during January and February 2017 using an opt-in email survey. The study includes more than 65,000 brand ratings for nearly 190 brands in 23 different industry sectors. The database includes brands for which 250 or more responses were received regarding the company’s products and/or services.
The Net Promoter Score was jointly developed by Satmetrix and Fred Reichheld based on research using three years of data. Results were first published in 2003. Net Promoter Score, Net Promoter, and NPS are trademarks of Satmetrix Systems, Inc., Bain and Company, Inc., and Fred Reichheld.
For more information on Net Promoter and the data collection methodology, please refer to the Appendix.
2. Interactive Charts
This section features historical and current-year customer experience performance benchmarks for the both entire industry and for individual companies. Use the interactive chart to see which companies top the charts for NPS, Customer Satisfaction, and other industry-level metrics.
2.1 Net Promoter Score (NPS) Performance
Benchmark NPS performance relative to peers for the current year, across time periods, or by a handful of other demographic categories (e.g. age, customer tenure, average spend). Furthermore, the interactive chart features are designed to help you understand statistically significant improvements in NPS performance for your company, using 95% confidence intervals.
Drill down twice (i.e. double click) on individual bars in the chart to review company-specific NPS performance.
2.1.1. Historical NPS Performance – Aggregate
Tip: Click on any of the dots to see whether performance is significantly higher or lower across time.
2.1.2. Historical NPS Performance by Company
Click on any of the dots to see whether performance is significantly higher or lower across time. You may also go to the Historical Net Promoter Score Performance (select company) chart to filter on any individual company of interest.
2.1.3. NPS by Age
Tip: Drill down twice on the stacked bars to see NPS for a particular age group at the company level during the timeframe specified.
2.1.4. NPS by Tenure
Tip: Drill down twice on the stacked bars to see NPS for a particular tenure group at the company level during the timeframe specified.
2.1.5. NPS by Spend
Tip: Drill down twice on the stacked bars to see NPS for a particular spend group at the company level during the timeframe specified.
2.2 Customer Satisfaction Performance
Get critical insights on the latest trends in customer satisfaction performance for the Tablet Computers industry.
This section features comprehensive benchmarks on customer journey attributes common to all industries and attributes specific to the Tablet Computers industry. We asked customers to rate their satisfaction with each attribute using a 0-to-10 point scale, where 0 represents not at all satisfied, 5 represents neutral, and 10 represents extremely satisfied.
Furthermore, we evaluated the relative impact of each customer journey attribute by analyzing the correlation between its customer satisfaction score and ‘Likelihood to Recommend’. This analysis can be found in a separate tab on the right of your browser and should be used to help prioritize company initiatives.
How to Interpret the Driver Charts
Use this chart to prioritize performance improvement initiatives.
This chart represents the association between customer satisfaction (explanatory variable, plotted along the x-axis) and the correlation coefficient between customer satisfaction and ‘Likelihood to Recommend’ (response variable, plotted along the y-axis). The correlation coefficient measures the strength of association between the two variables and ranges from -1 to +1, where the strength increases the closer the coefficient is to either end of the spectrum (i.e. -1 and +1).
An attribute’s relative position on the chart indicates one of four actions (clockwise from top left):
- Prioritize (top left) – Attributes in this quadrant represent immediate priorities based on their relatively high impact on ‘Likelihood to Recommend’ and low customer satisfaction scores.
- Leverage (top right) – Attributes in this quadrant can be exploited to drive greater customer loyalty given their relatively high scores in both ‘Likelihood to Recommend’ and customer satisfaction.
- Maintain (bottom right) – Attributes in this quadrant should be maintained at current performance levels given the relative positioning on ‘Likelihood to Recommend’ and customer satisfaction.
- Improve (bottom left) – Attributes in this quadrant should be viewed as the lowest priorities given their relatively low positioning in both ‘Likelihood to Recommend’ and customer satisfaction.
Each dot represents a specific attribute and the color of the dot indicates a satisfaction level based on average satisfaction scores.
- Dissatisfied (Red): Average satisfaction is less than 5
- Neutral (Yellow): Average satisfaction is greater than or equal to 5 and less than or equal to 8.5
- Satisfied (Green): Average satisfaction is greater than 8.5
- Insufficient Data (Gray): Fewer than 25 respondents answered this question. We recommend waiting until you have more data before drawing conclusions from this data point.
2.2.1. Satisfaction Levels by Relationship Attribute
Tip: Use the scroll bar at the bottom to see the remaining attributes. Drill down twice on the stacked bars to see average satisfaction for a particular attribute at the company level during the timeframe specified.
2.2.2. Drivers of Likelihood to Recommend
Tip: Hover over the dots to see specific values for correlation, average satisfaction and sample size. You may also use the table to sort on any of these values.
2.2.3. Satisfaction Levels for Industry-Specific Relationship Attributes
Tip: Drill down twice on the stacked bars to see average satisfaction for a particular attribute at the company level during the timeframe specified.
2.2.4. Industry-Specific Drivers of Likelihood to Recommend
Tip: Hover over the dots to see specific values for correlation, average satisfaction and sample size. You may also use the table to sort on any of these values.
2.3 Word Cloud
This chart is valuable for uncovering emerging trends consumers may be talking about. It lists the most frequently used words by consumers in response to the question “What is the primary reason for the recommendation score you just gave?” The most frequently used words are displayed in larger text.
2.3.1. Promoter Word Cloud (Select Company)
Tip: Click on the funnel icon at the top left to filter on your company of choice.
2.3.2. Detractor Word Cloud (Select Company)
Tip: Click on the funnel icon at the top left to filter on your company of choice.
3.1 Data Collection Methodology
The Satmetrix Net Promoter benchmark database is populated with valid, statistically meaningful data that companies can use to compare their performance against others within and across industry sectors.
Data is collected through an opt-in email survey sent to US consumers 18 and over who had previously indicated interest in participating in similar studies. An email invitation explains the purpose of the survey, offers an incentive to participate, and provides a link that allows individuals to complete the survey online. Research for the 2017 study was conducted during January and February of 2017.
All respondents are familiar with the products and services that are the subject of the survey. Respondent screening and qualification is based on two levels of questioning. Examples of the screening questions are shown below:
- Respondents are presented with a list of sectors within the industry, and are then asked to “Please select all the sectors with which you have had significant experience as a customer within the past year.” Respondents who select a sector then move to the final stage of qualification for brands within that sector.
- For the majority of sectors in this study, respondents have a primary provider. The question asked is: “Which of the following companies have you had the most experience with as a personal customer in the past year? If you cannot find your provider, then select ‘Other’ and enter the company name in the space provided.” If a respondent selects one of the brands from our pre-defined list, they qualify.
- Multiple Providers: For certain sectors (Airlines, Drug Stores/Pharmacies, Grocery/Supermarkets, Hotels, Online Entertainment, Online Shopping, Software & Apps, and Travel Websites) consumers might reasonably have more than one significant commercial relationship. In these cases, the question asked is “Which of the following companies have you used in the past year? If you cannot find your provider, then select ’Other’ and enter the company name in the space provided.” If a respondent selects one or more of the brands from our pre-defined list, they qualify.
Results are compiled shortly after each study’s completion.
3.2 Internal vs. External Net Promoter Data Collection
There is a difference between internal Net Promoter data (i.e., Net Promoter data collected by a company canvassing its current customer base) and external Net Promoter data (i.e., Net Promoter data collected by a third party using third party respondents). The expected difference results from varying respondent samples.
Internally collected Net Promoter data is generated through a process by which companies measure customer experience with the goal of improving loyalty and Net Promoter Scores. Respondents in the sample come from the company’s current customer base. Data, including Net Promoter Scores, are used within the company to understand how teams, regions, products, business units, and market segments are performing, and to drive closed- loop follow up action and customer experience improvements.
External data, as provided in this report, provide a snapshot of each company’s market reputation for comparative purposes. Respondents in the sample include consumers who have purchased from the company within the past year, which may include current customers as well as recent customers.
3.3 About Satmetrix
Satmetrix is the leading global provider of customer experience management software for companies who demand differentiated knowledge about their customers. As co-creator of the Net Promoter Score®, Satmetrix combines unrivaled expertise with its powerful, yet cost-effective NPX product, a complete, always on customer experience management (CEM) SaaS solution battle tested by the world’s leading NPS-driven, customer-first companies.
Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld. Satmetrix and the Satmetrix logo are registered trademarks of Satmetrix Systems, Inc. All other trademarks are the property of their respective owners.
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