Boneyard Tools

Net Promoter Score (NPS) Calculator

Net Promoter Score (NPS) measures customer loyalty on a scale from -100 to 100. Enter how many respondents are promoters, passives and detractors to see your NPS, the underlying percentages and where it lands on the rating scale.

How to calculate Net Promoter Score

  1. Count promoters (scored 9-10), passives (7-8) and detractors (0-6).
  2. Enter each count below.
  3. Read off your NPS, the promoter and detractor percentages and your rating band.

Examples

70 promoters, 20 passives, 10 detractors

promoters = 70, passives = 20, detractors = 10
NPS = 60 (Great)

Everyone a detractor

promoters = 0, passives = 0, detractors = 50
NPS = -100 (Needs improvement)

Frequently asked questions

What is Net Promoter Score (NPS)?

NPS is a customer loyalty metric based on one question: how likely are you to recommend us, on a scale of 0 to 10. Respondents who answer 9 or 10 are promoters, 7 or 8 are passives, and 0 to 6 are detractors.

How is NPS calculated?

NPS is the percentage of promoters minus the percentage of detractors, rounded to a whole number. Passives are counted in the total but do not add to the score. The result ranges from -100, when everyone is a detractor, to 100, when everyone is a promoter.

Why are passives ignored in the score?

Passives are included in the total respondent count, which lowers both the promoter and detractor percentages, but they do not directly add or subtract from the score. They are satisfied yet unenthusiastic, so NPS treats them as neutral.

What is a good NPS?

It varies by industry, but as a rough guide any positive score is acceptable, above 30 is great and above 70 is excellent. This tool uses those bands: below 0 needs improvement, 0 to 29 is good, 30 to 69 is great and 70 or more is excellent.

Can NPS be negative?

Yes. If you have more detractors than promoters, your NPS is negative, down to a minimum of -100 when every respondent is a detractor. A negative score signals that unhappy customers outnumber loyal ones.

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