A global employee engagement and rewards platform provider serves corporate clients, incentive agencies and resellers that run recognition, loyalty and incentive programs on its technology and rewards catalog. Many of those relationships went back a decade or more, and the account teams heard plenty of informal feedback. What the company lacked in 2025 was a systematic measure of loyalty: how likely clients were to recommend it, how its largest accounts compared with the rest, and which parts of the offering drove satisfaction or eroded it. Leadership had hypotheses about the technology platform and about pricing, but no data to rank them.
The company asked PP&A to design and run a Net Promoter Score (NPS) study that would produce a defensible baseline and a satisfaction profile across five themes: technology platform, account management, rewards pricing, rewards selection and technical support.
PP&A designed a short co-branded online survey around the core NPS question, an overall satisfaction rating, zero-to-ten ratings for the five themes and open-ended questions on the reasons behind each rating. The client built the target list of strategic, executive and operational contacts, tested the questionnaire, and sent the invitation under a senior leader's personalized email, with account managers making a direct follow-up appeal. Fieldwork ran from April 28 to June 16, 2025, with PP&A monitoring response rates weekly at both individual and account level and reporting progress toward the goal.
The survey reached 91 individual respondents from 44 client accounts, a 46 percent account-level response rate. PP&A scored NPS at the account level and separately for the top fifteen accounts, classified respondents as promoters, passives and detractors, mapped satisfaction on each theme against the survey average by responder type, and coded the open-ended comments into strengths and opportunity areas. The final report combined the scores with an account-by-account profile of ratings and verbatim feedback.
The company recorded an account-level NPS of 30, at the top of the "good" band for technology companies, and 33 among its top fifteen accounts, a "great" result with no detractor accounts in that group. Of the 90 scored respondents, 34 were promoters, 37 passives and 19 detractors. More than three quarters of top-account respondents and about seven in ten of the remaining respondents were satisfied or very satisfied.
The theme scores told a consistent story. Rewards selection and account management support led with averages near 8.5 out of ten. Rewards pricing and technical support followed at 7.5, and platform technology came last at 7.3. In the comments, clients described the company as an extension of their own teams, praised responsive and solution-focused account managers, and valued the breadth and international reach of the rewards catalog. The same clients pointed to a back end that was hard to navigate, features that did not work as expected, slow development cycles, limited reporting, and paid enhancements that shipped late or with defects. PP&A's conclusion was direct: the company should capitalize on its partnership strength and service delivery while urgently modernizing platform capabilities and operational processes to prevent competitive disadvantage and attrition. The baseline became the reference point for the 2026 refresh.
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