3 Most Common CX Metrics Questions (And Their Answers)

Customer experience (CX) metrics are a CX program’s bread and butter. NPS, CSAT, and CES have historically been the main tools every program utilizes to have a systematic way of establishing a voice of customer (VoC) source and leveraging those findings to improve customer experiences. But it’s not easy—a CX metric score alone can’t create transformation.

CX metrics aren’t one-size-fits-all. Certain CX metrics are more fitting for specific industries—and even then your brand might not need to use the same metrics as your direct competitors. Case in point, there’s no one golden method to measuring CX metrics, which is actually why many businesses struggle to create a success framework. 

In our decades of experience helping brands to build programs (and the success frameworks that accompany them), we’ve noticed there are a few common obstacles companies face. Here are the three most common CX questions we get all the time: 

CX Metrics Question #1: What Metrics Can You Use to Determine Industry and Organizational Maturity?

Before you can answer this question for your company, there are three things you should answer first:

  • Are you measuring a customer experience—and is it satisfaction or NPS—or a metric that aligns with the goal you have?
  • What are you doing with it? How are the metrics of field services, retail, call-center, first-contact resolution, etc. used?
  • From an employee perspective, are you doing something beyond a basic employee engagement study? Or do you have an employee pulse metric by division, region, or queue?

There’s no one-size-fits-all metric that determines maturity—and should there be? Instead, you need to focus on where your company is on the journey toward your specific goals. Success, then, is determined by how close you are to achieving that goal, instead of a set of objective metrics that may not even relate to your business.  Truly mature organizations are aligned on specific business goals and have metrics directly attached to those individual goals. They frequently check in on those metrics and take action to move the needle and tie that success back to their experience programs.

CX Metrics Question #2: How Can You Tie Metrics Directly to CX and VoC Programs Versus Other Internal and External Factors?

The important thing is to look at your organization and how they talk about success—and learning to speak that language. Are you a finance, operations, or retention-focused organization? And how are you integrating operational, technical, and financial data with customer survey data?

Organizations that are technically or engineering focused often look for an extreme amount of precision. But survey data doesn’t always lead to one answer—or the answer you expect. The real question is, “how do you pull information together and communicate that collectively?” As much as the mathematical connections are crucial, so are the practical ones.

Ultimately, metrics can be tied either statistically or practically, but the latter is much more realistic for a business. For example, the broader benefits when enabling an entire organization is hard to quantify but there could be specific benefits your program has contributed to make a project more successful. Maybe the insights your program provided can take accountability for 10% of the project’s effects. Then you can say, “it wasn’t all from our VoC or CX program but we get credit for that 10%.”

Want to learn about the 4 areas where we see CX practitioners tie their efforts to the bottom line most successfully? Check out this infographic!

CX Metrics Question #3: When It Comes to Survey Analysis, What’s the Best Practice to Analyze Which Attributes Are Affecting NPS?

Let’s say your organization leadership is focusing in on NPS—where you are, what drives it, and so on. So, you try structural equation modeling, key driver analysis, or heavy duty analytics. That approach is equatable to killing a mosquito with a sledgehammer. Instead, you want to break methodology down to core factors—using statistical analysis or text analytics—to see what themes come out and categorize them according to where your organization is.

Now, at an executive level, you might not want to communicate the “R-squared” of the modeling. Usually, executives just want answers to the questions, “what’s driving NPS?” and “what should I do with it?” Your job is to articulate the answers in a clear and simple way throughout the organization. That will drive your success from the top down. But of course, you should still have in-depth analyses prepared in your back pocket if you encounter someone who is statistically oriented.

Wrapping Things Up

You probably still have a bunch of questions of your own. Like, “what are the best practices to make sure you’re appropriately capturing feedback across the customer journey?” Or, “how do you focus on the experiences that make the biggest impact to the bottomline?” 

If you’re looking for more resources and insight into CX metrics and ensuring your CX program delivers business value (ROI) to your organization, watch this webinar with third-party analyst firm, Forrester, to learn the answers.

3 Tips to Bridge the Gap Between Your CX Team & C-Suite

Oftentimes, the c-suite and the customer experience (CX) or customer success team live on the same planet, but almost in separate countries—they simply speak different languages. The former is interested in counting dollars and profitability and the latter with measuring metrics. So how should a CX practitioner go about bridging that gap in communication? How can you take the invaluable insights your CX team is discovering and translate it into meaning that executives will understand and act on? 

We know that customer experience can be a tough sell—after all, your business has so many priorities! Proving that your CX program has direct ROI and impact on your bottom line can be nebulous at best. But when your CX team has the c-suite’s backing, many organizational walls are broken and it becomes easier to demonstrate the insurmountable value that a successful CX program produces for a business. To help your brand along, here are three essential tips to close the gap between the C-Suite and CX teams.

Tip #1: Break Down Metrics

Metrics are core to any CX program—whether it’s NPS, CSAT, CES, etc. The challenge is how do you present those metrics in a way that makes executives regard them as crucial data points? At InMoment, we start with an approach we like to call the “Solving for X:” take your executives through your business objectives and what you’re truly trying to solve for customers. Then put it under categories like customer acquisition, customer retention, cross-sell and up-sell, cross-savings, etc. By parsing out the problems your team is solving for, you can show executives how they map onto the customer journey. And eventually, how those metrics directly inform the important touchpoints in that journey.

Tip #2: Tell Stories

Beyond all the data, numbers, and statistics, there’s a human customer at the heart of your CX program. So how do you get executives to see and empathize with the customers they don’t interact with on a daily basis? Stories, stories, stories. It can be a customer story, verbatims, videos, etc., but the point is that storytelling connects humans together—and it can do the same with your customers and executives.

And it doesn’t have to stop at just customers. Employees play a significant role as customer experience providers, especially as frontline ones. Getting executives to understand a day in the life of frontline employees or customers can shift their perspective on how your program is adding value to the company. It’s easy to latch onto numbers as concrete evidence, but stories can make the numbers come alive.

Tip #3: Use Small, Real Money Examples

When you’re presenting a business case, the goal shouldn’t be complexity. Even the most simple of cases can prove to be a persuasive argument. For example, let’s say there’s a rental car business that sells at airports. What if we could save one customer per month at each of the top airport rental locations? If you multiply that customer by ten and then by hundred, that’s millions of dollars of value saved. So asking small questions like that can be a huge game changer in how your executives understand the value in a successful customer journey.

Building a Strong CX Foundation with the C-Suite

Luckily, your relationship with executives is an ongoing one. Which means there will be countless meetings and presentations, and most importantly chances to learn to speak in the C-Suite language. Each conversation is an opportunity for your CX team to prove that CX value and business value is one and the same. So don’t be devastated if it takes a few swings. Fail and adjust your strategy for the next meeting.

And when you’re looking for a boost of confidence and CX expertise, watch this webinar: Eric Smuda (Principal, CX Strategy & Enablement) speaks on Translating CX Value into the C-Suite’s Language.

The Employee & Customer Experience Improvement Framework You Need in 2022

Every holiday season, we at team InMoment like to look back and reflect on what we’ve learned about employee and customer Experience Improvement, and then put those top learnings into a “cheat sheet” of sorts for our readers. And let’s be honest, that refresher is exactly what we all need after the holiday break.

So, are you looking for some inspiration to start your experience mindset off on the right foot in 2022? You’ve come to the right place!

The Continuous Improvement Framework

Your Path to Employee & Customer Experience Improvement Success

The key to a successful experience program is to move beyond merely monitoring employee and customer feedback. Instead, experience professionals need to focus on using that feedback to inform action plans. Customer narratives are a goldmine for companies looking to eradicate superficial and deep-seated problems. Their feedback allows you to identify issues, define remedies that positively impact the bottom line, and ultimately create more meaningful experiences.

Brands can achieve all of this by sticking to a simple, five-step framework that we call the Continuous Improvement Framework: define, listen, understand, transform, realize.

Continuous Improvement Framework for employee and customer Experience Improvement

Step #1: Design

When folks start up their employee and customer Experience Improvement programs, they’re often tempted to start listening right off the bat. However, it is absolutely essential that experience professionals design their programs before they launch listening posts. 

Here are some notes from InMoment expert Andrew Park on the subject:

“Listening to customers is obviously an integral part of any well-built experience program, but it isn’t enough on its own, especially when brands don’t truly know what they’re listening for. Listening broadly can be helpful, but far more useful is the capability (and the willingness) to listen purposefully.

There are mountains of data out there, and the only way for companies to own the moments that matter (when business, customer, and employee needs intersect) and thus achieve transformational success is to figure out how to listen purposefully. That’s why it’s important for brands to design their experience program’s goals, objectives, and other factors before turning the listening posts on.”

Want to read more from Andrew? Click here to access “Why ‘Just’ Listening to Your Customers Isn’t Enough”

Step #2: Listen

Now that you know what you’re listening for, you can start setting up your listening posts. And whenever most of us think about employee and customer listening, we tend to also think about surveys. But what are the best practices and philosophies successful listening programs follow?

Here’s Andrew Park again:

“Traditional forms of listening usually involve long-winded surveys that focus on single points within brand channels. These surveys may also take a spray-and-pray approach, asking about everything the brand cares about—but that customers may not. Finally, brands may also spend too much time focusing solely on solicited customer feedback, which results in fragmented data. Fortunately, brands can be more versatile when it comes to collecting feedback.”

Want a succinct look at how to achieve meaningful survey listening? Get the four steps you need to follow in “How to Achieve Meaningful Listening Through Surveys”

Steps #3: Understand 

You’ve collected data at strategic touchpoints using best practices. Now it’s time to leverage analytics to get to the actionable insights in your data. That’s when text analytics come into the picture. 

Text analytics are vital to your brand’s ability to understand your customer and employee experiences. You can have listening posts across every channel and at every point in the customer journey, but if you don’t have the best-possible text analytics solution in place, your ability to derive actionable intelligence from that data is essentially moot. And your ability to create transformational change across the organization and drive business growth? That’d be a non-starter without effective text analytics. Without them, all you have is a score, not any context or information on what actually went well or needs improvement.

It’s obvious that text analytics are vital, but in an industry full of jargon, claims about accuracy, and a huge amount of conflicting data, how can you tell what solution attributes will be the best for your company?

Learn everything you need to know about text analytics in this eBook.

Step #4: Transform

In our experience, we’ve found that the hardest step for programs to conquer is going from insights to action—and therefore, to transformation. This is also arguably the most important step on the path to employee and customer Experience Improvement. 

Transformation is an important step of the process not just because brands can actively improve themselves, but also because it’s what your customers expect is happening. Customers wouldn’t provide feedback if they didn’t expect brands to do something about it, so bear this in mind when working toward providing the best experience for them.

So how do you go from insights to transformation? Learn the process in this article.

Step #5: Realize

This is what you’ve been building toward all along: realizing employee and customer Experience Improvement. But what does true success look like? How do you prove it to your business stakeholders? 

Here are some thoughts from InMoment XI Strategist Jim Katzman:
“Realizing success occurs when you can evaluate how well your program is hitting goals and when you can quantify the results. Even if you don’t hit a homerun against all your goals, evaluating what you have achieved—and what you haven’t—still gives you a great idea of what exactly about your program might need tweaking.

There’s another, more profound way to evaluate your experience program’s impact on the business, and that’s through the lens of four economic pillars. The handy thing about our model is that it’s broad enough to be of use to any company regardless of size, brand, or industry while also giving experience practitioners a foundation from which to evaluate additional financial metrics.”

Want to learn about the four economic pillars and other ways to quantify program results? Read Jim’s full piece here.

A World of Possibilities

With the right mindset and a proven framework for success in place, the possibilities for your employee or customer Experience Improvement initiative are truly endless this next year.

With that, we’d like to say happy holidays from our team to yours!

Three Steps to Align Your CX Program Goals with Business Initiatives

Has your customer experience (CX) program matured or just begun? Or is it somewhere in the middle? No matter where you’re at, CX program goals need consistent tweaking to be aligned to greater business initiatives. And with the proper alignment, your company can drive better decisions that will positively impact your customers, employees, and bottom line.

In our recent experience forum with Forrester, Goldilocks and the CX Paradigm: Too Little, Too Much, Just Right, we broke down the mystical process of melding a program and business together to work in harmony. It starts with three important steps:

Step #1: Develop a Strategic Plan

Okay, maybe you’ve been thinking, “this program’s been in the game for years, what do I do now?” or “I don’t even know where to start.” Do yourself a favor and take a step back. 

To develop a strategic plan, you need to zoom out so that you can focus on the overarching CX program goals that matter. What’s your company’s vision and how can this program play a key role? When you first identify the big-picture mission, the smaller decisions become easier. And then you can start to set trail marker goals that’ll push you towards the finish line. This will only work, however, if the CX goals you create are practical ones. Goals that are too aspirational will inevitably cause your business to lose organizational efficacy and buy-in. Make sure anything you set your program for is actually achievable. Remember: Quick wins build momentum for major buy-in in the long run.

Step #2: Establish Customer, Employee, and Stakeholder Essentials

Just because developing a strategic plan is step one doesn’t mean you’ll never have to revisit that strategy down the road. Your plan will need to continuously adapt according to several factors. Namely, who are your customers, employees, and stakeholders?

To flesh these core groups out, try analyzing the trends in your market from both global, regional, and local perspectives. What benchmarks does your CX program need to meet to stand against competitors and how will that fit into your company’s business plans? If that’s still not enough information, it’s also useful to look at how your specific industry (in terms of CX maturity) is evolving. Some industries are in the early stages and some have a long-established history. And that history makes a difference. 

Gathering these broader insights into the industry and market will help you to realize realistic goals and give better direction on how to move your CX program forward.

Step #3: Design & Assemble CX Leadership

You can’t have CX program goals without a CX team. There needs to be dedicated leaders consistently working on customer experience as your business initiatives and the business world changes over time.

One might think, “Why don’t I just have a few CX experts figure this out?” And you should let your CX pros do what they do best. But when customer experience exists in a vacuum, it ignores one crucial reality. Customer experience programs should be owned by and should encompass all parts of a business because it informs all parts of the business. Your program needs to be cross-functional to be truly successful and aligned with big-picture business goals. The more experts from various departments you bring in, the greater the perspective and outcome. The ideal CX leadership doesn’t look like a single team—it looks like multiple teams overlapping. .

If you’d like to learn more about aligning your CX program to business initiatives and how that helps you prove ROI for your initiatives, watch our recent Experience Forum with Forrester VP, Principal Analyst Maxie Schmidt-Subramanian here.

4 Reads That Will Help You Prove CX ROI

At the end of the day, investing in customer experience (CX) is about more than just the score. Sure, it’s great to see a boost in CX metrics like NPS, CSAT, and CES, but what really drives impact? Creating tangible value for your business—and that means proving that sometimes elusive CX ROI. 

Historically, CX practitioners have struggled to assign a dollar amount to the value of their programs. And if that sounds familiar to you, that’s okay! Throughout our decades of experience helping the world’s top brands craft memorable, business-powering Experience Improvement (XI) programs, We like to call them the four economic pillars of customer experience (or the four pillars of CX ROI for short).

Curious about the pillars and how they support a foundation of bottom-line value? Look no further! We’ve packed this blog with information on each pillar, examples of programs who have found success in that area, and assets you can leverage to mirror that success in your own program. Let’s dive in!

Four Ways to Prove CX ROI (and Assets That Show You How)

  1. Customer Acquisition
  2. Customer Retention
  3. Cross-sell & Upsell
  4. Cost Reduction

#1: Customer Acquisition

A well-built voice of customer (VoC) program enables organizations to anticipate what new customers are seeking in a brand and thus be ahead of the curve. 

For example, a major athletic company sought to capitalize on acquisitions by optimizing its surveys to find new types of customers. By targeting respondents between the ages of 18 and 35 with specific questions, the company was able to understand this demographic and expand to new cities and demographics.The practitioners who ran this initiative were able to prove CX ROI by tracking the new customer acquisition, increases in unique customers, and market share growth that it generated.

In “Four Customer Experience Tools That Fuel Your Customer Acquisition Strategy,” we highlight four CX solutions you can add to your tool box that will help you bring new customers through your doors. They include Key Driver Analysis, Competitive Benchmarking, Microsurveys, and Multimedia Feedback. You can read the full piece here!

#2: Customer Retention

Organizations should never underestimate the power of service recovery—70 percent of customers who have a situation resolved in their favor will return to a brand, while a 10 percent increase in customer retention can grow a company’s value by 30 percent. Truly customer-centric companies can easily reach and maintain these percentages.

For example, America’s largest cable and home internet provider leverages VoC technology in their regional customer care centers (and are able to prove millions in CX ROI). They discovered that 3% of all respondents requested callbacks, meaning the brand had 1,000 customer recovery opportunities a month (or a whopping 12,000 per year). By combining this insight with customer lifetime value, the company was able to identify $23 million in recoverable revenue—directly resulting from customer retention! 

Our eBook, “How to Improve Customer Retention & Generate Revenue with Your CX Program” is an all inclusive guide to everything you need to know to make your program a customer-keeping machine. Read it here!

#3: Cross-sell and Upsell

Given that it costs 25 times more to acquire a new customer than to retain an existing one, brands stand to gain a lot from finding new cross-selling and upselling opportunities.

Organizations can leverage CX listening tools to identify what about a brand spurs trust and loyalty from its customers and take action to make those offerings even stronger. After all, nearly 50 percent of customers are willing to spend anywhere from 11 to 50 percent more with a brand they feel they can trust.

An example of this is a large cafe group that was able to capture feedback from its existing customer base, analyze their sentiments, and make fundamental menu changes accordingly. As a result, the cafe group saw a noticeable revenue bump that it was able to link directly to their program insights and subsequent menu changes.

Curious how your CX program can help you identify opportunities for cross-sell and upsell? Check out our white paper, “Understand and Predict Your Customers’ Needs with Customer Journey Analytics,” you’ll learn more about understanding your customer journey, identifying what matters most to your customers, predicting customer concerns and behaviors, and how that information helps you to drive business growth. Get your copy here!

#4: Cost Reduction 

Organizations can use CX feedback and employee feedback to both save money within operations and to simplify their provided experience. Are there ineffective processes that are costing more than they’re worth? Eliminating such costs can save companies time, resources, and revenue. (After all, training one employee can cost an average of almost $1,100!)

A top-tier mattress retailer used CX tools to install an exit survey for departing employees, giving them a greater understanding of employee sentiment. After implementing the necessary changes to reduce turnover and new hire training costs, the company was able to establish a clear link between its CX strategy and the ROI it helped to generate.
This infographic, “3 Ways Your CX Program Can Save You Money” lays out three areas where you can cut costs, lower cost to serve, and still deliver the same great experiences. You can access it here!

Four Pro-Tips For Building a Customer Experience Business Case in Superannuation

Like many superannuation funds, legalsuper has had to quickly adapt to increased customer demands in response to legislation change and economic and global events like COVID-19. Like many businesses, legalsuper did its best to adapt to the increase in demand, but knew there was a better way to provide outcomes to its customers. 

The answer? Customer Experience! The business used real-time intelligence to react quickly to COVID-19 demands, which enhanced customer experiences through the pandemic and beyond. 

Elizabeth Swartz, legalsuper’s Manager of Insights and Service Design, shares how her team built a business case for a customer experience platform, and how this helped their brand adapt and evolve to a changing industry.

Pro-Tip #1: Establish Financial Linkage

The most compelling part of the business case was financial linkage. Swartz focused on the value of a customer feedback loop and drew a line back to ROI. She knew if the business could reach detractor customers and recover them from churning, it would help impact legalsuper’s bottom line and make sure members are happy with the service they receive.

Pro-Tip #2: Show the Impact Your Program Can Have by Explaining Top-Line Growth 

Top line growth and increased revenue from an experience management perspective looks like retaining existing customers, finding new customers, discovering opportunities to cut the costs involved with serving customers and establishing sustainable, recurring revenue.

Pro-Tip #3: Describe the Coaching and Performance Impact to Your Call Centre

A CX program can involve real-time insights that help your front-line staff become more efficient. In legalsuper’s case, the business was able to save the contact centre from pulling lists and analysing insights, as this was now done automatically in the platform. 

The Results? Direct and Immediate Business Value

Whilst the program is still new, Elizabeth says that it’s easy to see the value. Every time a new part of the program is implemented, the value is clear right away. Some of the immediate improvements to the business have been:

  • Customer satisfaction scores increased by seven percent, exceeding customer experience targets 
  • Survey response rates increased by 8.5 percent over twelve months 
  • Customer feedback is reviewed and responded to within two business days 

Interested in learning more? Read legalsuper’s full story here: https://inmoment.com/en-au/resource/legalsuper-improves-member-experiences-through-real-time-intelligence/ 

Three Ideas for Showing the ROI of Experience Improvement (Once and For All)

Let’s be frank—establishing a customer experience (CX) program’s return on investment (ROI) is one of the greatest challenges that CX practitioners and the organisations they serve face in the modern experience landscape. 

Did you know, according to Forrester research, only 14% of CX Professionals strongly agreed that ROI from CX is well established in their firm?

Across all businesses, the entire C-Suite leadership team is looking to validate an experience program by understanding: what is the financial impact of my CX investment?

The dilemma we face as CX and EX professionals is that across our organisations people can rationalise the need and function of excellent customer experiences with relative ease. We easily create an “emotional connection” and take the leap of faith that our belief will be true.

However, at a business level, when we are looking to make decisions to invest more in our voice of customer and voice of employee programs, we as CX/EX professionals often struggle to show the return on the CX and EX investment and thus can miss out on further invested funds as the rational minds look to maximise returns on what is tangible.

Here are some suggestions I’ve put together to enable the organisation to be customer centric, but also to understand how that centricity adds value to the organisation beyond “emotional connection”.

First Up: Map Your Program to Economic Pillars

In order to prove business value, it’s essential to draw a line back to economic pillars. Here are a few examples of economic pillars that could be affected by your experience program:

  1. Customer Acquisition. Understand the market environment and changing consumer preferences.
  2. Customer Retention. Address organisational or procedural issues that negatively impact customer experience.
  3. Cross-sell and Upsell. Identify opportunities to expand loyalty and share of wallet within existing customer base.
  4. Minimise Costs. Find areas for achieving greater efficiency, eliminating unnecessary elements.

Next: Understand Your Driver Tree

While the industry conditions and expectations for a CX investment vary from one organisation to another, there are basic ingredients across the board that should be included in your benefits driver tree. 

CX practitioners have a much greater chance of proving financial linkage between CX and ROI if they can demonstrate CX’s ability to increase revenue, decrease costs, and reduce capital.

These pillars are fundamental to how a company’s CEO and CFO manage a business (and how both shareholders and the broader market evaluate a brand’s future viability).

When looking at the wider driver tree there are some more common areas of focus the VoC programs can focus on like a reduction on failure demand costs, a reduction of churn, an increase in tenure and more—see graph below.

Finally: Build Your Financial ROI Roadmap

To win the minds of your executive leadership team, it’s really important for each listening post (i.e. survey program) to think about the related operational and finance measures already being used by the business and link to those so the program is relevant. In other words, you need a financial ROI roadmap to continually point back to.

For example, your roadmap might include steps to reduce repeat calls or reduce wait times. An in-person brand could be focused on sales, basket size, queue time. For an episode survey like onboarding, it could be increasing product/service uptake or reducing early tenure churn. Your organisation already has success metrics that it’s focused on. Find out what these are and draw a link.

Focus where you can on cost saving assumptions first, as these models are typically easier to defend than revenue based models (e.g. reducing churn, increasing share of wallet, increasing average tenure or LTV). They generally require less calculations, less assumptions, and less time to prove an impact. For example, failure demand—where you identify the issues that drive avoidable contacts into the organisation—can be much quicker to identify and act upon. Empowering frontline teams to deliver better outcomes, increasing engagement and reducing staff attrition (or turnover) is another. But something like proving the multiplier effect on acquisition (so how WOM drives new business) is often a lot harder.

For more ideas on building a business case for your CFO (or anyone else!) check out this guide of our most frequently asked questions.

The Holy Grail of Experience: How Your CX Program Can Prove ROI

Every brand wants to crack the code to prove a skyrocketing customer experience (CX) return on investment (ROI). But obtaining stellar ROI is not a simple process, especially if businesses can easily become discouraged when it seems as if their CX programs aren’t producing the amazing results they expected. That’s why some consider it the “holy  grail” of customer experience! But proving the value of your CX program shouldn’t be a process that starts only after the work is done; to successfully show the value of your efforts, you need to consider how you plan to prove ROI from the very beginning. 

Additionally, it’s important to first recognize that the factors impacting ROI cannot be understood linearly. Every department within your company has a different perspective on how their area of the business affects ROI. This makes measuring ROI by customer experience not so straightforward. Your business needs a holistic view of your brand, customers, employees, and the market to drive ROI successfully. 

Here are three tips based on our eBook, “Five Steps to an ROI-Focused CX Program,” that will help your company build a CX program that directly increases revenue. Let’s get right into it!

  1. Design with the End in Mind
  2. Understand Your Customer
  3. Tailor Employee Behavior

Tip #1: Design with the End in Mind

Designing an experience for customers means not just meeting the present need, but the future one as well. This means optimizing the customer journey by adapting to what customers want—even if your business had never considered those ideas before. 

Your company needs to be ready to remove from, add to, and revise its CX program overtime. For example, our eBook 2021 Digital Customer Experience Trends Report, discusses how digital has been a trend in America and Canada long before the pandemic. The main point is that digital will stay relevant after the government removes restrictions, so businesses need to prepare for the future of digital customer journeys. 

As you already know, your CX program is a powerful tool. When your brand designs with careful attention to the intelligence informing you of incoming issues in the customer experience, your chances of increasing ROI improve immensely. In fact, one study found that a focus on the buyer’s journey reaps over 50 percent greater return on marketing investments than those that don’t. 

Tip #2: Understand Your Customer

Actionable intelligence stems from all kinds of sources and each type of data can contribute to your company’s overall knowledge of your customers. From CRM, to VoC, to loyalty, financial, transactional, and beyond, don’t underestimate the value of tons and tons of diverse information. 

By taking advantage of various data channels, Hawaiian Airlines was able to gain a deeper insight into their customers’ experiences. “InMoment appends upwards of 300 customer-specific data points to each response. As a result, Hawaiian Airlines understands the impact that seat location, aircraft type, departure time, delays, food, flight crew, stops, travel history, and other variables play in each customer experience. This extremely detailed analysis enables Hawaiian Airlines to understand trends and pinpoint the exact factors most likely to have significant impacts on customer satisfaction.”

The combination of CX, market experience (MX), and employee experience (EX) data gave Hawaiian Airlines the holistic viewpoint it needed to direct its CX Program towards greater business outcomes. And that’s the key! The right data can be a customer experience game changer and lead to better business performance.

Tip #3: Tailor Employee Behavior 

Now that your brand knows its customers, it can train employees to accommodate them according to their specific needs. Employees are often the most crucial contact point with a customer because they act as company representatives. What customer would stay loyal to your brand or purchase anything if they encounter an employee who fails to meet their standards?

This case study shows that there was a growth in NPS when the business conducted behavioral initiatives instead of primarily focusing on operational improvements. The data tells the truth! By involving employees your brand learns not only about the employee experience but the customer experience through their lens. When both business and employees work in tandem your CX program reaches a higher potential to increase ROI.

We just explained three tips to capture more revenue through customer experience, but there’s more! Read this eBook that goes over five essential steps on how to focus your CX Program on ROI.

The Wrong Way (and the Right Way) to Grow a Customer Experience Culture

In a post-COVID landscape, businesses across the board have struggled to adapt to evolving customer expectations and, therefore, to keep their focus on a customer experience culture. Some have adapted brilliantly, like Foodstuffs and New Zealand Post. Others, not so much.

Looking to the future, we know there is a certain level of change we can expect, and many of these are outside of everyone’s control. Sometimes, this will involve macro factors like economics, politics, or market trends, and sometimes change will involve micro factors like the demands from a new customer segment or employee health and wellbeing. If brands don’t respond to these factors, chances are, they will disappear.

While there are many things we can’t change, there are two things necessary for a customer experience culture that brands can control:

  1.  Establish loyal raving customers
  2.  Make sure your employees are highly engaged 

This blog is all about the second factor within our control: making sure your employees are switched on and delivering excellent customer service. We know this will in turn affect revenue, retention, and growth.

According to Diane Gherson, head of HR at IBM, employee engagement drives two-thirds of her company’s client experience scores. That proves what Gherson and her team knew intuitively: If employees feel good about IBM, clients do, too.

Transforming Employee Culture: The Wrong Way

InMoment’s Thomas Lorenzo, Sales Director of New Zealand, tells us his point of view on transforming employee culture to be customer-centric. 

Did you know that employee engagement has more of a connection with customer satisfaction than sleeping pills have on reducing insomnia? It’s true:

SLEEPING PILLS & IMPROVEMENT IN INSOMNIA: R = .30

EMPLOYEE ENGAGEMENT & CUSTOMER SATISFACTION:R = .43 ¹

Many businesses make the mistake of relying on external data alone to inform their decisions, which trickles down into employee culture. You might know of a brand who is always trying to match what competitors are doing, digging into market data to solve business challenges, and ultimately looking outside the business for the answers. 

While these factors definitely have a place, relying on this external data alone isn’t the only way to inform your business decisions. By doing so, your employees are likely to feel disengaged and unmotivated. If employees are not brought along the journey, this could lead to big problems for culture. 

So, What is the Right Way To Transform Employee Culture?

The answer to an engaged workforce is to use a combination of data and employee listening. Employees are the lifeblood of your business; therefore, it’s essential to ensure their experiences receive as much attention as customer experiences. To get the most out of your employees, you need to understand their needs and desires including purpose, growth, and satisfaction. Employee feedback is an important part of the data puzzle, and it’s essential to delivering excellent customer experiences.

The data around employee engagement and its impact on revenue has been growing. The Harvard Business Review reported that 71 percent of businesses surveyed ranked employee engagement as “very important” in achieving overall organisational success. Additionally, companies with high employee engagement scores have twice the customer loyalty of companies with average employee engagement levels. 

These results reinforce that the success of employee engagement is measured not just by satisfaction scores, but also employee desire to provide a better experience. Employees are people, and people have an innate desire to engage in meaningful activities. It’s no surprise that employees who are invested in the experience of their individual customers not only create a better experience, but engender loyal brand advocates

Paying Attention to Listening Posts and Taking Action

Listening to market, customer, and employee data together is the best way to make informed decisions in an ever-changing business landscape. All of these play an important role in informing the complete picture of the customer and employee journey with your business, and highlight points in the journey that need to be improved or innovated to stay competitive.

Customer Experience Culture Begins with Employees

To learn more about transforming employee culture which in turn changes the employee experience for the better, we recommend that you take a look at this paper “Better CX Begins with Employees”.

4 Success Stories from ROI-Focused CX Programs

It’s easy to get hung up in the metrics when it comes to customer experience (CX). In fact, terms like Net Promoter Score (NPS), Customer Effort Score (CES), and Customer Satisfaction Score (CSAT) have become synonymous with traditional CX initiatives. But in this modern era, focusing on the score isn’t enough to move the needle. Today, the initiatives that are most successful are those ROI-focused CX programs that zero in on business outcomes. 

At InMoment, that is exactly the kind of program that we help our clients to design. In fact, in the recent report, The Forrester Wave: Customer Feedback Management Platforms, Q2 2021, our clients praised us for our “partnership and focus on delivering outcomes…[and] gave InMoment exceptionally high marks for enabling the ability to show the business impact and ROI of CX.” 

This is our mission, to help our clients improve experiences at the intersection of value—where customer, employee, and business needs come together. Ultimately, our clients are able to move the needle and go beyond managing their experience to actually improving it. With the right intelligence, businesses can empower the right people to take transformative, informed action in the most effective ways and drive value across four key areas: acquisition, retention, growth, and cost reduction. In other words, better results for the business and better  experiences for their customers and employees.

In today’s blog, we’ll walk you through four success stories from our clients who are moving the needle for their business. Let’s take a look!

Success Story #1: America’s Largest Cable and Home Internet Provider 

In an attempt to limit customer churn, a telecom giant partnered with InMoment to identify at-risk customers and immediately reach out to understand the issue and retain their business. The company installed InMoment’s customer listening technology within several of its regional customer care centers to enable immediate feedback following each interaction. 

Customers who give negative responses are asked if they would like to speak with a manager regarding their issues. Using real-time alerting, managers are notified of customer callback requests immediately. Three percent of all respondents request a callback, totaling 1,000 customer recovery opportunities each month (12,000 per year)

With the average cost of a triple-play package (phone, cable, Internet) being $160 per month, the average annual value of each customer is $1,920. Using this formula, InMoment presented the company with the opportunity to recover $23 million in annual revenue by implementing a streamlined process for identifying and rescuing dissatisfied customers.

Success Story #2: North American Fast Casual Giant

A fast-casual restaurant brand that has become a household name with it’s unique blend of quick, convenient service and mouth-watering menu items has seen tremendous success with it’s CX initiative. Since partnering with InMoment to get a better understanding of their experience and where they can take effective action to improve it, their OSAT score has increased by 34%. Additionally, the brand saw 4% revenue growth in just one year after implementing their new solution!

Success Story #3: Tesco

Tesco—a mammoth multinational grocery and general merchandise retailer—knows its customers want more than just a mundane, transactional grocery shopping experience. So it works to create a unique shopping experience for its customers by encouraging its 330,000 employees across the UK to give a little bit extra through a programme called, Every Little Helps. With this mantra at the core of the company’s mission, Tesco has grown to become the fifth largest retailer in the world with £48 billion in annual revenue and 7,300 locations in 10 countries.

Success Story #4: TELUS

Leading the telecommunications industry, TELUS is Canada’s fastest growing telecommunications company with more than 13.1 million customer connections. Whether it be personal, business, health, or security oriented, TELUS offers a full scale of innovative telecommunication products and services. To continuously improve their customer experiences, the brand partners with InMoment and focuses on and ROI driven strategy.

In just 18 short months, TELUS saw a $1 million dollar increase in annual savings, a 100% increase in customer feedback volume, best-in-class response rates, and a 1 in 3 recovery for customers that received a follow-up. Furthermore, by focusing their efforts to reach more customers with proactive recovery, they have seen a $5 million-dollar opportunity in churn reduction. TELUS can expect to see further increases in these areas due to their continuous attention to response trends.

The Importance of ROI-Focused CX Programs

According to third-party research firm, Forrester, 79% of VoC and CX measurement programs do not quantify the business impact of issues. This means that the programs who can successfully prove their value to both the business and the customer are leading the pack. 

Want to learn more about our outcomes-focused approach to experience? Take a look at The Forrester Wave:™ Customer Feedback Management Platforms, Q2 2021 here!

Four Goals for Your Program That Go Beyond Customer Experience Metrics

When it comes to customer experience (CX), a single moment can mean all the difference. And that can be easy to forget when your brand is interacting with countless customers over multiple channels every day. When it comes down to it, however, a moment can mean the difference between a positive or a negative experience—and a boost or a dent in your core customer experience metrics.

For many experience programs, those metrics are the end-all-be-all. Every move they make is with the express purpose of driving those numbers up. At InMoment, we believe that experience leaders should aim higher at goals that go above and beyond typical customer experience metrics. More specifically, we help our clients design programs that target four economic pillars to help them not only improve experiences for customers, boost metrics, and build loyalty, but also to benefit the business where it counts: the bottom line.

Today, we’ll walk you through each of those four pillars and tell the stories of brands who have leveraged their experience programs to achieve those goals. Let’s get to work!

The Four Economic Pillars of CX

  1. Customer Acquisition
  2. Customer Retention
  3. Cross Sell & Upsell
  4. Cost Reduction

Pillar #1: Customer Acquisition

A well-built CX program enables organizations to anticipate what new customers are looking for in a brand—and therefore they’ll be able to leverage that information in their efforts to boost acquisition numbers.

For example, a major athletic company sought to capitalize on acquisitions by optimizing its surveys to find new types of customers. By targeting respondents between the ages of 18 and 35 with specific questions, the company was able understand this demographic and expand to new cities and demographics. 

The practitioners who ran this initiative were able to prove its worth by tracking the new customer acquisition, increases in unique customers, and market share growth that it generated.

Pillar #2: Customer Retention

Organizations should never underestimate the power of service recovery—70 percent of customers who have a situation resolved in their favor will return to a brand, while a 10 percent increase in customer retention can grow a company’s value by 30 percent. Truly customer-centric companies leverage their CX programs to identify disgruntled customers, reach out to close the loop with them, and ultimately prevent customer churn.

For example, America’s largest cable and home internet provider leverages VoC technology in their regional customer care centers. They discovered that 3% of all respondents requested callbacks, totaling 1,000 customer recovery opportunities a month (or a whopping 12,000 per year). By combining this insight with customer lifetime value, the company was able to identify $23 million in recoverable revenue—directly resulting from customer retention!    

Pillar #3: Cross-Selling/ Upselling

Given that it costs 25 times more to acquire a new customer than to retain an existing one, brands stand to gain a lot from finding new cross-selling and upselling opportunities.

Organizations can leverage CX listening tools to identify what about a brand spurs trust and loyalty from its customers and then take action to make those offerings even stronger. After all, nearly 50 percent of customers are willing to spend anywhere from 11 to 50 percent more with a brand they feel they can trust. Additionally, predictive analytics can be tuned to identify which customer segments are more open to new offerings. This allows marketing teams to target those customers with campaigns that will encourage them to spend more with the brand.

An example of a brand leveraging their experience program to grow share of wallet comes from a large cafe group that was able to capture feedback from its existing customer base, analyze their sentiments, and make fundamental menu changes accordingly. As a result, the cafe group saw a noticeable revenue bump that it was able to link directly to their program insights and subsequent menu changes.

Pillar #4: Cost Reduction/ Elimination

Finally, organizations can use CX feedback and employee feedback to both save money within operations and to simplify their provided experience. Are there ineffective processes that are costing more than they’re worth? Eliminating such costs can save companies time, resources, and revenue. (After all, training one employee can cost an average of almost $1,100!)

A top-tier mattress retailer used CX tools to install an exit survey for departing employees, giving them a greater understanding of employee sentiment. After implementing the necessary changes to reduce turnover and new hire training costs, the company was able to establish a clear link between its CX strategy and the ROI it helped to generate.

Don’t Stop at Customer Experience Metrics

In the simplest of terms, what we do as CX professionals is create interactions that inspire attitudes in our customers than, in turn, produce desired outcomes. One of your desired outcomes can be to simply improve your CX metrics, but don’t let your goals stop at the numbers! 

Instead, create a strategy for your experience program that aims to benefit the business as a whole by increasing customer acquisition and retention, growing wallet share, and decreasing unnecessary costs. You have the power to help your business thrive, so aim big, go beyond the metrics, and inspire meaningful outcomes!


Want to learn more about how your experience program can produce desired outcomes? Check out this eBook that explains how to use the power of social science and your experience ecosystem to leverage the power of a single moment and meet your goals.

How Cost Reduction Factors into Experience Improvement Strategy

I recently put together a Point of View article about the importance of cost reduction, and how going about it a certain way enables brands to reduce costs, lower friction, and build better relationships by improving customer experiences. These are goals that brands can accomplish with a single motion, and the organizations that say otherwise are not, unfortunately, utilizing their experience platforms and data as much as they could be.

As important as cost reduction is, however, it’s one piece of a larger picture that brands should draw inspiration from as they try building better experiences. That picture is what I call the four economic pillars, and we’ll briefly run through them now.

Four Economic Pillars for Your Experience Improvement Strategy

  1. Customer Acquisition
  2. Customer Retention
  3. Cross-Sell/Upsell
  4. Cost Reduction

Pillar #1: Customer Acquisition

Brands should always try to acquire new customers as a matter of course, but a lot of organizations don’t tune their experience platforms & programs to that objective as much as they can and should. A versatile Experience Improvement (XI) program can help brands identify where prospective customers live in the feedback universe, then digest their sentiments to create an experience and product offering that those individuals will find attractive. One reason why more brands don’t succeed here is because they don’t decide where it might be best to look for new audiences before turning their programs on. Be sure to discuss and agree on your program design  before proceeding!

Pillar #2: Customer Retention

We can all agree that it is more efficient for brands to retain current customers than to rely too much on new ones for revenue. That’s why you should use your experience programs and feedback tools to not only seek out new customers, but also ensure you’re keeping tabs on conversations within your existing customer base. The best way to do this is to bring all relevant teams to the table, construct a profile of your existing customer against a backdrop of operational and financial data, then use that info to continuously refine your products and services, as well as reduce friction in the experience you deliver. Customers appreciate a brand that does more than react to problems as they arise.

Pillar #3: Cross-Sell/Upsell

Creating a profile of your existing customers is useful for more than ‘just’ building a better experience for them; it also reveals new opportunities to cross-sell and upsell that group of clientele. Seeking out new sources of revenue is all well and good, but most brands would probably be surprised at what opportunities are just waiting in their own backyards. For that reason, organizations should build a customer profile with both better experiences and cross-selling opportunities in mind. Try to resist the urge to consider this pure sales; rather look at it as helping your customers get the most value from all that you have to offer. 

Pillar #4: Cost Reduction

Cost reduction is very important on its own, but it takes on added meaning when viewed through the lens of these other three pillars. What makes cost reduction exciting  is that brands can achieve cost reduction goals via a lot of the same processes that underlie these other pillars; reducing friction, streamlining processes like customer claims, and the like. Again, brands should not view cost reduction as something that’s mutually exclusive with a better experience. Rather, with the right experience platform, organizations can achieve both goals with one approach.

Click here to read my full Point of View on cost reduction, in which I take a much deeper dive on this subject, and stay tuned for additional material we’ve got coming down the pike on the importance of this and other economic pillars!

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