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Three Ways to Find the Meaning Behind Ease & Effort Scores

For decades, brands have used metrics that gauge how easy (or difficult) a time customers have interacting with them, as well as how much effort it takes for customers to complete such transactions. At a glance, metrics that measure ease, effort, customer satisfaction, and the like can be very helpful for both alerting organizations to certain problems and giving them a surface-level idea of what those issues are. This makes them hand canaries in the coal mine.

While these metrics certainly have their uses, it’s much more difficult for brands to use them to find the deeper meaning behind problems. That is, unless they take part in a few brief exercises. Keep reading for the rundown on the exercises we suggest you apply to your own ease and effort scores.

Three Exercises to Help You Find the Meaning Behind Customer Ease & Effort Scores

  1. Driver Modelling
  2. Transaction Subgroups
  3. Customer Subgroups

Exercise #1: Driver Modelling

One of the best ways for brands to glean the meaning behind their metrics is to set them as the outcome measure of driver modelling. This technique enables organizations to not only better understand key parts of the customer experience, but also customers’ perceptions of those components. Driver modelling also lets organizations know whether they’ve used enough such metrics to adequately explain how effort is being impacted.

Exercise #2: Transaction Subgroups

Every interaction with your organization brings with it its unique amount of customer effort. Because of this, it’s handy to divide your transactions into groups depending on how much effort customers perceive they entail. Thus, diving deeper and analyzing transactions in this manner can help brands pinpoint friction or pain points, then create solutions to deal with them.

Exercise #3: Customer Subgroups

Your brand has a variety of different interactions—your customer base is even more diverse. Rather than study this base as a whole, brands can and should profile subgroups who, say, tend to report dissatisfaction more often than usual. Some groups of customers will, unfortunately, have a harder time interacting with your brand than the rest, and though the possible reasons behind that vary wildly from industry to industry, profiling subgroups like this can help brands further identify CX pain points and, more importantly, fix them in a way that those customers find meaningful.

Meaning Over Metrics

Like we said before, metrics have their uses and are helpful for letting brands know that customer satisfaction, ease, effort, etc are shifting in one direction or the other.

Applying these techniques to your metrics can make them much more powerful, giving your organization the context and the details it needs to meaningfully transform your customer experience. Your customers will thank you for it and feel much more valued, creating a human connection that transcends market forces and that builds a better bottom line for your brand.

Want to learn more about effort and ease and their purpose in customer experience? Check out our free white paper on the subject here!

Watch the Video – Get More Out of Your CX Program

Watch this demo video to see how InMoment’s award-winning AI tech does the heavy lifting on analysis so you can spend more time lifting CX results.

Unlock Expert Guidance on Today’s CX Challenges & Opportunities

From proving ROI and navigating budget constraints to adopting AI and creating seamless omnichannel experiences, these challenges are shaping the future of customer experience. In this report, discover actionable insights and recommendations from our CX experts to help you overcome these obstacles and drive growth.

2025 Consumer Trends Report

The One Report You Don't Want to MIss: The way customers interact with brands is evolving faster than ever. Our free 2025 Consumer Trends Report highlights the key shifts transforming customer experience (CX) and what your business needs to stay competitive.

Why Your Brand Needs to Desilo Customer Journeys Today

As customer experiences grow more complex, so too have customer expectations. This has become especially true in recent years, as customers take an increasingly multichannel approach to interacting with brands, purchasing products, and relaying concerns. For this and other reasons, there’s never been a greater need for brands to meet this multichannel expectation and desilo journeys than right now. Let’s get into how and why organizations should accomplish this.

A Broader View

One of the most pressing reasons to desilo customer journeys is to achieve an omnichannel view of customers. Brands can do this by integrating call center transcripts, web data, and operational metrics from across multichannel journeys (with the help of a proper experience platform). Feeding this data, this context, back into the organization helps your brand create a meaningfully improved experience for your customers.

Additionally, though creating a better customer experience is the primary goal here,, brands will find that they can also accomplish key business objectives with this more holistic view of their customers. These include greater customer acquisition, better customer retention, heightened cross-selling to your existing customer base, and lowering cost to serve, all of which result in a stronger bottom line.

A Smarter Approach

Another reason brands should desilo customer journeys is because doing so makes your Voice of the Customer (VoC) and other feedback tools smarter. As experiences have grown more multichannel, customers have grown to expect brands to remember them, their preferences, and whether certain interactions have occurred already. Desiloing journeys allows brands to achieve all of this while also removing irrelevant questions and making feedback collection more conversational.

This idea only makes sense when you consider that each piece of a VoC program is a chance to learn something new or different about a customer. The more disparate pieces of info you can collect and assemble, the more complete the picture of your customers becomes. A multichannel approach to VoC can thus help brands round out that aforementioned omnichannel customer view that’s so important to experience improvement.

The Road to Success

While customers should be the primary beneficiary of journey desiloing, employees benefit from this approach as well. The biggest benefit that employees can reap from desiloed journeys and data is having a complete set of information on customers’ interactions and expectations. When employees have that knowledge and the ability to act on it, they can take pride in having delivered a better customer experience, which boosts their morale. It also helps them understand how their work fits into the customer journey and how it connects with that of other teams.

To sum up, desiloing journeys allows brands to get a 360-degree view of customers that’s essential for improving experiences, create a multichannel experience that treats customers more like people than support tickets, and gives employees a chance to work toward the same commonly understood customer experience goal. This results in both a fundamentally connective experience for customers and transformational success for the brands that can provide it.

Click here to learn more about desiloing customer journeys (and to see an example of that process in action) in my Point of View on this subject.

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5 Industries Taking Advantage of Text Analytics

Text analytics, also called text mining, has countless applications. Businesses are taking advantage of text analytics to update their service offerings, improve compliance, get ahead of PR disasters, and more.

Here are 5 examples of the industries taking advantage of text analytics in 2021.

1. Hospitality

Hotels live and die by their reviews. Reviews are not only crucial to whether someone books a stay, but they also give valuable insight into what a business is doing well – or not. And while the hospitality industry has been decimated over the COVID-19 pandemic, the quickening vaccine deployment holds great promise for 2021 and beyond for the industry. Hotels use text analytics to get a deep understanding of where they excel and where they can improve, as well as what others are doing. Say some reviews mention poor wi-fi. A hotel can analyze these reviews deeper to nail down whether the wi-fi problem is a hotel-wide approach or just in some rooms. Once they’ve figured it out, they can make the fix, thank the reviewer for their feedback, and be on their way to improved reviews in the future.

2. Financial Services

The financial services sector is hugely complex. There’s an enormous amount of interaction, documentation, risk analysis, and compliance involved. Financial services firms are using text analytics to analyze customer feedback, evaluate customer interactions, assess claims, and to identify compliance risks. Take compliance. Staff can use an NLP-based text analytics solution to quickly and easily search internal legal documents for phrases relating to finance or fraud. This can save an enormous amount of time compared with doing so manually.

3. Medical Affairs and Pharma

Medical affairs specialists help move pharmaceutical products from R&D to commercialization. This involves an encyclopedic knowledge of drug body and government regulations, as well as drug compendia. Medical affairs specialists are using text analytics to parse each of these and automatically report back on changes. The specialists can then course correct depending on what these changes mean for the drug they’re developing. Using text analytics rather than human effort reduces the time spent on tracking these changes, and is more accurate and far-reaching as well. Download AI for Medical Affairs Whitepaper

4. PR and Advertising

Text analytics is brilliant at sentiment analysis – something that PR is all about monitoring. Text analytics can run in real-time to track the sentiment in mentions about a particular company, alerting them to potential brand reputation emergencies. In advertising, text analytics can help monitor the reach of a campaign and how it’s being received. For example, a leading provider of Media Monitoring and Social Influencing used Lexalytics’, an InMoment company, API to create custom dashboards to analyze its customers’ media relations programs in terms of sentiment, engagement, perception, and performance.

5. Retail

In retail, the customer is always right. E-eCommerce retailers in particular need to make sure that the customer experience is as positive as possible, and with the boon in online buying during the pandemic, this is more important than ever. A poor experience means a customer is unlikely to return – even more so than in physical stores that people frequent due to their proximity. Many e-tailers are turning to text analytics to curate, collate and analyze feedback that helps identify points of friction when using an ecommerce website or dealing with customer support.

Would you like to know how text analytics can help your business or industry? Get in touch

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What Customers Expect from a Modern Brand Experience

Two young beautiful women in an outdoor cafe with shopping bags and cup of coffee.

The experience world has seen a certain term crop up more and more in recent years: omnichannel. This word has gradually become a regular part of customer experience (CX) practitioners’ vocabulary, and indicates a grander shift in CX thinking from focusing on transactions to creating a more seamless journey for customers. This article will briefly introduce what customers have come to expect of brands, and how those organizations can begin to think about meeting that expectation.

The Sum of All Parts

The main reason why many CX practitioners have shifted their customer experience thinking from individual transactions to entire relationships is because, well, that’s how customers see things. Individual transactions and interactions are important, yes, but customers think about a brand relationship in its entirety. This trend has only become more prominent in recent years, and it’s key to designing a meaningfully improved experience.

One of the most important reasons why customers think this way, especially when it comes to expecting a seamless experience, is because they now interact with brands in many different ways: via an app, over the phone, in-person, on a website, etc. With this increase in touchpoints has come a customer expectation that brands will recognize and remember them no matter how they choose to transact. This expectation is at the core of creating a truly omnichannel experience.

The Problem with Legacy Systems

It’s reasonable to ask why more brands haven’t immediately created omnichannel experiences if customers have come to not just desire them, but expect them. Unfortunately, many organizations have legacy systems in place that rigidly silo experience data. Call center data stays with call center teams, website data stays with digital teams, so on and so forth. This setup makes it much more difficult for brands to even know where to start desiloing customer journeys, let alone to successfully execute that goal.

Another issue to consider here is how brands use CRM systems. Though many of these databases’ data isn’t all that divided, it’s common for too few people to have access to it. This reduces data democratization, which makes it harder for a brand to achieve the 360-degree customer view needed for desiloing journeys.

Where Brands Go from Here

It’s become clear that customers expect brands to recognize them at every touchpoint, and to use that recognition to enhance their experience. Customers also expect to be able to seamlessly jump from one channel to another in any given interaction. Many companies’ experience programs aren’t built to accommodate this trend, resulting in lost opportunities for both a better experience and a stronger bottom line.

How might brands circumvent these problems, desilo their customer journeys, and create a more seamless experience for all? Click here to learn more about how your organization can break these barriers down and achieve Experience Improvement (XI) in my Point of View on this subject.

Watch the Video – See InMoment in Action

Check out a quick demo video to learn more about how our solutions can help your team grow your business.

Three Paths to Understanding Why Customers Leave Your Brand

Retaining customers is one of the best ways to ensure that your brand is building a strong bottom line and an ever-improving experience, but keeping customer churn low is easier said than done. Customer churn is, unfortunately, an unavoidable fact of doing business, but that doesn’t mean that brands have to let it happen in vain. Today, we’re going to give you a quick rundown on understanding why customers leave your brand so that you can prevent future churn, retain loyal clientele, and continuously improve their experience.

Enabling Storytelling

One of the best ways to become aware of friction points within your experience is by letting customers point them out in their own words. We’re not just talking written survey answers, here; experience feedback programs that enable multimedia feedback are among the most powerful tools for learning about problematic or broken touchpoints in your customer journey.

Think about how much more human it is to see and hear customers express their concerns instead of just reading about them. Multimedia feedback empowers brands to understand customer concerns on a much more human level than surveys allow, which is also important for motivating employees. In short, empowering customers to express their concerns in their preferred format and sharing that frank feedback with the relevant teams is one of the best ways to motivate genuine improvement.

Seeking Disclosure

Receiving feedback from current customers is important, but what about past customers? What about the competition’s? The best customer experience platforms are sustained by the best market research, and brands that opt for the former can often receive the latter. Databases, customer panels, and other sources of market learnings are now available at the push of a button, and brands that want to understand their experience from all angles should seek this knowledge out as resources allow.

Once you have all of this feedback and intel from customers both inside and outside your brand, a handy next step is to feed all of that structured data directly into a real-time text analytics engine. This tool is incredibly helpful for brands because it can extract customer sentiment and reinforce organizations’ knowledge of customer churn’s root causes. 

Keeping Churn at Bay

Like we said earlier, brands can’t keep customer churn out of the equation, but they can do a great deal to prevent it with tools and methods like these. Reducing churn in this way is also great not just for churn reduction’s sake, but also for creating a more human experience, instilling greater loyalty in customers, and creating a stronger bottom line.

Want to read more on how you can improve customer retention? Our new eBook walks you through exactly how to build a holistic initiative and the math that will prove the value of your efforts! Check it out here.

Watch the Video – See InMoment in Action

Check out a quick demo video to learn more about how our solutions can help your team grow your business.

How Talking to Past and Present Customers Reduces Future Churn

Two female collegues having business meeting to discuss how to reduce future customer churn

Reducing churn and retaining a solid base of loyal customers is a constant challenge for brands, which is why setting out to reduce that churn must likewise be a constant company goal. I outlined a variety of churn reduction strategies in my recent point of view document on the subject, but there’s a two-pronged approach that merits an especially close look: talking to past and present customers to reduce future churn.

Talking to Past Customers

You can’t always save customers who have already left your brand for what they believe are greener pastures, but talking to these individuals can yield valuable intel that might save some of your current customer base from doing the same. This methodology is often referred to as win/loss research or Attrition Customer Experience (CX), and its findings are invaluable. Talking to past customers can help brands understand what parts of their experience might be driving customers away, as well as better tell which churn might be controllable or uncontrollable.

Win/loss research also affords brands an opportunity to scout out the competition. Past customers usually aren’t shy about sharing which company they switched to and why they think that competitor suits their needs better. While that criticism might sting a bit, it’s a great way to learn about why customers and prospects choose other companies over you. Thus, talking to customers who’ve already gone out the door is rarely a waste of time.

Talking to Current Customers

Once you’ve discussed your brand experience with past customers, it’s important to incorporate those learnings into saving current, at-risk customers from leaving your organization. Arming yourself with context from past customers can go a long way toward reshaping your approach with current customers, listening to their concerns, and understanding why they may feel one way or another about their own journeys with your brand.

Having a powerful Experience Improvement (XI) platform is a priority to take here too. Tools like sentiment analysis can provide brands powerful intelligence that they can compare with feedback from past customers. Combining all of this information can help brands know not just which touchpoints need improvement, but also how best to meaningfully change those areas to retain current business.

Working Upstream

Combining feedback from past and present customers is one of the best ways that brands can prevent future churn. Organizations can rely on this intelligence to be more proactive about saving at-risk customers, identifying and solving broken touchpoints and other experience issues before they result in a loss. Though this process is work intensive and may not save all of your at-risk relationships, the brands that dedicate themselves to soliciting this feedback from all their customers will come away with less churn, and thus more success, than their peers.

Interested in learning more about reducing customer churn? Click here to read my full-length point of view on the subject and to learn additional strategies for reducing churn at your organization.

Watch the Video – Get More Out of Your CX Program

Watch this demo video to see how InMoment’s award-winning AI tech does the heavy lifting on analysis so you can spend more time lifting CX results.

Unlock Expert Guidance on Today’s CX Challenges & Opportunities

From proving ROI and navigating budget constraints to adopting AI and creating seamless omnichannel experiences, these challenges are shaping the future of customer experience. In this report, discover actionable insights and recommendations from our CX experts to help you overcome these obstacles and drive growth.

2025 Consumer Trends Report

The One Report You Don't Want to MIss: The way customers interact with brands is evolving faster than ever. Our free 2025 Consumer Trends Report highlights the key shifts transforming customer experience (CX) and what your business needs to stay competitive.

How to Calculate Net Promoter Score (NPS Calculation)

You hear the term tossed around in most any meeting focused on customers: “What’s the NPS? How many Promoters do we have? How many Detractors?” You may be asking yourself “What is NPS and what should we be doing with it?” 

Net Promoter Score (NPS) is a simple, powerful measure of customer loyalty. By asking customers to rate their likelihood to recommend a product or service on a 1-10 scale, you can gain actionable insights to guide decisions across your business.

Let’s break down NPS calculation and see how it works.

The NPS survey

Essentially, an NPS survey asks your customers this simple question:

Nps question, NPS example, NPS survey, What is NPS

The survey then logs the response and gives the responder a chance to explain their answer in an open-text format.

Nps feedback, NPS question, NPS concept

That’s it! Because the survey is short, sweet, and to the point, customers are more likely to respond. And you’ve just gained valuable information ready to be turned into insights and used to improve your offerings.

Many NPS surveys offer this text box at the bottom of the questionnaire asking for reasoning behind their responses. This is also a valuable tool to gain better insight into your customer’s specific experiences.

Collect NPS Data with a Survey 

Make sure that during the process of NPS calculation you are determining what specific information you are looking for from your audience. Make sure you know what you need feedback on, where you have the bandwidth to improve, and how you want to segment your customers in order to get the most specific results. 

InMoment can help you get instant NPS analytics when you download the NPS software. Want to try it out? Get a free 30-day trial here.

How to Calculate NPS: The NPS Calculation Process

Once you have the customer feedback (step one), the fun part begins with NPS calculation.

Respondents are classified into three groups based on their answers:

  • Promoters: Rating 9 or 10. Loyal customers who are a great source of referrals.
  • Passives:  Rating 7 or 8. Customers who are satisfied with the service but are susceptible to competitors.
  • Detractors: Rating 0 – 6. Unhappy customers who can damage your brand.
Nps coding, NPS calculation, Calculate NPS, What is NPS

What is the NPS Formula, and How Does it Work NPS Calculations?

NPS Calculation gives you a clear indication from one moment to the next of how happy your customers are. Real-time tracking can alert you to threats to your business, allowing you to take quick action. Tracked over time, it gives you insight into which of the company’s actions have resulted in the most customer value. Step three is to find the percentage of promoters and detractors. Lastly, step four is to calculate the NPS score using the information you have acquired so far.

To do the actual NPS calculation, subtract the % of respondents who are Detractors from the % of respondents who are Promoters.

NPS = ((# of Promoters – # of Detractors)/Total Survey Participants) x 100

Interpreting Your NPS Score

Now that you’ve calculated your net promoter score, of course you want to know what the number you ended up with actually means. Net promoter scores are expressed as a number ranging from -100 to +100. Any score above 50 is typically a good NPS. This would be because at least 50% of your company is a promoter, while less than 50% would fall under detractor. The most important thing you can do with your net promoter score is acknowledge it, and try to improve it.

Utilizing Customer Feedback

The answer to the open-ended NPS follow-up question tells you the “why” behind the rating. Mining this text for insights is what makes NPS calculation so powerful – because it gives you rich information on the customer experience you’re providing. Analyze the text answers and use them to guide the actions you take.

NPS Survey Feedback

Don’t forget to follow up with the customer and close the feedback loop. Imagine immediately responding to a Detractor’s complaint, targeting your Passives with an information campaign, or asking a Promoter to review your product online.

Creating Additional Questions for Your NPS Survey

When you create an NPS survey, you typically do so with the sole purpose of measuring NPS. However, sometimes you need to measure NPS and acquire additional information that can help you to improve after you’ve learned your NPS score. This is where you need some key driver analysis. While it’s usually used for Customer Acquisition, key driver analysis can help you identify what your strengths and weaknesses are specifically and how you should address them in the future.

Ongoing Voice of the Customer

Repeat the NPS survey at regular intervals. Segment your NPS by types of customers to understand the “why” behind your score and how your decisions impact customer loyalty.

Once you have NPS calculation down, you’ll be ready to add in additional metrics over time at key customer journey touchpoints. When you combine the feedback from your NPS survey with feedback from CSAT (customer satisfaction) and CES (customer effort) surveys, these 3 core CX metrics give you a great foundation for making business decisions based on the authentic voice of the customer feedback.

Build end-user loyalty. Sign up today for free in-app NPS calculation feedback with InMoment.

Unlock Expert Guidance on Today’s CX Challenges & Opportunities

From proving ROI and navigating budget constraints to adopting AI and creating seamless omnichannel experiences, these challenges are shaping the future of customer experience. In this report, discover actionable insights and recommendations from our CX experts to help you overcome these obstacles and drive growth.

2025 Consumer Trends Report

The One Report You Don't Want to MIss: The way customers interact with brands is evolving faster than ever. Our free 2025 Consumer Trends Report highlights the key shifts transforming customer experience (CX) and what your business needs to stay competitive.

Why Customers Churn—And How Your Brand Can Respond

Of all the inevitable frustrations that come with doing business, perhaps none are so consistent as customer churn. Though countless organizations have made churn reduction a continuous goal, seeing customers leave in spite of your best efforts can be quite a headache in multiple arenas—building loyalty, evaluating effectiveness, and of course, creating a stronger bottom line.

Today’s conversation will be a quick rundown of some of the biggest reasons customers leave and what your organization can do about it. We’ll cover the churn you can control, the churn you cannot, and how to boost your own churn reduction efforts.

The Churn You Can’t Control

Let’s get this out of the way first thing—some churn is beyond any organization’s control. No matter how proactive your customer experience (CX) team is, some amount of churn is inevitable and to be expected. It’s unfortunate, but it’s also a fact of doing business.

Why might some customers invariably leave your brand? Sometimes, they really just don’t need whatever product or service you’re offering anymore. In other instances they might fall on hard times and no longer be able to buy what you’re selling. If your brand serves one or a few given areas, they might move beyond that radius and thus cut themselves off that way. All of these things are beyond your brand’s control.

However, none of this means that brands should throw their hands up in frustration. It certainly doesn’t mean your organization shouldn’t focus on churn reduction.. While some fraction of churn may be unavoidable, quite a bit of it can be controlled and can be managed by organizations. This brings us to our next point: the churn you can manage.

The Churn You Can Control

Brands can and should use customer experience programs to manage the churn they can influence, as well as evaluate what they could’ve done better. For the most part, controllable churn occurs when your product isn’t a great fit for a customer’s needs, poor communication occurs, or a myriad of other possible causes. However, your brand can respond to and control these issues.

Your customers can use feedback tools to bring problems like poor service experiences directly to brands’ attention. Organizations can then digest the feedback and formulate an action plan to combat that problem. Other churn catalysts like superior competition, product and services disconnects, or deficient employee training can be brought to light this way, as well.

Taking Action

Learning about preventable churn through a customer experience program is powerful stuff, but brands can’t stop at knowing about churn catalysts if they want to retain customers. Rather, brands need to design their programs around the audiences from whom they hope to glean intel about churn causes, listen carefully to those individuals, understand the common sentiments amid all the feedback, and then transform the business accordingly.

With this method, brands can realize a lower rate of churn for themselves and continuously apply customer feedback toward that goal. This process can help brands get churn out of the way of their goals: a better experience for all and a stronger bottom line.

Interested in learning more about reducing customer churn? Click here to read my full-length point of view on the subject and to learn additional strategies for reducing churn at your organization.

Watch the Video – See InMoment in Action

Check out a quick demo video to learn more about how our solutions can help your team grow your business.

How to Ensure Your Brand Promise and Customer Experience Are Always Aligned

One of the toughest challenges that many brands face is making sure that what they promise lines up with what their customers are experiencing. This alignment is huge for attracting new customers, keeping your current ones, cross-selling to your customer base, and lowering cost to serve. Brands want to succeed for themselves and their customers, so keeping these elements aligned is crucial. However, it’s not always easy.

If you’re looking to make sure your brand promise syncs with your customer experience, never fear! We’ve got a few quick steps you can run through to double-check that everything’s in order:

  1. What is Your Brand Promising?
  2. What is Your Brand Delivering?
  3. What Do Customers Think?

Step #1: What is Your Brand Promising?

This step isn’t as simple as booting up an ad or reading your brand’s website. Those things are important, yes, but be sure to get your marketing and customer experience folks together as you consider this question. Having these two perspectives in the same room is vital to assessing what your brand is promising. Marketing teams offer up ideal goals. Customer experience teams assess how well things are going on the ground.

It’s always good for these two teams to be aligned anyway, but take the time to hash out what exactly your brand is promising. Don’t be afraid to go beyond slogans; take a close look at your organization’s product promise and how it’s being transmitted to customers.

Step #2: What is Your Brand Delivering?

This step is another reason it’s so important to get your CX team on the line for this brand alignment chat. Making a brand promise is one thing, but a CX team will quickly tell you how well that’s playing out in customer interactions. This gives both CX and marketing teams a chance to see where things aren’t quite lining up between brand promise and customer experiences (and gets a good conversation going about solutions).

Step #3: What Do Customers Think?

Your CX team’s perspective is important, but when it comes to evaluating experiences, nothing beats seeing things through your customer’s eyes. What are customers saying about how and why they interact with your brand? How do they feel about the experience you deliver? Is your experience consistent at every touchpoint?

Questions like these go a long way toward spotting the gap between brand alignment and customer experience. More importantly, they give brands a chance to see where things could be better and to shape those touchpoints up. With this process handy, brands can work to align what they promise with what they deliver, creating a better experience for their customers and stronger bottom lines for themselves.

Click here to learn more about the crucial link between CX and marketing, and how uniting those perspectives can transform your entire brand!

Watch the Video – Get More Out of Your CX Program

Watch this demo video to see how InMoment’s award-winning AI tech does the heavy lifting on analysis so you can spend more time lifting CX results.

Unlock Expert Guidance on Today’s CX Challenges & Opportunities

From proving ROI and navigating budget constraints to adopting AI and creating seamless omnichannel experiences, these challenges are shaping the future of customer experience. In this report, discover actionable insights and recommendations from our CX experts to help you overcome these obstacles and drive growth.

2025 Consumer Trends Report

The One Report You Don't Want to MIss: The way customers interact with brands is evolving faster than ever. Our free 2025 Consumer Trends Report highlights the key shifts transforming customer experience (CX) and what your business needs to stay competitive.

Low Touch to High Touch: Customer Follow-up Strategies for Any Size Company

A good customer experience improvement program depends on two-way conversations between companies and their customers. It has been reported that nearly half (43%) of customers don’t bother complaining because they don’t believe companies care. Get ahead of that stat by demonstrating your company not only wants the feedback, you act on it. The three-tiered approach to customer follow-up (high touch, medium touch, and low touch) allows every company to effectively respond to customers, even if they can’t commit a lot of resources.

Treat customer feedback like a gift. It’s not enough to just gather Net Promoter Scores (NPS), you need to follow up with responders to let them know that 1) you appreciate their effort, and 2) their feedback has impact. Even if you can’t deliver everything customers ask for, they will remember that they were heard and appreciated. Closing the feedback loop will help you retain customers, increase response rates, and hopefully create loyal brand advocates. 

Ready to respond? Good! Consider your resources and choose from three levels of engagement:

  1. High Touch. This more resource-intensive approach has proven very effective for B2B companies. Every time a customer gives feedback, a Customer Success Manager or Account Manager contacts them. Don’t worry, it doesn’t have to be an in-depth correspondence. Sometimes a simple “thank you” is all that’s needed. Other times, you can dig deeper into their response (and deeper into the relationship) in order to make the feedback even more actionable. 
  2. Medium Touch. We get it — not every business has the headcount to personally respond to every piece of feedback they receive. Automating the feedback loop is a time and resource saver. Segment your customer responses by the rating each customer gives and you can still have a personalized impact where it counts most. Your follow up plan could look something like this:
    • Promoter. Send a “thank you” and possibly offer an incentive for the customer to share your product.
    • Detractor. Route the response to Customer Success or Customer Support to uncover why that responder isn’t happy, especially if they didn’t leave further feedback explaining their rating.
    • Passive. Deliver a message to passive raters who didn’t leave feedback, engaging them in a “What would make you LOVE us?” conversation.
  3. Low Touch. If you have too many users to provide individual responses, or you don’t have contact information, you can still close the loop! Develop blanket communications that offer transparency and information sharing: 
    • A monthly blog post or newsletter. Summarize the feedback you’ve received, and detail the actions you’ll be taking in response to issues customers have raised. 
    • Product updates or release notes. CX champions in product or UX can use these to communicate “We heard you! Today we <fixed X or launched Z>.”

High Touch to Low Touch ways of following up on customer feedback

All three levels of engagement deliver impact, so choose the one that best fits your needs. InMoment customer Albacross chose a medium touch model, which resulted in 2X the NPS scores and a 2X ratings increase on Capterra.

By closing the loop with customers, you show them that you’re not only listening to their feedback, you consider it so important that you’re using it to make their experiences better. This simple step can turn ambivalent customers into vocal fans.

InMoment is CX management for maximizing customer lifetime value. Book a consultative demo today.

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Wootric Joins InMoment to Accelerate CX Innovation and Growth

As we begin this new year, we want to share some great news. 

Today we’re excited to announce that Wootric is joining InMoment, a market leader in customer and employee experience. InMoment serves many of the largest, most sophisticated global organizations from Starbucks to Ford to VMWare. 

This next step in our evolution means great things for our customers and other businesses seeking a modern approach to CX improvement.  

We will continue to deliver the world-class product experience you expect from us. In addition, our pace of innovation and our ability to support our customers around the globe will accelerate as we leverage the considerable resources and expertise of InMoment. 

Our customers will also be able to tap into InMoment’s expertise and enterprise solutions as their CX needs evolve beyond our turnkey approach.

Read the official press release here. 

Seven years ago, we founded Wootric with a mission to empower customer-centricity in every organization through modern, always-on CX improvement.  We launched with a high-response in-app microsurvey and quickly disrupted a dated approach to gathering and responding to Net Promoter Score feedback. 

Guided by input from our customers, we invested in omni-channel feedback collection, AI-driven customer journey analytics, and native integrations with the modern tech stack — all the while staying true to the flexible, lightweight, user-centric approach to CX improvement that businesses expect from Wootric.  

Wootric now delivers the fastest ROI in the Experience Management category on G2.  Over 1200 businesses worldwide, including DocuSign, Zoom, and Comcast, use Wootric software to improve customer lifetime value with insights and action from voice of the customer data.  

We thank our customers, partners, investors, advisors, and above all members of our exceptional team for their support, and for choosing to be on the CX journey with us.  

Together, with InMoment, we will make 2021 an amazing year for customer experience!

With gratitude,

Deepa Subramanian, CEO  &  Jessica Pfeifer, Chief Customer Officer

The founders would also like to extend a special thank you to Steve Gurney at Viant Group for representing Wootric through this process.

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From Costs to Culture: Realizing Experience Program Gains

Realizing your experience program goals is a pivotal moment for your organization. Getting to this stage requires lots of careful design work, listening intently to customers, understanding their feedback, and using that new learning to meaningfully transform the business. Brands can also evaluate how well they hit their experience program goals as they achieve this step.

How can companies most effectively evaluate how well they’ve realized program goals, though? And what might that goal realization ultimately look like as it reshapes or redefines processes? Let’s walk through what to look out for as your brand turns its goals into reality.

The Four Economic Pillars

There’s a highly effective paradigm for evaluating how well your program did and is doing for your brand, which we call the four economic pillars. These four elements are a relatively simple way to spell out your program’s performance and can serve as a powerful story to tell whether they were goals you were aiming for or not.

The first pillar here is customer acquisition; how many new customers has your company picked up since your experience program began, and how big a role did it play in netting new business? Like I said before, experience programs require a lot of design work before they’re activated, and part of this process is setting forth tangible, quantifiable financial goals to hit. Creating these goals and bearing them in mind is a great way to both prove ROI and establish your program’s role in acquisition.

The second pillar is customer retention. Did your program help keep customer churn low and build stronger relationships with your existing customer base? Why or why not? The third pillar, cross-selling/upselling existing customers, is similarly important for evaluating your experience initiative’s effect on your customer base. Finally, check your goals to see if your program hit the fourth economic pillar: lowering cost to serve. Evaluating your program’s success through the lens of these four pillars is a great way to both gauge its success and make the case for additional funding.

Costs and Culture

Taking a monetary magnifying glass to an experience program is everyone’s first expectation, and with good reason. A good experience initiative should result in a better experience, of course, but it’s a given that these programs are also created with the goal of helping brands control cost and boost profit, hence frameworks like the four economic pillars.

However, there’s a more abstract, yet arguably more important, element to consider when realizing experience program gains, and that’s the effect these initiatives have on company culture. Consider whether your program has positively impacted the workplace—are employees taking more pride in their work? Has your company achieved a united, holistic vision of the experience it provides?

These and other questions are important because these types of transformational changes are what create true Experience Improvement (XI). They allow organizations to create fundamentally connective relationships with customers, which stokes loyalty and turns those individuals into brand advocates. Meanwhile, employees become more passionate about their jobs, which further boosts a brand’s market profile. In other words, realizing experience goals means attaining the sort of meaningful cultural change that can take a company straight to the top.

Click here to read my POV on realizing experience goals and effectively tying your initiative to company success!

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