The top customer experience metrics that help you gauge engagement success

Marketing leaders across major industry sectors reveal their strategies to measuring and improving customer experience

ING’s transparent weekly metrics strategy

Over at ING, executive director for customers, John Arnott, also said there is no ‘one secret number’ that tells you everything.

“What we do at ING is we create a weekly report or weekly dashboard we call ‘The Voice of the Customer,” he explained. “That is what we use to send to our employees, our shareholders to really give an overview of what customers have been saying each week.

“This looks at four different sets of data points, which gives us a score card of customer health.”

Within this weekly report, the first set of data points is derived from NPS. Arnott said that gives ING a headline number which it can measure itself against.

“It’s a number that also allows us to benchmark against competition and other players in the industry,” he said.

Secondly, his team spends time working out what the customer moments of truth are and what are those ‘aha’ moments that are really important to ING customers. “We also measure our execution against those moments of truth and understand how we track those by what we call ‘easy scores’,” he added.

Thirdly, ING uses a customer poll, looking at social media sentiments and mobile app ratings, which customers provide on a regular basis.

“We also pilot with a third party that allows customers to vote and say how happy they are with ING – and that gives us a real tangible metric around customer experience,” Arnott said.

The fourth thing ING does is pull together customer stories and takes a look at what’s working, what’s not working, and how the company can do better.

“We can then get a good insight into the voice of the customer, which we then distribute across the entire organisation to give us focus and direction as to what we need to do to execute against that in the following week,” he said.

Historically, ING used customer satisfaction as a core metric, but over time, Arnott said the organisation realised there was a need to have a more balanced scorecard.

“It was a good score, but it didn’t really give us any insights, and it didn’t correlate to will customers think we stand out from the pack and recommend you for their product and services,” he said. “Customers may be satisfied, but they might not have a connection of engagement with your brand.

“We felt didn’t give us the value we needed or the insights we needed to move forward and execute against a customer-centric strategy.”

Since 2009, ING has been using NPS to better obtain customer feedback throughout the customer journey. “Within our NPS survey to customers, we also measure customer satisfaction, customer effort, and touchpoint experience,” he said. “In addition, we also measure Voice of Customer Demand across customer touch points to classify customer demand as either value demand or failure demand.

“Similar to our Net Promoter System, this data is analysed and acted on with the failure demand categorised and a program of work and action plans developed. We have also been measuring failure demand since 2012 and through our process of collecting, analysing and acting on this customer data we have seen failure demand reduce significantly.”

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