This article was originally posted at the European Customer Experience Organization: https://ecxo.org/asias-b2b-cx-benchmark-report-12-major-economies-compared/

Personal Statement on the Future of CX Metrics

Every time I see the usual NPS defenders — from Bain and its loyal followers to CEOs who built their brands around it — I can’t help but recognize the pattern. Of course, they’ll keep defending it. NPS is their legacy, their bread and butter, and for some, their entire business model. Yet what’s more revealing is how many CX professionals still follow it blindly, unwilling to evolve beyond a metric built for a very different era.

More important than any single metric is your ability to create real value and build trustworthy, lasting relationships with your customers. Metrics should work together in symbiosis, not compete for attention. What truly drives retention, loyalty, and growth is the value your teams deliver — not the score you chase. Companies that focus on outcomes, clarity, and trust will always outperform those obsessed with metrics alone. Value creates loyalty, trust sustains relationships, and the intelligent combination of feedback sources drives smarter decisions and stronger results.

We all know that no single metric can tell the full story anymore. Real understanding now comes from integrating multiple signals — quantitative data, customer feedback, Voice of Customer (VoC) insights, and real-time behavioural analytics. This combination allows companies to grasp what customers truly need, predict intent, and act fast enough to stay relevant. I wrote extensively about this holistic approach in my 360-degree model, developed for several Samsung divisions, where metrics collaborate to deliver a unified, actionable view of customer reality.

As AI and real-time data collection advance, traditional surveys will become less central in some areas. Still, the human need for genuine feedback and connection will remain. NPS deserves recognition for its historical role — Fred Reichheld of Bain & Company, in collaboration with Satmetrix Systems(today Nice Systems), created a method that helped many organizations understand loyalty. But clinging to a model designed in 2003, when data was scarce and digital ecosystems were just emerging, is no longer leadership — it’s stagnation.

No company today can rely on one question or one score. Customer relationships are dynamic, contextual, and multidimensional. Reducing them to a single number ignores behaviour, emotion, and value creation — it’s like trying to measure an orchestra with one note.

And please, don’t come with the usual excuse that “it wasn’t implemented properly,” as many NPS pundits like to claim. The real question is this: do you want to stay comfortable defending the old and familiar, or are you ready to evolve — to explore new possibilities that reflect the reality of modern customer relationships for B2B?

NPS may still fit some B2C settings, where interactions are simpler, transactional and more direct. But in B2B — where relationships involve multiple stakeholders, voices, and decisions — a single score can’t define success. No metric is perfect, but progress depends on moving beyond outdated measures toward integrated, data-driven models that connect every touchpoint and reveal the real story behind customer relationships.

My 360-degree framework, developed with Samsung and applied across several divisions and Samsung new companies, was built for exactly that purpose. Yet this article isn’t about that framework — it’s about what comes next: embracing smarter, more adaptive alternatives that reflect the true complexity of modern B2B ecosystems.

“The future of CX isn’t about defending the past — it’s about uniting intelligence, logic, data, AI, and humanity into one ecosystem of understanding that drives better outcomes. Learn from the past, evolve with purpose, and shape a better future.” – Ricardo Saltz Gulko

Introduction

Net Promoter Score (NPS) has long been the staple for gauging customer loyalty, but its usefulness is waning in today’s complex business landscapes. Originally hailed as the “one number you need to grow,” NPS reduces customer sentiment to a single 0–10 recommendation question. This simplicity is seductive for executives seeking a quick pulse, yet it masks serious limitations. NPS oversimplifies multifaceted relationships—especially in B2B contexts where multiple stakeholders are involved—and provides a lagging, narrow view of customer experience. For example, one enthusiastic user’s high NPS rating can mislead by hiding dissatisfaction among other decision-makers. With B2B NPS survey response rates often as low as 3–9% (and even fewer respondents giving detailed follow-up feedback), the sample is usually too small and biased to yield actionable insights. In short, NPS offers a momentary snapshot with little context or predictive power. It tells you what happened (often when it’s too late), not why it happened or what will happen next. No wonder there’s a growing push to move beyond this one-size-fits-all metric. Gartner even predicts that over 75% of organizations will abandon NPS as a primary success measure by 2025, a prediction that has not yet happened. Forward-thinking companies are now seeking richer, more proactive indicators that can capture the nuance of customer sentiment and guide real improvements.

The good news is that better alternatives to NPS are finally emerging. These new metrics and methodologies aim to address NPS’s blind spots—providing deeper context, multi-dimensional feedback, and forward-looking insight that traditional NPS surveys lack. In the sections below, we explore five such alternatives: Cliezen, Customer Impact Score (CI-Score), Value Enhancement Score (VES), Customer Impact Score (CIS), Forrester alternative and Customer Health Score. Each of these approaches offers a distinct way to measure customer experience and loyalty more effectively. We’ll examine how they work, what makes them superior to NPS, and how they empower organizations (especially B2B firms) to drive better customer-centric decisions. Ultimately, today’s customer experience (CX) leaders need metrics that do more than report the past – they need metrics to actively manage the future. Let’s dive into the new generation of CX measurements poised to replace NPS.

“It’s time to let outdated metrics like NPS enjoy their well-earned retirement and make room for integrated, intelligent models that reflect today’s business reality.” – Ricardo Saltz Gulko

1. Cliezen – A Modern B2B CX Feedback Methodology

Cliezen is an AI-powered B2B customer experience platform that bills itself as a direct NPS alternative and replacement. At its core is Cliezen’s proprietary Relationship Quality System (RQS) methodology, delivered through a feedback engine and an AI-powered Insights layer. Unlike the single-question NPS survey, their methodology gathers targeted feedback from multiple touchpoints in the client journey and from different stakeholder roles. The goal is to uncover the “experience gap” – the disconnect between customer expectations and actual experiences – before it leads to churn. Ease of use remains similar to NPS: Cliezen’s survey is brief (about 20 seconds for the client to complete) and simple to administer. However, the output is far more insightful. It provides detailed, actionable data on what drives satisfaction or dissatisfaction, pinpointing specific pain points across the relationship. This addresses one of NPS’s biggest flaws: a lack of context. With NPS, unless customers volunteer open-ended explanations, you’re left guessing why a detractor gave a low score. Cliezen bakes in those explanations through dynamic questioning and AI analysis, delivering clarity that one “would you recommend us” score alone cannot.

Crucially, their framework is built with B2B complexity in mind. Business-to-business relationships are inherently multi-layered and involve multiple influencers – end users, economic buyers, executives, etc. One of the benefits is that this new metric acknowledges that a single metric from a ‘’single contact’’ is insufficient. Its approach captures input from every stakeholder at every key touchpoint, giving a 360° view of the account’s health. For example, a procurement manager might value cost stability and compliance, while end users care about usability and support. Cliezen’s feedback system adapts to different roles, asking each the most relevant questions. This approach ensures that early warning signs of dissatisfaction are detected across every corner of the account.

A key part of this design is that Cliezen is not only a methodology but also the technology engine that operationalizes it. The platform’s Insights engine analyzes responses as they come in, spotting patterns, surfacing emerging trends, and suggesting next steps that teams can act on immediately. When Cliezen was created, the goal wasn’t to add another dashboard to the pile. The intent was to build a system that interprets the signals and supports users with practical guidance, so feedback actually translates into change. Since B2B relationships evolve over time, the cadence and context of the feedback adapt as well, ensuring the system stays aligned with each stakeholder’s expectations throughout the lifecycle.

Leading indicators are a key focus: the platform identifies emerging gaps between expectations and delivery so teams can act before a client turns into a detractor. Traditional NPS, by contrast, is purely reactive—it often highlights problems only after customer loyalty has already eroded. As Kári Thor Runarsson, Cliezen’s founder explains, relying on a single hypothetical recommendation question is impractical for understanding dynamic B2B client needs. Instead, the solution tackles NPS’s limitations head-on, combining brevity with depth.

Regus is one of the core brands within the International Workplace Group (IWG), the world’s largest flexible workspace provider. They use Cliezen to keep a regular pulse on client experience in the accounts where they get clearer visibility into how well they are meeting expectations across key relationship aspects. The role based feedback surfaces early signals around workspace quality and communication gaps, giving their teams actions they could tackle as soon as they surfaced instead of letting issues fester into bigger problems. Their CX lead mentioned that it reduced renewal surprises because concerns were resolved before they had a chance to build up.

For CX leaders, the appeal lies in its ability to automate continuous client feedback and root-cause analysis without overburdening customers. It delivers a constant stream of actionable insights about what to improve, rather than offering a vanity score to celebrate. In an era where B2B account churn can hide beneath surface-level satisfaction, this system acts as an early warning radar—replacing the false clarity of a single number with a richer understanding of each account’s sentiment and growth potential. In short, it transforms feedback into a pragmatic tool, helping account managers and customer success teams prioritize interventions, prevent churn, and strengthen relationships in ways that NPS simply cannot.

Thank you so much to Kári Thor R. Co-Founder and CEO of Cliezen, for the support.

2. Customer Metrics — Customer Centricity Score (CS-Score) and Customer Impact Score (CI-Score)

Interestingly, one research ecosystem has contributed two of the most sophisticated successors to NPS—the Customer Centricity Score (CC-Score) and the Customer Impact Score (CI-Score). Despite sharing a similar name, these two models were designed for different purposes, operate at different levels of analysis, and offer distinct advantages over NPS. Their naming similarity often creates confusion, but in practice, each metric serves a unique role in understanding customer-centric performance.

CI-Score evaluates the experience itself—what customers encounter, feel, and judge across functional, relevant, and emotional dimensions.
CC-Score evaluates the company as a whole—how customer-centric, supportive, trustworthy, and value-creating the organization is—from an inside perspective.

Together, they form a dual impact model labelled Custopia that surfaces insights no single metric—especially not NPS—can deliver. Below, each metric is explained in full, followed by a concise comparison and the clear advantages they hold over NPS.

2.1 Customer Impact Score (CI-Score) – Multi-Dimensional Loyalty Index

The Customer Impact Score (CI-Score) introduces a structured, multi-dimensional alternative to NPS by focusing on the quality of the customer experience across three essential dimensions: Functionality, Relevance, and Emotion. Instead of collapsing loyalty into a single hypothetical recommendation question, CI-Score uses 15 empirically validated items to measure the real experience customers encounter every day.

This approach reveals nuances that NPS actively hides. It uncovers whether the product or service works reliably, whether it fits the customer’s actual needs, and whether interactions build trust, confidence, and positive emotional energy. A company may excel functionally but fail emotionally; it may be beloved by users but no longer relevant to business needs. CI-Score brings these distinctions to the surface.

One of CI-Score’s greatest strengths is its diagnostic precision. Whereas NPS forces organizations to guess why a detractor appeared, CI-Score highlights exactly where the relationship is breaking down—ease of use, transparency, responsiveness, relevance, or emotional connection. This makes CI-Score immediately actionable. Teams can address real drivers of dissatisfaction without conducting secondary research to interpret a single number.

CI-Score is also a leading indicator. Patterns in functionality, relevance, or emotional connection often shift months before revenue, renewal, or churn outcomes do. This enables early detection of risk and early identification of areas accelerating loyalty. Early adopters across industries report that CI-Score provides a far richer, more complete, and more strategic understanding of customer reality than NPS could ever deliver.

In short, CI-Score treats customer experience as what it truly is: a complex, multi-variable system—not a one-question popularity contest. As a measure of loyalty and long-term success, CIS is significantly more powerful than NPS because it correlates strongly with retention, account expansion, and share of wallet. Customers remain with companies that support their goals, reduce complexity, and deliver consistent value—not with companies that score well on a single survey item.

In essence, CIS shifts the conversation from “Would you recommend us?” to “Are we meaningfully improving your outcomes?”—a question far more aligned with real B2B loyalty.

2.2 Customer Centricity Score (CC-Score) – Holistic Customer-Centricity Gauge

The second model from the same research ecosystem, the Customer Centricity Score (CC-Score), addresses a different challenge: understanding the company’s overall customer-centricity from the inside. Where CI-Score evaluates experiences at touchpoints, CCS evaluates the organization itself—employees judge whether their company delivers on credibility, value, trustworthiness, and long-term contribution to customer success.

CCS asks broader, outcome-oriented questions such as:
• Does my company help me achieve my goals?
• Does it simplify my work?
• Do we act in the interest of our customers?
• Do we deliver consistent, reliable value?
• Do we behave like a true long-term partner?

Rather than focusing on a specific operational KPI, CCS captures the organization’s strategic posture toward customers. It serves as a customer-centricity scorecard, revealing whether the company can serve as a trusted partner or act like a vendor.
CCS is often paired with internal employee engagement assessments to identify gaps between how employees think they are performing and how they actually experience the organization.

When combining the internal CC-Score with the external CI-Score, it exposes cultural blind spots—something NPS can never detect. It reveals the internal drivers for what customers experience externally.

2.3 CI-Score vs. CC-Score – Understanding the Difference and Their Advantages Over NPS

Although both metrics come from the same organization, they serve different strategic purposes:

Thank you so much to Prof. Jan-Erik Baars, Managing Partner and Professor at HSLU, for his generous support.

3. Value Enhancement Score (VES) – Measuring Value Added to Customers

Value Enhancement Score (VES) is a relatively new metric, introduced by Gartner, that zeroes in on a critical question: Is our service enhancing the customer’s success? VES evaluates how service interactions impact two things: (1) the customer’s ability to use and achieve more with the product, and (2) the customer’s confidence in their decision to purchase. In simpler terms, VES asks customers whether your product/service is making them more effective and whether your support reinforces that they made the right choice. This focus makes VES distinctly different from NPS. Rather than measuring a customer’s general willingness to recommend, VES measures the tangible value customers feel they get from your solution and the support around it. It’s an inherently forward-looking metric: if customers report that your service experience is enabling them to do more and feel confident, they are far likelier to remain loyal and expand their business with you.

The appeal of VES lies in its strong linkage to customer loyalty and growth. Gartner found that improving customers’ positive feelings on those two VES factors (ability to use, confidence in purchase) increases the value customers derive from the product. In other words, VES is a predictor of retention and lifetime value. If NPS is about promotion, VES is about empowerment – ensuring the customer feels empowered by the product and the support they receive. VES is typically measured through follow-up survey questions after service interactions. For example, a VES survey might ask customers to agree or disagree with statements like: “After this support interaction, I can get even more value out of the product” and “This service experience increased my confidence in our decision to choose this company.” Gartner’s research indicates an average VES benchmark (on a 5-point agreement scale) of about 3.96, which companies can use to gauge their performance. A rising VES suggests the company is not just fixing issues but actively making the product more valuable to the customer over time – a strong sign of future loyalty.

By focusing on value creation, VES addresses a blind spot of NPS. NPS might tell you if a customer is generally happy or not, but it doesn’t directly reveal whether your solution is becoming more indispensable to them. A customer might recommend your product (giving a high NPS) yet still underutilize it or have lukewarm feelings about its ROI. VES digs into that aspect: are we truly advancing the customer’s objectives? It thereby encourages companies to invest in customer success, training, and high-quality support – the things that increase customers’ realized value. For customer experience leaders, adopting VES means measuring success not by a popularity score, but by how much you improve your customers’ outcomes. This is a powerful message internally: it aligns teams with the customer’s perspective of value. In summary, Value Enhancement Score is a pragmatic alternative to NPS that ties customer sentiment to actual value delivery. By tracking VES, companies can identify which service improvements or product enhancements will most boost loyalty, and they gain a metric that is far more actionable for predicting future retention than a standalone NPS score.

4. Customer Health Score – Predictive Customer Success Indicator

The Customer Health Score is a fundamentally different kind of metric among NPS alternatives – it’s less of a survey and more of a composite indicator built from behavioral data. Widely used in SaaS and B2B subscription businesses, a customer health score aggregates various signals to quantify the overall well-being of a customer account. These signals typically include product usage patterns (e.g. login frequency, feature adoption), engagement levels (responsiveness to calls, participation in trainings), support history (ticket volumes, satisfaction ratings), and sometimes business outcomes (renewals or upsells). The idea is to combine these factors (often weighted according to their importance for your business) into a single score that tells you whether a customer is “healthy,” “at-risk,” or something in between. For instance, an account that regularly uses key features, logs in daily, and hasn’t opened any high-severity support tickets in months would score as very healthy. Conversely, an account with declining usage and multiple unresolved support issues might be flagged as unhealthy. This approach yields a dynamic, real-time metric that customer success managers can monitor. Unlike NPS – which relies on periodic survey responses – the health score is continually updated as customers interact (or don’t) with your product and services.

The key benefit of a Customer Health Score is predictive power. It serves as an early warning system for churn and an identifier of growth opportunities. If a customer’s health score drops sharply, it’s a red flag that the account may be in trouble (even if they haven’t voiced any complaints). This gives the vendor a chance to intervene proactively – for example, reaching out to re-engage the customer or providing additional support – before the customer decides to leave. In fact, many B2B tech companies have formal playbooks tied to health scores (e.g., if score falls below a threshold, escalate to an account rescue plan). Health scores can also highlight positive trends: an improving score might indicate an increased likelihood of renewal or readiness for an upsell, because the customer is finding more value in the product. In this way, customer health scoring directly addresses NPS’s greatest shortcoming: actionability. Your team can act on a health score immediately – it’s clear which specific inputs (usage, support, etc.) are lacking and need attention. By contrast, an NPS alert (say a detractor response) gives only a symptom (“customer isn’t happy”) without a holistic view of behaviours leading up to it.

Another advantage is that health scores are customized to your business priorities. You decide what factors matter most for customer success in your context and weight them accordingly. For example, a software company might heavily weight daily active use and feature adoption, whereas a managed services firm might weight SLA compliance and frequency of strategic review meetings. This flexibility means the health score aligns closely with what drives value in the relationship. However, it also means health scores are unique to each company – there’s no universal formula or industry benchmark as there is with NPS. That trade-off is usually worthwhile, since the goal is to get meaningful insights for your business rather than to compare an arbitrary number with others. What’s clear is that in B2B settings, customer health scoring has proven to be far more actionable than NPS.

It arose out of necessity – as Forrester notes, B2B firms developed health scores as part of proactive customer success programs once they realized periodic surveys weren’t enough. By continuously monitoring engagement and satisfaction signals, companies can address issues long before a quarterly NPS survey would catch them. In a sense, customer health score is the embodiment of “measuring what matters”: if you believe that a customer’s actual behaviour speaks louder than survey intent, then health score is the metric to watch. It provides a quantitative pulse of each account’s vitality, empowering CX and success teams to nurture every customer to full health and value realization.

5. Total Experience Score (TX Score) – A Multi-Lens View of Experience and Market Perception

The Total Experience Score (TX Score), developed by Forrester, introduces a broader way to understand both how customers experience a brand and how the wider market perceives it. Unlike operational metrics that focus only on current users, TX Score blends two complementary dimensions: a customer experience index (capturing satisfaction, emotion, ease, loyalty signals, and consistency across journeys) and a noncustomer brand-perception index (trust, willingness to consider, perceived differentiation, credibility, and emotional resonance). These elements are merged into a 100-point model that reflects both delivered experience and the external reputation a company projects. This duality gives leaders a clearer view of whether the organization’s promise aligns with lived experience — a challenge many B2B companies struggle with.

This model becomes particularly powerful when revealing disconnects between what customers receive and what the market believes. For example, several banks included in recent analyses scored substantially higher with their existing clients but far lower with noncustomers — a signal that reliable service is being delivered but brand energy, trust, or differentiation are lagging. Conversely, a few institutions perform consistently in both dimensions, showing alignment between service delivery, communication, and perceived value. Italian banking results illustrate this well: while most large banks grouped within similar TX Score ranges, the reasons behind those scores differed — from emotional engagement and clarity of communication to quality of mobile experiences and perceived reliability of human support. These nuances provide essential guidance for leaders who want to elevate both retention and attraction.

In B2B contexts, TX Score can surface mismatches between the marketing narrative and operational delivery, between regional experiences and global brand messaging, or between digital and human touchpoints. When the score is strong with customers but weak with the broader market, it signals a need for stronger positioning, reputation building, or expectation management. When the opposite happens, it points to gaps in onboarding, product usability, support structures, or overall relationship quality.

As with VES, CI-Score, Customer Health Score, and every other metric in this article, TX Score is not a standalone solution. In keeping with the logic of my 360-degree framework, no single metric can reflect the complexity of today’s customer relationships. TX Score becomes truly valuable when combined with behavioural data, operational insights, journey analytics, and qualitative feedback loops. What it provides — uniquely — is a market-level perception layer that complements internal CX and delivery metrics. For organizations aiming to understand how well they deliver on their promises and how the market perceives their capabilities, TX Score offers a structured, modern, and context-rich addition to the broader measurement ecosystem.

Thanks to Martin Gill, VP and Research Director for CX at Forrester, for his support and for sharing valuable material that contributed to this work.

6. Comparative Overview – NPS vs. Modern Alternatives

To provide a clearer view of how these modern metrics relate to NPS and to each other, the table below summarizes their focus areas and the type of insight each one contributes to a complete CX measurement ecosystem.

Comparative Table: NPS and Modern Customer Experience Metrics

*The Customer Health Score is a company-specific composite metric built from usage, engagement, support and sentiment data. While many software platforms (such as Gainsight) provide the tooling and methodology, each business defines its own formula.

Conclusion

It is increasingly clear that NPS alone cannot serve as the foundation of a modern customer experience strategy. While NPS remains simple and widely recognized, its one-dimensional nature fails to reflect the complexity of contemporary B2B and B2C relationships. Today’s environments demand multi-layered views that capture behaviour, sentiment, value, emotion, usability, brand trust, and broader market perception.

As explored throughout this article, new-generation metrics such as Cliezen, CI-Score, CC-Score, VES, Customer Health Scores, and the newly examined Total Experience Score all address different aspects of this complexity. Each one fills a specific blind spot left by NPS: some add diagnostic depth, others offer predictive power, and others illuminate market perception or internal alignment. The real breakthrough for leaders is not in choosing a single “best” metric — but in combining these complementary signals into a balanced ecosystem that reflects the true multidimensional nature of customer relationships.

For executive teams, the message is clear: it is time to evolve from score-chasing to evidence-based decision-making. High-performing organizations are already shifting toward integrated dashboards that combine experience metrics, behavioural analytics, value indicators, and AI-enabled insights. NPS can remain present, but only as one voice in a larger conversation — not the dominant narrative. The real value lies in connecting these metrics to outcomes such as retention, account growth, reduced churn, and improved customer value realization.

The future of customer experience measurement is therefore proactive, not reactive. By listening across data sources, analysing behaviour with modern tools, and responding through both human and AI-assisted insight, companies can build a far more accurate and actionable understanding of their customer landscape. In a world where expectations are rising and markets shift quickly, those who rely solely on NPS will miss critical signals. Those who adopt a multidimensional measurement strategy will gain deeper understanding, anticipate needs earlier, and deliver stronger commercial and experiential outcomes.

“You can’t manage what you don’t measure” still holds true — but what we measure must evolve. The metrics explored here are not theoretical ideas; they are actively shaping retention, loyalty, and experience strategies in leading global organizations today. For CX leaders ready to expand their toolkit and leave the limitations of NPS behind, the opportunity is immense: more loyal customers, fewer surprises, and an experience strategy built on insight rather than intuition.

Articles related:

• Beyond NPS: Why Customer Feedback Needs a 360-Degree Revolution https://www.eglobalis.com/beyond-nps-why-customer-feedback-needs-a-360-degree-revolution/
• The Hidden Flaws of NPS: Why Better New Alternatives Are Emerging for Your Business https://www.eglobalis.com/the-hidden-flaws-of-nps-why-better-new-alternatives-are-emerging-for-your-business/
• Maximizing Outcomes with Integrated Customer Success and Experience Metrics https://www.eglobalis.com/maximizing-outcomes-with-integrated-customer-success-and-experience-metrics/

If this article resonated with you, feel free to share it — and let’s connect on LinkedIn for more insights and future posts: Ricardo Saltz Gulko

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Ricardo Saltz Gulko, columns in several respected CX publications.

• My recent articles on Eglobalis: https://www.eglobalis.com/blog/
• My recent articles on CMSWire: https://www.cmswire.com/author/ricardo-saltz-gulko/
• My articles on CustomerThink as Author number one: https://customerthink.com/author/rgulko/
• My German articles on CMM360: https://www.cmm360.ch/author/ricardo/

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31. A Systematic Evaluation of the Net Promoter Score vs. Alternative Metrics – Journal of Business Research (ScienceDirect) – https://www.sciencedirect.com/science/article/pii/S0148296322003897
32. Should Net Promoter Score Be Supplemented with Other Measures? – Journal of Direct, Data and Digital Marketing Practice (SAGE) – https://journals.sagepub.com/doi/10.1177/14707853231219648
33. Delighting Customers Doesn’t Pay – Harvard Business Review – https://hbr.org/2010/07/stop-trying-to-delight-your-customers
34. Stop Trying to Delight Your Customers (Customer Effort research) – Harvard Business Review – https://hbr.org/2010/07/stop-trying-to-delight-your-customers
35. The Earned Growth Rate: A Better Way to Measure Loyalty – Bain & Company – https://www.bain.com/insights/the-earned-growth-rate-a-better-way-to-measure-loyalty/
36. Virgin Money’s Smile Score (Forrester blog reference inside NPS Q&A) – Forrester – https://www.forrester.com/blogs/nps-qa-part-1-controversy-fit-and-alternatives/