A one-minute customer feedback system that helped drive a 15-point Net Promoter Score (NPS) improvement across Nando’s UK operations has now been rolled out across Australia and New Zealand.

Businesses achieving high Net Promoter Scores (NPS) are invariably gratified by this single number. But arguably, there has been some blind trust as to how significant this figure is on the bottom line.

​For a company that receives over 200,000 customer responses each year, implementing a voice of customer (VoC) platform can seem more than a little daunting. Add in some 25 different trackers (most companies have two), and the program can become downright unmanageable.

PEXA’s mission was a humble one: transform a 150-year-old legal process for property exchanges, enabling them to be completed securely and remotely. The company did this by taking a system entrenched in manual, paper transactions, digitising it and putting it online. Yet this wasn't enough, and PEXA went further by adopting Medallia, a best-of-breed application, to transform its member feedback systems.

No matter how busy you get as a CMO, it’s vital you stay tuned into raw insights on your customers by spending time listening to calls, and getting on the front line, Bupa’s chief marketing and customer officer, Jane Power, advises.

The Commonwealth Bank is shifting customer measurement away from satisfaction to Net Promoter Score, looking to simplify offerings and processes, and better tap data analytics to improve customer engagement, as it squares up to issues of misconduct and flawed financial advice identified by regulators.

​Measuring CX is vital, but difficult, to do, according to Gartner, as there are hundreds of metrics to choose from and various levels within an organisation to which they should be applied.

​Citi’s global head of customer experience, Tanya Smith, has an easy way to tell whether something meets the great experience test or not: You feel better after interacting.

With so many organisations now focused on improving the experience they provide to customers, it’s not surprising to see multiple methods have emerged for measuring the quality of that experience.

Brian Andrews likes to joke that he is the Forrest Gump of the Net Promoter Score movement, always turning up at seminal moments in its development.

If you’re just going to sit in your functional silo and do more of what you’ve always done, then you’re not going to go far as a customer experience leader.

​A lift in episodic as well as strategic Net Promoter Scores (NPS) is proof Telstra is acting on its number one objectives of putting customers first, CEO, Andy Penn, claims.

Insurance giant nib announced a new partnership with software company MaritzCX to launch a multi-brand customer experience program to help refine and scale the company’s voice of the customer strategy as part of its wider customer-centric vision across Australia and New Zealand.

Telstra has seen its NPS scores falter but attracted net new retail mobile and fixed-line broadband customers during the six months to 31 December 2016.

Building a clear action plan around customer analytics, along with cross-function collaboration, have been vital in making Telstra’s customer engagement efforts a success, according to its director of research, insights and analytics, Liz Moore.

Customer experience for NIB was a verb, not a noun, until the organisation launched a transformation program and voice-of-customer strategy using Net Promoter Score (NPS).

Healthcare provider Bupa has been awarded the Best CX Leading Initiatives award in recognition of its efforts to transform into a customer-centric organisation with projects such as Voice of the Customer which collects customer feedback in real time.

Online flash retailer, The Catch Group, says its decision to deploy a new Net Promoter Scoring (NPS) system has been the catalyst its management team needed to prioritise investment that drives better customer experiences.