Business Intelligence Tool: Plan to Lift NPS From 25% to 75%

You are the PM for a business intelligence product. Its NPS is low, at 25%, and the goal is to raise it to 75%. How would you get there? ```hint Break the score apart The score is a mix of promoters, passives and detractors drawn from different kinds of users. Work out which users are detractors, and why, before choosing what to build. ``` ### Clarifying Questions - NPS is usually reported as a number between -100 and 100. Is 25% the score itself (promoters minus detractors), or the share of respondents who are promoters? - Who answers the survey: analysts who build reports, business users who only view dashboards, or the administrators who buy and run the tool? - Is the product sold to large enterprises, where buyers and daily users are different people, or adopted self-serve by teams? - What is the timeline for reaching 75%, and is NPS the real goal or a stand-in for renewals and expansion? ### What a Strong Answer Covers - How NPS is calculated, and what a move from 25 to 75 requires in the mix of promoters, passives and detractors - A diagnosis that segments respondents by role, account and tenure, and ties scores to written feedback and product behavior - A prioritized, sequenced plan aimed at the largest detractor drivers for a BI tool, using both product and non-product levers - How progress is measured beyond the survey: leading indicators, consistent survey method, and sample size - Judgment about the target itself, and safeguards against gaming the score ### Follow-up Questions - After six months NPS has risen to 40, but renewals have not changed. What do you conclude, and what do you do next? - At your largest customer the administrators are promoters and the analysts are detractors. Whose score matters more, and why? - A sales lead proposes surveying users only right after they export a report successfully. How do you respond?