Abhii Parakh

So it doesn't matter in isolation, I should say, what your traffic growth is in isolation, what your engagement rate is in isolation, what your conversion rate from visits to leads looks like, just as an example on the website that my team manages, right? What really matters is have you ultimately increased the contribution to the bottom line, right? Have you taken out steps and

So it doesn't matter in isolation, I should say, what your traffic growth is in isolation, what your engagement rate is in isolation, what your conversion rate from visits to leads looks like, just as an example on the website that my team manages, right? What really matters is have you ultimately increased the contribution to the bottom line, right? Have you taken out steps and

So it doesn't matter in isolation, I should say, what your traffic growth is in isolation, what your engagement rate is in isolation, what your conversion rate from visits to leads looks like, just as an example on the website that my team manages, right? What really matters is have you ultimately increased the contribution to the bottom line, right? Have you taken out steps and

within the servicing process, great, but has that increased calls, in which case, bad. So it really matters what the ultimate business metric is that you're trying to influence. And all of those early indicators should be put into context in the funnel, whether you're trying to save costs or you're trying to boost revenue or you're trying to increase experience.

within the servicing process, great, but has that increased calls, in which case, bad. So it really matters what the ultimate business metric is that you're trying to influence. And all of those early indicators should be put into context in the funnel, whether you're trying to save costs or you're trying to boost revenue or you're trying to increase experience.

within the servicing process, great, but has that increased calls, in which case, bad. So it really matters what the ultimate business metric is that you're trying to influence. And all of those early indicators should be put into context in the funnel, whether you're trying to save costs or you're trying to boost revenue or you're trying to increase experience.

All of those things have to be looked in tandem with each other and in the context of the end-to-end funnel. So that would be my advice.

All of those things have to be looked in tandem with each other and in the context of the end-to-end funnel. So that would be my advice.

All of those things have to be looked in tandem with each other and in the context of the end-to-end funnel. So that would be my advice.

Yeah, actually, our customer experience transformation has been really successful, if I can say so. And we have the sort of proof points, right, on that. So I would say in terms of just hard metrics, and I know that customer experience, you know, there's this whole debate of... Which metrics to use? Is NPS still the right metric? Is NPS outdated?

Yeah, actually, our customer experience transformation has been really successful, if I can say so. And we have the sort of proof points, right, on that. So I would say in terms of just hard metrics, and I know that customer experience, you know, there's this whole debate of... Which metrics to use? Is NPS still the right metric? Is NPS outdated?

Yeah, actually, our customer experience transformation has been really successful, if I can say so. And we have the sort of proof points, right, on that. So I would say in terms of just hard metrics, and I know that customer experience, you know, there's this whole debate of... Which metrics to use? Is NPS still the right metric? Is NPS outdated?

There's so much customer experience, social media debate. A lot of that fueled by influencers who want to be controversial.

There's so much customer experience, social media debate. A lot of that fueled by influencers who want to be controversial.

There's so much customer experience, social media debate. A lot of that fueled by influencers who want to be controversial.

But look, from a practitioner perspective, my advice is the following. Just when it comes to the debate on NPS or any other metric, just pick a metric, right? Make sure that it's consistent. Make sure that you have benchmarks. If that metric is NPS and it works for you, great. And you can get buy-in on that better. Pick a different metric.

But look, from a practitioner perspective, my advice is the following. Just when it comes to the debate on NPS or any other metric, just pick a metric, right? Make sure that it's consistent. Make sure that you have benchmarks. If that metric is NPS and it works for you, great. And you can get buy-in on that better. Pick a different metric.

But look, from a practitioner perspective, my advice is the following. Just when it comes to the debate on NPS or any other metric, just pick a metric, right? Make sure that it's consistent. Make sure that you have benchmarks. If that metric is NPS and it works for you, great. And you can get buy-in on that better. Pick a different metric.

If you can have consistency, it makes sense for your business and you can benchmark, then do that. But you need some kind of measurement to be able to quantify. The nuance in that is that with any metric, don't just run after the metric, right? Because that can lead to some adverse behaviors as well. Make sure that you ultimately are taking action. Are you making the experience better?

If you can have consistency, it makes sense for your business and you can benchmark, then do that. But you need some kind of measurement to be able to quantify. The nuance in that is that with any metric, don't just run after the metric, right? Because that can lead to some adverse behaviors as well. Make sure that you ultimately are taking action. Are you making the experience better?