A free five-minute brand diagnostic. Bring your real NPS and score five brand attributes (clarity, empowerment, consistency) the way your own team would honestly answer them. Twofold Index shows you the gap, which direction it runs, and what it's costing you.
80% of companies believe they deliver a superior experience. Only 8% of their customers agree. Source: Bain & Company
Customers see more value than the team believes it delivers.
Business units with the highest combined customer and employee engagement saw revenue growth 5.2 times that of the lowest-scoring units.
Source: Gallup, “The HumanSigma Rule,” meta-analysis of approximately 1,900 business units.Before the diagnostic
Most companies track what customers feel and what their team believes in different tools, months apart, if at all. Twofold Index reads the two side by side. It is written for founders, marketing executives, and customer experience leaders who need the answer before the next budget conversation.
Your actual Net Promoter Score, or a five-minute estimate if you don't track one yet.
NPS asks customers one question, how likely are you to recommend us, and runs from −100 to 100. It is the customer side of the gap: what people actually experience.Whether the people delivering the brand understand it, believe it, and are equipped to deliver it.
Scored across five attributes (clarity, values, empowerment, pride, and consistency) and averaged onto the same 0–100 scale as NPS. It is the team side of the gap.Enterprise brands already invest heavily in exactly this comparison. Here's how four different patterns tend to read, from a sourced industry average to illustrative composites built around common, well-documented business profiles. The retail figure is a real, single-sourced industry-average benchmark; the rest are illustrative, since no public dataset measures internal brand belief at this level, and named-company NPS figures vary too widely by source to stand behind.
Strong onboarding and long team tenure mean belief roughly matches the score customers give back.
Illustrative composite, not a named companyAbove-market pay and low turnover are common in this profile, and team pride often runs ahead of the customer-facing score.
Illustrative composite, not a named companyA representative mid-size retailer: the score is respectable, but the team behind it hasn't caught up yet.
QuestionPro, “Q1 2025 Benchmarking NPS & CSAT Report”, grocery & retail industry averageEarly-stage pattern: passionate customers and a founder who believes deeply, but no systems yet to help a growing team deliver consistently.
Illustrative composite, not a named companyWhat you'll get
A free report like this one, built from your own numbers, not a template. This sample is live: drag the markers, tap the bars, pick a company size and industry, and watch the reading and the plan respond the way yours will.
Where customers and your team sit
Drag the Customer and Team markers, or tap any bar below, and watch the reading rewrite itself.
Your five team attributes, weakest first
Dashed line marks the customer level: 7.1 out of 10. Team perception is the average of the five bars.
Tailor the plan to your company
Owners, time estimates and examples change with company size and industry. The four steps and their order follow your reading.
Your 30-day plan (first two of four steps)
Bring each manager the customer evidence (reviews, NPS comments, recent wins) and one prompt: where are we already strong, and how do we repeat it on purpose?
You'll know it worked when: every manager can name one customer win the team under-recognized.
Why it works: Gallup attributes about 70% of the variance in team engagement to the manager. When belief lags behind customer reality, the manager is the fastest route to closing it.
Ask each person, unprompted, what the brand promises customers. Compare the answers and agree one plain-language sentence.
You'll know it worked when: five people give a recognizably similar answer when asked cold.
Why it works: Gallup’s first engagement question is whether people know what is expected of them. A brand promise everyone can repeat is the customer-facing version of that clarity.
The research behind this reading: Gallup’s recent global workplace research finds only about one in five employees engaged at work, and identifies managers as the biggest lever on that number. Source: Gallup, State of the Global Workplace.
After your reading
Finish the diagnostic, add five lines of company context, and the Twofold Index writes a tailored executive interpretation: what your gap means for your business, three prioritized recommendations with owners and measurable 60-day signals, and the risks to watch. It reads like it came from your brand strategist, and it is ready in about a minute.
Customers rate Northwind 21 points above where the team places itself. The experience is landing; the belief behind it is not. Closing that belief gap is a faster path to growth than changing the product.
A customer-led gap this wide usually means delivery has quietly outrun internal confidence. It shows up most in second-location launches: new team members copy the process but not the conviction, so quality drifts exactly when you scale.
1. Put customer evidence in front of managers. Owner: Founder. First step: open Monday's meeting with five recent customer wins. 60-day signal: every manager can name one win the team under-recognized.
2. Get leaders and the team telling the same brand story. Owner: Brand lead. First step: three questions answered separately, then compared side by side. 60-day signal: leader and team answers match on all three.
3. Write the playbook before the second city opens. Owner: Operations. First step: document what a great visit looks like, with the team, not for it. 60-day signal: new team members hit the experience standard in their first week.
Belief gaps of this size tend to widen during growth, not shrink. If the team score is still flat when the second location opens, the gap is compounding, not closing. Re-run the diagnostic at 60 days and expect the team score to move toward the customer score.
Illustrative sample, written for a composite company. Yours is written from your own scores and context, in about a minute, on your results page.
Go deeper
What Gallup's decades of employee and customer engagement research says about aligning the two, and why leaders who measure both side by side outperform.
Read the researchEvery outcome category and every score band, defined in plain language, so you can see what your answers say about your brand.
See the benchmarksBy industry
The same two numbers read differently in a store, a clinic and a software team. Each page sets the live sample to that industry and explains where the gap usually sits.
Frequently asked questions
Twofold Index is a five-minute self-assessment that compares your real Net Promoter Score against a short team-perception survey, showing whether your customers and your own team read your brand the same way, and which direction any gap runs.
NPS runs from -100 to 100. Above 0 means you have more promoters than detractors; above 30 is generally considered strong, and above 70 is exceptional. Industry averages vary widely (grocery and retail averages around 37, per QuestionPro's Q1 2025 benchmarking report, for example), so compare your score to your own category rather than a single universal benchmark.
Team perception measures whether the people delivering your brand, your team and internal teams, understand it, believe in it, and feel equipped to live up to it. Research consistently links employee engagement to how consistently a brand promise actually reaches customers, which is why measuring it alongside NPS gives a fuller picture than NPS alone.
Twofold Index converts your NPS to a comparable 0-100 scale and averages your five team-perception dial answers to the same scale, then reads the distance between them. A small gap of roughly 6 points or less reads as in sync; a larger gap is labeled team-optimistic or customer-led depending on which score is higher.
This is a team-optimistic pattern: your team believes in the brand more than customers are currently reporting. It usually means the brand promise is strong internally but isn't fully surviving contact with the customer at key touchpoints.
This is a customer-led pattern: customers rate the brand better than your own people believe in it. It's a good problem to have, but an unconfident or under-informed team is a fragile foundation for a strong score long-term.
Yes. Gallup's Human Sigma research, based on a meta-analysis of nearly 1,900 business units across 10 companies, found that units with the highest combined customer and employee engagement saw revenue growth 5.2 times that of the lowest-scoring units, and that units strong on both were 3.4 times more financially effective than units weak on both.
No. If you don't track NPS yet, Twofold Index offers a short eight-question estimate built from research-linked customer-experience attributes, and converts it to an equivalent NPS-style score for comparison.
Twofold Index is free during the beta. That includes your customer and team scores, the gap analysis and a 30-day action plan. A paid playbook, with templates for each step, monthly re-checks with a trend line and industry benchmarks, is planned at $20 per month after the beta.
Twofold Index is a free tool from The Brand Formula, a newsletter on brand and marketing. It grew out of the newsletter's argument that customer NPS and team perception should be measured side by side.
Most companies measure NPS and eNPS separately, if they measure eNPS at all. Twofold Index's value isn't either number alone, it's the comparison between them and which direction the gap runs, which is closer to what large enterprises track under frameworks like Gallup's Human Sigma than to a standalone survey tool.
Ask one question: on a scale of 0-10, how likely are you to recommend us to a friend? Collect it through a free Google Form, an email you already send, or by logging answers in a spreadsheet. Then subtract the percentage of detractors, scores 0-6, from the percentage of promoters, scores 9-10, to get your NPS.
Net Promoter Score is a customer loyalty metric based on one question: how likely are you to recommend this company to a friend or colleague, on a scale of 0 to 10. Customers who answer 9 or 10 are promoters, 7 or 8 are passives, and 0 to 6 are detractors. NPS is the percentage of promoters minus the percentage of detractors, giving a score from -100 to 100.
Employee Net Promoter Score asks staff how likely they are to recommend their employer as a place to work, using the same 0-10 scale and scoring method as NPS. It's a useful retention signal, but it measures satisfaction with the employer, not whether employees understand or believe in the brand promise customers experience, which is what Twofold Index's team-perception score measures instead.
A brand perception gap is the difference between how customers actually experience a brand and how the people delivering that brand, its own team, believe it comes across. It shows up when leadership or staff assume the brand promise is landing with customers the way they intend, without a way to check that assumption against real customer feedback.
Employee brand alignment is typically measured by asking staff whether they understand the brand's core promise, believe the company delivers on it, and feel equipped to deliver it themselves, then comparing those answers against actual customer sentiment. Large organizations often do this through combined engagement and customer-experience frameworks, like Gallup's Human Sigma methodology; Twofold Index offers a faster five-question version of the same comparison for smaller teams.
Customer experience (CX) measures how customers feel about interacting with a brand, typically through metrics like NPS. Employee experience (EX) measures how the people working for that brand feel about their role, tools, and workplace. The two are usually tracked separately, even though research shows they're closely linked, which is why comparing them side by side, rather than in isolation, gives a more complete picture of brand health.
Engaged employees are more likely to deliver a brand's promise consistently, since they understand it, believe in it, and are motivated to represent it well in every customer interaction. Gallup's Human Sigma research found that business units with the highest combined customer and employee engagement saw revenue growth 5.2 times that of the lowest-scoring units, suggesting the two reinforce each other rather than operating independently.
Annual or twice-a-year NPS checks show where a brand stood in the past, not where perception is shifting right now. Because engagement and brand perception are fluid and can change with a single bad product launch, a leadership change, or a competitor's move, measuring monthly or quarterly gives a far better signal of what's ahead than an annual survey alone.