NPS Intelligence (beta)

We also recently completed an independent Net Promoter Score study where customers provided their feedback and views regarding digital technology leadership in our industry.

This work resulted in our delivered as ordered Net Promoter Score improving by 7 percentage points while yielding $15 million in annualized operating expense savings and $120 million in working capital reduction.

Our Net Promoter Score which is the highest in the industry among top foodservice distributors continues to increase since the launch of MOXe.

Our Net Promoter Score has been strong since our launch and has improved even further recently. From an e-commerce penetration perspective, we are at 84% for the total company and our locally managed business improved 50 basis points to 73%.

…Finally, MOXē, our digital customer platform has now been fully rolled out among our local customers and feedback continues to be very positive as are our Net Promoter Score results.

Our Net Promoter Score data indicates our service levels continue to be as good or better than others as we continue to identify and act on ways to improve service for our customers.

Customer order patterns and mix have changed significantly throughout the recovery, and we are in the process of removing ways of miles from our routes while maintaining on-time delivery as indicated by industry-leading net promoter scores.

…on helping customers navigate the pandemic, which resulted in higher retention and a lower cost service model · Delivered Net Promoter Scores related to service in line with peers · Extended our ability to reach target customers through our…

Based on monthly research with 4,000 customers, our net promoter score on service indicate that we are faring same or better than our major competitors.

Recent third-party research with customers reaffirmed our lead in technology in our industry with customers rating the US Foods mobile app significantly better with a Net Promoter Score several times higher than the competition.

Our net promoter survey confirmed that we are fairing as well as, or better than our competitors on this front. Possibly moving to slide seven, both the Smart Food service and Food Group acquisition are performing at or above expectation.

We look at our net promoter scores in terms of us versus our competitors who are doing well on that front.

For example, our independent restaurant customers who use e-commerce to place orders have over 5% higher retention rates, over 5% higher purchase volumes, and an approximately 600 basis points higher NPS than those that do not.

For example, our independent restaurant customers who use e-commerce to place orders have over 5% higher retention rates, over 5% higher purchase volumes, and an approximately 600 basis points higher NPS than those that do not.

Research using the Net Promoter Score methodology 1 (“NPS”) indicates that our strategy resonates with customers. We have higher NPS scores than our primary competitors.

Research using the Net Promoter Score methodology 1 (“NPS”) indicates that our strategy resonates with customers. We have higher NPS scores than our primary competitors.

For example, our independent restaurant customers who use e-commerce to place orders have up to 7% higher retention rates, 5% higher purchase volumes, and an approximately 600 basis points higher NPS score than those that do not.

Research using the Net Promoter Score methodology 1 (“NPS”) indicates that our strategy resonates with customers. We have higher NPS scores than our primary competitors.

Research using the Net Promoter Score methodology 1 (“NPS”) indicates that our strategy resonates with customers. We have higher NPS scores than our primary competitors.

Research using the Net Promoter Score methodology 1 (“NPS”) indicates that our strategy resonates with customers. We have higher NPS scores than our primary competitors.

Results show that we have higher NPS scores than our primary competitors. In addition, we measure our performance relative to competitors on a variety of dimensions that are important to customers in our industry, including quality, innovation, ease of…

Research using the Net Promoter Score methodology 2 (“NPS”) indicates that our strategy resonates with customers. Results show that we have higher NPS scores than our primary competitors.

…in the country over the past 6 months,we are 90% confident that USF’s NPS would be 47 plus or minus 1 point Net Promoter Score (for Restaurants) (Based on ~10,000 surveys from P10 2012 to P3 2013) Our strategy and actions are resonating with…

US Foods attributes an increase in customer retention to perceived value customers see in the platform.

US Foods reports 5% increase in customer retention through digital commerce initiatives.

Churn (ecommerce customers): 5% — “ecommerce customers churn 5% less and purchase 5% more than non-ecommerce customers”

Churn (Scoop customers): 6% (2016) — “Scoop customers churned 8% less and purchased 6% more, sorry, that reversed – have 8% greater basket and churned 6% less than customers who are non-Scoop purchasers”