Key Customer Experience Measurements

Customer experience is one of a business’ most crucial sources of loyalty. It has been proven that loyalty increases the average shopping cart and that the customer is more likely to forgive a company for any possible mistakes ­ all this ensures positive noise on several communication channels. So, knowing that the customer experience is essential, how can it be measured? The following article outlines a few key measurements that can be very useful when assessing a customer’s experience.



The NPS is a measurement to assess a customer’s likelihood to recommend your company. Based on a 10-point scale, this satisfaction and loyalty index is a tool that makes it easier for you to target your detractors. Moreover, since this measurement is used by a vast majority of companies, it is possible to compare your index with the results of your competitors in your business sector.


The question to ask is as follows:

Based on your experience, on a scale of 0 to 10, how likely are you to recommend (name of company) to your co-workers, relatives and friends?


The NPS index, between -100 and 100, is calculated by subtracting the percentage of detractors (scores from 0 to 6) from the percentage of promoters (scores of 9 and 10). The NPS is a very interesting comparative index on several levels, especially since it is a reliable source directly related to a company’s profitability. It is not surprising to observe that a higher score generally means higher revenues (click here for more information on the NPS).



Evaluating the satisfaction rate of important customer journey themes (ex.: welcome, courtesy, knowledgeable staff, etc.) and the overall satisfaction rate makes it possible to perform very interesting cross tabulations of the NPS with other variables, such as socio-demographic variables.


The question could be similar to this one: Thinking about your most recent experience at (name of company), how would you rate your overall satisfaction? 1 – Not satisfied at all, 2, 3, 4, 5, 6, 7, 8, 9, 10 – Extremely satisfied


The following could be asked for a theme-based question: Based on your most recent experience, how satisfied are you with staff courtesy? 1 – Not satisfied at all, 2, 3, 4, 5, 6, 7, 8, 9, 10 – Extremely satisfied.


There are different ways of analyzing your index (average on 10 or as a percentage, top-2 box, bottom-5 box). Regardless of the way you calculate your index, what’s interesting is to compare satisfaction by theme, for example, or test a theme-based correlation between the results and the NPS or the overall satisfaction rate. This will allow you to determine moments of truth (key elements in the customer experience).



Following the NPS or satisfaction rate, an open-ended question to take your customers’ actual pulse helps to define key points of their recent experience with your business. This is where they provide their opinion and you can see other equally important customer experience indicators that were not assessed in the questionnaire. An analysis of verbatim responses, which is usually adapted according the NPS score or satisfaction rate, is made possible by compiling categorized comments that are the most recurrent.



The Customer Effort Score is a measurement that indicates how easy it is to do business with a company. There are several ways of calculating the CES. You can use a scale from 1 to 5, where 5 represents a positive result and report an average score on 5. This allows you to obtain an overall estimate of the experience. For example, the following question could be asked:


Overall, how easy was it for you to resolve your problem with (name of company’s) reliable tech team?


5 – Extremely easy

4 – Somewhat easy

3 – Neither easy, nor difficult

2 – Somewhat difficult

1 – Extremely difficult


Be careful if you want to compare your CES with the score of competitors. The scales used are not always the same and sometimes, the lower the score, the better the result (ex.: 1 = extremely easy).



It is recommended to integrate socio-demographic questions, such as age, gender, income, education etc. with your assessment of the customer experience. These variables can identify very interesting trends, when cross-tabulated with key measurements. For example, a sports apparel retailer observed that women tended to be more dissatisfied with the service offered in store. After investigating, the company found that advisors, mostly men, needed more training to have a better knowledge of women’s clothing. The satisfaction rate among women then significantly improved (along with sales).



When you want to collect more information, it is paramount to ask respondents whether or not they want to be contacted again. The respondent immediately feels respected in his or her choices and this is also an occasion to defuse detractor customers. It shows that you are interested and open to listening to customers. However, it is important to have the necessary resources to reach customers, if that is what they want. There is nothing worse than creating expectations and not following through…



Certain additional elements are by no means insignificant when a company wants a customer-oriented approach:


  • Real-Time Measurement: A real-time measurement ensures quick follow-up and avoids the exponential growth of unfavourable situations.
  • Maintain and Preserve Key Measurements: It is essential to conserve and maintain important key measurements over time for comparison purposes (by period, by branch, by variable, etc.).
  • Positive Feedback Measurements: Also, it is important for a program that evaluates key measurements to be shared positively between collaborators. A positive approach should be encouraged with clear and specific plans that promote employee improvement and not negative reinforcement.



The above measurements are undoubtedly profitable and foster a real-time understanding of your customer. Each one allows you to evaluate various facets of the customer experience. For this reason, you can act quickly and implement profitable actions for the customer, and by the same token, for the company.


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