Nowadays, many companies are obsessed with measuring customer experience (CX), and although it seems that we have plenty of metrics, the reality is that many may not be meeting the real objective: to help the business. A recent in-depth review article reveals that many of the popular CX metrics are disconnected from strategic objectives and, therefore, may be of little use in terms of real impact. Here are some key points:

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What's going wrong?

1. Disconnecting with the strategy

Many of the metrics, such as the well-known Net Promoter Score (NPS) or the Customer Satisfaction Index (CSAT), provide data, but they are not always aligned with the strategic objectives of companies. In other words, a good NPS score doesn't always translate into results that actually drive the business.↓

2. Data in silos

CX metrics are often stored in departmental silos, where each team manages its own data set. This means that departments don't share the information they obtain, limiting the full view of the customer and, ultimately, making informed decision-making difficult.

3. Lack of collaboration

Measuring CX shouldn't just be the task of a specific department; however, in many companies, collaboration between teams is limited. This affects the quality of the data and its impact on the business, since the customer experience is the result of multiple points of contact across the company.↓

3. Static metrics in a dynamic world

CX metrics such as NPS and CSAT are useful, but they need to be updated regularly to reflect changes in customer expectations. If we only measure the same thing year after year, we may miss out on key trends or areas of emerging dissatisfaction.

4. Incomplete measurement of customer value

Customer experience isn't just a number. The article highlights the importance of understanding the client on an emotional, social and cognitive level. When we fail to grasp these aspects, we miss out on a large part of the context needed to improve the experience.

What can we do?

I. Redefining and Rethinking Metrics

Instead of relying solely on numbers like NPS and CSAT, companies should focus on metrics that reflect true customer value and their alignment with strategic objectives.

II. Align data across departments

Involve all relevant departments to avoid data silos.

III. Adapt and evolve

In an environment where customer expectations change rapidly, it's important to collect feedback in real time and integrate it into decisions.

Measuring CX requires more than numbers.

Measuring customer experience isn't an exact science, and without constant review, popular metrics can lose relevance. If we are looking for CX analysis to truly add value to the business, we need a more holistic, strategic and connected approach. Are you joining us in rethinking how we measure the experience of your customers?

References

Wagh, P.D., & Shahare, P. (2024). Customer Experience Measurement: a Critical Review of Literature. Journal of Social and Environmental Management, 18 (8), e06004-e06004.