Experience to Impact
The team tracked NPS but treated it as a score, not a financial lever. We quantified exactly how much more Promoters spend than Passives and Detractors, then ran a simulation of the revenue on the table from moving customers up a tier.
At a glance
Client
B2B services provider
Sector
Analytics
Engagement
NPS economics & revenue simulation
Timeline
12 weeks
The challenge
A satisfaction score no one could value
The CX team ran NPS and could show the score ticking up, but no one could say what a Promoter was actually worth. Survey responses sat in one platform, revenue in the CRM and billing system, and service history in the ticketing tool, with no key tying a customer’s NPS rating to what they spent. Leadership knew loyalty mattered but had no dollar figure to defend the investment or to prioritize where to act.
Our process
What we did
- 01
Data unification
Joined NPS survey responses, CRM, billing, and support history into one customer-level model keyed on a common ID.
- 02
Segment economics
Quantified annual spend, retention, and expansion separately for Promoters, Passives, and Detractors to size the gap between them.
- 03
Driver analysis
Isolated which experience improvements actually move a customer up a tier, and by how much.
- 04
Migration simulation
Modeled the revenue unlocked by converting Detractors to Passives and Passives to Promoters across a range of realistic conversion rates.
- 05
Executive dashboard
Put the live link between NPS tier, spend, and the P&L in front of leadership, refreshed every month.
The results
2.3x
annual spend from Promoters vs Detractors
+60%
Promoters spend vs Passives
+44%
Passives spend vs Detractors
$6.8M
annual upside modeled from moving 10% of each tier up one level
−68%
churn among Promoters vs Detractors
0.81 R²
NPS-tier-to-revenue model fit across 4 unified sources
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