Verdict: The Goldman Sachs Group, Inc. shows early-stage public customer-centricity evidence, scoring 5.0/10 in this automated assessment of publicly available material. Customer language and some CX programme references are visible in public communications, though measurement transparency — specifically the publication of a named customer satisfaction metric — is absent. This report is based solely on publicly available evidence — internal programmes not reflected in public documents are not captured.
C
5 / 10
Moderate — some evidence, no metrics
Scorecard
💬Customer language
3 / 3
Customer language appears consistently across multiple pages and investor materials, signalling that serving customers is a named organisational priority.
🔄CX programme evidence
1 / 3
Some CX programme language detected, though it appears in passing rather than as a strategic commitment.
📊Measurement proof
1 / 3
A customer satisfaction metric is referenced but the evidence is thin — the metric name appears without context or programme detail.
🤝Commitment depth
0 / 1
No specific evidence of executive-level accountability for customer satisfaction outcomes in public materials.
Overall score
Score of 5.0/10: the company demonstrates early-stage customer-centricity signals. The gap to a score of 5+ is typically bridged by publishing a named customer metric and adding explicit programme language to the website.
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What The Goldman Sachs Group, Inc. is doing well
The Goldman Sachs Group, Inc. references customer satisfaction or feedback in its public materials, suggesting that customer outcomes are tracked internally. This provides a credible foundation — the next step is to surface that evidence publicly.
Customer language features in the company's communications, including website copy and investor materials. The tone suggests customers are considered a genuine priority rather than an afterthought.
What is missing
No specific customer satisfaction score (NPS, CSAT, or similar) is published in any reviewed material. Publishing a named metric with a score is the single highest-impact change available — it alone would move the overall score by 2–3 points and place the company in the top quartile of this benchmark.
There is no clearly visible description of a closed-loop customer feedback process. Explaining how feedback is collected, who reviews it, and how it influences decisions would add meaningful CX programme evidence and move the score into the 5–6 range.
Analyst implication: The Goldman Sachs Group, Inc. has the early ingredients of a customer-centric company. A targeted update to its public communications — publishing an NPS score and describing the feedback loop — would move the grade from 5 to 6+ and position it as a credible customer-led business.
How The Goldman Sachs Group, Inc. could improve its ranking
Publish a Net Promoter Score in the next investor update or on the About Us page. This is the single most impactful change: companies that cite a specific NPS score score 2–3 points higher on average in this benchmark.
Add a 'How we listen to customers' paragraph to the corporate website. Describing the feedback cadence, who reviews results, and one example of action taken demonstrates that customer listening is operational, not aspirational.
Suggested website text
Want to improve this grade?
See what world-class customer-centricity looks like and what changes would move the needle for The Goldman Sachs Group, Inc..
Recommended copy · About Us page · Net Promoter Score version
Customer Experience is a Strategic Priority: We do more than collect feedback — we act on it. Our closed-loop feedback discipline ensures every client voice drives measurable improvement across our products and services. We measure customer loyalty using the Net Promoter Score (NPS) and are committed to sharing our progress publicly as part of our transparency commitment.
💡 Why this improves your score: Adding the actual NPS number (e.g. 'Our 2025 NPS reached 72') would award T3c (+2 points) and significantly improve The Goldman Sachs Group, Inc.'s Customer Test ranking. This single addition could move the grade from C to B.
See full scoring methodology →
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