Net Promoter Score Calculator
Find out whether your NPS actually moved.
A free Net Promoter Score calculator that takes your data three ways — group totals, a full 0–10 spread, or a raw column pasted from a spreadsheet — and gives you the score, the confidence behind it, and a plain read on what to do next.
63.2% promoters minus 16.2% detractors, across 500 responses.
81 people would actively warn someone away from you. That is a list, not a statistic.
Convert 10 passives into promoters and you reach 49 — without changing a single detractor's mind. Each one is worth 0.20 points.
163 more promoters in a row — with no new detractors in between.
Free for 3 months. No credit card required.
How to calculate NPS
Net Promoter Score is the percentage of your customers who are promoters minus the percentage who are detractors. The calculator above does it for you, but the arithmetic is worth knowing — most of the ways teams get NPS wrong happen in this one step.
Passives are not in this subtraction — but they are in the total that both percentages are calculated from.
You survey your customer base and get 500 responses: 316 rated you 9 or 10, 103 rated you 7 or 8, and 81 rated you 6 or below.
- 1.Promoters: 316 ÷ 500 = 63.2%.
- 2.Detractors: 81 ÷ 500 = 16.2%.
- 3.Subtract: 63.2 − 16.2 = NPS = 47.
With 500 responses the 95% confidence interval runs from 40.4 to 53.6 — so the honest reading is “47, give or take about seven points.”
The 103 passives never appear in that subtraction, but they are in the 500. Dropping them from the total is the most common way teams accidentally inflate their own NPS — on this data it would take the score from 47 to 59 without a single customer changing their mind.
Your NPS is not a percentage
It is an index running from −100 (every customer is a detractor) to +100 (every customer is a promoter). A score of 47 is not “47%” of anything — it is the gap between two percentages. Writing it with a percent sign is the fastest way to tell a room that the number came off a dashboard rather than out of the data.
Promoters, passives and detractors
Every 0–10 response falls into exactly one of three groups. These cut points come from Fred Reichheld's original research and they are not adjustable — the entire value of NPS is that every company divides the scale in the same place. A custom threshold produces a number that cannot be compared to anything.
Promoters
Promoters are customers who rated you 9 or 10. They are loyal, they stay longer, and they recommend you without being asked.
Passives
Passives are customers who rated you 7 or 8. They are satisfied but unenthusiastic, and a competitor with a better offer can take them.
Detractors
Detractors are customers who rated you 6 or below. They are unhappy, they churn faster, and some of them tell other people why.
What is a good NPS score?
Any score above zero means you have more promoters than detractors. Past that, the honest answer is that it depends on your industry, your survey timing and who actually replied.
Is 47 a good NPS score?
Yes — 47 is a good score. Promoters outnumber detractors by a wide margin, and it sits in the range many healthy B2B SaaS companies report. The caveat is precision, not quality: on a 500-response sample a 47 carries roughly ±7 points of uncertainty, so a 47 this quarter and a 44 last quarter are statistically the same number. Before you celebrate a rise, check whether it is bigger than your interval.
A working rubric
These are our bands, not an industry standard. They are the ranges we find useful for support-led SaaS businesses, and the calculator above uses exactly these.
| Score | Read |
|---|---|
| 70 and aboveExceptional | Rare territory. Check your sample isn't only reaching your happiest customers. |
| 50 to 69Strong | Promoters outnumber detractors by a wide margin. Protect what is causing it. |
| 30 to 49Good | A healthy score for most B2B SaaS. There is still a passive block worth working. |
| 0 to 29Fair | More promoters than detractors, but not by much. Fragile to a bad quarter. |
| Below 0Negative | Detractors outnumber promoters. More customers are warning people off than recommending you. |
About the rubric you have seen everywhere else
Search this topic and you will repeatedly find a scale — above 0 is good, above 20 favourable, above 50 excellent, above 80 world-class — attributed to Bain & Company, who created NPS. We went looking for the primary source and could not find Bain publishing it. What Bain's own NPS Prism does say is that scores “range from -100 to +100. In general, a positive, higher score is better, but performance is highly dependent on several critical variables” — and that a good NPS “looks different for every organization.”
So treat that popular scale as folklore that hardened into a citation, and treat our bands above as one team's working rubric. Neither is a law.
We have deliberately not published an industry-by-industry benchmark table here. Every free one we checked was uncited, and the numbers disagree wildly between sources. If you need a real benchmark, use a service that actually collects the data — Bain's own NPS Prism is the obvious starting point. A made-up benchmark is worse than no benchmark.
Why your NPS is noisier than you think
NPS is a genuinely useful metric that is routinely over-read. Four things are worth knowing before you present a movement to anyone.
- 01
The interval is wider than the change you are celebrating
At 500 responses an NPS carries roughly ±7 points at 95% confidence. At 100 responses it is nearer ±15. Most quarter-over-quarter movement in NPS is sampling noise wearing a suit. The calculator above shows the interval for your own sample.
- 02
NPS throws away most of your data
A 0 and a 6 count identically. A 9 and a 10 count identically. Moving a customer from a 3 to a 6 is real progress that shows up as exactly nothing. You can improve substantially and watch the headline number sit still.
- 03
Only the people with feelings answer
The delighted and the furious respond to surveys. The indifferent middle does not. Low response rates systematically thicken both ends of your distribution, which makes your score more volatile than the underlying reality.
- 04
When you ask decides what you get
Surveying after a smooth onboarding and surveying after a billing incident measure two different companies. If your survey timing changed between quarters, your trend is measuring the change in timing.
The passive trap
Passives are the quietest problem in your NPS. They subtract nothing from your score, so teams stop thinking about them — but they sit in the denominator, dividing your promoter share down.
The arithmetic is simple and slightly startling. Converting one passive into a promoter is worth exactly 100 ÷ your total responses. On a 500-response survey that is 0.2 points each, so shifting ten passives moves you two full points — the same improvement you would get from talking eight or nine detractors down off the ledge, except that passives already think you are fine. They just do not think you are notable.
Almost nobody works this lever, because the formula makes passives invisible. The calculator above shows what your own passive block is worth.
NPS vs CSAT vs CES
These three get used interchangeably and measure quite different things. Most teams need two of them: one relationship metric and one interaction metric.
| NPS | CSAT | CES | |
|---|---|---|---|
| Measures | Loyalty and word of mouth | Satisfaction with one interaction | How hard it was to get resolved |
| Question | How likely are you to recommend us? | How satisfied were you? | How easy was it? |
| Scale | 0–10 | Usually 1–5 | Usually 1–7 |
| Result | Index, −100 to +100 | Percentage | Average score |
| Asked | Periodically, or on a rolling sample | Right after an interaction | Right after a resolution |
| Best for | Tracking the health of the relationship | Spotting bad tickets and bad weeks | Finding friction in your resolution path |
Measuring individual interactions too? Use the CSAT calculator — it takes any scale and shows the confidence interval the same way this one does.
In a support-led business, detractors are manufactured in the queue
Teams read a falling NPS as a product problem and send it to the roadmap. Sometimes that is right. But for any company where customers talk to support regularly, the detractor pipeline is remarkably consistent.
They waited
The gap between sending a message and hearing back from a human is the single most reliable predictor of a low rating.
They repeated themselves
Every handoff, every re-explanation, every “can you confirm your account email?” spends goodwill that shows up months later in a 0–10 box.
They got two different answers
Inconsistency reads as incompetence, however polite both agents were. Two answers to one question is worse than a slow answer.
Here is the uncomfortable part. In most SaaS teams, 60–80% of the support queue is the same twenty questions rephrased. That repetition consumes the hours that should be going to fast, careful replies on the genuinely hard tickets. Your team is not slow — they are re-typing yesterday's answer.
DelDesk answers the repeats automatically. Your team answers a question once, approves the resolution with one click, and every future customer asking it gets an instant, consistent answer. The hard conversations — the ones that actually decide whether someone gives you a 6 or a 9 — get the time they deserve.
Stop manufacturing detractors in your support queue
DelDesk turns every solved ticket into permanent automation, so the repeat questions stop eating the hours your hard conversations need.
No credit card required · Unlimited teammates · $49/mo flat after trial
Want the volume side of this? See what repeat tickets cost you.
Frequently asked questions
How is Net Promoter Score calculated?
Net Promoter Score is the percentage of promoters minus the percentage of detractors. Ask customers how likely they are to recommend you on a 0-10 scale, then count 9s and 10s as promoters, 7s and 8s as passives, and 0 through 6 as detractors. Subtract the detractor percentage from the promoter percentage. The result is an index from -100 to +100.
Is 47 a good NPS score?
Yes, 47 is a good score. It sits well above zero, meaning promoters clearly outnumber detractors, and it is in the range many healthy B2B SaaS companies report. One caveat: at a typical sample of 500 responses a 47 carries roughly ±7 points of uncertainty, so a 47 this quarter and a 44 last quarter are statistically the same number.
How do I calculate my NPS?
Take your survey responses and sort them into three buckets: 9-10, 7-8, and 0-6. Divide the 9-10 count by your total responses to get your promoter percentage, do the same for the 0-6 count to get your detractor percentage, then subtract the second from the first. The calculator on this page does it for you, including from a pasted column of raw scores.
How can I calculate my NPS score for free?
Use the calculator at the top of this page. It is free, needs no signup, and accepts your data three ways: promoter, passive and detractor totals; a full 0-10 spread; or a raw column of scores pasted straight from a spreadsheet. It also shows a 95% confidence interval, which most free NPS calculators leave out.
What is a good NPS score?
Any score above zero means you have more promoters than detractors. Beyond that, context decides. Bain & Company, who created the metric, decline to publish universal thresholds and say performance depends heavily on your industry and how you collect responses. Compare against your own trend first, and against a same-industry benchmark second.
Do passives count in the NPS calculation?
Passives count in the denominator but not the numerator. A 7 or an 8 adds nothing to your promoter percentage and nothing to your detractor percentage, yet it still increases your total response count, which divides your promoter share down. Excluding passives from the total entirely is a common mistake that inflates scores substantially.
How many responses do I need for a reliable NPS?
Below about 30 responses an NPS is closer to noise than signal. At 100 responses a score carries roughly ±15 points of uncertainty; at 500 that falls to about ±7; at 5,000 it is nearer ±2. The calculator above shows the interval for your own sample so you can see whether a change is real.
What is the difference between NPS and CSAT?
NPS measures how likely someone is to recommend your company overall, on a 0-10 scale, and is usually surveyed periodically. CSAT measures satisfaction with one specific interaction and is asked immediately afterwards. NPS tracks the health of the relationship; CSAT tells you whether a particular ticket went well.
Can I calculate NPS in Excel or Google Sheets?
Yes. With your 0-10 scores in column A, use =(COUNTIF(A:A,">=9") - COUNTIF(A:A,"<=6")) / COUNT(A:A) * 100. That gives the same number as this page. What a spreadsheet will not give you is the confidence interval, which is what tells you whether a change between two quarters means anything.
How often should you run an NPS survey?
Most teams survey quarterly, or continuously on a rolling sample so no customer is asked too often. Whatever the cadence, review the score on a window large enough to be meaningful. Reading a monthly NPS off a few dozen responses mostly means reacting to sampling noise rather than to customers.
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Net Promoter®, NPS®, NPS Prism®, Net Promoter System®, and the NPS-related emoticons are registered trademarks of Bain & Company, Inc., NICE Systems, Inc., and Fred Reichheld. Net Promoter Score℠ is a service mark of Bain & Company, Inc., NICE Systems, Inc., and Fred Reichheld. DelDesk is not affiliated with, endorsed by, or certified by Bain & Company.