Often used as a barometer for brand health, Net Promoter Score surveys measure customer loyalty by identifying customers as promoters, passives, and detractors by asking:

“How likely are you to recommend ABC Company?”

Answers are then given on a scale of 0-10, with 10 being the “very likely” to recommend. Those who answer 9 or 10 are called “promoters,” and they are your brand’s biggest fans. Passives are customers who answer 7 or 8. Passive customers are not likely to hinder your business with negative word-of-mouth, nor are they likely to recommend your business.

Back in 2015, Forrester Research uncovered that customer experience was the number one priority for business and technology leaders. Fast forward almost 5 years and CX is still top of mind for brands looking to differentiate themselves from their competitors.

Considering that it costs up to 6 times more to attract a new customer than to retain an existing one, the immediate and long-term ROI of customer experience is encouraging many businesses to incorporate CX metrics and benchmarks into their definitions of brand health and success. This focus on customer experience is yielding some impressive returns:

How do you fix something that’s not working?

For many businesses, identifying a problem and going to market with its solution is often difficult. On the surface, what might appear as the problem may actually be only a symptom of a much larger, underlying issue. More often than not, many brands get caught up in fixing these symptoms by addressing the issues that are easily visible, without actually identifying and remediating the root cause. Thus, the resulting solutions are often short-sighted and ineffective, with similar or new symptoms reappearing as customer needs change and businesses grow.

ROX is the new customer experience ROI.

Let’s get right into it — how customers perceive your brand can influence the success of your business more than ever before. Many brands are investing heavily in customer experience (CX) and, as we explore below, the numbers don’t lie — those allocated resources can yield some serious returns.

Seamless and personal, the omnichannel retail experience, when done correctly, is built entirely around accessibility and customer experience. As simple as that sounds, omnichannel retail is the result of melding dozens of customer touchpoints and activities into a non-linear customer journey.

Those who have mastered omnichannel have a holistic understanding of their customers in terms of what their needs are, and how they want those needs fulfilled.

With retail stores filing for bankruptcy and closing left and right (Barney’s, Forever 21, Toys R Us, Sears, etc.), it’s evident that retail shopping is going through a change: the so-called “retail apocalypse.”

It’s also fair to say that a mix of factors — the rise of ecommerce plus the increased operational costs of leasing land for a traditional brick-and-mortar store — have a lot to do with it.

A recent Walker ecommerce study reveals that by 2020, customer experience will emerge as a leading ecommerce brand differentiator.

Brands will have to differentiate themselves not based on price and product (as they have in the past), but rather on the experience that they provide to customers in both their physical and online retail stores.

Delighted Kiosk, our newest survey experience, collects point-of-service customer feedback at physical retail locations in real-time. Like the rest of Delighted’s customer experience products, Kiosk features simple setup and easily syncs with your existing Delighted account and dashboard, so all of your customer feedback is in one place.

The value of a strong Net Promoter Score (NPS) is that it can indicate if your business is delivering on the promises that it’s making to customers. While there are many reasons and methods to measure customer experience (CX), keeping tabs on the perception of your customers via the Net Promoter methodology can be incredibly valuable for benchmarking the health of your business. For instance, high NPS scores positively correlate to customer retention, referral acquisition, and strong brand awareness.

When you talk about measuring customer experience and satisfaction, three metrics inevitably come up as THE ones to use: Net Promoter Score (NPS) vs Customer Satisfaction Score (CSAT) vs Customer Effort Score (CES).

So, which is best for you?

While NPS, CSAT, and CES all garner feedback about how a customer feels about your company, products, and services, there are nuances that make one better than the other depending on your use case and business goals.

So, what is a good Net Promoter Score? The short answer is: it depends. There are 2 methodologies that explore what a good NPS score is. The first examines the strength of your NPS score regardless of industry. The second method determines what a good NPS score is with respect to your industry.

We’ll explore both methods below, but first, let’s take a quick look at how an NPS score is calculated.

Who doesn’t want to grow their business? Growth marketing is a set of activities intended to acquire more customers, increase revenue, and speak to new audiences and prospects. Many growth marketers focus on tools and strategies designed to bring customers through doors and onto websites.

Only a few, however, realize that an integral part of sustaining growth is avoiding the churn of existing customers. Many organizations understand that customer experience (CX) is important for retention and brand affinity. But, when it comes to investing in tools and services to do this, many businesses fail to see the long-term ROI that CX technology and strategy can deliver — even though the evidence is apparent:

What if we told you that there’s a way to grow your business by two to four times without developing a new product or receiving additional funding?

Exceptional customer service turns repeat and new customers into promoters. And these promoters have the potential to grow the lifetime value (LTV) of your brand by 1400%.

Historically, the concept of “customer experience” has been seen as purely the responsibility of customer support. Today, this couldn’t be more inaccurate.

In the past, customer experience was whether or not the support rep on the phone or the attendant managing department store returns — or any other gatekeeper of company protocol — could help you amend a product related issue. “Customer experience” was strictly customer service-driven and incredibly retroactive — something that was only monitored or addressed post purchase.

Who doesn’t want to grow? Growth marketing is a set of activities intended to acquire more customers, increase revenue, and speak to a previously unreachable audience. Many growth marketers focus on tools and strategies designed to bring customers through doors and onto websites.

Only a few, however, realize that an integral part of sustaining growth is avoiding the churn of existing customers. In fact, it costs 6 times more to attract a new customer than it does to keep an old one.