Vodafone Group Public Limited Company
In their words
“Customer retention is tracking in line with the around 50% guidance we provided in May.”
“Contract churn was stable year-on-year at 14.2%”
“Q4 mobile contract churn down 80 basis points year-on-year to 12.3%”
Disclosed NPS over time
Every Net Promoter Score Vodafone Group Public Limited Company has published, by date.
NPS disclosures (59)
We have made a good start to FY27, including the following: - Customers: After focusing on growing net promoter scores (NPS) through detractors reduction, the strong positions achieved in most of our markets are now allowing us to focus on growing…
Our achievement levels for adjusted free cash flow, service revenue, and NPS were particularly strong, and we reported above target performance for EBIT, churn, and revenue market share.
In Egypt, we added 423,000 mobile contract customers and 3.3 million prepaid customers, supported by our market-leading customer experience and NPS leadership.
Our Net Promoter Score on our cable network continued to improve and is now at its highest-ever level, and we have once again been recognised as a leader in independent network tests results.
Customers We have delivered significant improvements in customer experience this year and now have a market leading NPS position and lowest ever share of detractors in our base.
NPS Net Promoter Score. Operating expenses Comprise primarily sales and distribution costs, network and IT related expenditure and business support costs.
In Q3, we achieved another strong brand Net Promoter Score, with all of our services scoring the highest in the market. We also reduced the level of Consumer 'detractors' to a record low.
NPS Net Promoter Score. Operating expenses Comprise primarily sales and distribution costs, network and IT related expenditure and business support costs.
Customer detractors have continued to reduce across all segments, and we have leading or co-leading net promotor scores ('NPS') in 9 out of 15 markets.
This has ensured dedicated focus, and, in the case of NPS, where we specifically review the reduction of deep detractor customers, we have seen a reduction in a majority of our markets.
…in products and capabilities and strategic partnership with Microsoft Customers Simplicity FY24 FY24 Consumer NPS Germany YoY Stable Europe opex savings (FY23-FY24) € billion 0.4 UK YoY Increased Productivity (role reductions) '000 c.5 Other…
During the period, VodafoneZiggo added 67,000 mobile contract customers, supported by its’ net promoter score. VodafoneZiggo’s broadband customer base declined by 65,000 customers to 3.2 million due to price increases, and continued competitive…
During the period, VodafoneZiggo added 67,000 mobile contract customers, supported by best-in-class net promoter score. VodafoneZiggo's broadband customer base declined by 65,000 customers to 3.2 million due to price increases, and continued competitive…
And again, back to NPS, focused on reducing detractors, giving our customers the service that they expect, and at which telcos, more broadly, I would argue, not just Vodafone, are not particularly strong at.
For the 2024 plan, measures under the annual bonus will be: – Growth (70%): service revenue (20%), adjusted EBIT (20%), adjusted free cash flow (20%) and revenue market share (10%). – Customers (30%): Net Promoter Score (20%), and churn (10%).
During the period, VodafoneZiggo added 117,000 mobile contract customers, supported by our best-in-class net promoter score and higher Consumer demand.
During the period, VodafoneZiggo added 117,000 mobile contract customers, supported by our best-in-class net promoter score and higher Consumer demand.
Our second brand ‘ho.’ continued to grow, with 342,000 net additions, supported by our best-in-class net promoter score, and now has 2.8 million customers.
Our second brand ‘ho.’ continued to grow, with 342,000 net additions, supported by our best-in-class net promoter score, and now has 2.8 million customers.
We now have over 50 million customers subscribing to a digital service, which leads to higher ARPU, improved distribution efficiency, higher NPS and lower churn.
The number of converged households increased by 23,000, with 45% of broadband customers now converged, delivering significant NPS and churn benefits.
Deep & trusted customer relationships ⫶ Following a series of initiatives conducted over the last 3 years, Vodafone has improved its net promoter score to be the #1 or #2 operator in 13 of 16 markets.
In Business, we maintained our leadership/co-leadership NPS position in 15 of the 16 markets in which we operate. Digital services & experiences We will be expanding on our plans for outstanding digital services & experiences at a virtual investor…
Strategic measures may include (but are not limited to) customer appreciation KPIs such as churn, revenue market share, and NPS. Long-term incentive – Global Long-Term Incentive Plan (‘GLTI’) Purpose and link to strategy To motivate and incentivise…
However, Business demand was strong overall, supported by our NPS leadership and now represents approximately 40% of fixed revenue. Our total Consumer converged customer base is now 1.2 million (39% of our broadband base), an increase of 105,000 during…
However, Business demand was strong overall, supported by our NPS leadership and now represents approximately 40% of fixed revenue. Our total Consumer converged customer base is now 1.2 million (39% of our broadband base), an increase of 105,000 during…
Business demand for our SME and corporate products remained strong, including for our virtual call centres and our productivity and security solutions, supported by our best-in-class Business net promoter scores.
Our second brand ‘ho.’ continued to grow strongly, with 404,000 net additions in H1, supported by our best-in-class net promoter score, and now has 2.2 million customers.
Based on Consumer net promoter scores, at the end of the period the Group was a leader or co-leader in 12 out of 18 markets. We also maintained our good momentum in mobile and NGN net additions. – Our subscription-based television distribution business…
Based on Consumer net promoter scores, at the end of the period the Group was a leader or co-leader in 12 out of 18 markets. We also maintained our good momentum in mobile and NGN net additions.
As of March 2019, 66% of customer contacts were entirely automated, driving a material reduction in human contact as well as improved customer net promoter scores.
Based on Consumer net promoter scores, at the end of the period the Group was a leader or co-leader in 16 out of 20 markets, including five out of our six largest markets.
In the two years, Brian has played a significant role in strengthening the operation, maintaining growth ahead of competition, reaching record levels of NPS and re-branding to Vodafone Business.
Based on network net promoter scores, at the end of the period the Group was a leader or co-leader in 18 out of 20 markets for Consumer and Business, with a significant performance gap relative to value-focused competitors.
During the quarter we maintained our market leading network and NPS positions in consumer, supported by the success of the ‘Vodafone Happy’ loyalty programme.
Overall we maintained our market-leading or co-leading position in consumer NPS in 17 out at 16 points.
Across all of our markets, over the past three years our NPS scores have improved on average by 8 points compared to our nearest competitor, and we now have a leadership or co-leadership position in 17 out of 20 markets for consumer, and in 19 out of 20…
Our good commercial momentum was supported by further improvements in consumer net promoter scores and record network performance. Fixed service revenue declined 3.6%* (Q2: -0.6%*), reflecting customer losses in prior quarters and project phasing during…
Our Net Promoter Scores improved, and we now have a lead or co-leadership position in 19 out of 21 markets for consumer, while we are the leader or co-leader in 19 out of 20 markets for Enterprise.
NPS continued to recover, reflecting ongoing improvements in customer care and network quality. Mobile service revenue declined -2.3%* (Q4: -3.9%*) or -1.7%* (Q4: -3.9%*) excluding the impact of handset financing.
We are now the leader or co-leader in 19 out of 21 markets, with an average NPS “gap” to the third placed player of 17 points. A year ago, we were a leader or co-leader in just 13 markets, with a gap of 14 points.
Key risk indicators Measurement of NPS Implementation and monitoring of minimum CXX standards Changes since last report This risk has been expanded to include a focus on delivering a differentiated digital experience for our customers.
Given the strategic importance of the programme, CXX performance indicators (including Net Promoter Scores and brand consideration) represent up to 40% of the annual bonus award for employees across the Group.
The success of the variety of CXX initiatives is apparent with 18 out of 21 operating companies achieving a market leading or co-leading position in consumer NPS and an average gap to the third placed operator of 13 points, representing a 1 point…
…homes (30.7 million on-net) · Enterprise outperformance continues, 3.3%* service revenue growth in Q2 · Consumer net promoter score (NPS) improvement in 11 markets year-on-year; leader or co-leader in 18 out of the 21 markets that we track, with an…
Given the strategic importance of the programme, CXX performance indicators (primarily Net Promoter Scores and brand consideration) represent up to 40% of the annual bonus award for employees across the Group.
…Page 10 While Project Spring has built better networks, we know that our customers also want great is simple: to substantially enhance the quality of service we provide and to be the Net Promoter Score leader in every single market in which we operate.
In the 2016 financial year we achieved improvements in our consumer Net Promoter Score (‘NPS’) position in 15 out of 20 of our Local Markets.
…on-net homes in Europe · All customer network experience targets met: 91% of data sessions are >3 Mbps in Europe · Net Promoter Score (NPS) leader in 13 out of 21 markets, with improved NPS in 15 markets during the year · Strong commercial momentum…
…our performance in delivering a superior customer experience through a range of KPIs; the most critical being our NPS and Brand Consideration metrics · We have restructured our incentivisation programme to strengthen the importance of key customer…
We continue to lead the market in net promoter scores (‘NPS’) in both consumer and enterprise. Fixed service revenue rose 8.7%* excluding Ono, supported by consistently strong broadband net additions.
2014 11.00p Consumer net promoter score (‘NPS’) Achieved We use NPS to measure the extent 2012 11 out of 21 markets This year we increased the number of markets to which our customers would where we are ranked number one but the recommend us to friends…
The turnaround plan remains on track, yielding improved levels of network performance, net promoter score and customer base management. The EBITDA margin was improved by 14.8* percentage points, as a result of restructuring and stronger cost discipline.
The customer response has been very positive, with strong net promoter scores. Data usage on Vodafone Red plans is much higher, as is the average return on our commercial investment.
The customer response has been very positive, with strong net promoter scores. Data usage on Vodafone Red plans is much higher, as is the average return on our commercial investment.
Under his tenure, Vodafone Italy has achieved market share leadership in both service revenue and EBITDA as well as leadership in Net Promoter Score across all market segments.
Ranked first or second for net promoter score in over 70% of our markets. Total incentive payout level 100% 200% 93.4% Table of Contents Vodafone Group Plc 77 Annual Report 2012 Details of the GLTI vesting in July 2011 Adjusted free cash flow for the…
…We have developed a broad range of Vodafone branded To better understand our customers’ satisfaction, we started handsets focused on mobile internet experience and to use net promoterscore (‘NPS’)thisyearto measure to what design differentiation.
At the end of the 2010 financial year we migrated to the net promoter score (‘NPS’) customer measurement system to monitor and drive customer satisfaction at both an operational and country level in many of our markets.
Retention disclosures (71)
Retention rate (Germany): 50% (Q1 2025) — “customer retention is tracking in line with the around 50% guidance we provided in May.”
Churn (UK mobile contract): 14.2% (Q4 2020) — “Contract churn was stable year-on-year at 14.2%”
Churn (Germany mobile contract): 12.3% (Q4 2020) — “Q4 mobile contract churn down 80 basis points year-on-year to 12.3%”
Churn (European mobile contract): 15.5% (2019) — “European mobile contract churn 15.5...% [2019]...European mobile contract churn fell to a record low level in the year”
Churn (Other Europe): 10% (Q3 2019) — “average for Other Europe is just 10%”
Churn (Contract customers): 14% (Q1 2018) — “supported by our low contract churn rate of 14.0% (Q4: 15.9%)”
Churn (Spain converged (fixed+mobile+TV)): 50% (Q1 2018) — “churn rates which are approximately half of the level of the single play product”
Churn (Spain fixed+mobile+TV): 6.5% (FY2017) — “6% or 7% when you add TV”
Churn (Spain fixed+mobile): 13% (FY2017) — “13% when you add fixed”
Churn (Spain single mobile): 27% (FY2017) — “27% churn, single mobile; 13% when you add fixed; and 6% or 7% when you add TV”
Churn (South Africa contract): 3.2% (FY2017) — “lowest churn I've ever heard in mobile in the world on contract, 3.2% churn on an yearly basis”
Churn (South Africa contract): 4.8% (Q3 2016) — “4.8% churn on contract in South Africa. I think it's the lowest I have ever heard anywhere in the world”
Churn (Spain quadruple play): 6% (Q3 2016) — “when you move to quadruple play...6%”
Churn (Spain triple play): 13% (Q3 2016) — “move from mobile to triple play churn halts...to 13”
Churn (Spain mobile): 26% (Q3 2016) — “churn halts from around 27%, 26%”
Churn (Overall consumer contract): 16.6% (Q1 2016) — “overall consumer contract churn during the quarter to 16.6%”
Churn (South Africa consumer contract mobile): 5.3% (Q1 2016) — “record low consumer contract mobile churn rate of 5.3%”
Churn (Consumer contract): 15.5% (Q1 2016) — “reduced consumer contract churn to 15.5% (Q4: 18.9%)”
Churn (Mobile contract): 14.1% (Q1 2016) — “Contract churn was broadly stable at 14.1%.”
Churn (Verizon Wireless): 14.7% (FY2008) — “Blended churn 14.7 % 13.9 % for 2008 and 2007”
Churn (blended (contract and prepaid)): 32.1% (FY2006) — “blended churn increased to 32.1%, including the effect of increased prepaid customer self-upgrades”
Churn (contract customers): 21.5% (FY2006) — “contract customer churn which fell from 22.7% to 21.5%”
Churn (Italy total churn): 18% (H1 2005) — “total churn, which rose over the prior period by 1.6 percentage points to 18.0%”
Churn (Italy contract customers): 14.7% (H1 2005) — “reduction in contract customer churn to 14.7% from 18.0% for the prior period”
Churn (total): 18% (H1 2005) — “limited the increase in total churn, which rose over the prior period by 1.6 percentage points to 18.0%”
Churn (contract customer): 14.7% (H1 2005) — “Targeted retention activities and a focus on high value customers led to a reduction in contract customer churn to 14.7% from 18.0% for the prior period”
Churn (Germany contract customers): 13.7% (H1 2005) — “0.9 percentage points fall in contract churn to 13.7% for the period”
Churn (Japan): 19.7% (H1 2005) — “Investment in customer retention in response to competitive pressures contributed to a reduction in customer churn from 23.1% for the six months to September 2004 to 19.7% for the current period”
Churn: 21.9% (FY2005) — “Loyalty programmes and promotional activity resulted in a reduction in churn levels from 23.6% for the year ended 31 March 2004 to 21.9% for the 2005 financial year.”
Churn (Contract): 22.7% (FY2005) — “Contract churn improved from 24.9% for the year ended 31 March 2004 to 22.7% for the year ended 31 March 2005.”
Churn: 17.2% (FY2005) — “Notwithstanding market penetration levels of over 100%, Vodafone had good customer growth with only a slight increase in churn to 17.2%.”
Churn (Verizon Wireless): 17.9% (H1 2004) — “Churn 17.9 % 21.3 %”
Churn (Spain): 23% (H1 2004) — “Churn 23.0 % 23.0 %”
Churn (Italy): 16.4% (H1 2004) — “Churn 16.4 % 16.9 %”
Churn (Germany): 17.4% (H1 2004) — “Churn 17.4 % 18.6 %”
Churn (United Kingdom): 29.3% (H1 2004) — “Churn 29.3 % 29.4 %”
Churn (Verizon Wireless USA): 18.7% (12M to Sep 2004) — “United States 18.7%”
Churn (Vodafone UK): 29.5% (12M to Sep 2004) — “UK 29.5%”
Churn (Vodafone Spain): 23.6% (12M to Sep 2004) — “Spain 23.6%”
Churn (Vodafone Japan): 22.8% (12M to Sep 2004) — “Japan 22.8%”
Churn (Vodafone Italy): 16.5% (12M to Sep 2004) — “Italy 16.5%”
Churn (Vodafone Germany): 18% (12M to Sep 2004) — “Germany 18.0%”
Churn (Verizon Wireless): 20.5% — “Churn 20.5 % 26.5 %”
Churn (Italy): 16.7% — “Churn 16.7 % 17.3 %”
Churn (Germany): 18.7% — “Churn 18.7 % 21.2 %”
Churn (United Kingdom): 29.6% — “Churn 29.6 % 30.0 %”
Churn (J-Phone Vodafone): 23.3% (FY2003) — “reducing customer churn which fell from 25.6% to 23.3% during the year”
Churn (Vodafone Germany prepaid): 24.8% (FY2003) — “prepaid churn rate from 27.1% to 24.8%”
Churn (Vodafone Germany contract): 16.8% (FY2003) — “contract churn rate decreased from 18.3% to 16.8%”
Churn (Vodafone UK prepaid): 34.5% (FY2003) — “Prepaid churn increased to 34.5%”
Churn (Germany): 21.2% (year ended 31 March 2003) — “customer churn decreased from 23.5% for the year ended 31 March 2002 to 21.2% for the year ended 31 March 2003”
Churn (Vodafone UK contract): 23.1% (year ended 31 March 2003) — “Contract churn reduced from 26.2% for the year ended 31 March 2002 to 23.1% for the year ended 31 March 2003.”
Churn (Vodafone UK prepaid): 30% (year ended 31 March 2003) — “Churn increased from 27.3% for the year ended 31 March 2002 to 30.0% for the year ended 31 March 2003 as a result of prepaid churn increasing to 34.5%.”
Churn (Verizon Wireless): 26.5% (FY2003) — “Churn 26.5% 29.4%”
Churn (Vodafone Italy): 17.3% (FY2003) — “Churn 17.3% 18.9%”
Churn (Vodafone (other Central Europe) contract customers): 16.8% (FY2003) — “contract churn rate, which decreased from 18.3% to 16.8%”
Churn (Vodafone Germany): 21.2% (FY2003) — “Churn 21.2% 23.5%”
Churn (Vodafone UK prepaid customers): 34.5% (FY2003) — “Prepaid churn increased to 34.5%.”
Churn (Vodafone UK contract customers): 23.1% (FY2003) — “In the same period contract churn fell from 26.2% to 23.1%.”
Churn (Germany prepaid): 32.5% (12 months to Sept 30, 2002) — “prepaid churn rate which increased from 27.1% to 32.5%”
Churn (Germany contract): 16.3% (12 months to Sept 30, 2002) — “contract churn rate, which decreased from 18.3% to 16.3%”
Churn (Verizon Wireless): 29.8% (12 months to Sept 30, 2002) — “Churn (note 2) 29.8% 29.0%”
Churn (Italy): 18.5% (12 months to Sept 30, 2002) — “Churn (note 3) 18.5% 19.0%”
Churn (Germany): 25.6% (12 months to Sept 30, 2002) — “Churn (note 2) 25.6% 23.5%”
Churn (UK): 29.7% (12 months to Sept 30, 2002) — “Churn (note 2) 29.7% 27.0%”
Churn (Vodafone Group prepaid): 32.5% (12-month to Sep 30, 2002) — “prepaid churn rate which increased from 27.1% to 32.5%”
Churn (Vodafone Group contract): 16.3% (12-month to Sep 30, 2002) — “blended churn rate can be attributed to a slightly reduced contract churn rate, which decreased from 18.3% to 16.3%”
Churn (Vodafone UK prepaid): 33.5% (12-month to Sep 30, 2002) — “prepaid churn has risen to 33.5%”
Churn (Vodafone UK contract): 23.5% (12-month to Sep 30, 2002) — “Contract churn has fallen from 26.1% to 23.5% for the twelve months to September 30, 2002”
Churn (Italy): 14% (FY2001) — “Churn increased slightly from 13% for the year ended 31 March 2000 to 14% for the year ended 31 March 2001.”
Churn (Germany): 11% (FY2001) — “Customer churn was 11%, a decrease of four percentage points from the prior year.”
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About these figures
Every figure here was publicly disclosed by the named company: press releases, annual reports, SEC filings, earnings calls and news coverage. Companies tend to publish their NPS when it is good, so these numbers run higher than a true industry average: read them as what leading companies in this vertical say publicly, not as an industry benchmark.
NPS runs from −100 to +100. Retention figures are reported as the company defines them (net revenue retention, gross revenue retention, customer retention rate, churn). Every entry links to its source in the full database.