Why NPS alone isn’t enough for MarCom companies

For years, Net Promoter Score (NPS) has been a go-to metric for understanding client satisfaction. Simple to implement and easy to benchmark, it asks a single question: “How likely are you to recommend our company to a friend or colleague?” 

But while NPS provides a snapshot of sentiment, it barely scratches the surface—especially in the complex, fast-moving world of MarCom.

For MarCom companies, and professional services in general, relying solely on NPS can create a false sense of security. Why? Because in relationship-driven businesses, success isn’t just about general satisfaction—it’s about alignment, trust, communication, and long-term fit.

Here’s why NPS as a stand alone metric falls short—and what MarCom companies need instead.

1. NPS is one-dimensional in a multi-dimensional relationship

Client-agency partnerships aren’t built on a single experience. They evolve over time, touch multiple people, and involve layers of strategy, execution, and interpersonal collaboration. NPS flattens all of this into a single score. It tells you if a client is happy—but not why, or where things may be going wrong.

What to do instead:

Use tools that measure multiple dimensions of the relationship—like strategic value, communication quality, proactivity, and overall collaboration. These give you a more nuanced picture of what’s working and what’s at risk.

2. It tells you the outcome, not the signals leading to it

By the time a client gives you a low NPS score, the damage may already be done. NPS reflects sentiment, not signal. It won’t highlight the early signs of misalignment, frustration, or a breakdown in communication—the subtle moments where trust starts to erode.

What to do instead:

Track relational data continuously. Look for trends and feedback at the team, project, and strategic level to intervene early and often.

3. It doesn’t reflect the health of key individuals or teams

In MarCom, the relationship isn’t between two logos—it’s between people. NPS doesn’t differentiate between the views of the CMO and the brand manager, or between the day-to-day contact and the executive sponsor. This lack of granularity makes it hard to know who is satisfied and where to focus.

What to do instead:

Collect non-anonymized feedback from multiple stakeholders across both sides of the relationship. Analyze differences in perception between decision-makers and daily contacts. This allows you to resolve tensions before they escalate.

4. It’s reactive, not proactive

Many agencies use NPS as an end-of-year pulse. But that cadence is too slow for today’s environment. Campaigns shift, stakeholders change, and priorities evolve monthly—if not weekly. Relying on a once-a-year score keeps you in the dark for too long.

What to do instead:

Implement a more dynamic feedback system that can surface issues more frequently. Equip client teams with tools to respond quickly to signals—and course correct before escalation.

5. It can create blind spots in decision-making

A high NPS score may feel reassuring—but it can also lull teams into complacency. Agencies may overlook real friction points because “the score looks good.” Conversely, a low score without context can lead to overreactions or missed opportunities to fix what’s actually broken.

What to do instead:

Use NPS as one part of a broader relationship intelligence strategy. Layer it with contextual data, open-ended feedback, and performance trends. This gives you both the sentiment and the story.

The way forward: deeper, smarter relationship insights

MarCom companies thrive on relationships—and relationships are complex, emotional, and ever-changing. NPS is a useful signal, but it’s not a strategy. Agencies that rely on it alone are flying blind to the deeper dynamics that make or break client partnerships.

To truly understand your clients—and retain them—you need a system built for the full picture. That’s where Relationship Intelligence comes in. It goes beyond satisfaction scores to reveal how your agency is perceived, how individuals on both sides are experiencing the partnership, and where to act before it's too late.

Because in a world where competition is high and budgets are tight, retaining clients isn’t just about being liked. It’s about being indispensable.