I would go a step further: NPS is a garbage metric.<p>First, you start by assuming your customers can even reasonably ascertain their likelihood to recommend. They can't; there are people who answer 10 but will never recommend, and there are people who answer 0 but already have and will again.<p>Next, you assume your customers are idiots and don't know how an 11-point scale works by adjusting the midpoint: Instead of 5, the middle is now 7 and 8.<p>Then you realize there are two many numbers, so you throw several out by reducing your 11-point scale to a 3-point scale, after which you re-interpret "unlikely to recommend" as "likely to snag some other customers on my way out the door."<p>Finally you calculate your 'net promoters' by subtracting the percentage of low scores from the percentage of high scores to give you a nice round number that doesn't correlate with what's actually happening in the real world.<p>And this is just what happens when you do it 'the right way.'<p>NPS is said to measure growth using loyalty as a proxy. But then, what does that have to do with recommendations? Nothing.