NPS remains one of the most stable and influential customer-experience metrics in the world.
But BI Group goes further — the company doesn’t just measure loyalty; it has built an entire system of quality management and client-relationship processes around it.

At gro.now, we know this firsthand: BI Group is one of the few companies in the CIS where NPS has become part of the culture, operational routines, strategic decisions, and the daily work of hundreds of employees.
This is exactly why we asked Zhamilya Kuspekova, Head of the NPS System, to share how the company managed to integrate this philosophy so deeply, why NPS remains a key metric, and how loyalty measurement may evolve in the coming years.

Below is an interview that reflects BI Group’s perspective on working with NPS today and in the future.

Interview with Zhamilya Kuspekova

Head of the NPS System, BI Group

1. Why did NPS become the key metric for BI Group? What makes it especially valuable for a construction company?

NPS is not just a score — it is a global indicator of how a client feels about the company.
It doesn’t measure a single process like CSAT or CSI. It reflects whether a customer is willing to recommend the company as a whole, meaning it captures their perception of the brand, the product, and the service.

For a construction company, this is especially important because the relationship with the client lasts for years — from the moment of purchase to the years of living in the property. And it may continue even longer if a loyal customer decides to buy their next home from the same developer.
NPS allows us to see the full picture of loyalty, not just momentary reactions.

2. Many companies argue whether NPS belongs to marketing or service. Where does it “live” at BI Group?

For us, NPS is a system — not a tool owned by a single department.
It lives at the intersection of analytics and customer experience (CX), connecting all units that influence the customer: from sales to the property-management company.

We call it the Net Promoter System because what matters is not only measuring but acting on feedback.
That’s why NPS is embedded into both strategic and operational decisions.

3. What was the hardest part at the start: resistance, misunderstanding, or skepticism?

The hardest part was overcoming skepticism.
Initially, many saw NPS as “just another metric” and questioned its value.

It was important to explain that behind every number is a customer’s experience, and every score or comment is a signal showing where we can improve.
Once we started presenting real customer stories and demonstrating how NPS impacts sales and reputation, the metric became part of the culture — not just a line in a report.

4. What weaknesses do you see in this metric?

The main weakness is the expectation that the number will solve everything.
NPS is not a magic button.
Its power lies in the actions that follow.

One question doesn’t provide context — so it’s essential to read comments, analyze trends, and avoid focusing on isolated scores.

NPS only works when a company is truly willing to change based on the results.
If you collect feedback but don’t act on it, the metric loses its meaning.
“Don’t ask the customer unless you’re ready to change something.”

5. How often does top management review NPS reports?

Once a month, we hold directorate meetings where we present NPS dynamics with deep analytics: what improved, where a decline occurred, and why.

It’s important that the discussion goes far beyond numbers.
Management makes systemic decisions so that improvements are long-term, not one-off fixes.

6. We know BI Group had an online meeting with Fred Reichheld, the creator of NPS. Tell us about it. What surprised you? What did you ask? What do you still use today?

When I learned we would have a call with Fred Reichheld, I was shocked — after years of explaining NPS through his frameworks in presentations, suddenly there was a chance to speak to him directly.

Fred emphasized that NPS is not a metric — it’s a mindset: about customers, about the team, about culture.
He reminded us of the core philosophy behind NPS:
“Treat people the way you want to be treated.”

This simple idea shapes everything: projects, communication, our approach to clients and colleagues.

7. If surveys in the future take place as conversations with AI, how would that change data quality?

AI can make feedback deeper and faster.
It can detect emotions, patterns, even customer intent — things analysts may not always see at first glance.

The key is that technology should not replace human empathy.

AI can support analysis, but understanding the customer must remain a human responsibility — with context and emotional intelligence.

8. Some experts say that “NPS is becoming outdated.” Do you agree?

No. What becomes outdated is a superficial approach to NPS.

If NPS is treated as a formality, it doesn’t work — of course.
But when it is a living feedback system where every score leads to an action, it remains highly effective.

Many global companies still use NPS today, complementing it with trust scores, engagement indexes, CSAT, CES.
This isn’t replacement or fashion — it’s the evolution of customer-experience measurement.

9. What will NPS measurement look like in 2030?

I believe NPS will become so automated and precise that the feedback process will be nearly invisible to the customer.

The system will automatically choose the right moment to ask, adjust wording, and interpret emotions and context from answers and comments. But the core principle — willingness to recommend — will remain.

Technology will make this answer more contextual and honest, and for us — more immediate and actionable.

Conclusion

This interview with Zhamilya confirms once again:
NPS is not a number and not a marketing KPI. It is a company philosophy, a work culture, and a decision-making system.
Organizations that work with NPS deeply and systematically gain a competitive advantage that cannot be bought — trust.