Yesterday I shared a post where I discussed popular customer experience (CX) metrics: the NPS (Net Promoter Score) and the CSAT (Customer Satisfaction Score). Both have their place and can bring value to certain companies. However, the reality is that for many others, these metrics simply fail to move the needle either financially or operationally. The problem lies in teaching these metrics as if they were the only and definitive way to manage CX, which can limit the true potential of this strategic area.

'Change My Mind' meme with a man sitting at an outdoor table, drinking a cup and a sign that reads: 'The NPS and CSAT are the CX. Change My Mind'. The image illustrates the argument that NPS and CSAT are treated as the only customer experience metrics, challenging this belief.

CX: Much more than just a couple of numbers

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When choosing a metric for CX, the key question isn't just “what does it measure?” , but “how do you contribute to the core of the business?” Does it impact the company's health and growth? Does it generate value on a daily basis? CX is a cross-cutting area that should be in constant conversation with every part of the business, especially with the teams that drive the organization's main cogs.

Making metrics speak to marketing, sales, and operations*

When setting CX metrics, let's think about their real impact. Metrics should help areas such as marketing to create better messages for cold prospecting, designing slogans that touch fibers with future customers and transmitting company values in promises that can be fulfilled. This isn't a minor detail, it's the basis for how our potential customers see and perceive our brand/.

For sales, metrics also play a role that goes beyond simple satisfaction. They should provide insights to build effective brochures, find qualified customers, optimize processes and close more deals. In the end, it's not just about leaving the customer satisfied, it's about ensuring that the right customers arrive, stay, and are loyal.

And when it comes to operations, CX can be a key tool for detecting errors before they occur, optimizing processes, and adjusting for any weaknesses. Rather than being a surface layer, CX should nourish operational decisions with a strategic and useful approach.

Data with purpose*

Capturing customer data can be incredibly powerful, but as long as we do it with purpose. Are you really getting information that will help the business grow and strengthen its health? CX isn't just about getting numbers, it's about making a real impact. If the chosen metrics aren't contributing to this vision, it's time to question their true value.