Net Promoter Score (NPS): Examining the “Question”

About the author

Christian Watier

Président & Chief Science Officer

Mr. Watier holds a Doctorate from Université Laval, a Post-Doctorate in Experimental Psychology from Carleton University and has authored numerous scientific publications. He has a strong academic background and impressive experience in the fields of quantitative and qualitative analytical methods, research, psychometrics, cognitive psychology, and perception. He also holds two masters in business administration (EMBA from Montreal and Paris).

Net Promoter Score (NPS)

Examining the "Question"

Are you aware of one of the most popular Key Performance Indicator related to the customer experience used in North America and Europe?

Increasingly more popular in Quebec and in Canada, the Net Promoter® Score1 (more commonly referred to as “NPS”) has become a key element for companies concerned about the quality of service offered to their customers. In fact, leading companies from all sectors such as the Air Transat Group, BMO, Groupe Québécor (Vidéotron le Superclub, Microplay, etc.), Les Rôtisseries St-Hubert, IRIS The Visual Group, Desjardins, Énergie Cardio, SSQauto and many others have made NPS a key tool to assist them in the measurement and management of their customer experience. However, the rapid growth of its popularity has resulted in the NPS being poorly understood at times, even incorrectly used.

We therefore consider it useful to shed light on the key elements to be mastered before using NPS. At the end of this article, which is primarily intended to be a summary of the NPS concept, readers will be able to fully understand the foundation and origins of NPS, its development over the last 10 years, and the elements that allow its use and impact to be maximized.

1 NPS®, Net Promoter® and Net Promoter® Score are registered trademarks of Satmetrix Systems, Inc., Bain & Company and Fred Reichheld.

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