Across environmental, energy and clean-tech markets, I’ve seen how a respectable Net Promoter Score (NPS) can tempt organisations to conclude: “Yep… we’re doing great!” Perhaps they are. But that doesn’t necessarily mean their customers will stay. A customer might give you a 9 or 10 out of 10 when asked how likely they are to recommend you, yet still be open to switching suppliers.
Satisfaction and loyalty are not the same thing.
NPS provides a useful indicator of willingness to recommend, but it doesn’t tell the whole story about a customer’s relationship with you, their future needs or their likelihood of staying.
This is particularly relevant in environmental, energy and analytical services, where relationships can last for years and switching suppliers may seem unlikely. That apparent stability can create complacency.
Customer research needs to ask tougher questions
We need to go beyond simply asking, “How satisfied are you?” Instead, we should be asking:
▪️ Why do you continue to work with us?
▪️ What frustrates you about our service?
▪️ Where are we falling short?
▪️ What are other suppliers doing better?
▪️ Most importantly, what might make you consider moving to another supplier?
Don’t overlook the value of open questions
Having undertaken customer and market research for more than three decades, I’ve found that some of the most valuable insights emerge when customers have the opportunity to explain why they feel the way they do.
That means going beyond numerical ratings to ask open questions – and genuinely listening to the answers.
An independent third party can sometimes help. Customers may be more willing to speak candidly to someone outside their day-to-day relationship with a supplier, particularly when discussing frustrations or shortcomings.
The objective isn’t simply to collect more feedback. It’s to understand what lies behind it.
Collecting feedback is only the beginning
Regular Voice of the Customer research can provide valuable evidence. But collecting scores and producing reports isn’t enough.
Organisations need to interpret the findings, identify priorities and take action where change is needed. Otherwise, even the best-designed research risks becoming another tick-box exercise.
Chris Hadley
Lead – Environment, Energy and Clean Tech
