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 of 30 at the account level and a clear 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 2026 scores held in the "good" band across every cut: 23 at the account level, 18 at the individual level and 20 across individuals at the top twenty accounts. Beneath the headline the picture had shifted. Promoter and passive accounts both grew on the larger base, but detractor accounts rose from five to eleven and spread more widely, easing the account-level score from 30 to 23. Among the top twenty accounts, detractors appeared where there had been none the year before, taking that segment from 33 to 13. Overall satisfaction moved the other way: 82 percent of respondents were satisfied or very satisfied, up eleven points, as formerly neutral respondents turned positive.
All five review parameters averaged good or better. Rewards selection and account management support remained the standout strengths, technical support improved, and platform technology again rated lowest. The comments explained why. Clients continued to describe the company as a true partner with responsive account teams and an unmatched global rewards catalog. Their frustrations concentrated on product execution: slow development and weak release quality, rudimentary reporting and analytics, slow ticket resolution and fragmented administration tools. The refresh gave the client a segment-level view of where loyalty was eroding, a year-over-year read on each account, and a clear message that relationship strength was carrying a platform that needed to catch up.
- --
Our expert teams are committed to helping you navigate market complexities and transform challenges into substantial opportunities. Explore how our specialized services can drive your professional success by connecting with us today.
Contact UsAt PP&A, we are dedicated to empowering businesses to excel through strategic innovation. We integrate deep industry insights with comprehensive analytics to develop bespoke solutions that propel growth and enhance performance. Our services encompass a broad spectrum, including: