Forrester: Most customer experience teams neither measure nor manage the five dynamics that shape loyalty
Forrester reached this conclusion by examining 29 customer journeys across 36 UK brands in banking, insurance, telecommunications and utilities. Customers were grouped into four loyalty segments based on their Net Promoter Score (NPS) for the journey and their intention to stay with the brand and buy more.
What's happening
Forrester's analysis identified five dynamics that shape loyalty; according to the firm, most customer experience teams neither measure nor actively manage them. How customers feel at the end of a journey shapes how they remember the experience, the drivers of loyalty vary from journey to journey, and how a brand compares with its rivals changes which improvements matter most. Positive peaks and strong endings in the experience increase loyalty, and customers' confidence that they actually got the job done strengthens it, too.
Whose desk it lands on
The head of the voice-of-the-customer program. How many of these five dynamics do our current metrics measure?
Our view
The CX Brief's interpretation, not a claim made by the source.
The five dynamics Forrester lists in this piece, without putting a number on any of them, point to the same conclusion: loyalty can't be managed with a single score calculated for the organization as a whole. The drivers of loyalty vary from journey to journey, and Forrester itself grouped customers by their NPS on each journey and examined the 29 journeys across 36 UK brands separately. With a single company-wide NPS, the average hides which task cost the company the customer.
