This post misses that the primary benefit of an NPS program is not the metric—that's a nice byproduct—it's the dialogue with customers.
As a single metric Net Promoter Score is OK. It's extremely easy for customers to answer. So there's volume in the number of answers. You can learn more by segmenting different ways—Users vs Admins, Enterprise vs SMB, Verticals, etc..
The company I currently work for puts a lot into NPS, not necessarily the metric, but the process. Everyone that leaves feedback gets a follow-up email and interview from someone in Product or User Research. That feedback is then organized in Productboard where it is grouped with similar requests/issues. Overall those interviews heavily weigh what features we refine and build.
For some background, I previously designed an NPS tool and have written about NPS pretty extensively.
As a single metric Net Promoter Score is OK. It's extremely easy for customers to answer. So there's volume in the number of answers. You can learn more by segmenting different ways—Users vs Admins, Enterprise vs SMB, Verticals, etc..
The company I currently work for puts a lot into NPS, not necessarily the metric, but the process. Everyone that leaves feedback gets a follow-up email and interview from someone in Product or User Research. That feedback is then organized in Productboard where it is grouped with similar requests/issues. Overall those interviews heavily weigh what features we refine and build.
For some background, I previously designed an NPS tool and have written about NPS pretty extensively.
https://solomon.io/understanding-net-promoter-score/