Benchmarks

What your answers say about your brand.

Every Twofold Index reading is built from two numbers on one 0 to 100 scale: your customer score (from NPS) and your team score (the average of five attributes). These are the definitions behind each reading, each score band and each attribute, so you can benchmark yourself before or after you take the diagnostic.

Where do you fall?

Try your numbers.

Customer NPS+42

-100100

Average team score6/10

110

Your readingCustomer-ledCustomer 71 · Team 60 · Gap 11

The four readings

How the gap is read.

A gap of 6 points or fewer counts as in sync. Beyond that, the direction tells you which side is ahead. When the two are in sync, the 55-point midline separates a strong brand from a weak one.

Aligned & thriving

Gap of 6 points or fewer, and the average of the two scores is 55 or higher.

Customers and the team read the brand the same way, and both readings are strong.

What it looks like: Staff can describe the promise unprompted, customers give it back in their scores, and good habits are specific enough to name.
The risk: Complacency. This state drifts quietly when the people carrying it move on.
First move: Name the two or three local habits behind the scores and write them down.

Aligned but fragile

Gap of 6 points or fewer, and the average of the two scores is below 55.

Customers and the team agree, but on a brand that is under-delivering for both.

What it looks like: Little disagreement, little enthusiasm. Nobody is surprised by the numbers, and nothing is pulling them up.
The risk: Low-score alignment. Agreement alone does not lift growth.
First move: Pick one operational change that lifts customer experience and team confidence together, with one owner.

Customer-ledYour current numbers

Customer score is more than 6 points above the team score.

Customers rate the brand higher than your own people believe in it.

What it looks like: Strong reviews and referrals alongside a team that is unsure, under-informed or under-recognized.
The risk: Hidden strength. Delivery has outrun internal confidence, which is a fragile base.
First move: Bring each manager the customer evidence and ask where the team is already strong.

Team-optimistic

Team score is more than 6 points above the customer score.

Your team believes in the brand more than customers currently report experiencing it.

What it looks like: Internal pride and a confident story, with customer scores, reviews or churn telling a quieter one.
The risk: Expectation gap. Leaders define a great experience from internal assumptions.
First move: Interview five customers and compare their definition of great with the team's.

The five team attributes

What each score looks like.

Each attribute is scored from 1 to 10. Bands: 1–3 not yet dependable, 4–6 developing, 7–10 a strength. Your weakest attribute becomes your priority area in the diagnostic.

Attribute1–3 · Not yet dependable4–6 · Developing7–10 · A strength

Brand clarityWhether people can say what the brand stands for, in one sentence, without checking a deck.

1–3Answers differ widely by person, or people struggle to answer at all.

4–6Most people get close, but the wording and emphasis vary by role.

7–10Five people asked cold give a recognizably similar answer.

Values alignmentWhether everyday decisions reflect the stated values, especially when they are inconvenient.

1–3Values live on a wall, and trade-offs are decided on speed or cost alone.

4–6Values guide big decisions but are inconsistently applied day to day.

7–10People can point to recent decisions that were shaped by the values.

EmpowermentWhether people have the confidence and authority to do the right thing for a customer without escalating.

1–3Frontline staff routinely wait for approval or avoid customer problems.

4–6Some teams and managers empower people; others do not.

7–10People fix problems on the spot and know the limits of their authority.

Pride & advocacyWhether the team would enthusiastically recommend the product or service to people they know.

1–3Staff are lukewarm or quietly critical of what the company sells.

4–6Staff are positive but selective about who they would recommend it to.

7–10Staff recommend it unprompted and say so with conviction.

Internal consistencyWhether customers get the same brand experience regardless of who serves them or where.

1–3The experience depends heavily on which person, shift or location you get.

4–6The core is consistent, but the edges vary noticeably.

7–10Customers describe the same experience across people and touchpoints.

The customer side

NPS bands and the 0 to 100 scale.

NPS runs from −100 to 100. Twofold Index converts it to 0 to 100 with (NPS + 100) ÷ 2 so it can sit on the same ruler as your team score. Industry averages vary widely, so compare against your own category as well.

Below 0

More detractors than promoters

0–49 on the 0–100 scale on the 0–100 scale

0 to 30

Healthy, with room to grow

50–65 on the 0–100 scale

30 to 70

Strong

65–85 on the 0–100 scale

Above 70

Exceptional

85–100 on the 0–100 scale

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