The Blog

Carlson Restaurants runs about 900 outlets including TGI Fridays — a saturated industry where loyalty is genuinely hard. Their CFO-level NPS lead sat down to walk through four hard-won insights from the rollout: the threshold below which the score doesn't matter, why consistency beats spikes, the grand unified theory, and the case for driving behaviour not the number.

Two companies. Same NPS question. Same scale. Wildly different scores — and the difference has nothing to do with how well they treat their customers. Here's the peer-reviewed research on why survey mode quietly ruins almost every NPS comparison you'll see.

Once customers have given you feedback, they want to see something happen — and most companies quietly skip that loop. Closing it the right way doesn't just increase loyalty; it lifts the response rate next time too. Here's a short video on how to show customers you've heard and acted, with the B2B and B2C variants laid out.

Bain's Rob Markey turned up on a BBC radio show about the NHS Friends and Family Test and dropped five short observations that apply to almost any customer feedback program. Clarity over complexity. Accuracy as a false god. Here's the five, with the context that makes each one useful in your own program.

Increasing customer loyalty is usually framed as an investment — more service, more touch-points, more spend. There's another route the textbooks rarely flag: the things customers actually want often cost less to deliver, not more. Here's how to find them.

Your customer feedback program is humming along — reports going out, scores flat, nothing changing. That's almost always a root-cause-analysis gap, not a data gap. Here's how to run a 5 Whys session properly, with a worked example and the gotchas that quietly undermine the technique in practice.