From satisfaction surveys to EBITDA: closing the loop on customer pain points

A department store retailer in Mexico turned a biannual NPS programme into a closed-loop customer listening mechanism, connecting feedback to pain-point initiatives and incremental EBITDA.
From satisfaction surveys to EBITDA: closing the loop on customer pain points
+USD 8M
EBITDA generated in 12 months.
600K+
Unique customers identified and surveyed.
23 %
Identified withdrawals analysed and resolved.
Biannual
Recurring NPS measurement and action cycle.
From satisfaction surveys to EBITDA: closing the loop on customer pain points
From satisfaction surveys to EBITDA: closing the loop on customer pain points
Customer feedback was available, but it was not being translated systematically into initiatives with measurable financial impact.
目的
Measure customer satisfaction and loyalty across the customer base, then use the findings to improve the experience and generate incremental EBITDA.
機会
Create a systematic path from customer feedback to prioritised initiatives and measurable financial value.
Listening at scale was only the starting point

The initiative needed to cover the full target customer base, turn responses into concrete priorities and maintain a clear line of sight from customer pain points to financial impact.

主な課題
From satisfaction surveys to EBITDA: closing the loop on customer pain points
1. Customer coverage:
There was no structured NPS measurement across the full customer base.
From satisfaction surveys to EBITDA: closing the loop on customer pain points
2. Actionable feedback:
Pain points were not being translated systematically into initiatives.
From satisfaction surveys to EBITDA: closing the loop on customer pain points
3. Closed-loop delivery:
The programme needed to move beyond listening and put pain-point reduction initiatives into action.
From satisfaction surveys to EBITDA: closing the loop on customer pain points
4. Financial linkage:
Customer experience work needed a measurable connection to incremental EBITDA.
解決策
A closed-loop Voice of Customer programme built for action

NTT DATA established a biannual NPS cycle that moved from methodology and customer identification through response analysis and implementation.

チェックアイコン
Methodology and survey design

Defined the measurement approach and designed the survey used to calculate Net Promoter Score.

チェックアイコン
Target customer database

Created a database covering all customers included in the target population.

チェックアイコン
Survey-to-initiative cycle

Launched the survey, analysed responses and generated initiatives focused on reducing customer pain points.

チェックアイコン
Pain-point implementation

Put the selected pain-point reduction initiatives into operation.

影響
Customer listening with a P&L signature

The programme generated more than USD 8 million in EBITDA over 12 months. It identified and surveyed more than 600,000 unique customers, analysed and resolved 23 % of identified withdrawals, and established a repeatable biannual NPS mechanism.

注目の成功事例
デジタル化されたサービス管理による現場業務の強化と、コネクテッドワーカー技術による安全性の向上
すべての成功事例を見る
Channel-specific return flows created inconsistency, manual handling and slower customer resolution across a high-volume retail operation.
小売
Unified returns management
A retailer processing more than two million returns a year moved from channel-specific workflows toward one digital returns system. The initiative connects request creation, status tracking and routing across sales and return channels.
Unified returns management
From org chart to digital-ready organization
小売
Talent assessment digital transformation
A department store retailer in Mexico brought technology planning, organizational design and talent assessment into one transformation programme. The work defined an IT Master Plan, prioritized the project portfolio, reviewed key responsibilities and assessed the digital profiles required to carry the plan forward.
Talent assessment digital transformation
ドラッグ