The Net Promoter Score (NPS) is a management tool that measures customer loyalty and satisfaction. The score is calculated based on one simple question to customers: “Would you recommend us to others?”

Responses are measured on a scale from 0 to 10 and categorised into three groups. Customers who give a 9 or 10 are classified as Promoters: enthusiastic and loyal customers. Those who give a score of 7 or 8 are categorised as Passives: satisfied customers, but not necessarily loyal. Customers with a score of 0 to 6 are considered Detractors. These customers are at increased risk of dissatisfaction.

The NPS is calculated by subtracting the percentage of Detractors from the percentage of Promoters. This results in a score between -100 and 100. What is considered a good score varies by sector and is partly culturally determined. For example, Belgian customers tend to give lower ratings than American customers. For managed service providers, a score between 30 and 35 is common, with anything above 50 considered excellent. Cheops currently has an outstanding NPS of 66.

Continuous measurement

Rather than surveying our customers once a year, we measure our NPS continuously. Every day, we gauge satisfaction with our services across as many interactions as possible with our customers and end users:

• Once a ticket has been resolved, a final email prompts end users to indicate their satisfaction with one click.
• Upon delivery of a project, we ask customers for a satisfaction score.
• During monthly or quarterly reviews of an ongoing collaboration with a client’s service delivery manager, we also ask for their satisfaction score.

We make it easy for customers to respond: the main question requires only a single click, with optional space for additional feedback.

Structural follow-up

Scores from clients and end users provide early insight into service quality, SLA compliance and their support experience, allowing us to take swift action.

Whenever a resolved ticket receives a score under 7, our service delivery management follows up to assess what could be improved.

We also continuously monitor performance at an aggregated level. Within the service desk team, real-time NPS results are displayed on dashboards, providing immediate feedback on service delivery and making performance visible to all colleagues. In this way, NPS is embedded throughout our organisation, ensuring this KPI receives the necessary attention and focus from support staff right up to the CEO. At the first sign of a decrease, we investigate and make targeted improvements.

Proactive improvement

At Cheops, we don’t just rely on NPS to evaluate past performance; we also use it to identify future improvements, allowing a proactive, continuous improvement cycle.

For example, we recently optimised our service desk structure, an adjustment that was partly inspired by feedback from customers with lower satisfaction scores. Where we previously had one service desk team across three Belgian locations, we now allocate each customer to a dedicated team within their region.

As customers noted frequent changes in contact persons, the new structure enables quicker connections with familiar contacts and positions our service desk closer to their organisation. A customer is redirected to another team only if their primary team is unavailable. In parallel, we continuously enhance our processes using customer feedback.

Conclusion

For us, NPS is a strategic management tool rather than a marketing metric, allowing us to quantify and continuously enhance quality. Our strong score shows we deliver on our promises. This is what being a reliable Managed Services Provider is all about – fewer surprises, increased control and consistently high quality.

* End users give us a satisfaction score of 9.2 out of 10 for speed and quality. We boost your business productivity through fast, high-quality support.