NET PROMOTER

SCORE
(NPS) & NPS+
POWERPOINT TEMPLATE
AGENDA
Net Promoter Score & Fan Principle

Net Promoter Score NPS+

1. Basics 6. The Evolution of NPS

2. Survey 7. The Fan Portfolio

3. Calculation 8. Segmentation by Customer Value

4. Examples 9. NPS+ & Fan Principle

5. NPS Advantages and Limits 10.Benchmark Data

NET PROMOTER
SCORE
MEASURING CUSTOMER LOYALTY
AND SATISFACTION
BASICS
NET PROMOTER SCORE
DEFINITION
Basics

The Net Promoter

Score (NPS)

is a method used to measure customer

satisfaction and loyalty to a company.
The score is calculated by asking customers
whether they would recommend a product,
a service or a company to others.
DEVELOPMENT
Basics

Development
Fred Reicheld Method Further
in 2003
Focus on the Development
customer’s willingness to NPS+ augments NPS
recommend to others by adding the emotional
customer loyalty
component

Concept
Invent a new, efficient
approach to measuring
customer satisfaction
CENTRAL QUESTION
Basics

How likely is the customer to recommend

this company/product/service to a friend
or colleague?
CENTRAL QUESTION
Basics
Standardized surveys are used to measure customer and user ratings.
A comparable value is calculated from the results.

Attract We’d appreciate it if you could find a few moments

attention to answer this question:

Ask How likely are you to recommend product/company/

question service XY to someone?

0 1 2 3 4 5 6 7 8 9 10

Not likely Very likely

CENTRAL QUESTION
Basics

“Why”
question

In addition to the central yes/no recommendation

question, a second question focuses on the reasons
for or against a recommendation.
It’s important to find out the actual reasons behind a
high or low recommendation rate and identify how
the recommendation rate can be improved.
SURVEY
NET PROMOTER SCORE
AUTOMATED PROCESS FLOW: STAGE 1
Survey

Survey invite
Company Promoter Detractor

Results

Alerts
AUTOMATED PROCESS FLOW: STAGE 2
Survey

Survey invite Results

Company Promoter Detractor

Follow up
Alerts
on results
Follow up
Survey Contact with on survey
results customer

Complete Follow-up
follow-up survey team
AUTOMATED PROCESS FLOW: STAGE 3
Survey
Incentive
Big
Data
Share

Survey invite Results

Company Promoter Detractor

Follow up
Alerts
on results
Follow up
Survey Contact with on survey
results customers

Complete Follow-up
follow-up survey team
EMPLOYEES IN THE INQUIRY PROCESS
Survey

Take Collect and

measures consolidate
Cause Cause
analysis analysis

Promoters: Structure
Follow up with respondents and process Prioritize
customers Who give a Positive measures
score of 9 or 10 improvements

Analyze Make
NPS improvements
Collect
Measure
feedback and
NPS
adjust
USING CUSTOMER INFORMATION
Survey

1. SHARE
CALCULATE NET 2.
Customers share PROMOTER SCORE Customer survey
their experience Ask NPS question
Focus is on key customers and issues Ask if you can call customer back

Customer information
Drives structural
improvements
4. 3.
Share knowledge with Follow up/Call
Team and executives customers back
Analyze answers REPAIR, LEARN Feedback from selected customers
SHARE
Calculate NPS AND LISTEN Follow up on why the rating turned
Share feedback with team out the way it did
CALCULATION
NET PROMOTER SCORE
MEASURING POINT
Calculation
Key variables
that impact business
growth:

Recommenda
Loyalty to tion Targeted
Expectation Familiarity Comfort Repurchase
company growth

Measuring point
Net Promoter Score
TWO DIFFERENT MEASUREMENTS
Calculation
TRANSACTION
AL NPS
Measures customer experience with a
single interaction (e.g., after
purchase or a complaint)
Sent dynamically to customers when
transaction is completed
Provides immediate feedback
Drives continuous improvement in
customer experience
IMPULSIVE
EVALUATION
(short-term
customer impression)
RELATIONAL
Measures the customer relationship
over a period of time
Sent to customers at scheduled times
(weekly, monthly, yearly)
Provides feedback on overall
customer satisfaction
Drives long-term change that will
improve customer loyalty
STABLE
EVALUATION
(long-term impression
of the customer)
CLASSIFICATION To calculate the score the company
Calculation achieves in the Net Promoter Score (NPS)
from the participants' responses,
the responses are divided into
three groups:

9 10

Promoters
Respondents who give a positive score of 9 or 10

7 8

PASSIVE
Respondents who give a neutral score of 7 or 8
0 1 2 3 4 5 6

Detractors
Respondents who give a negative score between 0 and 6
PROMOTERS
Calculation

Promoters (Those who gave

a score of 9 or 10)
CHARACTERISTICS
Actively promote the brand through their behavior
Will recommend the brand to friends
Will not change brands or go to a competitor company
PASSIVES
Calculation

PASSIVEs (Those who gave

a score of 7 or 8)
CHARACTERISTICS
Are indifferent to the brand
Feel no attachment to the brand
Won’t recommend brand to friends or colleagues
Can be encouraged to recommend company through
positive experiences
DETRACTORS
Calculation

Detractors (Those who gave

a score from 0 to 6)
CHARACTERISTICS
Will switch to a competitor company
Will sometimes actively discourage others from
using the brand
DETERMINE SCORE The percentage
Calculation of Detractors is
subtracted from the
percentage of
Promoters.

Percentage of Percentage of
NPS = Promoters
(9 and 10) - Detractors
(0 – 6)
OVERVIEW
Calculation How likely are you
to recommend this
company to a friend
or colleague?

NPS % %
SCORE = Promoters - Detractors

Not
0 1 2 3 4 5 6 7 8 9 10 Very
likely likely
Detractors Passives Promoters
EXAMPLE
Calculation How likely are you
to recommend this
company to a friend
or colleague?

NPS % %
5 = 45 - 40

Not
0 1 2 3 4 5 6 7 8 9 10 Very
likely likely
40% OF ALL 15% OF ALL
45% OF ALL
Out of 100 respondents: 40 Detractors, CUSTOMER CUSTOMER CUSTOMER
15 Passives and 45 Promoters S S S
= NPS score of 5
EXAMPLES
NET PROMOTER SCORE
OVERVIEW
Examples How likely are you
to recommend this
company to a friend
or colleague?

Promoters Detractors
Passives

Very Not
10 9 8 7 6 5 4 3 2 1 0
likely likely

% Promoters - % Detractors = Net Promoter Score

CALCULATE SCORE
Examples

Percent Percent
NPS = -

0 1 2 3 4 5 6 7 8 9 10
Not likely Very likely
Detractors Passives Promoters
CALCULATE SCORE
Examples

NPS % %
SCORE = Promoters - Detractors

0 1 2 3 4 5 6 7 8 9 10

Detractors Passives Promoters

CALCULATE SCORE
Examples How likely are you
to recommend this
company to a friend
or colleague?

0 1 2 3 4 5 6 7 8 9 10
Not likely Very likely
Detractors Passives Promoters
NET PROMOTER SCORE: IMPLEMENTATION
Examples

How likely are you to recommend this company to a friend or colleague?

Customer Not likely Neutral Very likely

1 Survey
0 1 2 3 4 5 6 7 8 9 10

0–6 7–8 9 – 10
2 Count
Detractors Passives Promoters

NPS = -
3 Calculate NPS
% %
Net Promoter Score= -
Promoters Detractors
DASHBOARD
Examples

50 Promoters 100 (42,55 %)

Passives
Total: 85 (36,17 %)
235
Detractors 50 (21,28 %)
100
NPS
21%

85
DASHBOARD
Examples
Number of responses % SCORES
DETRACTORS 122 47

PASSIVES 50 19 Detractors
Passives
PROMOTERS 90 34 Promoters

Net Promoter Score - 13

Score distribution
60
45
35 +10 -
30
25 0 100
12 15 15
10 10
5

0 1 2 3 4 5 6 7 8 9 10
NPS SCORE: -13
BAR CHART
Examples How likely are you
to recommend this
company to a friend
or colleague?
Detractors Passives Promoters
70
60

47% 34%
60

50 45

40 35
30
30 25

20 15 15
12 10 10
10 5

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

RESULT:NPS = PROMOTERS (%) – DETRACTORS (%) = 34 – 47 = -13 NPS= -13

LINE GRAPH NET
Examples PROMOTER
100
SCORE –
Timeline
80

60

40 15 45
30 40
10 35 35
20 5 30
20
0 10
15
-20

-40

-60 NPS Linear (NPS)

-80

-100
Jan. 17 Feb. 17 Mar. 17 Apr. 17 May 17 Jun. 17 Jul. 17 Aug. 17 Sep. 17 Oct. 17 Nov. 17 Dec. 17
NPS ADVANTAGES
AND LIMITS
NET PROMOTER SCORE
PROS AND CONS
Advantages and limitations of NPS
PROS
Provides a user-friendly way
to measure customer satisfaction
Survey concept is
short and concise
Uncomplicated and
inexpensive to administer
Provides immediate information about
the likelihood of recommendation
Represents a recognized method
that enables comparisons with competing
companies, as well as other industries
CONS
Can lead to incorrect assessments and
investments due to fuzzy grouping
Limited to recommendation rate;
does not provide information on customer
value and relationship quality
Looks at the overall impression of the
customer and cannot measure the impact
of individual services
Does not provide explanations or
approaches to increase customer value
Transactional measurement strongly distorts
NPS compared to relational measurement
TANGIBLE LIMITS OF NPS
NPS advantages and limits

METHOD
The NPS only focuses on the probability of a
KEY
recommendation – it measures satisfaction at a
performance level. On its own, it provides no
PROBLEM
insight into the quality of the customer The ambiguities across the
relationship. three NPS groups can lead
to wrong investments, a
watered-down market
position and neglected
INTERPRETATION sales potential.

Misinterpretations often arise because the 3 NPS As a purely diagnostic tool,

groups, Promoters, Passives and Detractors, NPS isn’t a method for
don’t adequately reflect true customer value increasing customer value.
and quality of relationship.

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 NPS+
DEVELOPING NPS FURTHER
WITH THE FAN PRINCIPLE
THE EVOLUTION
OF NPS
NPS+ INSIGHTS
HOW CAN EMOTIONAL LOYALTY BE CREATED?
The evolution of NPS
What makes a fan relationship in sports, music and
entertainment so fundamental and valuable?
UNIQUEN
In fan relationships, loyalty is not based
ESS
exclusively on performance. In the subjective
perception of
Through comprehensive research, 2HMforum. has customers, the
identified two dimensions that allow fan behavior to be company is the most
translated into provider-customer relationships. IDENTIFIC attractive provider.

These two criteria form the fan indicator and are the
basis for measuring emotional loyalty.
ATION
Perceived match
In this context, emotions need to be defined in terms of between the needs of
brain research. If central customer needs or values the customer and what
(Limbic Map) are positively fulfilled by providers, they the provider represents.
will trigger positive emotions in the customer. Fans

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THE FAN INDICATOR
The evolution of the NPS
The fan indicator is based
on two characteristic fan
IDENTIFIC UNIQUEN
features (as a weighted ATION ESS
index value calculated from
the evaluation of two Perceived match In the subjective
between the needs perception of
statements). of the customer and customers, the
The fan indicator translates what the provider The Fan company is the most
these two fan relationship
represents. Indicato attractive provider.
characteristics to customers r
and their relationships with
the provider. This allows us
to measure and manage The goal is to identify
emotional customer loyalty customers who exhibit
with a simple and
straightforward fan-like behavior and
questionnaire. consequently, have
high customer value.

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THE FAN
PORTFOLIO
THE FAN PRINCIPLE
SEGMENTATION BASED ON RELATIONSHIP QUALITY
The Fan Portfolio
The provider’s services don’t meet
expectations, or no longer do. Despite low
satisfaction, these customers still have a
relatively high level of loyalty.
OVERALL SATISFACTION
Customers are neither satisfied nor loyal
and damage the company through negative
Opponents
word-of-mouth.
Fans The most valuable customer group. They’re
extremely satisfied, show above-average
loyalty and actively recommend the product
to others.
Customers who are satisfied and show
above-average loyalty, but who keep their
Captives Sympathizers affiliation with the company to themselves.
Mercenaries Customers who express above-average
satisfaction but are still not loyal. They
have a strong tendency to switch to the
competition and as a result, often go for the
cheapest offer.
FAN INDICATOR
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NPS+ AT A GLANCE
The fan portfolio Assigning customers in the
fan portfolio (anonymous or
deanonymized) only needs three
short additional questions.

IDENTIFICATION

Y-Axis
Fans Perceived fit between customers' needs
and what the provider stands for
Captives Sympathizers
UNIQUENESS
OVERALL SATISFACTION The company is the most attractive provider
in customers’ subjective perception

Opponents Mercenaries
OVERALL SATISFACTION
FAN INDICATOR

The company meets customers’ expectations at

performance level

X-Axis

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SEGMENTATION
BY
CUSTOMER VALUE
THE FAN PRINCIPLE
SATISFIED CUSTOMERS ≠ LOYAL CUSTOMERS
The fan portfolio

B2B customers
Fans
Percentage of highly satisfied customers 83%

15% 43% 25% 8% 9%

Captives Sympathizers

OVERALL SATISFACTION

B2C end consumer

Opponents Mercenaries
Percentage of highly satisfied customers 70% 30%

FAN INDICATOR
20% 27% 23% 14% 16%

Source: 2HMforum. Basic research

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FANS AS LOYAL CUSTOMERS FANS ARE
Segmentation by customer value LOYAL
Fans are convinced: Fans are forgiving:
CUSTOMERS.
“I would still be a customer of this “I would still be a customer of this
BUT THEIR
provider even if friends/acquaint-
tances advised me against it.”
provider even if there were some
issues with quality.”
VALUE TO
COMPANIES
Fans 84% 64% GOES FAR
BEYOND THAT.
Sympathizers 67% 43%
Increasing the quality
of the relationship
Mercenaries 38% 15% increases the value
of the customer!

Emotional captives 33% 21%

Opponents 19% 8%

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FANS AS INVOLVED AMBASSADORS FANS ARE
Segmentation by customer value BRAND
Fans are ambassadors: Fans are involved:
AMBASSADORS
“I’ve spoken positively about the “I check regularly for new
, USE
provider so many times in the last
12 months.”
offers from this provider.” INFORMATION
CHANNELS
Fans 10 67% and are well
acquainted with
Sympathizers 5 8% products and services.

Mercenaries 3 16%

Emotional captives 4 2%

Opponents 1 8%

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FANS AS DRIVERS OF DEVELOPMENT FANS PLAY A
Segmentation by customer value VALUABLE
Fans are experts:
ROLE IN
“I could easily provide advice on product/service
FURTHER
development to this provider.” DEVELOPING
products and
Fans 50%
companies.

Sympathizers 35%

Mercenaries 16%

Emotional captives 24%

Opponents 17%

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FANS AS INNOVATORS FANS ARE
Segmentation by customer value WILLING
Fans are the innovators during the diffusion process:
TO BUY OTHER
“I will broaden my customer relationship with this provider
PRODUCTS OR
to other products or services.” SERVICES
from the same
Fans 88%
company.

Sympathizers 71%

Mercenaries 7%

Emotional captives 25%

Opponents 1%

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FANS - THE MOST VALUABLE FANS ARE
CUSTOMERS
Segmentation by customer value PROFITABLE
Fans give better ratings: Fans buy more:
CUSTOMERS,
“I agree that the provider offers This is how much annual revenue
HAVE
good value.” they generate on average from an
online retailer (B2C).
A HIGHER
PRICE
Fans 84% €373 ACCEPTANCE,
generate higher sales
Sympathizers 51% €346 and a higher profit margin.

Mercenaries 20% €67

Emotional captives 18% €83

Opponents 5% €60

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NPS+ & THE FAN
PRINCIPLE
FURTHER INSIGHTS AND CONTROL
LEVERS
NPS+: AT A GLANCE Combining the NPS as a pure KPI with
The fan indicator the Fan Principle as a management tool
leads to sustainable increases in both
relationship quality and customer value.

30 seconds of survey time to create the

Fan Portfolio for segmentation based NPS+: All the benefits of the NPS
NPS on customer value plus more insights

Promoters
Fans 49% 47 41 11

Promoters 49
Captives Sympathizers

+ =

Passives
OVERALL SATISFACTION
30% 32 46 17

Passives 30
Opponents Mercenaries

FAN INDICATOR

Detractors
Detractors 20 20% 9 31 27 31

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THE RIGHT WAY TO CLASSIFY CUSTOMERS
NPS+ insights

Online Retailer

49% Promoters 47 41 11 Focusing solely on the NPS

wastes enormous sales
potential.
Detractors, for example, account for just under a third
of lost customers. And among Passives, just under 80%
are satisfied. The driver is no longer satisfaction, but
30% Passives 32 46 17 emotional attachment.
A company doesn’t have to abandon the NPS in order
to use the Fan Principle. In addition to the NPS, asking
roughly every 10th customer questions that help
determine the fan portfolio is enough to gain valuable
information.
That is the NPS+ insights.
20% Detractors 9 31 27 31

Source: 2HMforum. Benchmark Study “Fanfocus Germany”, 2020/21;

1,000 surveyed customers of Amazon, eBay, HSE24, Lidl.de, Otto, QVC, tchibo.de and Zalando.
THE RIGHT WAY TO CLASSIFY CUSTOMERS
The fan portfolio

Online Retailer
Focusing solely on the NPS
wastes enormous sales
potential.
49% Promoters 47 41 11
A comparison of the customer value of Promoters
and Fans shows that the fan is the more valuable
customer. The customer value of promoters is merely
the average value of satisfied customers. This leads
to inaccurate conclusions.
In this example, 95% of Fans say that they will
remain long-term customers, but only 58% of
30% Passives 32 46 17 Promoters state the same.

“Our company will definitely remain a long-term

customer of Company X.”

58 95%
%
21 40%
20% Detractors 9 31 27 31
3%
%
16%
3%
1%
Source: 2HMforum. Benchmark Study “Fanfocus Germany”, 2020/21;
1,000 surveyed customers of Amazon, eBay, HSE24, Lidl.de, Otto, QVC, tchibo.de and Zalando.
THE RIGHT WAY TO CLASSIFY CUSTOMERS
The fan portfolio

Online Retailer
Focusing solely on the NPS
wastes enormous sales
potential.
49% Promoters 47 41 11
When it comes to cross-selling potential, the value
of Promoters is also easy to misinterpret.
In this case, 30% of Promoters say they would extend
their customer relationship to other services. But the
real potential lies with the Fans (66%).

30% Passives 32 46 17

“We will expand our client relationship with

Company X to include other services as well.”

30 66%
%
7% 15%
20% Detractors 9 31 27 31
1% 2%
2%
0%
Source: 2HMforum. Benchmark Study “Fanfocus Germany”, 2020/21;
1,000 surveyed customers of Amazon, eBay, HSE24, Lidl.de, Otto, QVC, tchibo.de and Zalando.
INTERPRET SALES POTENTIAL ACCURATELY
NPS+

The Promoter group consists largely of customers who are highly satisfied with the company’s
performance. Although there are many emotionally loyal customers within this group, there are
Promoters some who aren’t yet unconditionally loyal to the company.
In this case, a further investment in improving performance would be misdirected.

The Passive group consists largely of mercenaries. They’re satisfied with the company’s
performance but lack an emotional connection. Here, too, an investment in improving
Passives performance would be misguided.
Instead, focus should be on the mercenaries in order to identify shortcomings
in emotional loyalty.

At least one quarter of this group is satisfied with the company’s performance. But it is the
emo-tional captives who are most interesting: Identifying the causes of their dissatisfaction is
Detractors key.
In practice, too much focus on Detractors’ needs can dilute the positive perception of the
other customer groups.

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NPS+: MORE OUTPUT, SAME COST
The fan indicator

NPS NPS+
All advantages of the NPS remain

THE CLASSIC THE NPS+

Promoters
49% 47 41 11

Promoters 49
NPS is a robust tool that avoids
misinterpretation
is simple and intuitive
prevents ineffective
requires a short survey time

Passives
investments 30% 32 46 17
is cost-effective reveals additional
Passives 30
allows customers and users sales potential
to be evaluated using
standardized surveys

Detractors
Detractors 20 20% 9 31 27 31

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NPS+: NO MORE MISINTERPRETATIONS
The fan indicator

Emotional captives, on the other

hand, need to be looked at more closely Because of their positive attitude
to determine deficits in performance
The fan indicator allows towards the company, fans and
factors. the potential of each sympathizers should be prioritized.
NPS+ group to be
correctly assessed.
Additionally, prioritization can be
achieved through tracking open
Opponents are prioritized last – responses to the central Feedback from mercenaries should
their criticism stems from a poor fit. “willingness to recommend” be looked at for aspects of emotional
question.
It’s important to consider whether loyalty; these customers are
investing in such weak customer already satisfied.
relationships is worthwhile.

This shifts the focus away from “more is more”:

Identifying key areas for action leads to the efficient and targeted use
of resources in customer relationship management.

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NPS+: MULTIDIMENSIONAL VIEW OF NPS
No more misinterpretations

THE COMBINATION
OF NPS
as an established KPI and the Fan Principle as
a management tool enables both a
performance-based and a motivation-based
analysis of customer segments.

Promoters
Fans 49% 47 41 11

DER NPS+
sharpens the focus on sales potential. It Captives Sympathizers
provides clarity on the actual relationship
quality and enables customer segmentation

Passives
based on customer value. OVERALL SATISFACTION
30% 32 46 17

THE FAN PRINCIPLE CREATES A

MULTIDIMENSIONAL VIEW OF THE NPS. Opponents Mercenaries
AS A RESULT, THE NPS+ LEAVES NO

FAN INDICATOR
ROOM FOR MISINTERPRETATION.

Detractors
20% 9 31 27 31

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NPS+ AND THE FAN PRINCIPLE
Further development of NPS
Positioning
Focusing on key customer
needs while ensuring the best
possible fit with the company's
strategy, corporate culture,
strengths and USPs.
(NPS) and the levers
evaluated to improve
Employees as fan-makers
The “heart and soul factor":
Fan employees are fan-makers
because they create a sense of
uniqueness among customers
Orchestrating
Making the fit between the
relevant needs of the customers
and the positioning of the
company along the customer
journey tangible over and
Increasing customer over again
value by combining
the diagnostic tool
relationship quality
(fan principle). Segment-specific
measures
Individualized measures
depending on the current ratios
in the fan portfolio.

Copyright: 2HMforum. For best relations.

NPS+ AND THE FAN PRINCIPLE
The evolution of NPS

MEASURING
LOYALTY
The Fan Principle is a holistic analysis and
monitoring system. It quantifies emotional loyalty
and indicates how it can be increased.
UNDERSTANDING
CUSTOMERS
The Fan Principle provides better insight into the
customer journey, optimizes it to convert existing
customers into fans and attract new customers.

PURPOSEFUL INCREASE
FOCUS GROWTH
Forget the more-is-more mantra: NPS+ can be used to increase
Focus on your customers’ core needs. profitability, growth and customer
Turn them into repeated experiences value by strengthening the emotional
to create a sense bond with your customers and save
of uniqueness. additional costs with the efficient
Fan Principle.
BENCHMARK
DATA
THE FAN PRINCIPLE
SECTOR: AUTO
Benchmark data All values in %

Fans
48% Promoters 49 42 7

Captives Sympathizers

33% Passives 6 31 42 16 5 OVERALL SATISFACTION

Opponents Mercenaries

19% Detractors 5 25 27 42

FAN INDICATOR
Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed
customers of AUDI, BMW, Fiat, Ford, Hyundai, Mercedes,
Opel, Renault, Seat, Skoda, Toyota and VW.
SECTORS: CAR RENTALS & AUTO REPAIR SHOPS
Benchmark data All values in %

38% Promoters 50 29 12 9
47% Promoters 54 35 10

38% Passives 34 34 28 4 28% Passives 35 37 22

23% Detractors 4 17 38 40 25% Detractors 5 17 32 45

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of Avis, Buchbinder, Budget, Enterprise, Europcar, Hertz and
SIXT.
Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of A.T.U, Audi brand repair shop, BMW brand repair shop, Bosch
car service, Ford brand repair shop, Mercedes brand repair shop,
Opel brand repair shop, pitstop, Skoda brand repair shop and VW
brand repair shop.
SECTORS: BANKS & DIY STORES
Benchmark data All values in %

43% Promoters 54 36 9
39% Promoters 43 45 10

27% Passives 5 36 42 16 35% Passives 30 53 12

30% Detractors 6 24 30 39 26% Detractors 26 33 38

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of Commerzbank, Deutsche Bank, HypoVereinsbank/UniCredit, of Bauhaus, Globus Baumarkt, Hagebau, Hellweg, Hornbach,
Postbank, Santander, Targobank, comdirect, DKB and ING. OBI and Toom Baumarkt.
SECTORS: APPAREL STORES & DRUGSTORES
Benchmark data All values in %

42% Promoters 44 37 15
48% Promoters 45 40 13

33% Passives 29 45 14 10 30% Passives 5 27 46 18 4

25% Detractors 20 28 49 21% Detractors 7 18 35 40

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of Bonprix, C&A, Ernsting’s Family, Esprit, Galeria Karstadt of Budni, dm, Douglas, Müller Drogerie and Rossmann.
Kaufhof, H&M, KiK, New Yorker, Peek & Cloppenburg
Düsseldorf and Peek & Cloppenburg Hamburg.
SECTORS: ONLINE PHARMACIES & INTERNET PROVIDERS
Benchmark data All values in %

54% Promoters 58 33 7
31% Promoters 57 32 8

30% Passives 5 34 46 11 28% Passives 4 34 36 23

15% Detractors 10 39 26 23 41% Detractors 6 12 38 43

Source: “Fanfocus Germany”, 1,000 surveyed customers of Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
Aponeo, Apo-rot, Apotal, DocMorris, Medikamente-per-klick, of 1&1, congstar, EWE TEL, M-net, NetCologne, O2, PŸUR,
Medpex, mycare.de, Sanicare, Shop Apotheke and Zur Rose. Telekom, Unitymedia and Vodafone.
SECTORS: ELECTRONICS & HEALTH INSURANCE PROVIDERS
Benchmark data All values in %

38% Promoters 50 38 11
44% Promoters 58 34 5

36% Passives 30 43 21 5 29% Passives 4 45 30 18

27% Detractors 21 29 46 27% Detractors 5 13 35 43

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
s of Conrad, EP: ElectronicPartner, Euronics, Expert, Media
Markt, MediMax and Saturn.
Source: “Fanfocus Deutschland”, 2020/21; survey involving
1,000 customers of AOK Baden-Württemberg, AOK Bayern,
AOK Niedersachsen, AOK Nordwest, AOK Plus, AOK
Rheinland/Hamburg, Barmer, DAK Gesundheit, IKK classic and
TK.
SECTORS: CAR INSURANCE & GROCERY RETAILERS
Benchmark data All values in %

44% Promoters 55 35 7
37% Promoters 41 39 16

28% Passives 5 39 34 18 5 29% Passives 24 46 21 8

28% Detractors 4 8 21 39 27 33% Detractors 5 20 32 42

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of AachenMünchener, Allianz, Axa, DEVK, HUK24, HUK- of Aldi Nord, Aldi Süd, Edeka, Kaufland, Lidl, Netto, Norma,
Coburg, LVM, R+V and VHV Württembergische. Penny, Real and Rewe.
SECTORS: FURNITURE STORES & MOBILE COMMUNICATIONS
Benchmark data All values in %

36% Promoters 37 45 14
43% Promoters 58 36 5

37% Passives 24 46 22 7 30% Passives 37 38 18 4

27% Detractors 6 14 30 49 27% Detractors 8 18 34 39

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of Dänisches Bettenlager, Höffner, Ikea, Möbel Martin, Otto, of 1&1, Aldi Talk, Blau, Congstar, Klarmobil, Lidl Connect,
Poco, Porta, Roller/Tejo, Segmüller and XXXLutz. Mobilcom-Debitel, O2, otelo, smartmobil.de, Tchibo mobil,
Telekom, Vodafone, and winSIM.
SECTORS: TRAVEL OPERATORS & RESTAURANT CHAINS
Benchmark data All values in %

46% Promoters 51 37 8 4
43% Promoters 40 43 13

33% Passives 31 37 22 7 33% Passives 28 39 29 5

21% Detractors 16 41 42 24% Detractors 15 34 47

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of 1-2 Fly, AIDA, Alltours, DERtour, FTI, ITS, Jahn Reisen, of Blockhouse, Burger King, Dominos Pizza, KFC, L’Osteria,
Meiers Weltreisen, Schauinsland Reisen and TUI. McDonald’s, Nordsee, Pizza Hut, and Subway.
SECTORS: PRIVATE HEALTH INSURANCE & LEGAL INSURANCE
Benchmark data All values in %

36% Promoters 45 44 9
41% Promoters 54 38 6

34% Passives 5 37 33 24 31% Passives 4 34 33 25 4

30% Detractors 5 16 28 51 28% Detractors 9 18 40 33

Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed customers
of Allianz, Axa, Barmenia, Debeka, DKV, HUK-Coburg and of ADAC legal insurance, Advocard, Allianz, ARAG, Deurag,
Signal Iduna. DEVK, Ergo, HUK-Coburg, Örag and Roland.
SECTORS: ELECTRICITY SUPPLIERS & ONLINE RETAILERS
Benchmark data All values in %

40% Promoters 53 37 9
49% Promoters 40 43 13

32% Passives 5 36 38 16 6 30% Passives 28 39 29 5

29% Detractors 5 23 30 38 20% Detractors 15 34 47

Source: “Fanfocus Germany”, 2020/21"; 1,000 surveyed Source: “Fanfocus Germany”, 2020/21; 1,000 surveyed
customers of E wie einfach, E.ON, EnBW, Envia, Eprimo, customers of Amazon, eBay, HSE24, Lidl.de, Otto, QVC,
EWE, LichtBlick, RWE, Vattenfall, and Yello Strom. tchibo.de and Zalando.
NPS+ TEMPLATE
Benchmark data

Fans
00% Promoters

Captives Sympathizers

00% Passives OVERALL SATISFACTION

Opponents Mercenaries

00% Detractors

FAN INDICATOR
Right-click to edit data series in Excel

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A COLLABORATION WITH THE
INVENTORS OF THE NPS+

Looking for more insights?

Then contact us. 3rd edition on the market
from spring 2022
LEIF STEINBRINKER
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steinbrinker@2hmforum.de
Dekan-Laist-Straße 17 | 55129 Mainz | Germany | 2hmforum.de
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