Category Archives: Net Promoter

reminder survey

The Critical Importance of the Reminder Survey

We’ve recently heard some chatter within the NPS community that the reason why some NPS survey providers don’t offer survey reminders to their customers was because they believed that the potential negative impact (annoyance, unsubscribes, etc) would outweigh the benefit.

They also believe that sending your customer a reminder to take your survey is an old practice and only used with surveys that historically have had low response rates.

We feel differently, and our data supports it.

What’s important to remember is that Net Promoter is not an exercise in statistical relevancy like traditional surveys.

While it’s important to be able to extrapolate trends from your data with a high-level of confidence, the average response rate you’ll receive from a Net Promoter survey (without sending a reminder), is well beyond what’s needed for a reliable confidence interval at any level.

With that in mind, more responses are ALWAYS better with NPS (or any type of survey for that matter). Not just for relevancy though, but rather for increased insights and the individual growth/retention/learning opportunities they provide.

There is no such thing as ‘too much’ customer feedback.

Since we first started developing our platform, we have put a heavy amount of effort and emphasis on providing a solution that maximizes the response rates for our customers.

There is no such thing as ‘too much’ customer feedback. Click To Tweet

These efforts include everything from domain verification, to survey flow, and to engagement optimization.

We continue to analyze and update our survey approach based on the results of the tens of millions of surveys that are sent through our platform. Not only that, but we often share the results with our customers to ensure they are up to date on all the best practices available.

In fact, just a couple of weeks ago, we revealed 7 secret ways to increase your survey response rates, which was all based on our research and findings.

As a result, Promoter customers see an average overall response rate of 30 – 40%, with up to 70% of their customers leaving qualitative feedback (i.e. the good stuff).

The way we look at it though, is that if you have 1,000 customers let’s say, you’re hearing from 300 to 400 of them, with roughly 250 of them providing you with opportunities to improve and grow your business.

Our question is, why wouldn’t you want more of that?

Customer insights are the equivalent of hitting a gold mine.

If you find yourself a large gold nugget upon your first sift, it’s unlikely that you’re going to stop there, right?

Of course not, you’re going to continue mining until there is no stone left unturned.

This is the same with gathering customer feedback, where each customer is a nugget of gold. You just need to continue to increase your sifting to find more.

These gold nuggets are what helped companies like LiveChat grow to 19k customers without spending any money on sales and marketing. Or, what led to discover a big Aha! moment, that transformed their marketing.

Again, our question is, why wouldn’t you want more of that?

Obviously, the answer is that you do.

This is why we offer intelligent survey reminders to our customers.

Benefits of reminders far outweigh any costs

As I mentioned at the start, some believe that there would be a greater negative impact of sending a reminder than any benefit.

Based on our research from over 25 million surveys, I’m here to tell you that couldn’t be further from the truth (specific numbers below).

That said, there certainly is a threshold in which your customer would become annoyed, but that could apply to reminders of any kind.

The key to success is proper execution based on the data.

What we have found is that one simple reminder is enough. Just one. Anything beyond that, the benefits begin to decline. It’s all about balance.

In terms of the timing of your reminder, anywhere between 3 to 7 days after the initial survey is sent shows to be ideal. Based on the data, there doesn’t appear to be any kind of discernible difference between which of those days it’s sent, but too soon or too late definitely impacts the results.

Note: Promoter’s survey reminder feature has baked in the best practices to help optimize the results and prevent any negative impact. If enabled, the reminder will be sent only one time (automatically) and offers the ability to be sent at a 3, 5 or 7-day option.

So, what kind of real-world difference does it make?

When looking at reminders sent across all of the campaigns and the tens of millions of surveys that Promoter has delivered, two important data points have emerged:

  1. On average, sending a reminder survey boosts response rate by an additional 15%.
  2. Only 0.3-0.5% of your customers will unsubscribe from future surveys as a result of the reminder.

In other words, going back to our example, out of 1000 customers, you’ll hear from 300 – 400 on average. That means 600 – 700 of your customers will receive your reminder. Out of those, you’ll hear from an additional 100 customers on average and only 3 will unsubscribe.

That’s 100 additional potentially game-changing customer insights and opportunities unearthed.

So, you tell me. Is sending a single reminder survey worth it?

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


Sightbox net promoter

How Sightbox Went from Launch to Acquisition In 18 Months By Focusing on Customer Happiness

According to research done by the Vision Council of America, approximately 75% of all adults need some form of vision correction.  

If you are (or were) part of the 75% like me (I had corrective surgery several years ago), you know how big of a pain in the butt it can be to maintain your prescription each year, not to mention the costs, especially if you wear contact lenses.

Enter Sightbox, a subscription-based company for contact lens wearers, that reduces the headaches and costs of maintaining your vision correction.  


Just last week, the Portland-based company announced that after only 18 months since their launch, they’ve been acquired by the health behemoth, Johnson & Johnson.

Prior to this announcement, the 20-person team at Sightbox had managed to raise $4.2 million in venture funding and amass 1000’s of customers in the short time they’ve been in the market.

How did they do it?

Richard Kotulski, Marketing Manager at Sightbox believes that their explosive growth has a lot to do with their ability to maintain a high-level of positive customer sentiment. The focus on the customer experience has led to strong retention (aka renewals), along with a consistently excellent NPS score of 59, which translates into advocacy.

Before we go into their process of maintaining customer excellence, let’s first take a look at why customers have sought them out in the first place.

Imagine you’re someone that wears contacts.

If you’re like the majority, your insurance coverage probably doesn’t cover much beyond your annual eye visit, and that’s if you’re lucky.  

In order to supply yourself with the contacts you’ll need for any given year, you’re required to first have an annual exam. If you don’t already have an optometrist, you’ll need to find one on your own, book an appointment and likely pay out-of-pocket.

Once you have your prescription, you then will be able to order your contacts. For most people, the only option is to buy the year supply all at once, which can cost a pretty penny.

This is where Sightbox saw a market opportunity.

Paying for the expense of the visit and a year’s supply of contacts up front isn’t reasonable for most people, so Sightbox decided to create an easier and more affordable way to do it.

Their model is pretty simple. For a flat monthly fee, Sightbox will find you a convenient eye doctor, book and pay for the appointment, and then send your needed supply of contacts on a monthly or quarterly basis.

sightbox process

In the end, their customer not only saves time and money, but it also removes the burden of having to repeat the process each year.

While Sightbox runs as a subscription business, billing on a monthly or quarterly basis, customers are required to sign a one-year contract in order to work with them.

This approach has helped the company maintain high customer retention, but it’s still an area that receives a lot of focus.

That’s where NPS has come in for Kotulski and his team.

Scheduled Survey Cadence

To ensure that the company is getting the most relevant sentiment from their customers at the right time, Sightbox sends each customer two NPS surveys during each year of their relationship.

First NPS Survey

The initial survey is sent 2-weeks after the customer receives their first initial box of the year. This is what some companies would call the “moment of truth” survey.

For Sightbox, it’s less about reaching customers at a time when they’re deciding to stay or leave, and more about ensuring that their experience, up to this point in the lifecycle, has met or exceeded their expectations.

From an improvement standpoint, the initial surveys can be really useful in increasing your conversion rate. Often times, especially when using customer attribute data and tagging to narrow your NPS results, you’ll be able to identify, with pinpoint accuracy, the exact reason(s) why customers aren’t converting or completing their purchase.

Second NPS Survey

Since each customer relationship is based on an annual agreement, it’s important that Sightbox has a good sense of customer sentiment ahead of renewals.

In order to effectively achieve this, the second NPS survey is sent to the customer 3 months ahead of their renewal date.

At this point in the life cycle, the customer has had plenty of time to fully experience the service and should have a pretty strong sentiment towards the brand one way or the other.

Based on that sentiment, Sightbox is able to accurately predict how likely each customer is to renew their subscription when their contract expires and react proactively.

Bucketizing Renewals

Being able to predict churn is one thing, but being able to prevent churn is an entirely different beast.

In order to properly triage their customers following the completion of their second survey, Kotulski and his team place them each in a ‘renewal bucket’ which helps dictate what needs to be done next.

For those of you familiar with NPS, their buckets align with the scoring for each category of sentiment (promoter, passive, detractor).

  1. Promoter bucket – These customers are obviously the most likely to renew. They are communicated to as such by being placed into a process that moves them towards renewal.
  2. Passive bucket – A score of 7 or 8 is an indication to the Sightbox team that this customer may require a bit of assistance to overcome any negative or passive sentiment before they are likely to renew.

    In most cases, Kotulski has found that these customers are looking for slight improvements to be made in order to continue.
  3. Detractor bucket –  As you would assume, customers who have provided a detractor score are presented with more hands-on customer support intervention. Kotulski mentions that in many cases, they will receive a direct phone call from someone on the team.

Regardless of which bucket a customer qualifies for, Sightbox closes the loop with each and every customer that responds, which, if you follow this blog to any degree, you know is the key to driving the most bottom-line value out of your NPS efforts.

Improving Retention Through Measured Feedback

While Kotulski states that only 1 out of every 6 responses they receive is negative in nature, that hasn’t prevented them from improving their retention from the critical feedback they do receive.

They group and analyze their passive and detractor feedback on two levels:

  1. Granular – This involves reacting and/or responding to feedback on an individual level. What is this “one” customer’s experience and how can we improve it for them.

    This level of granular focus means that changes that are made may not necessarily improve the experience for every customer, but rather just this particular individual.
  2. High-level – Sightbox uses keyword trends analysis (tagging) within Promoter to identify the big key issues that are impacting customers on a global scale.

    Applying trend tags, along with the individual sentiment within the feedback has helped Sightbox quickly spot the gaps in their service.

Kotulski has been able to combine these two levels of analysis to really narrow down the areas that need actionable improvement.

For example, through their high-level trend analysis, the team was able to see that ‘customer communication’ was a gap that needed to be addressed.

On the surface, customer communication can mean several things, so in it of itself, identifying a need to improve communications with customers isn’t all that actionable.

However, when they were able to combine the trending data along with granular level analysis, they were able to better understand that the communication issue had more to do with delays the customers were experiencing.

Due to the explosive growth the company had been experiencing, it had been taking longer than expected to find and book eye appointments for customers.

Because of this bottleneck and the misaligned timing expectations of the customer, the perception became that there was a lack of communication, rather than a lack of internal customer support resources.

Based on this discovery, Sightbox was able to develop a proper formula of internal booking agents needed for each set of customers as well as set the proper expectations through improved communications.

Combining both granular analysis and a broader trend analysis is critical for any company. It’s an essential step in properly identifying and prioritizing far-reaching mission-critical issues versus individual anomalies.

The role NPS has played in their success

Kotulski stated, “As a company that has seen explosive growth in the last six months we had a lot of new members to survey, but because we’re also a young company still figuring out how to scale, it was incredibly important for us to get as much feedback as quickly as possible and use that feedback for a deep dive into some of our bigger issues.

The high response rate we got from our NPS survey allowed us to have confidence that what we were hearing from our customers was representative of the overall customer experience and that we could take action on it knowing that it would really move the needle for us. Identifying those pain points early in our life means we can tweak and revise our customer experience so that it’s great for all our new members.”

And, as for why they chose …

“We looked at many different NPS solutions before choosing Promoter and there was no contest between them. Promoter offered the most robust set of analytics, integration, and facilitation. It’s not just about the score, but about the conversations that the score starts.

We didn’t use any other product because we could see that Promoter was hands down the best option out there.”

Was their successful NPS results a factor in the acquisition of Sightbox for Johnson & Johnson? No doubt.

But, one thing that Kotulski knows for certain is that “happy customers” and true customer advocates have been their biggest propeller of growth so far.

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


NPS podcast

Podcast: Promoter CEO Talks Growth & NPS Best Practices

Many people don’t realize that despite the Net Promoter methodology having been around since 2003, it wasn’t until just a couple of years ago that it started to become more widely adopted.

In fact, if you were to apply NPS to the Diffusion of Innovation theory, the methodology is barely beyond the early adopters and has only recently crossed the chasm.


When we founded Promoter in 2013, Net Promoter was still only being used by large, enterprise-level, Fortune 500 type companies.

Today, that has completely changed.

But, as the first company to introduce the Net Promoter System into the small and mid-markets with a tailored SaaS-based solution, we literally needed to build the market from scratch.

Recently, I was asked to be a guest on the B2B Revenue Leadership podcast, hosted by Brian Burns.

During our interview I discuss how Promoter began, the ways in which we grew (and continue to grow) our business, and some very practical advice for anyone looking to get the most out of their NPS efforts.

Please take a listen and let me know what you think in the comments below.

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


NPS filtering

How to Clone Your Best Customers with Attribute Analysis

Imagine you have a Net Promoter Score of 75.

That’s pretty amazing, right?

According to scoring guidelines, it’s world class!

With an NPS score of 75, you’d be in the neighborhood of the most successful companies in the world, including Apple, Southwest Airlines, and Netflix, just to name a few.

While that is a great score without a doubt, how much does it honestly tell you?

If you’re a regular reader, you’ve likely heard me say this before, but it’s worth repeating: Independent of additional data, your overall Net Promoter Score is largely meaningless.

Sure, it can be a useful indicator of your company’s organic growth potential, or as famed investor Jason Lemkin believes, a sign that you’re a good investment to outside investors.

Besides that, what information does your overall score actually provide you in terms of actionable data?

Not much to be honest.

But it can.

When you match your NPS data with the attributes of your individual customers, your score itself can quickly become a treasure trove of incredibly rich data.

Over the past few weeks, we had several conversations with customers who had yet to leverage the power of customer attribute filtering because they didn’t fully understand the benefits.

As a result of those discussions, we felt it was important to take a deeper dive into filter attributes: what they are, the benefits of using them and the type of information they can provide.

What are attributes and why are they important?

Put simply, attributes are the individual characteristics that help further define each customer persona.

customer attributes

Let me explain a bit further.

It goes without saying, but we all know that no two customers are alike. This cliched statement generally refers to the needs and preferences of each individual customer. But, customers can differ in other ways as well.

The differences can include their job title, physical location, how long they’ve been a customer, the plan they’re on, etc.

These are attributes. They are those additional columns of data that you keep on each customer.


When you’re able to align one or more of these attributes alongside your NPS score, your data becomes immensely more powerful.

Let’s say that you’re a company located on the East Coast with an overall NPS score of 15 and you’re curious to know what’s keeping your score from being even higher.

To get a clearer picture, you decide to filter your NPS results by customer service rep (CSR).

You notice that when looking at the customers associated to one of your reps, your NPS score goes from 15 to -10.

Bingo! You found your problem.

At this point, you may come to the conclusion that your customer service rep is to blame.

However, rather than stop there, you add in an additional attribute based on location.

Now you can see that of this CSR’s customers, the customer group with the lowest NPS score is coming from the West Coast, while the customers in the Midwest and East Coast groups have a score consistent with all other customers.

Now it looks more like a timezone issue.

Just adding this one additional point of data draws an entirely different conclusion, which is even more precise than the first.

This process can continue until you’re confident with the results.

Based on the scenario above, you can clearly see how much of a difference it makes in seeing the value of your NPS score when it’s filtered by attributes.

Here are a couple of other examples:

When some customer feedback is worth more than others

Let’s imagine that you’re the Head of Customer Success for a fast growing software company.

Once per quarter, it’s your job to present the company’s NPS results and findings to the executive team.

Unfortunately, it’s been a rough quarter and your NPS score has gone from a 45 down to a 30, so you’re not looking forward to the sharing the results.

In an effort to find a silver lining, you decide to create an attribute called ‘Customer Type’. This attribute identifies whether the customer is a ‘paying’ customer or a ‘trial’ customer. (A trial customer in this example is a non-paying customer.)

When you filter your results by ‘Customer Type’, you find that your NPS score for paying customers is 52, while the score for non-paying customers is 20.

Furthermore, you were able to go back to the previous quarter with this same filter in place and see that your score with paying customers actually increased.

By removing (i.e. filtering) non-paying customers you’re now able to get a better picture of your “true” Net Promoter results. And as a bonus, you now have a much better story to tell.

This is a fairly common scenario that we see with subscription-based or SaaS-based businesses. While feedback from trial customers is important, when it comes to measuring the true success of your business, it’s important that you can separate them from the results.

This is where attributes come in handy.

Cloning your best customers

Most companies today make up to 50% or more of their revenue from their best customers (aka advocates, aka promoters) via referrals and word-of-mouth marketing.  

Most companies today make up to 50% or more of their revenue from their best customers. Click To Tweet

This is why I mentioned earlier that having a high NPS score can be a good indicator of growth.

Obviously, the more advocates you have, the more customers that are out there driving your growth.

NPS is, by far, the best way to lead this growth by identifying and activating those advocates.

But, what if I told you that NPS is also one of the best ways to clone your advocates?

I mean, it’s not the aquatic planet of Kamino with tall aliens armed with super-advanced cloning technology, but it’s about as close as you can get outside of the Star Wars galaxy.


The goal here is to identify your ideal customer persona using attribute filtering.  

You’ll start with everyone and begin to narrow down your data by layering attributes until you arrive at the highest filtered NPS score.

For example, let’s say you begin with an overall NPS score of 45. You start by filtering that score down by ‘Industry’. You find that your highest NPS scores are coming from customers in the Healthcare industry.

Next, you add in an additional ‘Role Type’ attribute and find that your score increases even more with customers both in the Healthcare industry and in an Operational role.

You continue this process until you either run out of attributes to filter by or you arrive at the highest possible filtered score.

In the end, you’ll be left with the characteristics that make up your most ideal customer profile.

This persona data can now be leveraged across all marketing and sales channels to improve targeting and key marketing copy. Your growth team will be able to utilize this data to build lookalike audiences which will ultimately reduce acquisition costs and drive more qualified customers.

Analyzing Your Key Trends with Customer Attributes

Up until now, we’ve only been talking about filtering your score by customer attributes, which I hope you can now see the value in.

But wait … it gets even better.

Armed with the characteristics of your ideal customer profile (based on attributes and score), imagine how powerful it would be if you could also find out what specifically drives their advocacy.

This is precisely what you can learn when you pair customer attributes with your trending data.


Note: If you’re not familiar with your trending data, this is compiled based on the verbatim feedback provided by your customers, presented in a way that surfaces the most important (and popular) positive, neutral and negative topics.

Now, in addition to having an ideal customer persona, you’ll also understand the motivations behind their behavior.

Let me give you an example.

Imagine you’re looking at your overall trending data and it’s telling you that your top positive trends are ‘customer service’ and ‘ease-of-use’.

Generally speaking, this is great information to have and can be extremely helpful in exploiting your strengths as benefits to prospects.  

What’s even more useful though, is when you filter your trends by the attributes you’ve determined to match your ideal customer.

For the sake of this example, let’s say that when you do, now, rather than ‘customer service’, you find that a specific feature of your product/service is a top positive trend.

This is a pretty critical piece of information.

Globally, focusing on your superior customer service may be a message that resonates with an audience at large. However, for your ideal customer, this product feature should be front and center.

Arming your sales and marketing team with persona data and this level of granular targeting is the holy grail of customer acquisition.

While I can’t speak for other Net Promoter solutions, I can tell you that with Promoter, getting customer attributes in place is an absolute breeze.

The really cool part is that even if your campaigns have been underway for any length of time, it’s never too late to add attribute data. With Promoter, once you add the data to your customer contact records, we retroactively apply it to all of our previous campaign data.

In other words, with ease of putting attributes in place along with the goldmine of value you’ll see in return, there is no reason you shouldn’t get started.

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.


From NPS to Ah-Ha! How Found Success Through Net Promoter

When, a SaaS tool that simplifies contracts for event-based contractors, decided to start measuring their NPS, their goal was to simply make sure that they were meeting the expectations of their customers.

What they didn’t realize initially was that the value of the NPS process was going to be so much greater than they expected.

Universally, most companies that work with us at Promoter have a similar initial goal as Agree when they first come on board.

They start NPS as a passive exercise in measuring operational effectiveness.

There is nothing wrong with that objective as an initial motivation, however, as we’ve written about on numerous occasions, the value of NPS goes well beyond surface level discoveries.

A properly structured and well-executed NPS campaign will:

  • Increase customer retention
  • Increase referrals and organic revenue
  • Improve financial forecasting
  • Normalize customer data to drive product decisions
  • Identify ideal customer personas for improved targeting
  • Improve key customer messaging for both user experience and outbound marketing
  • Identify top buying decision drivers for sales pipeline efficiency
  • Unearth new revenue opportunities
  • And the list goes on …

As you can see, it’s a pretty expansive list of substantial benefits and it impacts every team/department within an organization.

The point of this being, every company has their own unique reasons for beginning to measure NPS, but almost always, they end getting way more from it than they ever expected.

The same is true for

What started as an exercise in customer exploration, ended up bringing about several significant and measurable organizational benefits.

This is their story.

Surveying EVERY Customer

Nearly every SaaS company has both paying and non-paying customers. In Agree’s case, they operate on what’s called a “freemium” model.

If you’re unfamiliar with that term, it’s a model mostly made famous by Dropbox, where a customer is able to use a “scaled down” version of a product without paying.

With Agree, they offer customers the opportunity to send a few contracts per month for free. The goal with freemium is to encourage the customer to upgrade to a paid plan by giving them just a taste of the product, leaving them wanting more.

Making organizational changes based on the feedback of non-paying customers is generally not a good idea, however, their feedback is still valuable and can help improve conversion rates.

And this is precisely what the team at Agree has been able to do.

By including non-paying (freemium) customers in their NPS campaign, Agree was hoping to get a better understanding of what was preventing these prospects from upgrading.

What they discovered was that, because their product largely catered to photographers, other event-based contractors such as florists, DJ’s, videographers, etc. felt that their product wasn’t a fit for them.

This was due primarily to the language that Agree had been using to communicate more specifically to their core customer, photographers.

Agree was able to simply broaden their marketing copy and change a few “photographer specific” terms within their product to appeal to these other verticals more globally.

Now, if you visit their homepage, you’ll see Agree has prominently listed the expanded groups they cater to.


How Positive Feedback Led to Increased Pricing

When I mentioned that increasing organic revenue was one of the benefits of NPS, this can come in several forms. The most common being word-of-mouth referrals from your proactive promoters.

With Agree, they were able to drive an increase in organic revenue with both promoter outreach (more on this later) as well as leveraging promoter feedback to increase their pricing.

The team at Agree had been considering a price increase before sending out their first NPS survey, but they were able to confidently execute on it after hearing from customers.

Using the tagging feature within Promoter, Agree was able to categorize and rank themes within their feedback. For example, both “price” and “customer service” were categories in which they wanted to track.

Once tagging each piece of feedback was complete, Promoter’s trend analysis feature allowed them to see a complete picture of the top positive and negative trends among their customers.

Noticing that “price” as a category was one of their biggest positive trends, they explored some of the ways their customers were describing their pricing.

Words such as “very affordable” and “inexpensive” were indicators to the team that they may be leaving money on the table.

After a few internal discussions, they landed on a new pricing structure, which is currently being rolled out. pricing

Prioritizing the Roadmap

Obviously, not all of the feedback that Agree received was positive.

Exploring their negative trends led to an interesting conclusion as well.

Like every company, Agree has a product roadmap — a prioritized list of updates and new features that are planned to be built in the months ahead.

On that roadmap were two updates that weren’t very high on the priority list, according to their own internal objectives.

  1. The ability to save contract templates
  2. The ability to require multiple signatures on a contract

Thanks to some critical feedback from their customers, these two items were moved to the head of the line.

It’s often times easy for companies to chase after what they believe is important to the customer. Many times those assumptions are incorrect, especially when decided upon in a vacuum.

Negative trends are just as important for validation as positive trends.

The truth was, the team at Agree already knew that these two upgrades were needed, but until they were able to validate that through trend analysis and direct feedback, it wasn’t a priority.

Again, NPS can help any company normalize customer feedback so that only the most important updates (according to the customer) can drive product decisions.

Putting Promoters to Work

We’ve shared this before, but just in case you’ve missed it … on average, only 20% of your promoters will actively refer you without being asked to do so.

Which means that 80% of your promoters are awaiting your instructions.

80% of your promoters are awaiting your instructions. Give them something to do. Click To Tweet

Your job is to give them something to do, which is exactly what Agree does.

A few of the things that they ask of their promoters:

  1. Share a trackable link within specialized groups/communities. For example, there are several niche photography groups on Facebook. Agree provides their promoters with a link and asks them to share it within the group.
  2. Invite promoters to their affiliate program. It goes without saying, but without a doubt, the best affiliates are those that use your product themselves. NPS and affiliate programs are akin to the relationship that peanut butter has with jelly.
  3. Asked for Testimonials. So far, this simple ask has driven over 60 testimonials/quotes that they use on their site and throughout their marketing efforts.

These are just a few of the ways that Agree leverages their promoters, but honestly, the possibilities are endless.

If you’re interested in other ways, check out 6 ways to Leverage Your Promoters.

Finding an Ah-Ha moment

Going back to some of the critical feedback Agree received from their detractors and passives, they noticed within their trends that there were several comments similar to “slow to improve” or “missing features”.

On the surface, they could have taken those at face value and assumed that meant that their development team needed to “move faster” and “build more features”.

However, their discovery was much simpler than that.

It was their marketing that was driving this negative sentiment, not their product.

Prior to this discovery, the team would mention upcoming features or upgrades within their marketing, usually followed by, “coming soon”.

What Agree realized is that there were customers who would buy the product in anticipation of these upgrades happening sooner than planned.

When the updates weren’t done in the time frame that the customer imagined, it left them feeling like Agree was working too slow or was missing necessary features.

As a result, Agree has now moved away from making promises of immediate fixes or features. Instead, they have begun to set more realistic expectations.


Agree is a great example of a company that has benefited from shifting their perspective of NPS as a passive exercise to that of a proactive and essential process.

Cody Rogers, Head of Product at stated,

We’re building a product for people. We can’t do it well unless they’re telling us (often) how we’re doing. Getting this feedback makes us feel like we’re in tune with who we’re building for.”

Chad Keck

As a product lead and executive for numerous successful ventures (Rackspace, HP Cloud, AppFog), Chad founded to help bring the actionable insights provided by Net Promoter to all businesses. He is a native Texan with a passion for helping other entrepreneurs.