NPS Calculator

Net Promoter Score (NPS) is the percentage of promoters minus the percentage of detractors among people who answered "How likely are you to recommend us to a friend or colleague?" on a 0 to 10 scale. Promoters score 9 or 10, passives 7 or 8 and detractors 0 to 6, so 54 promoters, 40 passives and 26 detractors out of 120 responses is an NPS of 23. Enter your counts below, or paste the raw scores, and the calculator also shows how far the true score could be from the one you measured, and whether it really changed since last period.

How do you calculate NPS?

The Net Promoter question, as Bain & Company defines it, is "How likely are you to recommend us to a friend or colleague?", answered from 0 to 10. Fred Reichheld introduced the idea in "The One Number You Need to Grow" in Harvard Business Review in December 2003. Group the answers, then subtract:

NPS is reported as a whole number from -100 to +100, without a percent sign. Passives are not subtracted, but they are part of the total, so a passive who becomes a promoter lifts the score. NPS is defined on the 0 to 10 scale only. If your survey used a 1 to 5 scale, there is no official conversion, and a score built from it is not comparable with published benchmarks. For what NPS tells you and how teams act on it, see our glossary entry on Net Promoter Score.

What is a good NPS for B2B SaaS?

A good NPS is one above the median for your industry, measured on enough responses that the margin of error does not cross that median. The largest recent dataset we found is Survicate's 2025 NPS benchmark, published on 3 December 2025: 599 companies, 2,187 surveys and 5,414,263 responses collected from January to October 2025, using only surveys with 100 or more responses.

Source: Survicate, NPS benchmarks 2025, medians, checked on 3 November 2026. The data comes from Survicate's own customers, so read it as a reference point, not a target.

Two things matter more than any benchmark. First, your own trend: a B2B software company moving from 18 to 31 over a year is doing better than one sitting at 40. Second, the score by segment. Survicate found software was the lowest-scoring industry in its data, and 10 of its 11 industries fell from 2024 to 2025, so a flat score can still be a good year.

How many NPS responses do you need?

Fewer than most dashboards suggest for a direction, and more than most B2B teams collect for a precise number. Every NPS from a sample has a margin of error. The calculator uses the adjusted-Wald method that Jim Lewis and Jeff Sauro of MeasuringU recommend in "Confidence Intervals for Net Promoter Scores" (January 2021), based on a 2016 paper by Brendan Rocks:

1. Add 3 to the number of responses, and 0.75 to both the promoter and the detractor counts.
2. Turn those into shares: p_pro and p_det. The adjusted NPS is p_pro - p_det.
3. Variance = p_pro + p_det - (p_pro - p_det)².
4. Margin of error = z x √(variance / adjusted responses), with z = 1.96 for 95% confidence or 1.645 for 90%. Multiply by 100 to get NPS points.

For the 120-response example above, that gives a 95% margin of error of about 14 points: the true score is likely between 9 and 37. Here is how the margin shrinks with more responses, for a split of 50% promoters, 30% passives and 20% detractors (NPS 30):

Calculated with the adjusted-Wald formula above. Splits with more detractors and promoters, and fewer passives, have wider margins.

That is why a B2B company with 60 customer contacts should not celebrate a 6-point rise. Report the range next to the score, and pool two quarters if you need a tighter number.

Did your NPS really change since last quarter?

Enter last period's counts in the calculator and it runs the test MeasuringU describes in "How to Statistically Compare Two Net Promoter Scores" (February 2021): the difference between the two adjusted scores, divided by the combined standard error, gives a z score and a p-value.

Illustrative, not a benchmark. Brightquay, a fictional payroll software company, surveyed its customers in two quarters. In Q2, 100 people answered: 41 promoters, 30 passives and 29 detractors, an NPS of 12. In Q3, 120 answered: 54 promoters, 40 passives and 26 detractors, an NPS of 23. The 11-point rise looks like a win, but the p-value is about 0.30: if the true score had not moved, a gap this size or larger would still show up about 30% of the time. Brightquay should keep the new onboarding changes it credits for the rise, and wait for Q4 before telling the board the score went up.

How should B2B teams run NPS?

• Survey several people per account. In B2B one account has a buyer, admins and daily users. Report NPS by contact and by account, and watch for accounts where the decision maker is a detractor even if the users are promoters.
• Always ask why. Add one open question after the score. The comments explain the number, and they are what product and success teams can act on.
• Close the loop with detractors. Route every 0 to 6 to the account owner with a deadline to reply. A detractor at renewal time is a churn risk you can still talk to.
• Feed NPS into the health score, not the other way round. NPS is one input to a customer health score, next to usage, support tickets and billing signals. A promoter who stopped logging in is still at risk.
• Check it against churn. Compare the churn rate of promoters, passives and detractors over the next two renewals with our churn rate calculator. If detractors do not churn more, the survey is going to the wrong people.
• Segment before you average. An enterprise NPS of 50 and an SMB NPS of 10 can average out to a score that describes nobody. Owning these actions is part of a customer success team's job.

Promoters are also the customers most likely to agree to a case study. Our sales assets service interviews them and writes case studies with numbers they will stand behind, so a good NPS turns into proof your sellers can send.

Net Promoter®, NPS® and Net Promoter Score℠ are trademarks of Bain & Company, Inc., NICE Systems, Inc. and Fred Reichheld. Growigami is not affiliated with them.