I led the “Developing Customer-Focused Metrics to Drive Your Customer Experience (B2B)” Unwound Sharing Session at last week’s CXPA Insights Exchange. This was a session where participants shared what’s working for them.
As we shared our best practices, one member pointed out how we were all focusing on metrics – questionnaire-based responses from customers. And sure enough, most of the debate revolved around whether to use Net Promoter Score, the Loyalty Index, satisfaction, or another survey-based metric. This makes sense – we often have a budget for this type of work, and this is one of the few areas where the customer experience team may actually have some control. So it’s what we typically use to gauge how our customer experience is doing.
And what’s wrong with that? Nothing by itself. Except that these measurements can feel disconnected for your teams that are trying to deliver a great customer experience. Telling teams to improve their Net Promoter Score is equivalent of telling managers to make their employees happier. Both are good goals, but neither gives any direction about how to do it. Read more