Customer experience marketing

This article is part of a series of articles on customer experience marketing. Read more.

Ever since Fred Reichheld's article 'The one number you need to grow' appeared in the Harvard Business Review in 2003, Net Promoter Score has become the poster-boy metric for customer experience. The 'recommendation' aspect is seen by many as a reasonable representation of customer commitment. In recent years, I have seen as many critics as I have advocates for the measure. Critics who cite the lack of commercial correlation for NPS believe this makes it a less favoured boardroom measure, whereas supporters who point to reduced customer attrition or increased retention feel this in itself is sufficient testimony. It's a similar story for customer satisfaction.

Both the Net Promoter Score (NPS) and Customer Satisfaction Score (CSAT) have become linked with measuring customer experience (CX). Where NPS measures an intention, CSAT measures a sentiment. What is unquestionable is the simplicity of how each is presented to customers to obtain a response. And with feedback rates plummeting, thanks to the popularity of real-time voice of the customer (VOC) platforms, keeping it simple is an overriding criterion for many companies.