A global employee engagement and rewards platform provider had run its first structured Net Promoter Score (NPS) survey with PP&A in 2025, establishing a baseline and a picture of where clients were satisfied and where they were not. A year later the company wanted to know whether the score had moved, whether the concerns raised in the first wave had been addressed, and how its top twenty accounts compared with the rest of the base. The second wave also had to stay comparable to the first, so that movement reflected clients rather than method.
The five satisfaction themes from 2025 stayed in place: technology platform, account management, rewards pricing, rewards selection and technical support. The added question for 2026 was whether each client's satisfaction had increased, decreased or stayed the same over the past twelve months.
PP&A repeated the co-branded online survey with the same core NPS question, the five review parameters and open-ended prompts, adding the twelve-month trajectory question. The client's leadership sent the invitation under a personalized email and account managers followed up directly. Fieldwork ran from June 8 to July 7, 2026, with weekly response monitoring at both individual and account level.
The survey reached 104 individual respondents from 61 client accounts, up from 91 and 44 in 2025, and more than half of the responding accounts took part for the first time. PP&A scored NPS at the individual level, at the account level using each account's average, and separately for the top twenty accounts. The analysis compared responder types year over year, broke satisfaction into promoter, passive and detractor heat maps for top and remaining accounts, and coded the verbatim comments into positive and opportunity themes. The final report presented the movement, the themes and an account-by-account profile with prior-year scores alongside.
The refresh gave the client a year-over-year read on loyalty at three levels: individual respondents, accounts, and the top twenty accounts. It showed how the balance of promoters, passives and detractors had moved since the first wave, which segments moved most, and whether overall satisfaction had risen or fallen over the twelve months.
The report rated each of the five satisfaction themes against the prior year and used the coded comments to explain the ratings: what clients value in the partnership and where they want the company to improve. The account-by-account profiles, with prior-year scores alongside, showed the client which relationships had strengthened and which needed attention. Together they answered the question the company started with: whether the concerns raised in the first wave had been addressed.
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