NPS Calculator

Calculate your Net Promoter Score with industry benchmarks, what-if simulator, and trend tracking. Free, private, no signup required.

Sample data:

Response Counts

40
30
30

Net Promoter Score

10

Good

-100 -50 0 50 100

Category Breakdown

Promoters (9-10) 40 40.0%
Passives (7-8) 30 30.0%
Detractors (0-6) 30 30.0%

Response Distribution

0
5
1
5
2
4
3
4
4
4
5
4
6
4
7
15
8
15
9
20
10
20

Total

100

Mean

6.9

Median

8

Std Dev

3.03

Industry benchmarks

Compare your score against industry averages. Select an industry to see how you stack up.

IndustryAvg NPSYour PositionSource
Insurance71-61Retently 2024
E-commerce62-52Retently 2024
Consulting61-51Retently 2024
Retail58-48CustomerGauge 2024
Technology / SaaS57-47Retently 2024
Financial Services56-46Retently 2024
Digital Marketing54-44Retently 2024
Healthcare51-41CustomerGauge 2024
Education49-39Retently 2024
Construction45-35CustomerGauge 2024
Logistics43-33Retently 2024
B2B Software40-30Retently 2024
Media38-28CustomerGauge 2024
Hospitality36-26CustomerGauge 2024
Airlines35-25Satmetrix 2024
Telecommunications24-14Satmetrix 2024
Internet Service Providers16-6Satmetrix 2024

What-if simulator

See how your NPS would change if you converted detractors to passives or passives to promoters.

Adjustments

0
0

Projected NPS

10

No changes applied - NPS remains at 10.

NPS trend tracker

Data stays in your browser. Save snapshots over time and track your progress.

What your score means

Good 10

You likely have a large passive segment that could tip either way. Converting passives to promoters is your biggest growth lever.

Recommended actions

  1. Survey passives separately to understand what would make them enthusiastic
  2. Double down on what your promoters already love about you
  3. Start tracking NPS by segment (plan, tenure, use case) to find patterns
  4. Create a customer advisory board to co-develop improvements
  5. Add proactive support touchpoints at key moments in the customer journey

The math behind NPS

Here are the exact formulas. No black boxes.

NPS Formula

\text{NPS} = \underbrace{\frac{\text{Promoters}}{\text{Total Responses}} \times 100}_{\text{% Promoters}} - \underbrace{\frac{\text{Detractors}}{\text{Total Responses}} \times 100}_{\text{% Detractors}}

Passives count toward the total but do not appear directly in the formula.

Score Categories

Score={Promoterif 9≤x≤10Passiveif 7≤x≤8Detractorif 0≤x≤6\text{Score} = \begin{cases} \text{Promoter} & \text{if } 9 \leq x \leq 10 \\ \text{Passive} & \text{if } 7 \leq x \leq 8 \\ \text{Detractor} & \text{if } 0 \leq x \leq 6 \end{cases}

Score Range

−100≤NPS≤+100-100 \leq \text{NPS} \leq +100

-100 means every respondent is a detractor. +100 means every respondent is a promoter.

Mean & Standard Deviation

xˉ=1n∑i=1nxi\bar{x} = \frac{1}{n}\sum_{i=1}^{n} x_i
σ=1n∑i=1n(xi−xˉ)2\sigma = \sqrt{\frac{1}{n}\sum_{i=1}^{n}(x_i - \bar{x})^2}

Why NPS matters

NPS works because it cuts to the thing that actually matters: would your customers stick their neck out and recommend you to someone they know? That question is deceptively hard to fake a good answer to. And unlike those 20-question satisfaction surveys that end up in the trash, a single-question survey gets finished. Consistently.

High response rates matter more than most people realize. They're what make your data representative rather than biased toward whoever happens to feel strongly that day. And because NPS uses the same question across every industry, you can benchmark yourself against competitors, set a target that means something, and track whether you're moving in the right direction.

Bain's research found that NPS leaders in a given industry outgrow their competitors by more than 2x on average. It's not that the metric itself causes growth - it's that companies obsessing over their NPS tend to obsess over the actual customer experience. The score is a proxy. What's underneath it is what counts.

That's also why the number alone isn't the point. The best NPS programs always pair it with a follow-up: "What's the main reason for your score?" That's where the real information lives. The score tells you something's wrong. The open-ended comment tells you what. Don't run an NPS program without it.

How to run an effective NPS survey

  1. Keep it short. One question for the score, one open-ended follow-up asking why. That's it. Every additional question you add drops your response rate - don't do it.
  2. Time it right. For relational NPS, quarterly is the sweet spot - frequent enough to catch trends, not so frequent you burn people out. For transactional NPS, trigger it right after the moment: onboarding complete, support ticket closed, purchase made.
  3. Sample enough people. Under 100 responses and your score's basically a guess. If your customer base is small, don't chase a number - chase response rate. Hitting 30-40% response rate on a small list is worth more than 5% from a massive one.
  4. Segment your results. Aggregate NPS buries the real story. A score of 40 overall might be 70 for your enterprise accounts and 10 for free-tier users. Those are completely different problems. Break it down by plan, tenure, and use case before you decide what to fix.
  5. Close the loop. Call or email your Detractors within 48 hours. Thank your Promoters and ask for referrals or reviews. Just the act of following up moves scores - and you'll learn things no dashboard will ever surface.
  6. Track the trend. A single NPS is just a snapshot. The trend is the actual story. Use the tracker above to save each survey's result and you'll start to see patterns - what you shipped, what you broke, what moved the needle.

Frequently asked questions

NPS is a customer loyalty metric Bain & Company introduced back in 2003. It's built around one question: how likely are you to recommend us, on a scale of 0-10? Anyone who answers 9-10 is a Promoter. 7-8 is a Passive. 0-6 is a Detractor. Your NPS is simply the percentage of Promoters minus the percentage of Detractors - so it can land anywhere from -100 to +100.
It's straightforward: NPS = (% Promoters) - (% Detractors). Say 60% of your respondents are Promoters and 20% are Detractors - that's an NPS of 40. Passives count toward your total respondent pool, which affects both percentages, but they don't show up directly in the formula.
Any positive NPS is a decent starting point. Above 30 is solid, above 50 is genuinely excellent, and above 70 puts you in rare company. But here's the catch - benchmarks shift a lot by industry. A 30 in telecom would be impressive; a 30 in consulting probably means you've got work to do. Don't just chase the number in the abstract. Compare it against your specific industry.
Two approaches exist here. Relational NPS goes out to your whole customer base on a schedule - quarterly is most common. Transactional NPS fires after specific moments, like a support ticket close or a completed purchase. Most teams that take this seriously run both: relational to see the big picture, transactional to catch problems at specific touchpoints before they compound.
Relational NPS is a pulse check on your overall brand relationship - sent quarterly or biannually regardless of what the customer just did. Transactional NPS is tied to a specific moment: finishing onboarding, closing a support ticket, completing a purchase. Think of relational as asking 'how's the relationship going?' and transactional as asking 'how was that specific experience?' You need both to get the full picture.
Rough rule of thumb: 100 responses gives you a margin of error around plus or minus 10 points. Want tighter confidence? You're looking at 400+ for plus or minus 5 points. If your customer base is small, don't obsess over the absolute count - obsess over response rate. A 30-40% response rate is strong. A high response rate from a smaller sample is often more trustworthy than a 5% response rate from a huge list.
Yes, and it's more common than people admit. NPS runs from -100 to +100, and a negative score just means you've got more Detractors than Promoters. It's not great, but it's not a death sentence either - especially in industries like telecom or internet providers where negative NPS is practically the norm. What matters is whether you're identifying why customers are unhappy and actually doing something about it.
Start with your Detractors' open-ended feedback. Read all of it. The top 3 recurring complaints are usually where you'll find the biggest leverage. Then talk to your Passives - they're close to being advocates, and they'll often tell you exactly what's holding them back. Quick wins typically come from fixing broken support workflows or onboarding gaps. Sustained improvement takes longer - it requires building a team culture where customer feedback actually changes what gets prioritized.
Insurance, e-commerce, and consulting tend to sit at the top, often in the 55-70+ range. Tech and financial services usually land somewhere in the 40-60 band. Airlines, telecom, and internet providers are typically at the bottom - sometimes stuck in the teens or twenties. It's not that those companies don't care; it's that the competitive dynamics and customer expectations are fundamentally different.
No, and anyone who tells you otherwise is selling something. NPS is great as a headline number, but it doesn't tell you everything. CSAT tells you how happy customers are with specific interactions. Customer Effort Score (CES) tells you how easy you are to work with. Churn rate and Net Revenue Retention show you the financial consequences. Use NPS as the indicator that tells you where to dig - not as the whole diagnostic.
Nope. Everything lives in your browser's local storage. Nothing touches a server. If you clear your browser data or jump to a different device, your saved snapshots won't follow you. That's intentional - it keeps things simple and keeps your data yours.
Passives score 7-8, which looks positive on the surface. But research consistently shows they're not loyal enough to actually recommend you, and they're much more likely to switch to a competitor than Promoters are. By leaving them out of the formula, NPS forces you to focus on the gap between your biggest fans and your most vocal critics - the two groups that have the most real-world impact on your growth through word of mouth.

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