The importance of internal alignment and the NPS manual – Sustainability

by Vesela Nedkova – Senior Market Research Manager, GemSeek

Customer satisfaction studies measuring Net Promoter Score (NPS) are a key lever in managing and improving the performance of any business. To extract the most out of your studies, however, they should be applied across the entire organization in a uniform method and repeated over time to track performance.

This is where the NPS manual comes in.

The NPS manual is a detailed overview of the must-have’s and must-not’s involved in the execution of NPS studies within any specific organization. It contains key information on the methodology and ways of using the NPS results. Customized to reflect the specifics of the study, its main purpose is to support the execution of the program and enable the deployment of the results across organizational levels.


If you are working in an organization where many stakeholders are involved in defining and measuring customer experience, the NPS manual can be the crucial binding element that ensures everyone understands the goals and deliverables of the NPS study. The manual is the vehicle that ensures sustainability, accountability and comparability. As these can help your organization succeed further, we decided to spent more time on this topic and split them in three consecutive articles. The first of them covers sustainability.

Insight-driven development over time

Sustainability refers to the potential of running the study over time, supplying information about your product / service performance and responding to the developing market environment.

The time perspective of each NPS program should be considered during the study design (see 6 important questions when starting your NPS program). The methodology, questionnaire setup, fieldwork frequency should be aligned with your company strategy and operational timings to enable appropriate input into the execution of marketing communication campaigns, special offers to clients and other customer activation initiatives.

Keep in mind that as your business matures, the NPS survey will develop as well – and so should the manual. Processes that were set up during the initial launch should be re-designed to increase efficiency and match new organizational structures. What if there was no NPS manual as you started? This usually happens when a second wave or a second market was not expected. In this case the manual should list all the work done to date and the way any new setup will pick up the existing know-how and develop it. Your best practices are preserved by formalizing them in the rulebook in this way effectively transferring them throughout the organization.

You can increase the engagement of all teams with the project by “educating” them in the key terms and definitions they will face while discussing the project. It is a good idea to include sample deliverables and guidelines on how to read them – the NPS study is equally valuable for the local brand manager as it is for the Global CE executives. This will increase the project’s success and make it an intrinsic part of your operations in the long term.

And most importantly…

Writing out all of the points in a document, whether it happens prior to study launch or after a few waves, is a lengthy process – as drafting any policy should be. However, consider the following:


The NPS manual is more than just a written record of most decisions that need to be made to ensure a successful NPS survey. It is also a valuable resource that all members of your organization can consult to guide them in providing local feedback, monitoring processes and understanding and implementing the results.

If you don’t have a manual in place, make the preparations to create one, in cooperation with your research partner. If there is one – take a look at it again. Does it need any revisions?


Need help creating your NPS manual? Pick our brains! Contact our Customer Experience consultants at