Net Promoter Score. It’s like a middle child: everyone loves having it, but it sort of ends up having to take care of itself. As a measure of customer satisfaction, NPS is probably the most ubiquitous of methods, and one that we have come to recognize and appreciate. But too often, organizations deploy it and forget about it. The fact is, NPS can be an incredibly powerful tool for identifying problem areas in your product, and for figuring out which customers are at risk to churn. But if you want to translate it to actual insights, someone needs to own it.

In this week’s poll, we saw our first 50/50 split, or more accurately, 47/47. 47% of you believed that Product should own NPS, while the other 47% believe that it should be Customer Success. The remaining six percent voted for “someone else.” Our debaters, while in disagreement on the ownership question, do agree on the fact that NPS is an opportunity that should be seized, not a burden.

What do you think? Who owns NPS in your organization?


Everyone in the company should own NPS. Each functional group -- customer success, sales, implementation services -- should support the customer journey to create loyalty. It's common for Customer Success to administer NPS from a systems and reporting perspective, but don’t we all own fostering loyalty by delivering a complete customer experience?

Kristen Butzow

Product Coach, Pragmatic Marketing


More often than not, Customer Success has owned NPS in the B2B world. This is good, but not great. I’d like to see more product leaders owning it, understanding it, and building a system around it. Here’s why: You, as a product person, are responsible for developing a product that creates delight, a product that customers love. NPS measures the “likelihood to recommend,” which is a great indicator whether you’re on the right trajectory. You own the end-to-end experience. Customer Success does not. Customers don’t think just in terms of the in-product experience. What if Uber only focused on their app, but not the experience of riding an Uber? It would fail. You would demonstrate leadership by owning this metric and being accountable. You will help your company become a more product- and design-driven company.

Brian Crofts

CPO, Pendo