Comparison of Top 6 Largest Container Carriers' NPS Scores

An in-depth analysis of customer loyalty metrics among leading global shipping companies

Key Takeaways

Data Variability: NPS scores for shipping carriers vary significantly depending on methodology, time of measurement, and regional differences.
Methodological Differences: Comparing NPS across carriers requires careful consideration of survey techniques, sample sizes, and the inherent challenges of measuring customer loyalty in logistics.
Need for Updated Data: Publicly available numbers are either illustrative or from outdated research, emphasizing the importance of consulting current, direct sources when making business-critical decisions.

Introduction

Net Promoter Score (NPS) is a widely recognized metric in assessing customer loyalty and overall satisfaction, which ranges from -100 to 100. For industries such as container shipping, the NPS provides insights into how likely customers are to recommend a service based on their experiences. When comparing the top six largest container carriers globally, one encounters a range of reported NPS values due to differences in data collection methodologies, the timing of surveys, and the specific segments of customer bases being measured. This comprehensive analysis aims to compare and contrast the NPS scores of these carriers, highlighting the challenges in obtaining consistent data and offering guidance on interpreting these numbers.

This analysis focuses primarily on six major players in the industry: Mediterranean Shipping Company (MSC), Maersk, CMA CGM, COSCO Shipping Lines, Hapag-Lloyd, and an additional leading carrier often mentioned in discussions, Ocean Network Express (ONE) or Evergreen (depending on the context). Not all companies publicly release robust or up-to-date NPS data, which leads researchers and industry experts to rely on illustrative examples or historical data. In some cases, studies provide example scores to indicate trends in customer satisfaction within the maritime logistics industry.

Understanding NPS in the Container Shipping Industry

What is NPS?

NPS is calculated by asking customers a single question – “How likely are you to recommend our service to a friend or colleague?” – on a scale typically ranging from 0 (not at all likely) to 10 (extremely likely). Based on their responses, customers are categorized as follows:

Promoters (score 9–10): Loyal enthusiasts who will keep buying and refer others, helping to fuel growth.
Passives (score 7–8): Satisfied but not enthusiastic customers who are vulnerable to competitive offerings.
Detractors (score 0–6): Unhappy customers who can potentially damage the brand through negative word-of-mouth.

The NPS is then computed by subtracting the percentage of detractors from the percentage of promoters, yielding a score that can theoretically range from -100 to +100.

Industry Context

In the logistics and container shipping sector, customer experiences are shaped by factors such as on-time performance, reliability, ease of booking, communication efficiency, and responsiveness to issues. Each carrier may focus on different aspects of service excellence, reflecting in their NPS scores. While sectors like retail and financial services might boast very high scores due to more frequent customer engagements, the container shipping industry often sees more moderate scores—depending on the competitive landscape and specific service challenges.

Comparative Analysis of Carrier NPS Scores

Overview of Reported and Illustrative NPS Values

Actual published NPS values for the top six container carriers are scant and often outdated. For example, one research source specifically highlighted Mediterranean Shipping Company's NPS as 33 based on recent measurements, showing a customer base of 62% promoters, 9% passives, and 29% detractors. However, alternative illustrative data from another analysis showed a different set of scores for the same carriers:

Hapag-Lloyd: +20
CMA CGM: +17
Maersk: +15
Ocean Network Express (ONE): +14
Mediterranean Shipping Company (MSC): +12
COSCO Shipping Lines: +7

These illustrative categories suggest that while all the carriers have positive scores—indicating that overall, more customers would recommend these companies—there are discernible differences in customer satisfaction. The measured differences could be attributed to varying operational efficiencies, service quality, and different customer expectations influenced by market positioning.

Mediterranean Shipping Company (MSC)

MSC emerges as a significant figure in the global shipping landscape with a considerable market share. According to one measured report, MSC posted an NPS of 33, denoting robust customer advocacy. However, in contrast to illustrative data that placed MSC’s score at +12, it is crucial to note that these variations highlight the challenge of obtaining unified metrics across different studies. Differences might stem from sample size, survey period, or geographical focus.

Maersk

As one of the most influential players in the industry, Maersk’s NPS is typically reflective of its extensive global operations. Illustrative data suggests a score of +15, which underscores a generally positive sentiment among its customers, albeit with potential areas for improvement when compared to the leaders. Maersk’s commitment to integrated service offerings mirrors in a steady NPS but is subject to variability by region and customer segment.

CMA CGM

CMA CGM is noted for its customer-centric approach and competitive service portfolio. An illustrative NPS ranking for CMA CGM stands around +17. While this score is relatively high within the group, the nuanced differences across regions or segments could shift perceptions and call for ongoing attention to quality improvements.

COSCO Shipping Lines

COSCO tends to report lower NPS scores relative to its peers. The illustrative data characterizes COSCO’s score at +7, which, while still positive, indicates that there is significant potential and need to enhance customer satisfaction. Detractor feedback for COSCO might point towards challenges such as operational delays or communication lapses.

Hapag-Lloyd

With a reported illustrative figure of +20, Hapag-Lloyd appears to lead the group in terms of customer satisfaction. Its higher score suggests that customers are more inclined not only to return but also to recommend its services actively. This score might reflect superior performance in service reliability, punctuality, and customer communication.

Ocean Network Express (ONE)

Often included among the top carriers, ONE has an illustrative NPS of +14. While reflective of a broadly satisfied customer base, the score is slightly lower than that of some competitors. This differential often necessitates a closer look at service delivery and operational performance to identify growth opportunities.

Challenges in Direct NPS Comparisons

Data Availability and Timing

One of the major challenges in drawing direct comparisons between these carriers is the lack of uniform, up-to-date NPS data. Many shipping companies do not regularly publish their NPS scores publicly, and when they do, the data may be snapshot examples rather than comprehensive studies. Furthermore, research reports often use illustrative numbers as proxies for comparison, which may be based on differing timeframes.

For instance, while one source highlighted an NPS score for MSC as high as 33—indicating impressive customer advocacy—another set of illustrative scores positions MSC at a more modest +12. Such discrepancies arise from different methodologies and the segmented nature of customer feedback in this industry.

Methodological Considerations

Survey methodologies play a pivotal role in determining NPS scores. In the container shipping industry, customer feedback may be based on experiences that differ vastly by geographic region, service line, and recent operational events. There are several key factors that researchers must account for:

Survey Timing: A score taken immediately after a service disruption can significantly differ from one obtained during a stable period.
Sample Diversity: The demographic and operational characteristics of surveyed customers—such as large multinational companies versus small importers—can impact the results.
Question Framing: Even minor variations in how the recommendation question is phrased can sway outcomes.
Regional Variability: Shipping carriers operate in diverse markets, where local service expectations vary significantly.

These factors necessitate that businesses and analysts exercise caution when comparing NPS scores across carriers. While useful as a high-level indicator, NPS should ideally be viewed in conjunction with other customer experience metrics for a more balanced assessment.

Industry Implications of NPS Scores

Impact on Customer Loyalty

A positive NPS score indicates that a carrier’s customers are generally satisfied with the service provided and that they are willing to act as brand advocates. For container carriers, this can result in increased loyalty, fewer churn rates, and enhanced word-of-mouth promotion—factors which are critical in a competitive industry where reliability, timeliness, and service quality are paramount.

Carriers with higher NPS scores, such as Hapag-Lloyd in the illustrative data, typically benefit from a strong reputation. This trust can lead to long-term partnerships, especially as companies consider logistics reliability when selecting carriers. Conversely, carriers with lower NPS scores, like COSCO Shipping Lines in the illustrative framework, may need to devote additional resources to customer service improvements and operational adjustments.

Competitive Differentiation

In a highly competitive market, NPS is a valuable indicator of a carrier’s ability to differentiate itself from rivals. A high NPS score is not merely a numerical badge; it signifies excellence in various operational dimensions—from the efficiency of cargo handling to the clarity of communication during delays or disruptions. Consequently, carriers with better scores often find it easier to retain existing customers and attract new business, effectively leveraging customer satisfaction as a competitive advantage.

Customer Insights and Continuous Improvement

Regular assessment of NPS can serve as a cornerstone for continuous improvement strategies. Shipping companies that actively track and analyze customer feedback are typically positioned to identify operational bottlenecks and potential areas for service enhancement. This proactive approach not only helps in raising their NPS over time but also ensures that the carriers remain adaptive to the dynamic needs of their customers.

The illustrative differences in NPS across carriers highlight the importance of understanding customer feedback in context. Even a seemingly modest difference in score (for example, +14 vs. +15) can drive significant internal discussions regarding process optimization, employee training, and investment in technology. This sensitivity to customer sentiment can be particularly impactful in logistics, where customer satisfaction directly correlates with operational efficiency and turnaround times.

Direct Comparison Table

The table below outlines a comparative summary of the illustrative NPS scores as discussed above, along with the additional available score for MSC from a recent direct measurement:

Carrier	Illustrative/Reported NPS Score	Notes
Mediterranean Shipping Company (MSC)	+33 (recent measurement) / +12 (illustrative)	Variation due to differing survey methodologies; reported value of 33 based on one study
Maersk	+15	Indicative of consistent global performance; subject to regional variations
CMA CGM	+17	Highlights strong customer loyalty; generally high satisfaction
COSCO Shipping Lines	+7	Lower relative score; indicates greater room for service improvements
Hapag-Lloyd	+20	Exemplifies high reliability and customer-centric service
Ocean Network Express (ONE)	+14	Reflects generally positive sentiment; slightly lower than industry leaders

Interpreting the Comparative Data

Recognizing Limitations

When interpreting NPS scores, especially in a comparison between companies as complex as global container carriers, it is important to be aware of inherent limitations:

Temporal Differences: Surveys conducted at different times may reflect transient issues or improvements. The customer experience captured might be influenced by temporary events such as port congestions or service disruptions.
Sampling Bias: The demographic and geographic distribution of respondents can heavily affect the outcome. A survey of large multinational shippers may deliver different results compared to small-scale operators.
Survey Design: Variances in question phrasing and response options influence categorization into promoters, passives, and detractors, leading to diverse interpretations.

Balancing Data Source Diversity

As evident from the discussion, one must balance between directly measured, verified scores and illustrative examples provided by various industry analyses. While a reported NPS of 33 for MSC paints a highly positive picture based on one recent measurement, the illustrative figure of +12 suggests caution in overgeneralizing. The variation underlines that anyone relying solely on these figures for strategic decision-making should complement the data with updated, comprehensive studies or primary research.

For practitioners in the logistics and supply chain domains, this calls for continuous monitoring of customer satisfaction alongside other metrics such as on-time performance, claim resolution rates, and operational efficiency benchmarks.

Strategic Implications for Shipping Companies

Using NPS for Benchmarking and Improvement

Shipping companies can use insights from NPS studies to benchmark their service performance against established standards within the industry. An upward trend in NPS can be an early indicator of effective strategic changes, such as upgrades in technology or improvements in customer service protocols. Conversely, a stagnating or declining NPS may pinpoint areas requiring urgent operational reforms.

The relative differences in NPS scores among the top carriers suggest that there are definable standards of excellence for each service level. For instance, carriers with scores above the mid-teens are generally seen as meeting high customer expectations, whereas those with lower scores are prompted to undertake targeted interventions to improve reliability and responsiveness.

Customer-Driven Strategies

A key strategic implication derived from these NPS comparisons is the need for a customer-driven approach to service design. Carriers that harness customer feedback can translate insights directly into operational improvements. This can take the form of more transparent communication practices, streamlined booking processes, or enhanced after-service follow-ups.

Moreover, by investing in advanced customer relationship management (CRM) systems and regular training for frontline employees, shipping companies can systematically narrow the gap between expectations and performance. These initiatives not only improve the NPS but also contribute to long-term retention and a more competitive positioning within the industry.

Conclusion

In summary, comparing the NPS scores of the top six largest container carriers reveals a complex picture shaped by data variability, methodological differences, and illustrative versus directly reported figures. While one study indicates MSC achieving a notably high NPS of 33, another set of illustrative data places it at +12, with Hapag-Lloyd, CMA CGM, Maersk, ONE, and COSCO being positioned at +20, +17, +15, +14, and +7, respectively. These scores serve as useful benchmarks that provide insight into customer satisfaction and loyalty, yet they must be interpreted with the understanding that direct, up-to-date data is often limited in the container shipping industry.

For businesses relying on these metrics, the priority should be to pursue updated research and verify the numbers through direct engagement with the carriers or specialized market analyses. This multi-faceted approach ensures that decisions are based on comprehensive, real-world data rather than solely on illustrative examples. Ultimately, while NPS is an important tool for measuring customer loyalty, its greatest value emerges when it is contextualized within broader performance metrics and aligned with strategic operational goals.

References

How do container carriers improve customer satisfaction?

What factors influence maritime logistics NPS scores?

Best practices in customer loyalty for shipping companies