Where the evidence lives
Use support tickets, onboarding drop-off and NPS verbatims. In software the gap usually sits between what sales promises and what onboarding delivers.
Twofold Index for Software & SaaS
The brand perception gap in software and SaaS.
In software the gap tends to sit between what sales promises and what onboarding delivers. Product, sales and support each tell a version of the brand, and the customer meets all three.
Begin the software & SaaS diagnostic Free during beta · About five minutes · Plan tailored to software & SaaS
What the gap looks like here
Team-optimistic readings often come from product-led teams who love what they built. Customer tenure matters: new and long-standing customers rarely read the brand the same way.
Who has to be in the room
Get product, sales and support into the same exercise. They are often telling three different brand stories.
Where the brand is proved
Anchor this step on onboarding, a support reply or a release note. Those are where software customers meet the brand.
How to read the gap
Segment by customer tenure. New and long-standing customers often read the brand very differently.
Try it
A live sample report, set to software & SaaS.
Drag the Customer and Team markers or tap the bars. The plan below is already tailored to software & SaaS; add your company size to tailor it further.
Sample report · Live
Customer-led
Customers rate the brand 21 points higher than your team does.Where customers and your team sit
Drag the Customer and Team markers, or tap any bar below, and watch the reading rewrite itself.
0100
Customer 71
Team 50
Customer (NPS) +42 → 71 on the 0–100 scaleTeam perception 50/100The gap 21 points, customer-led
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.
Company size
Industry
Your 30-day plan (first two of four steps), for a software & SaaS company
Start with managers, not morale
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?
In software & SaaS: Use support tickets, onboarding drop-off and NPS verbatims. In software the gap usually sits between what sales promises and what onboarding delivers.
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.
Align the team around internal consistency
Ask each person, unprompted, what the brand promises customers. Compare the answers and agree one plain-language sentence.
In software & SaaS: Get product, sales and support into the same exercise. They are often telling three different brand stories.
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.
- Your customer and team scores on one ruler, with the gap shaded
- Which direction the gap runs and what it typically means
- Your five team attributes ranked, with the weakest flagged
- A 30-day plan with owners, time estimates, and success signals, tailored to your company size and industry
- The research behind your result
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