At a leading insurance group, a senior executive led a transformative effort to embed customer orientation at the heart of the business strategy, grounded in rigorous analysis which clearly demonstrated the link between high levels of customer satisfaction and retention.
Through extensive data modelling spanning six months and involving multiple service areas, the team showed that for each 1 point increase in NPS, a corresponding 3% increase in retention occurred. This insight not only validated the correlation but created the business case needed to galvanise internal stakeholders, shifting stakeholder perspectives whereby customer experience could be viewed as a measurable investment rather than a cost.
To operationalise these insights, the organisation implemented a three-tiered customer experience strategy, covering signature propositions (such as car repairs completed in seven days), tactical improvements to hundreds of identified pain points, and cultural changes including the use of daily personal NPS tracking for customer-facing teams.
Critically, the company tied 20% of managers’ bonuses to top-level NPS results, aligning individual incentives with customer outcomes.
Over four to five years, these initiatives improved NPS by almost 16–17 points, driving measurable gains in retention, customer base, revenue, and overall profitability.