2019-20 NPS Customer Loyalty Report
Traits of CX Leaders

Taking Action

Gathering and digging through the data is a great step towards a better CX, but whether or not you achieve your goals depends on how you act on that data. We took a look at how businesses with CX strategies are executing after collecting feedback. This will give you some idea of how your peers approach CX improvement and how to be proactive in your own business.

It’s no surprise that the number one use of customer feedback among respondents is improving CX. That application is closely followed by using feedback to follow up with poor customer experiences. Quickly closing the loop saves existing business, improves the chances of winning new business, and mitigates the potential for a damaging online review.

Customer feedback is primarily used for CX improvements.

Secondary uses include follow up with dissatisfied customers and process improvements.

Uses of Customer Feedback
Q7: What does customer feedback (customer survey: from the Listen360 NPS survey) get used for in your company? Chart is excluding ‘Other uses’ and ‘Don’t know”
Base: All respondents. n=203.

Every business is different, so finding the best way to disseminate customer feedback to relevant team members should fit your company culture. It’s pretty common though, to address it in ad hoc meetings. This likely reflects the fact that feedback rolls in real time and should be constantly monitored.

It is most common that root cause analysis is conducted via ad-hoc meetings.

The Ways Root Cause Analysis is Conducted
Q21: How does your company conduct root-cause analysis on issues or concerns that emerge from (customer survey: the Listen360 NPS survey)(non-Listen360 customer survey: customer feedback)?
Base: All respondents. n=172.
Voice of the Customer Brand-Level Improvement Process

“At the brand level, voice of the customer analysis is conducted by Ops & Marketing Depts to identify key pain point threads as well as high points of customer satisfaction. Pain points are prioritized, and action plans are built into the annual operating plans for remediation.

“Feedback is shared with Senior Leaders at monthly strategic review meetings…and we hold voice of customer huddles.”

“We share the data with the front-line team, follow up daily on any negative comments, and report annually to our entire company.”

“We review results carefully and correlate findings to store success …Customer service is recognized at conference.”

Q6: Please explain your company’s process for making brand-level improvements based on the NPS survey data. Selected open ended comments shown.
Base: Customers who provided a text comment to the question. n=50.

When you commit to improving your CX with customer feedback, it needs to come from the top down in your organization. Most businesses set feedback goals at the brand level which displays a commitment to the customer across the entire network and ensures everyone is on board.

Customer feedback improvement goals are typically set at the corporate/brand-level or the location/service-area level.

Setting Goals for Improving NPS or Customer Feedback
Q22: Does your company set goals for improving (customer survey: the Net Promoter Score (NPS)) (non-Listen360 customer survey: customer feedback)?
Base: All respondents. n=171.

While you want to make your goals realistic, it doesn’t help to sandbag them either. Make sure you’re setting standards that challenge you to reach for excellence rather than creating a metric to pat yourself on the back. Most respondents agreed that these goals are accurately set.

Seven out of ten companies agree that goals to improve customer feedback are set at the right level of difficulty.

Challenging and Achievable Goals for Improvement
​Q23: In your opinion, are the goals both challenging and achievable?
Base: All respondents. n=171.

The vast majority of respondents agreed that frontline employees are equipped to act on customer feedback. Armed with valuable information, customer-facing employees are not only more confident with interactions, but they’re much more adequately prepared to understand and improve adverse situations.

73% agree that their customer-facing employees have the autonomy to make decisions and take necessary action.

Customer-facing employees at higher performing brands are even more likely to have this autonomy.

Agreement: Customer-facing service employees have the autonomy to make decisions and take action
Q24: How much do you agree with this statement? Customer-facing service employees in our company have the autonomy to make decisions and take necessary actions based on customer feedback from the Listen360 NPS survey.
Base: Listen360 customers only. n=136.

Closing the loop and following up with customers is a great way to dive deeper into a potential problem, initiate speedy service recovery, and prevent negative word of mouth. Respondents stated that franchise owners, managers, or department heads are most commonly accountable for these customer follow-ups. Having leaders do the follow-ups keeps it less confrontational and is a great way to demonstrate care.

Franchise owners/managers and department/team heads are most likely to be accountable for customer follow up.

Who is Accountable for Follow-Up with Customers
Q25: Who in your organization is accountable for following up with customers based on customer feedback (customer survey: from the Listen360 NPS survey)? ‘Other’, ‘No one is held accountable’ and ‘Don’t know’ are excluded from the chart.
Base: All respondents. n=172.

Always follow up with unhappy customers. Not only can they do a lot more harm when you don’t try to make it right, you may end up creating some of your biggest fans simply by reaching out. With 88% of respondents agreeing that this is critical, it’s hard to disagree.

Most Customers say that it is extremely critical to follow up with Detractors (88%); only 1% say they don’t do this.

Most commonly, Listen360 Customers are following up with Detractors within 24 hours.

Opinion on How Critical it is to Follow Up with Detractors
Q26: In your opinion, how critical is it to follow up with Detractors (those scoring 0-6 on the NPS question)?
Q27: Within what time frame does someone in your company follow up with Detractors?
Base: Listen360 customers only. n=136.
Typical Timeframe for Follow Up with Detractors

It’s not nearly as common for businesses to follow up with delighted customers. A little over a third of respondents don’t do this, but it’s interesting to take a look at the sizable portions of those surveyed who still do. Following up with promoters could be considered what we call a “delighter” factor. Promoters won’t expect you to follow up, so if you don’t, there is likely no penalty. If you do, though, they will be very pleasantly surprised. Sometimes doing the things your competitors aren’t will give you an edge.

Far fewer Customers say it is extremely critical to follow up with Promoters (only 22%); 36% indicate they don’t do this.

The timeline for follow up with Promoters ranges from within 24 hours to longer than a week.

Opinion on How Critical it is to Follow Up with Promoters
Q28: In your opinion, how critical is it to follow up with Promoters (those scoring 9 or 10 on the NPS question) who have provided an online review?
Q29: Within what time frame does someone from your company follow up with Promoters who have provided an online review?
Base: Listen360 customers only. n=132-133.
Typical Timeframe for Follow Up with Promoters

Most businesses keep their scores close to the chest and decide how best to distribute the information in house. A quarter of respondents, though, publish the numbers online.

25% of Customers publish their Net Promoter Scores online.

Higher performance clearly correlates with the behavior of publishing NPS online.

Publishing Net Promoter Scores Online
Q31: Do you publish your Net Promoter Scores online?
Base: Listen360 customers only. n=132.

Following up with an unhappy customer can not only change the way they feel about your brand, it can also change the way they talk about your brand to the world at large. Online reviews can be much more detrimental than a digital blemish.

Two-thirds strongly agree that proactive tracking and follow-up on customer feedback positively impacts online reputation.

Agreement: Proactively tracking and following up on customer feedback can have a positive impact on online reputation/star ratings
Q30: How much do you agree with this statement? Proactively tracking and following up on customer feedback can have a positive impact on our online reputation/star ratings?
Base: All respondents. n=168.