This blog represents two true stories of what happens, or can happen, to an organization when its key relied-upon key, single number (CSAT, CES, NPS, etc.) performance metrics flatline and, for all intents and purposes, have little or no granular actionability.

The first, a B2C example, involves a major player in the cable television industry. Two years ago, they adopted, system-wide, one of the popular single number performance metrics. As they have moved from a customer acquisition focus to a more balanced approach between acquisition and retention, they’ve observed that, in endeavoring to leverage their key performance metric, there have been two major hurdles: a) the metric has flatlined across major customer segments, i.e. generated the same or similar results year over year, making interpretation and experience improvement a challenge, and b) the metric isn’t helping them improve the overall value proposition, especially in the area of price/value.

To read the original article: When B2B and B2C Key Performance Metrics Flatline…. | CustomerThink