The Metric Trap: Why Your Obsession with NPS, CSAT, or CES is Missing the Point.

We waste too much breath in customer experience circles debating the "perfect" metric. Is it NPS? CSAT? CES? Which one holds the real key to the customer's heart? Which deserves the throne in your strategy deck? Here's the uncomfortable truth: It doesn't matter. That's right. The number itself,  whether it's a 47 NPS, a 6.8 CSAT, or a 2.3 CES,  isn't the engine of customer-centric transformation. It's merely the dashboard light. The real value, the real driver of change, lies beneath the number.

The "Why" is the Story and your Goldmine

The Score is Just the Headline; The "Why" is the Story.

When a customer gives you a score, they're handing you a snapshot of their experience. The number is a blunt summary, a headline screaming "Satisfied!" or "Frustrated!". But the real article, the rich narrative, the raw emotion, the crucial context, lives in the unwritten lines. Why the 7 instead of the 9? What made it "easy" or "difficult"? Why are they singing your praises or warning others away?

Too many organizations become fixated on moving a needle by a point or two. They chase the metric like it's the high score in an arcade game, treating it as the ultimate goal rather than a signal to investigate. In this frantic pursuit, they trample over the goldmine: the customer's actual story, their frustrations, their moments of delight – the very insights that fuel meaningful progress.

The "Why" is Your Goldmine.

Unearthing the reason behind the score unlocks transformative value. It's a direct line into the customer's expectations, pain points, and the moments that truly shape their perception. When we truly listen to the "why," we discover actionable, specific insights – not vague feelings – that can revolutionize processes, refine products, and rebuild broken experiences.

And here's the kicker: No single metric can deliver this depth. Metrics are simply vehicles, tools designed to get you to the destination: a profound understanding of your customer's reality. Obsessing over which vehicle is "best" is like arguing about the colour of the car while ignoring the map.

Action is the only Metric that truly counts

Action is the Only Metric That Truly Counts.

What you do with the feedback is infinitely more important than the score itself. Scores are signals, not trophies.

Real improvement happens when you:

1. Act on the insights ruthlessly.

2. Close the loop with the customers who shared their voice.

3. Embed the learnings into the fabric of your operations.

If your primary goal is simply to nudge a number upwards for a prettier quarterly report, you've fundamentally misunderstood customer experience. You're polishing the dashboard light while the engine sputters.

Moving Beyond the Metric Monotony.

So, let's stop the endless debate about NPS vs. CSAT vs. CES. In the right hands, any can be effective. In the wrong hands, all are equally useless. A score without context is just a vanity metric. A score paired with deep listening, root-cause analysis, and decisive action becomes a powerful catalyst for customer-centric evolution.

The focus shouldn't be on which tool we use, but on how well we listen and how courageously we act on what we hear.

The Real Journey of Customer Experience.

Customer Experience isn't a game won by the highest score. It's a continuous journey of empathy, understanding, and relentless improvement.

So, next time you stare at that dashboard, fight the reflex to worship the number. Instead, ask: "What story is this score really telling us?" "What specific experiences, good or bad, led to this feeling?" "What concrete step can we take today to make this better for our customers?"

Answer these questions consistently. Act on the answers decisively. Do this, and your scores will naturally rise, not as a forced target, but as the authentic reflection of a customer experience that's genuinely getting better.

Key Takeaways

1. The score is only the starting point. NPS, CSAT, and CES are useful signals, but they are not the destination. The real value lies in understanding the story behind the number.

   
   

2. Focus on the "why" to unlock true insights. Deeply exploring the reasons behind customer scores reveals actionable insights that drive meaningful improvements, not just cosmetic changes.

   
   

3. Action trumps obsession with metrics. Real customer experience progress comes from taking decisive action on feedback, not from chasing a higher score for its own sake.

A Note for B2B Leaders

In a B2B context especially, customer interviews are an invaluable tool for uncovering the "why" behind the score. They are far more valuable than surveys, and allow you to dive deeply into the nuances of complex relationships and understand the operational realities behind each sentiment, as well as the challenges your customers are facing now, and expect to face in the future. And no, I haven't forgotten them. I will explore this in detail in a dedicated article soon.

Q: If the score doesn’t matter, why collect it at all? A: The score acts as an initial signal, a starting point that indicates whether something might need closer attention. It gives you a direction but doesn’t provide the map. Without context or follow-up, the score alone is just a surface-level indicator.

Q: Should we stop reporting NPS or CSAT to leadership? A: Not necessarily. These metrics can be useful for tracking trends over time and aligning internal teams. The key is to shift the focus from obsessing over the number to using it as an entry point for understanding and action. Leaders should ask why the score is changing rather than celebrate or panic over the number itself.

Q: How can we better understand the “why” behind customer scores? A: Start by asking open-ended follow-up questions in surveys, conduct in-depth interviews, or hold customer workshops. In B2B settings, personal interviews are particularly powerful. The goal is to uncover detailed stories, not just statistics.

Q: What’s the risk of focusing only on improving the score?

A: Chasing a higher score often leads to short-term fixes, gaming the system, or manipulating touchpoints to “look good” rather than truly improving the customer experience. This can damage trust and ultimately harm your relationship with customers in the long run.

Q: If action is the most important metric, how do we measure it?

A: You can track actions taken on feedback, changes implemented, and the resulting business impact. Metrics like closed-loop resolution rates, time to resolve root causes, and customer follow-up completion rates provide far more meaningful insights into whether your organisation is genuinely improving.

About Michael Brandt CX-Excellence

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At Michael Brandt CX-Excellence, we specialise in designing and elevating Voice of the Customer (VoC) programmes that drive measurable business impact. With extensive global experience across industries, we help organisations turn customer feedback into a strategic advantage. If you're looking to take your VoC programme to the next level, we’d be delighted to start a conversation. And if you want to ensure that you are notified when the next article is published, sign up here: SUBSCRIBE