Verdict: Ford Motor Company shows world-class public customer-centricity evidence, scoring 9.0/10 in this automated assessment of publicly available material. Near-top marks were earned with customer satisfaction metrics referenced in public materials and clear CX programme language on the open website. This report is based solely on publicly available evidence — internal programmes not reflected in public documents are not captured.
A
9 / 10
Leading — strong public evidence
Scorecard
💬Customer language
3 / 3
Customer language appears consistently across multiple pages and investor materials, signalling that serving customers is a named organisational priority.
🔄CX programme evidence
3 / 3
Customer experience is acknowledged as a discipline, with references to feedback or service improvement appearing in official materials.
📊Measurement proof
2 / 3
NPS or a named customer metric is mentioned in public documents, though no specific score is published.
🤝Commitment depth
1 / 1
Some evidence of customer commitment depth, though executive accountability for CX metrics is not explicitly demonstrated in public materials.
Overall score
Score of 9.0/10: the company demonstrates world-class customer-centricity signals. Only a small step remains to the top tier — typically publishing a specific score figure or adding more explicit closed-loop detail would close the gap.
9/10
Evidence
Sorted by rubric tier descending — Tier 3 (named measurement) and Tier 4 (commitment depth) are the rarest and most differentiating signals. A single source page may satisfy several criteria (e.g. [T3a] + [T3b] + [T3c] stacked).
[T4] CX governance and strategic commitmentWeakView ↗
e holistic view of quality by capturing both customers' dislikes and likes, and not just 'Things Gone Wrong.' This new tool will give us more timely, actionable insights in line with industry perform…
[T3a] NPS, CSAT, or named metric explicitly mentioned[T3b] Named metric on a public web page (not only in PDF)StrongView ↗
ty and Financial Report 2021: Ford Motor Company To measure product quality, we have transitioned to a new primary source of information, the Quality Net Promoter Score (QNPS), which will measure the…
[T2a] CX named as a discipline[T2c] Acting on feedback or CX in reportingMediumView ↗
mption and
renewable energy
Transparency, business ethics
and integrity
Accessible and affordable Circular economy and end-of-life
mobility solutions
Customer experience and
Air quality responsible m…
[T2a] CX named as a discipline[T2b] Customer listening or feedback mechanismMediumView ↗
ores Ford's commitment to helping our customers have the best possible ownership experience. Ken Williams is director of charging and energy services customer experience at Ford. This IPSOS New Vehic…
[T2b] Customer listening or feedback mechanismMediumView ↗
e spot to No. 12 among mass market brands, and the Lincoln brand climbed one spot to No. 5 overall in the premium segment. We continually incorporate customer feedback from sources like J.D. Power an…
[T2b] Customer listening or feedback mechanismMediumView ↗
, MD of Ford South Africa. In recent years Ford has invested heavily in customer experiences, aiming to increase loyalty to Ford by further improving customer advocacy through programs that show appr…
[T1a] Customer or client mentioned[T1b] Customer language on 2+ page types[T1c] Operational customer languageWeakView ↗
actions, products and services.
Connected Vehicles, Mobility Solutions and AI 31 groundbreaking technology, supports people
Policy and Engagement 94
Customer Engagement, Marketing and and protects ou…
[T1a] Customer or client mentioned[T1b] Customer language on 2+ page types[T1c] Operational customer languageWeakView ↗
the annual studies conducted by J.D. Power and Associates. We are revamping our processes and leveraging cutting-edge technologies to ensure quality, customer satisfaction and recall actions have mor…
[T1a] Customer or client mentioned[T1b] Customer language on 2+ page types[T1c] Operational customer languageWeakView ↗
ity and Financial Report 2021: Ford Motor Company In October 2020, we unveiled The Plan, our new strategy to drive growth, improve execution, deliver customer satisfaction and speed up our transforma…
ores Ford's commitment to helping our customers have the best possible ownership experience. Ken Williams is director of charging and energy services customer experience at Ford. This IPSOS New Vehic…
What Ford Motor Company is doing well
Ford Motor Company references a named customer satisfaction metric in public materials and supports it with visible CX programme language. This is the combination that separates world-class operators from companies that only talk about customers.
Customer-focused language runs consistently across website and investor materials, signalling that customer outcomes are treated as a strategic priority rather than a marketing line.
What is missing
A specific, prominently-cited score figure would move the metric from 'mentioned' to 'owned'. Publishing the current value — with a comparison to prior periods — is the single highest-leverage step remaining.
A named closed-loop description (how feedback is routed, reviewed and acted on) would strengthen the CX programme evidence from credible to definitive.
Analyst implication: Ford Motor Company already operates at a world-class level for public customer-centricity. One or two targeted additions — a published score value, or a named closed-loop feedback process — would move it into leadership territory.
How Ford Motor Company could improve its ranking
Publish the current score figure prominently (investor deck, About Us page, or annual report) with a year-on-year comparison. Moving from 'we measure NPS' to 'our NPS is X, up Y points' is the last major signal gap.
Add a short description of the closed-loop process: cadence, who reviews, and one example of change made in response. This converts programme evidence from implied to demonstrated.
Suggested website text
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Recommended copy · About Us page · Net Promoter Score version
Customer Experience is a Strategic Priority: We do more than collect feedback — we act on it. Our closed-loop feedback discipline ensures every client voice drives measurable improvement across our products and services. We measure customer loyalty using the Net Promoter Score (NPS) and are committed to sharing our progress publicly as part of our transparency commitment.
💡 Why this improves your score: Adding the actual NPS number (e.g. 'Our 2025 NPS reached 72') would award T3c (+2 points) and significantly improve Ford Motor Company's Customer Test ranking. This single addition could move the grade from A to A.
See full scoring methodology →
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Legal Disclaimer — DISCLAIMER: TheCustomerTest provides independent, editorial analysis based on publicly available documents and information. All scores, ratings, and commentary reflect subjective opinions derived from our methodology and are not statements of fact. Where customer metrics such as Net Promoter Score (NPS) or CSAT are referenced, they are not evaluated on their absolute value, but rather as evidence of transparency in measurement and a company's efforts to understand and improve customer experience. While we aim to use reliable sources, we make no representations regarding the accuracy, completeness, or timeliness of the content. We are not affiliated with, endorsed by, or sponsored by any of the companies referenced. This website's content is for informational purposes only and does not constitute professional advice. Users should not rely solely on these assessments for business decisions. To the fullest extent permitted by law, we disclaim all liability for any loss arising from use of this site, and we reserve the right to update or remove content at any time.
