NPS is not just a report in a drawer — it is a signal. But what it is worth in euros depends on an assumption. This calculator shows the assumption behind every figure — starting with the London School of Economics study. A number you can defend.
Select your sector, move the sliders — results update in real time.
NPS = % promoters − % detractors
The default scenario is based on the London School of Economics study “Advocacy Drives Growth” (~0.14% revenue growth per NPS point). The moderate and upper-bound scenarios are model assumptions with no published source — use them for sensitivity checks, not for numbers you present. The NPS–revenue relationship is correlational, not causal: this result does not show that improving NPS will cause revenue growth. The model is linear (every point worth the same), so it is most accurate for moderate changes; for large jumps, treat it as an upper bound. The 3-year figure is cumulative and undiscounted, assuming the improvement is achieved and sustained. Use it as direction for a conversation, not as a forecast.
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A number without context is just a number. Reference benchmarks for Western European markets.
| Sector | Average NPS | Leaders | Key driver |
|---|---|---|---|
| Retail | 40–55 | 70+ | Aukšti lūkesčiai, greita konkurencija |
| Financial services / banking | 30–45 | 60+ | Pasitikėjimas — pagrindinis veiksnys |
| Telecoms | 20–35 | 50+ | Sunkus sektorius — žemas vidurkis |
| Healthcare | 40–60 | 75+ | Didelis svyravimas priklausomai nuo tipo |
| IT / Software | 35–50 | 65+ | Priklauso nuo produkto ir palaikymo kokybės |
| Logistics / delivery | 25–40 | 55+ | Pristatymo patikimumas — lemiamas faktorius |
Indicative ranges based on publicly available sector NPS comparisons. Use as direction — exact figures depend on survey methodology, sample and market.
Leaders who understand the difference between measurement levels get different results.
The most common problem is not measurement — it is results that never turn into action.