Measure to Action
From Measurement to Action
In this article, we draw on experiences from a number of the companies we work with at nps.today. What they have in common is that they work seriously and purposefully with CX as an integrated part of their business. Along the way, we share concrete examples of how they have made CX operational in practice. You can read even more about the companies and their experiences via the links in the article.
Why CX only creates value when it becomes part of everyday work
Customer satisfaction is highly prioritized. NPS measurements, surveys and feedback have become standard. Even so, far from every organization gains real business value from its CX efforts. The problem is rarely a lack of data. It is a lack of action.
Because even though the potential is well documented and even small improvements can have a significant impact on the bottom line, value is only created when insights are not just reported, but become part of daily operations.
Create the most direct path from insight to action
Action is everything. Traditionally, CX has been organized as an analytical exercise: you measure, analyze and report. Often quarterly. The intentions are good, but the value fails to materialize.
We recognize that pattern from many of the companies that contact us. The data is there, but the link to daily operations is missing. With operational CX, it is different. Here, feedback is used to activate the organization and create action.
At nps.today, we think of “action” in three levels: react, retain and transform. We do this because the business potential of CX goes far beyond responding to dissatisfied customers. Some situations definitely require a quick response, but the long-term perspective also needs to be considered. For example, Customer Pulse measurements over time can point to patterns in the relationship that need to be addressed in order to retain customers and develop relationships. Larger, strategic changes may also come into play when trends across many feedback signals point to improvements in products, processes and customer experiences at scale.
For our customer, Momentive, CX has become an operational part of the way they work with sales. Here, customer feedback lands directly in Salesforce via their setup with nps.today. Feedback does not need to be extracted and analyzed, but becomes an active part of the sales and customer processes. As one of their responsible stakeholders puts it:
“We have gone from measuring customer satisfaction to actually being able to act on it in our daily work.”
The distance between insight and action becomes shorter. With CX linked directly to sales, in Momentive’s case, Salesforce, the team receives direct feedback and can optimize the sales process, so that input helps increase win rate, strengthen the dialogue in the pipeline, understand where sales lose momentum and create a better basis for winning and developing customers.
Member and customer focus integrated into the business
Customers rarely leave a company because of one bad experience. They leave because problems are not handled. This is where the difference arises in practice, and our customer EGN understands this. They respond to dissatisfaction, but they also continuously adjust their interaction with members so that it matches members’ needs and strengthens the relationship.
EGN, a membership organization, actively works to identify dissatisfied members and follow up before it is too late. Workflows in nps.today automatically route feedback to the right people and ensure quick follow-up. Action is taken while the relationship can still be saved.
“We can respond to dissatisfaction while the customer is still there – not only once they have left.”
Retention therefore becomes not only something you measure retrospectively. It becomes something you influence in real time.
But it does not stop there. A more nuanced and precise view of the member journey led EGN to change the rhythm of which meetings they hold with members and when. At the same time, increased insight into members’ needs influenced the content of the meetings. The work with CX has become more strategic and provides input for improvements that strengthen collaboration with members. With feedback linked to action, the organization is equipped to make a wholehearted effort to ensure that member focus becomes an integrated part of the business.
Stronger collaboration and greater motivation through insight
Several of our customers tell us how employee motivation increases and collaboration and knowledge sharing are strengthened when insight is easy to access and act on.
OK, which was already strong in customer service, has found that ongoing real-time pulse measurement makes it easier to share experiences across teams.
“The individual team leaders know more about what works and where things are slipping, so the sparring between them has become more precise and useful.”
At IDA, the conversations across the desks in member service have also changed now that the NPS results are available to everyone in real time. Easy access to feedback has become a shared way to learn.
“Before, there was a 24-hour delay, and by then you have moved on. Now the results arrive immediately. If we were scoring poorly, that might be a different matter, but now that we are scoring so highly, currently at 81, we are constantly reminded of how happy the members are. It is self-reinforcing. People also often share across the desks when a funny or encouraging comment from a member comes in. It can lead to some good conversations, and in that way we become smarter together about what good member service is.”
Bring the customer's voice into the organization
The sum of the experiences customers have with the company creates the brand. Campaigns can support it, but it is in the relationship with customers that the brand gains weight. And this is where loyalty is built. Loyal customers are far more likely to recommend and repurchase.
What the companies we work with have in common is that they actively bring the customer’s voice into the organization – not only in reports, but in the daily work. When you give your customers a voice into the organization through feedback solutions, you always have your finger on the pulse. Attention to Customer Pulse, as we call it, enables you to continuously adjust your efforts throughout the entire customer journey. Across many feedback signals, you can fine-tune the business and target initiatives to further strengthen brand and loyalty.
Air Greenland uses ongoing feedback, through their CX setup with nps.today, to improve concrete experiences across the customer journey.
“Measuring is one thing, but we also need to build an understanding of why customers answer the way they do. And we need to make adjustments that show our customers that we listen and that we make an effort to meet their needs. That is why all three elements – measure, understand, act – are equally important to our vision of being able to work purposefully to create good experiences throughout the entire customer journey.”
This makes CX something that is not only measured, but also felt. The brand is shaped and strengthened not only in marketing, but in every single customer interaction.
How to make CX part of operations
Looking across the companies that succeed in making CX operational in practice – such as Momentive, LEMAN, Air Greenland and EGN – a clear pattern emerges.
- Feedback is available where value is created – in marketing, sales, onboarding, delivery and service.
- An “always-on” customer radar collects and uses feedback in real time.
- The organization works from the same insight and can act faster across teams.
- Feedback is linked to action that delivers concrete improvements.
These are exactly the principles we at nps.today support in practice. This is where the difference between measurement and value arises – and this is where our customers succeed where others often get stuck.
Take the next step with CX
If you work with CX today but results fail to materialize, the obvious next step is not necessarily to measure more, but to look at how you use what you already know.
A good start can be to bring the following questions to your next internal meeting:
- How quickly do we respond to dissatisfied customers today?
- Where in the organization does our customer feedback live – and is it being used?
- Is CX part of our daily workflows – or something we look at from time to time?
- What specifically happens when we receive new insight?
The answers often give a clear picture of how close you are to working operationally with CX.
If you would like to discuss how you can take the next step and what it will specifically take to make CX part of your daily operations, we at nps.today would be happy to have a no-obligation dialogue based on your situation.
On our website, you can also dive into our customer cases or download our playbook for operational CX for concrete examples and inspiration.
NPS - FAQ
How does CX create real business value?
CX creates real business value when customer insights are turned into concrete action in everyday work. It is not only about measuring customer satisfaction, but about using feedback actively across sales, service, onboarding and customer dialogue.
What does operational CX mean?
Operational CX means making customer experience and feedback an integrated part of daily business workflows. Feedback is shared with the right teams in real time, enabling the organization to respond faster, retain customers and improve processes.
Why is it important to move from measurement to action?
Moving from measurement to action is important because customer data only creates value when it is used. By acting on feedback, companies can reduce dissatisfaction, strengthen loyalty, improve the customer experience and achieve better business results.