Net Promoter Score (NPS) has gained traction across industries as a go-to metric for gauging client satisfaction and loyalty. NPS is based on a single, straightforward question: “How likely are you to recommend our company to a friend or colleague?” Clients respond on a scale from 0 to 10, and based on their answers, they are categorized as promoters (9-10), passives (7-8), or detractors (0-6). The NPS score is calculated by subtracting the percentage of detractors from the percentage of promoters. A high NPS score indicates a client base that’s likely to recommend the company, suggesting strong brand loyalty. While the metric is useful, it lacks the depth needed to cultivate exceptional client experiences and foster loyalty in the complex, relationship-driven AEC industry.
Here's why NPS alone falls short and how a more nuanced approach, like our patented Client Experience Indicator (CXI) as part of a Voice of Client (VoC) program, can give AEC firms a richer, more actionable understanding of client sentiment and expectations throughout the project journey.
NPS Is Retroactive and Limited in Scope
One fundamental limitation of NPS is its retroactive nature. Typically, NPS surveys are administered once a project concludes, which means they only capture the client’s sentiment when the work is done. In an ideal world, a positive NPS score at the end of the project would indicate a smooth, issue-free process. However, in the real world, client relationships and project experiences are nuanced and complex. By waiting until the end of the project to gather feedback, firms miss the opportunity to address potential issues in real-time that, if addressed earlier, could have a major impact on the overall client experience.
For example, an AEC firm might receive an NPS score from a client who was dissatisfied with communication throughout the project, even though the end result was a success. If this feedback had been collected mid-project, there would have been an opportunity to address the communication gap and possibly turn a detractor into a promoter. For AEC firms, where relationships and proactive collaboration are central, waiting until the end of a project to gauge client satisfaction means missing out on the chance to adjust course and make real-time improvements that enhance the experience.
Additionally, when an AEC firm administers NPS surveys during the design phase or construction phase, asking how likely a client is to refer the firm mid-project often feels premature. At that stage, clients may not have a full view of the end result, which can skew their response. NPS, therefore, becomes a lagging indicator—useful for reflecting on a completed project but limited in driving immediate improvements or course corrections along the way.
NPS Lacks Individual Client Insights
Another key shortcoming of NPS lies in its population-level insights. The metric is powerful for identifying trends and averages across a client base but falls short when it comes to illuminating the unique preferences, expectations, and pain points of individual clients. NPS tells AEC firms how likely a group of promoters, passives, or detractors might behave on average, yet it fails to provide actionable insight at the individual level. This lack of specificity limits its usefulness in an industry where every project and client relationship is unique.
For instance, in a large-scale construction project, one client may prioritize clear, consistent communication, while another may value a streamlined change-order process. NPS does little to reveal these nuances. Understanding what specific clients need to feel supported and valued allows AEC firms to create a highly customized, client-centric approach to each project. Without this individualized insight, firms risk relying on a one-size-fits-all approach that can leave certain clients unsatisfied or feeling overlooked.
The CXI Advantage: Real-Time Sentiment and Deeper Insights
Client Savvy’s Client Experience Indicator (CXI) fills the gaps left by NPS by focusing on real-time client sentiment during key moments throughout the project lifecycle. Unlike NPS, which is largely centered on general satisfaction and likelihood of referral, CXI is purposefully designed to uncover whether expectations are being met at each stage, making it a dynamic measure that reflects the ebb and flow of the client experience.
By zeroing in on key phases—such as kickoff, design, development, and delivery—AEC firms can use CXI to gather meaningful insights while there’s still time to adjust course. For example, if the CXI shows that a client’s expectations around project timelines aren’t being met during the construction phase, the firm can proactively address this concern by recalibrating schedules or communicating delays more transparently. This real-time approach provides firms with the information they need to strengthen client relationships and ensure projects stay on a path toward mutual satisfaction.
Additionally, by focusing on whether expectations were “Met,” CXI reveals the degree of satisfaction behind each interaction. When expectations are exceeded, clients often feel a deeper sense of trust and loyalty, translating into stronger client retention and repeat business—core success indicators in professional services.
Revealing the Real Drivers of Client Loyalty
While NPS tells you whether or not a client is likely to recommend your services, CXI dives deeper into the specific factors that drive loyalty and referability. These drivers might include engaging as a trusted partner, prioritizing client outcomes, maintaining proactive communication, and providing a high degree of responsiveness. By specifically asking about these drivers, AEC firms gain a clear understanding of the factors that matter most to their clients in achieving project success.
Imagine a firm asking a client not just about overall satisfaction but also specific questions on collaboration, transparency, and responsiveness. When feedback shows that clients value proactive communication above all else, firms can make this a core focus in future projects. Instead of viewing NPS as the destination, CXI becomes a figurative “turn-by-turn direction,” guiding the firm toward delivering the exceptional experiences that build long-term loyalty and foster positive referrals.
Identifying More Issues Early and Often
CXI also excels at identifying client concerns early, allowing AEC firms to address them before they grow into larger problems. Studies indicate that CXI identifies up to four times as many client complaints as NPS alone, providing an early warning system for client dissatisfaction. Rather than being blindsided by negative feedback at the end of a project, CXI enables firms to proactively improve client relationships throughout the entire project journey.
This preemptive approach is invaluable. When feedback reveals dissatisfaction around cost management or project timelines early on, the firm can address these concerns directly, reducing the risk of the client exiting the project or expressing dissatisfaction later. This ability to tackle issues as they arise is a core advantage for AEC firms, which rely on strong, trust-based relationships to fuel ongoing success and growth.
Conclusion: Building Stronger Client Relationships with CXI + NPS
While NPS has a place in the AEC industry’s feedback toolkit, it simply isn’t enough to drive the level of client experience necessary for becoming best-in-class. By focusing on real-time client sentiment, uncovering individual client needs, and digging into the specific drivers of client satisfaction, our patented Client Experience Indicator (CXI) offers a more complete, nuanced view of client relationships. In a sector where collaboration and clear communication are vital, having the right tools to understand both the big picture and the unique needs of each client is paramount.
CXI empowers AEC firms to move beyond one-dimensional metrics and actively shape the client experience in real-time, resulting in stronger loyalty, repeat business, and a powerful reputation in the market. By prioritizing these comprehensive insights, firms can foster meaningful client relationships that don’t just end with a project but extend well into future opportunities and referrals.
