Customer Experience Measurement


A resource for CX and XM professionals.

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Going way beyond surveys

When some people think of gathering customer insights they think only about conducting surveys. We believe that approach is too narrow and puts too much burden on the customer.

We go way beyond surveys. 

New tools and emerging techniques provide more options for business leaders to measure and manage customer experiences. At Walker, we deliver a comprehensive approach using a variety of inputs – customer interviews, journey mapping, customer advisory boards, predictive analytics, and more. And we use surveys when they are the right solution. 

Ultimately, we measure customer experience in a way that results in fewer surveys, better insights, and more impact.

Customer Experience Measurement –
6 Common Mistakes to Avoid

How do you measure the experiences of your customers? With so many new and evolving methods to gather insights, it’s hard to know the best approach. At Walker, we help companies navigate the complex task of CX measurement and avoid the common mistakes. Here are six familiar mishaps that can stand in the way of effective measurement. 

  • 1:   Chasing Numbers

    Undertaking a journey mapping project is a great way to bring the customer experience to life for B2B companies.

    Today’s business environment is driven by numbers. Key performance indicators (KPIs) are common in almost every function. Measuring customer satisfaction, customer loyalty, customer support and customer experience is no different – it is often simplified to a single number or score.

    However, the pursuit of a single CX metric can prove fruitless or even damaging. Too often, executives set goals for CX metrics that aren’t effective indicators – those that encourage the right behavior and the right decisions. Too many employees “game” the system to get a higher Net Promoter Score (NPS) or customer satisfaction rating – which may influence their compensation.

    When it comes to measuring CX, numbers and ratings are just one element. CX leaders need to ensure that each score is based on the effective collection of customer feedback and understand the context of the score for it to be truly useful.

    Bottom line: customer experience is more than just a number.

  • 2:   Not the Right Inputs

    Measuring customer experience depends on having the right inputs and starts with understanding what is important to your business. Too often, companies rely on superficial ratings without digging deeper to gather the right inputs to understand the entire customer experience.

    For example, consider two businesses. One is a manufacturer of complex equipment for building a product. The other is a SAS software solution used in human resources. To truly understand either business, we need go beyond simple customer satisfaction surveys. Customers of the manufacturer need their equipment to be constantly running, so indicators of quality, reliability and support are critical to delivering an exceptional customer experience. The software firm must ensure that its product is easy for users and regularly accessed within the business to ensure the customer renews their contract each year.

    In each example, the company must not only collect feedback from customers but also gather the behavioral, operational and financial metrics that fit its business model. CX leaders should ensure they have the right inputs to provide a relevant, holistic measurement of customer experiences.

  • 3:   Not the Right Contacts

    It almost goes without saying that measuring customer experience relies on gathering insights from the right customers or contacts.

    Customer contacts are not created equal. Most B2B businesses have at least three types: decision-makers (executives who make purchasing decisions), influencers (contacts who may influence a decision), and users (those who use the product or service). Input from all three is necessary to effectively measure the health of an account.

    It’s also important to break down CX measurement by the product or service you provide, the geographic regions you serve, and the markets you target. In each case, the customers may have different needs and goals, which means measuring their experience is going to be unique in each case.

    CX leaders should not lose sight of the goal – an improved customer experience. This applies across the organization. To achieve it, you must establish a holistic and representative system for measurement.

  • 4:   Not Aligned With Business Objectives

    Sometimes we get so focused on measuring CX that we forget to look at the big picture. Too often, companies will find misalignment between their customer experience metrics and their key business metrics. For instance, their NPS scores are improving, but the company is not growing and profits are down.

    To avoid this, it’s important to ask ourselves, “What are we really trying to achieve?” An answer such as “better customer experiences” is too shallow. How about, “better customer experiences that improve our renewals, producing more revenue.” Or, “better customer service that reduces response time, leading to better profits.” Customer experience metrics that are clearly aligned with most important business metrics are common in businesses that are truly customer centric.

  • 5:   Lack of Action

    Measurement without action is one of the most common mistakes in CX. In fact, it’s not unique to CX – it is common in every function and department throughout a company.

    The challenge for CX leaders is developing a measurement system that inspires others to want things to change. For instance, a company-wide satisfaction rating may not inspire a customer service representative to do anything differently. However, measurements that show dissatisfaction with specific activity in their department will be more likely to inspire action to improve the metric and deliver a better customer experience.

    One of the keys to prompting action and change is to understand the entire customer journey to focus customer feedback, measurement and action on the most relevant areas needing improvement or redesign.

    Ultimately, CX leaders not only want to inspire a great customer experience but one that is so good that it separates their company from the competition. To do this, we need to do more than measure. Our efforts must result in actions and changes that really matter to the customer.

  • 6:   Not the Right Tools

    Speed matters, and today’s tools for measuring, analyzing and improving customer experience can make a big difference. While the tools alone are not the key to a customer-centric business, they can accelerate the way companies collect feedback, analyze insights and deploy action to deliver results.

    Today there is a vast number of customer experience platforms for collecting survey feedback, real-time reporting of customer data, sophisticated analysis of trends and much more. While it can be overwhelming, CX leaders should not only seek the right tools for their business but also ensure they are used in the best manner. The tools won’t do the work for you, but they can accelerate the way you build a customer-focused business.

    And for CX leaders, speed matters.