After testing hundreds of questions, market researchers have determined that the "net promoter" question is the best predictor of customer loyalty. However, we recognize that "customers" might not feel the same way about a product or company as they would an organization. So we offer 8 adaptations of this question that let you, the organization, provide context and nuance in your survey. The scoring is the same for all variations.
Assume you asked 90 people this question:"On a scale of 0 to 10, how likely are you to recommend this organization to others?"
The "net" score is 41% - 28%, or 13, with the 28 neutral people (31%) being ignored.
Therefore, 13 is your net promoter score on a scale of -100 to +100. Is 12 good? Well that depends. The best way to interpret this is by comparing it to several other reference scores, as we'll demonstrate next.
Start by looking at the scores of other organizations doing similar work. Because non-profitwork spans a wide range of activities, their respective relationship scores have different benchmarks. Think of a benchmark as the point that divides good from poor.
The tick on the horizontal bar chart above represents the average score of other organizations - the benchmark score. If your score is higher than the benchmark for your type of organization, you're performing well compared to your peers. And if you are below it, then you have to focus on improving by listening to the people who are giving you low scores.
This is a poor score:
And this is a good one:
Below is a sample of benchmarks for organizations doing different types of work. To understand the results from your one question survey, you can compare it with other data sets. The green mark shows your average score. The red bar on the chart below is the average of scores for other organizations by type of work done. The blue bar denotes the score for the type of organization you called yourself when you sent out this survey.
You can also split your data by constituent group. When you sent the survey out by email or paper, we encouraged you to sub-divide your list into people who you directly serve, and people who help you achieve your goals with funding, and people who work with you, and so forth. This yields a clearer message about who you need to engage and listen to more.
Or you can see how the various questions compare to each other.
Responses to a survey are often displayed in a horizontal bar chart. Reading from left to right, the percentage of low, middle, and high scores appear in red, yellow, and green, respectively.
The gray circle with a number in it is the net score. This is calculated the same way for all 0-to-10 scaled questions we use (not merely the net promoter question). The spot where it appears on the bar represents the point along a -100 to +100 line that this value falls. Likewise, the orientation of the bar on that same -100 to +100 axis represents the spread of values in the underlying data. If a lot of scores are negative, the whole bar will be shifted to the left, and vice versa if a lot of positive scores are in the set.
Data has no value until you use it to make a decision. Think about how you will use this information - specifically how your responses compare with these benchmarks - and how might you take actions to improve the quality of your work.
And all this from just a one question survey. We also offer longer survey options that can be used to build a feedback system.
Even if other data tells you your work is great, low scores on these questions mean that people generally don't see the value of your work the same way you do. And that matters. Every local person who believes in your work is an asset. Local support makes good work cheaper, and more effective, as no amount of money can replace the eyes and ears of engaged constituents.
Next, we'll show you how Constituent Voice™ can further refine this process