Use caseLift NPS
Hear the reasons behind your Net Promoter Score from detractors, passives and customers who left the comment box empty, then split what you learn into fixes the frontline makes this week and causes only leadership can change.
A Net Promoter Score blends very different experiences into one figure, so the study decides whose explanation it needs before anyone is invited.
Invite scorers straight from your NPS program, by linking Pulse to the tools already in place or uploading a list, and each detractor, passive or promoter is asked about the experience behind their number.
Customers who scored seven or eight sit nearest the line in both directions, and customers who left no comment still gave a number worth explaining, so both groups are interviewed deliberately.
Each interview starts from the score the customer gave and asks what drove it, so the number and the explanation are read together and a nine and a six can be compared on the same experience.
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GrowwThe closed-loop model splits NPS follow-up in two, one loop for the customer in front of you and one for the policies behind many customers at once.
Problems a frontline team can resolve for one customer, such as a billing error or a missed callback, are closed quickly, and the same fix repeated across many interviews is flagged as a sign of a deeper cause.
Causes rooted in a policy, a pricing rule or a process that crosses several teams go to the quarterly review, ranked by how often customers raised them and how far they separate detractors from promoters.
Trackers put the same questions to a new set of scorers next quarter, so after a policy changes the program can hear whether customers now describe that experience differently.
A Net Promoter program asks customers how likely they are to recommend the company on a scale of zero to ten, and the score is the share of promoters, who answer nine or ten, minus the share of detractors, who answer zero to six. The number is useful for tracking and comparison, and the value lies in the loop around it. In the inner loop, frontline teams follow up with individual customers, resolve what they can and learn from each exchange. In the outer loop, leaders take on systemic causes no single team can fix, such as a policy, a pricing rule or a broken handoff. Strong programs read open-ended reasons carefully, separate one-off complaints from patterns, and pay attention to passives, who answer seven or eight and are often the easiest customers to win or lose. Interviews across the three groups supply the detail a short comment leaves out, which is what an NPS program needs before it can assign each cause.
Themes come back sorted by what customers said, with the quotes behind them, specific enough that a cause such as a delayed refund can go straight to its owner, the payments team, and the review spends its time on the fix.
Some nines come with a story about nearly leaving last spring. That story stays attached to the score in the recording and its transcript, so the program sees which promoters are one bad experience from becoming detractors.
Five large accounts describing the same contract renewal problem are a minority of the interviews and a large share of revenue. Their theme stays in the findings, quoted, even when the review ranks causes by how often they came up.