The Net Promoter Score is ubiquitous, with many large organizations using it as a key metric. But despite its widespread adoption, there are vocal critics. It’s been called snake oil, deceptive, fake science, and harmful. In our webinar series and on our website, we’ve addressed several aspects of the NPS, including the enmity toward it.
In a famous Harvard Business Review article published in 2003, Fred Reichheld introduced the Net Promoter Score (NPS). The NPS uses a single likelihood-to-recommend (LTR) question (“How likely is it that you would recommend our company to a friend or colleague?”) with 11 scale steps from 0 (Not at all likely) to 10 (Extremely likely).
So, you’re planning to collect data and you want to know whether your Net Promoter Score (NPS) is significantly above 50%. Established benchmarks can help research teams know if they’ve reached acceptable thresholds, such as a high Net Promoter Score (e.g., more than 50%). A high NPS is associated with successful product launches. But an NPS
We recently described how to compare two Net Promoter Scores (NPS) statistically using a new method based on adjusted-Wald proportions. In addition to comparing two NPS, researchers sometimes need to compare one NPS with a benchmark. For example, suppose you have data that the average NPS in your industry is 17.5%, and you want to
Sample size estimation is a critical step in research planning, including when you’re trying to detect differences in measures like Net Promoter Scores. Too small of a sample and you risk not being able to differentiate real differences from sampling error. Too large of a sample and you risk wasting resources—researchers’ and respondents’ time and,
Sample size estimation is a critical step in research planning. It can also seem like a mysterious and at times controversial process. But sample size estimation, when done correctly, is based mostly on math, not magic. The challenge is that the math can get complex, so it becomes easier to defer to simple rules or
The Net Promoter Score (NPS) is widely used by organizations. It’s often used to make high-stakes decisions on whether a brand, product, or service has improved or declined. Net Promoter Scores are often tracked on dashboards, and any changes (for better or worse) can have significant consequences: adding or removing features, redirecting budgets, even impacting
When we wrote Quantifying the User Experience, we put confidence intervals before tests of statistical significance. We generally find fluency with confidence intervals to be easier to achieve and of more value than with formal hypothesis testing. We also teach confidence intervals in our workshops on statistical methods. Most people, even non-researchers, have been exposed
The Net Promoter Score (NPS) is a popular business metric used to track customer loyalty. It uses a single likelihood-to-recommend (LTR) question (“How likely is it that you will recommend our company to a friend or colleague?”) with 11 scale steps from 0 (Not at all likely) to 10 (Extremely likely). In NPS terminology, respondents
Despite the ease with which you can create surveys using software like our MUIQ platform, selecting specific questions and response options can be a bit more involved. Most surveys contain a mix of closed-ended (often rating scales) and open-ended questions. We’ve previously discussed 15 types of common rating scales and have published numerous articles in
