Customer experience: how can we tell which companies really care?
It is not enough just to say that “the customer is king” to ensure customer satisfaction. Many companies claim that their actions are aimed at providing a good customer experience, but what really lies behind the words? And how can we recognize those companies that are truly committed?
11/21/2025
4 min
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When we look at websites or marketing materials of different companies, we easily find statements such as ‘customer-driven’ and ‘satisfaction guaranteed’, or even ‘we always put our customers first’. While such declarations are promising, it sets the expectations high, and the organization behind those quotes cannot always keep those promises. The question is: How can you recognize a company that is truly sweating and grinding every day to create the best possible customer experience possible? Although every company shouts their dedication to the customer, and not their profits, we want to give a non-exhaustive overview of some of the red flags or warning signs to look out for in terms of customer experience management.
Luxury service
The common idea of a great customer experience is shaped in a way that we connotate it with a 5-star luxury hotel service. It is false to belief that customers always expect a ‘red carpet’. A good customer experience is one that slightly exceeds the customer expectations.
For example, a customer can have a great customer experience when buying a take-away hamburger, while on another day, he/she might not be happy with their dinner at a Michelin-starred restaurant.
Setting the right expectations, and clearly indicating what is not possible and what is not to be expected can help to avoid customer dissatisfaction. For example, a company should tell the customer when they can expect a solution to their problem, rather than promising a 100% satisfaction guarantee at any time of the day.
The underlying problem is having a one-size-fits-all approach to different customer segments. This results most likely in disappointing the customer. It is much better to say no to some segments when there is no real chance that you can satisfy their needs. Companies cannot meet all the needs of all customers.
Overpromising vs lowering customer expectations
Moreover, it is a very common mistake that companies overpromise on what they can deliver. Every offer is presented as the best, while most of the time, the customer is actually satisfied with a good enough product or service. It is very tempting to make the offer shine more than what it is. Doing so almost certainly leads to disappointments.
Companies like Ryanair are putting their effort into lowering the customer expectations, which makes it easier for them to overachieve on their promises.
So, what does the customer expect? To meet his/her different types of needs. Customer experience is not about knowing the name of the client’s dog. First, we have basic customer needs, which are non-negotiable. Examples are industry-specific requirements such as food safety standards for food producers, or data security controls for banks. To achieve this doesn’t improve the customer experience, as these are the expected needs. Not entirely meeting these needs means a 100% certain customer experience disaster.
Furthermore, a product adds value for the customer when it contributes directly to the growth of their ‘business’, either by increasing revenue, reducing expenses, or minimizing the risks inherent in their activity.
Good indicators & metrics
Another way you can recognize a company that is true to its customer experience intentions is when top management tracks different metrics of customer success. Good indicators of customer satisfaction include the number of repurchases, customer loyalty, or an increase in percentage of their spending for that company.
Indirect indicators are Net Promotor Score (NPS), or the likelihood that a customer would recommend your firm to a friend or a colleague. The risk with these metrics is that they can be inflated. For example, we see plenty of managers suggesting to their clients to score the relationship or product a 9/10 or a 10/10 for a satisfactory experience. They do this because the scores are linked to their objectives and rewards. As a result, the score will get skewed, i.e., the manager will influence a positive interview or survey, so that the scores look good, at least on paper. Or the manager doesn’t select the respondents randomly but selects the ones that are likely to give high scores. The list can go on and on.
To tackle these biases, the solution is to triangulate or combine at least three data sources, e.g., CRM data + an annual customer interview + satisfaction survey + informal notes from the delivery. The real score of one customer metric might be less favorable to the company. It doesn’t pose any problems as the biased score doesn’t show any threats to their positioning in the market. Until the situation changes. Because with falsified data, not even the best manager can make great decisions.
Responding to feedback
Another issue is when companies collect customer feedback data without acting on it. If there is no plan to work with the feedback, it will not improve customer experience. On the contrary: it is even better not to ask for customer feedback at all when there is no intention of working on that feedback.
A customer experience-driven company needs to work on continuous improvements. It is these continuous improvements that build customer trust. The willingness to work on small continuous improvements, even when ‘things are good’ requires a dedicated company culture.
In conclusion, meeting expectations leads to higher chances of customer satisfaction. This sounds easier than it is. To achieve this, companies need to focus on the right customer segments, and achieve a consistent value delivery because of their aligned processes. One key process is to close the loop with the customer for either corrective actions or future improvements.
The goal is to become proactive instead of reactive. All of that requires an aligned internal organization with clear internal and external communications, to ensure that the customer is truly king!
This article by Bert Paesbrugghe, Professor at IÉSEG School of Management, is the English version of an article originally published by the Conversation France.
