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NPS Calculator: get your Net Promoter Score in seconds
Enter your survey responses below for an instant Net Promoter Score. Then switch on B2B mode for the math most calculators skip: revenue-weighted NPS, response-rate adjustment, margin of error, and a detractor-conversion simulator.
How many responses did you get for each score?
Already grouped your responses? Enter the three totals.
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B2B Account Experience mode
Account Experience is the B2B methodology CustomerGauge created: measure the whole account base, act fast on every detractor, monetize the score. This is the single-survey version.
Response-rate reality check
Two-thirds of B2B programmes run below a 20% response rate, and one in seven sits below 5%. A score built on the loudest slice is not account health. CustomerGauge methodology treats non-respondents as detractors, because silence before a renewal usually is.
Close-the-loop simulator
Only 38% of programmes follow up with respondents inside 48 hours, and 12% never close the loop. The bar is on the floor. Model what converting detractors does to your score.
Revenue-weighted NPS
A 40-seat detractor and a 4,000-seat detractor are not the same problem. Weight your score by the revenue behind each group, the way Revenue-Based NPS does across your whole account base.
Margin of error
NPS moves are only real if they clear your margin of error. Board decks rarely show it. Yours should.
How does your score compare?
The August 2026 industry benchmark: 327 practitioners across 41 countries, pooled with 5,471 public NPS disclosures from 3,502 companies.
Get the benchmark report for your industry
We'll send B2B CX Benchmarks 2026 to your inbox: all 11 sector benchmarks ranked, response-rate and loop-closing benchmarks, AI adoption data, and the Blueprint playbook from the 4% of programmes that can prove CX pays.
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The math
How the NPS calculation works
Net Promoter Score comes from one question: "On a scale of 0 to 10, how likely are you to recommend us to a friend or colleague?" Developed by Fred Reichheld and Bain & Company in 2003, it's used by two-thirds of Fortune 1000 companies as a leading indicator of retention and growth.
Every response falls into one of three groups. Promoters scored you 9 or 10. Passives scored 7 or 8. Detractors scored 0 to 6. The score itself is one subtraction:
Passives count toward the total response number, which dilutes both percentages, but they're excluded from the subtraction itself. The result is always a whole number from −100 (everyone is a detractor) to 100 (everyone is a promoter). NPS is written as a number, not a percentage.
Worked example
You collected 150 responses:
| Group | Scores | Responses | Share |
|---|---|---|---|
| Promoters | 9–10 | 90 | 60% |
| Passives | 7–8 | 30 | 20% |
| Detractors | 0–6 | 30 | 20% |
NPS = 60 − 20 = 40. A negative result works the same way: 20% promoters and 45% detractors gives an NPS of −25.
One useful way to think about it: every promoter is worth +100, every detractor −100, every passive 0, and NPS is the average. That framing makes the advanced math (weighting, error margins) intuitive.
Interpretation
What is a good NPS?
Two honest answers. In absolute terms, anything above 0 means promoters outnumber detractors, and a sustained score above 50 is a strong B2B result. In the August 2026 study, roughly one in five programmes reports an NPS above 70. Among the companies that can prove CX pays financially, nearly two in five do.
In relative terms, the only comparison that matters is your sector. The August 2026 industry benchmark, which pools practitioner-reported scores with 5,471 publicly disclosed NPS figures, puts healthcare on top at 77 and telecommunications at the bottom at 53. Just 24 points separate the whole market.
B2B NPS benchmarks by industry (August 2026)
| # | Sector | August 2026 benchmark NPS | Observations |
|---|---|---|---|
| 01 | Healthcare | 77 | 341 |
| 02 | Software & Technology | 72 | 731 |
| 03 | Construction & Real Estate | 70 | 51 |
| 04 | Retail & Consumer | 65 | 139 |
| 05 | Insurance | 61 | 188 |
| 06 | Manufacturing & Industrial | 60 | 32 |
| 07 | Business & Professional Services | 57 | 51 |
| 08 | Banking & Financial Services | 57 | 286 |
| 09 | Transportation & Logistics | 56 | 28 |
| 10 | Education | 54 | 33 |
| 11 | Telecommunications | 53 | 169 |
| Response-rate, loop-closing, AI-adoption and financial-linkage benchmarks | In the report ↑ | ||
Source: CustomerGauge B2B CX Benchmarks 2026 (fourth annual edition). Pooled practitioner-reported NPS (327 practitioners, 41 countries; scores collected in bands, band midpoints applied) and publicly disclosed NPS from the CustomerGauge NPS Intelligence Database (5,471 disclosures across 3,502 companies, 2013–2026), weighted by observations per sector. Sectors shown where combined observations reach 25.
Two context points worth more than any single benchmark. First, public disclosures skew toward companies with scores worth publishing, so treat the table as the visible market's bar, not a pass line. Second, execution beats industry: the programmes that prove CX drives revenue aren't bigger, richer, or in friendlier sectors. They're built differently. The benchmark tells you where you stand. It doesn't cap where you can go.
Where B2B breaks the formula
Why generic NPS calculators mislead B2B teams
The subtraction is the same everywhere. What breaks in B2B is what you feed into it. Four corrections separate a real account-health metric from a vanity number:
1. You sell to accounts, not respondents. A B2B account has a buying committee: the champion who loves you, the finance lead who doesn't, the operator who decides renewal day. Survey one contact and you've measured one opinion, not one account. That's why Account-Centric NPS rolls sentiment up to the account level across every stakeholder, and why your survey list should cover the committee, not just the friendly contact.
2. Silence is a signal. Two-thirds of B2B programmes run below a 20% response rate, and one in seven sits below 5% (B2B CX Benchmarks 2026). A score computed on the loudest slice of your base isn't customer health, it's a poll of people who still open your emails. CustomerGauge methodology counts non-respondents as detractors to expose the floor, and our clients push response rates past 60% so the floor and the headline converge. Coverage isn't cosmetic: lifting it is worth around 8.5 NPS points a year in program improvement.
3. Revenue isn't evenly distributed. If your three largest accounts are detractors and forty small ones are promoters, headcount NPS says you're fine and your renewal forecast says otherwise. In the August 2026 study, only 39% of B2B programmes link CX data to financial systems at all, and just 4% can quantify the financial impact. Weighting the score by account revenue, monetized NPS, is what turns it from a sentiment stat into a forecast input. The revenue module in B2B mode above is the single-survey version of it.
4. Equal weighting between customers. Frequent responders and multi-contact accounts can quietly dominate an average. Weight so each customer account counts once, or your score tracks enthusiasm, not health.
Spreadsheets
How to calculate NPS in Excel or Google Sheets
With raw 0–10 scores in column A (rows 2 to 500 in this example), three formulas do it:
Promoters: =COUNTIFS(A2:A500,">=9")
Detractors: =COUNTIFS(A2:A500,"<=6")
Total: =COUNT(A2:A500)
NPS: =ROUND( (COUNTIFS(A2:A500,">=9") - COUNTIFS(A2:A500,"<=6"))
/ COUNT(A2:A500) * 100, 0)The same formulas work unchanged in Google Sheets. Prefer a ready file? Our how-to-calculate guide includes a downloadable template with driver-contribution analysis built in. Or skip the spreadsheet stage: the paste tab in the calculator above tallies a raw score column instantly.
After the number
Calculating NPS is step one. Monetizing it is the point.
A score by itself changes nothing. Three moves turn it into revenue:
Find the drivers. Pair the 0–10 question with a follow-up on why. Driver-contribution analysis shows which issues actually move the score, so you fix the thing costing you points, not the thing that's loudest.
Close the loop, fast. Follow up with every detractor and every promoter. Only 38% of B2B programmes do it inside 48 hours and 12% never do, so the bar for standing out is low, and the payoff is real: companies that close the loop see roughly three times more promoters on the next survey.
Tie it to revenue. Map each account's NPS to its ARR, renewal date, and lifecycle stage. Now "our NPS dropped 6 points" becomes "we have $1.4M in detractor accounts renewing this quarter", a sentence a CFO acts on. Just 4% of programmes can quantify what CX does financially, and financial linkage is the single strongest thing separating them from everyone else. That's the Account Experience operating model, and you can size the return with our ROI calculator.
If you're comparing platforms after Delighted's shutdown, here's how CustomerGauge differs: Delighted had NPS surveys, CustomerGauge ties NPS to revenue.
The platform
You ran the math once. The platform runs it on every account, every day.
Account-Centric NPS® across the whole buying committee. Revenue-Based NPS® tied to live revenue. AX Agents that turn surveys and signals into action, and put an end to the silent account.
Gartner's #1 for B2B Voice of Customer, three years running.
FAQ
NPS calculation questions, answered
How do you calculate Net Promoter Score?
Group responses to the 0–10 recommend question into promoters (9–10), passives (7–8), and detractors (0–6). Divide promoters and detractors by total responses to get percentages, then subtract: NPS = % promoters − % detractors. Example: 150 responses with 90 promoters and 30 detractors is 60% − 20% = an NPS of 40.
What is a good NPS for a B2B company?
Anything above 0 means promoters outnumber detractors, and a sustained score above 50 is strong for B2B. The real benchmark is your sector: the August 2026 B2B industry benchmark, which pools practitioner-reported scores with 5,471 public NPS disclosures, runs from 53 in telecommunications to 77 in healthcare. Roughly one in five programmes reports an NPS above 70; among companies that can prove CX pays financially, nearly two in five do.
What is the average NPS by industry in 2026?
In CustomerGauge's B2B CX Benchmarks 2026 study (published August 2026), the combined sector benchmarks are: Healthcare 77, Software & Technology 72, Construction & Real Estate 70, Retail & Consumer 65, Insurance 61, Manufacturing & Industrial 60, Business & Professional Services 57, Banking & Financial Services 57, Transportation & Logistics 56, Education 54, and Telecommunications 53. Figures pool practitioner-reported scores with publicly disclosed NPS, weighted by observations per sector.
Are passives included in the NPS calculation?
Yes and no. Passives (scores 7–8) count toward the total number of responses, which lowers both the promoter and detractor percentages, but they are excluded from the final subtraction. A large passive group therefore pulls your score toward zero without ever appearing in the formula.
Can NPS be negative?
Yes. NPS runs from −100 to 100, and any score below zero means detractors outnumber promoters. Negative scores are common in low-switching-cost industries and in early-stage programs. The score is a starting line, not a verdict. The response you mount matters more than the number.
How many survey responses do I need for a reliable NPS?
Enough that your margin of error is smaller than the moves you want to act on. The margin depends on both sample size and score distribution. This calculator shows yours at 95% confidence automatically. In B2B, account coverage matters even more than raw volume: a score from 12% of accounts is a poll of your most engaged contacts, not a health metric.
Should non-respondents count as detractors?
CustomerGauge methodology says yes, as a floor view. Silent accounts churn more often than vocal ones, and with two-thirds of B2B programmes running below a 20% response rate, ignoring non-respondents means ignoring most of your base. Compute your headline NPS and your floor score (non-respondents counted as detractors); the gap between them is your blind spot, and raising response rates toward 60%+ closes it.
How do I calculate NPS in Excel or Google Sheets?
With scores in A2:A500, use =COUNTIFS(A2:A500,">=9") for promoters, =COUNTIFS(A2:A500,"<=6") for detractors, and =COUNT(A2:A500) for the total. NPS = (promoters − detractors) / total × 100, rounded to a whole number. The same formulas work in Google Sheets, or paste the raw column into the calculator on this page.
Can I calculate NPS from a 5-point scale?
Not in a way you can benchmark. Net Promoter Score is defined on the 0–10 scale, and mappings from 5-point data (such as 5 = promoter, 4 = passive, 1–3 = detractor) produce a number that is not comparable to published NPS benchmarks. If NPS is the metric you want, ask the question on 0–10.
What is the difference between relationship and transactional NPS?
Relationship NPS measures overall loyalty on a regular cadence, independent of any single interaction. Transactional NPS is sent after a specific touchpoint, such as onboarding, support, or delivery, and measures that experience. Both use the same calculation. Only benchmark like against like: touchpoint scores and relationship scores move differently.
What is Account NPS?
Account NPS rolls scores up to the account level across every stakeholder in the buying committee, instead of treating each individual response as its own data point. In B2B, renewal decisions are made by accounts, not respondents. One enthusiastic champion can mask an unhappy economic buyer. Account-level rollup is the difference between measuring opinions and measuring account health.
What is revenue-weighted (monetized) NPS?
It weights each account's score by the revenue behind it, so a detractor worth $2M moves the metric more than a detractor worth $20K. It also produces the number executives act on: revenue sitting in detractor accounts ahead of renewal. In the August 2026 study, just 4% of B2B programmes can quantify the financial impact of CX, which is why so many NPS programs stall as sentiment reporting.
What is a typical B2B NPS survey response rate?
In the B2B CX Benchmarks 2026 study, two-thirds of programmes run below a 20% response rate, one in seven sits below 5%, and 23% of B2B companies send no surveys at all. Only the top 17% clear 35%. CustomerGauge recommends aiming for 60% or higher. Clients running Account Experience programs reach it, and rising coverage is linked to roughly 8.5 points of NPS improvement per year.
How often should B2B companies measure NPS?
For relationship NPS, a quarterly cadence works well for most B2B account bases: frequent enough to catch risk before renewals, spaced enough to avoid fatigue. Layer transactional surveys on key touchpoints. Consistency beats frequency: same audience, same timing, same question, so trend lines mean something.
Is NPS a percentage?
No. NPS is calculated from two percentages but is expressed as a whole number from −100 to 100, with no percent sign. An NPS of 40 means the promoter share exceeds the detractor share by 40 percentage points.
Is this the National Pension Scheme (NPS) calculator?
No. This tool calculates Net Promoter Score, the customer loyalty metric used in customer experience programs. India's National Pension System shares the acronym but is unrelated. For pension projections you'll want a retirement calculator instead.
Free NPS calculator: no signup required to calculate. This tool computes Net Promoter Score, the customer loyalty metric. It is not related to India's National Pension System.
Net Promoter®, NPS®, and Net Promoter Score® are trademarks of Satmetrix Systems, Inc., Bain & Company, and Fred Reichheld. Account Experience™ is a trademark of CustomerGauge.