Verdict: Dun & Bradstreet shows minimal public evidence of customer-centricity or Net Promoter discipline in current materials. The company mentions 'clients' in operational contexts within its annual report and maintains a basic customer support contact page, but provides no explicit commitment to customer experience as a strategic discipline, no named metrics (NPS, CSAT, or equivalent), and no B2B-specific customer value narratives. Notably, archived evidence from 2017 indicates the company previously discussed Employee Net Promoter Score and customer feedback mechanisms, but these references have not been refreshed or carried forward into current public communications.
D
3 / 10
Limited — language present, no programme
Scorecard
💬Customer language
3 / 3
Minimal references to customers or clients appear across only two page types (annual report and customer support page), with no elaboration on customer outcomes or use cases.
🔄CX programme evidence
0 / 3
No explicit naming of customer experience, customer success, or CX as a business discipline is present in current public materials.
📊Measurement proof
0 / 3
Zero evidence of Net Promoter Score, NPS targets, or any named customer sentiment metric in current public-facing content.
🤝Commitment depth
0 / 1
No specific B2B narrative, account-level outcomes, or industry-segment customer stories are evident in the crawled pages.
Overall score
A score of 3.0 reflects only weak, scattered customer language with no strategic CX or NPS framework visible to external audiences.
3/10
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).
[T3a] NPS, CSAT, or named metric explicitly mentioned [STALE — NOT SCORED][T3b] Named metric on a public web page (not only in PDF) [STALE — NOT SCORED]WeakView ↗
⚠ Document dated 2017 (9 years old — exceeds 5-year threshold). Score - Dun & Bradstreet Finland (dnb.com/fi-fi, published 2017 — STALE) Finnish-language blog post on D&B Finland's website discussing…
[T2a] CX named as a discipline [STALE — NOT SCORED][T2b] Customer listening or feedback mechanism [STALE — NOT SCORED]WeakView ↗
⚠ Document dated 2017 (9 years old — exceeds 5-year threshold). Finnish-language blog post on D&B Finland's website discussing Employee NPS (eNPS) as a workplace wellbeing measurement tool. The artic…
[T1a] Customer or client mentioned[T1b] Customer language on 2+ page types[T1c] Operational customer languageWeakView ↗
personal contact, intent and non-traditional, or 'alternative,' data to assist clients in optimizing their sales and marketing strategy by cleansing customer relationship management ('CRM') data and…
[T1a] Customer or client mentioned[T1b] Customer language on 2+ page types[T1c] Operational customer languageWeakView ↗
D&B Solutions | Customer Support | Contact Us (docs.dnb.com) Need further assistance? Contact our Customer Support team. [Minimal content visible — page appears to be a customer supp
[T1c] Operational customer language [STALE — NOT SCORED]WeakView ↗
⚠ Document dated 2017 (9 years old — exceeds 5-year threshold). ears and organisations have invested heavily in improving results. It discusses how fewer companies use NPS to measure employee wellbei…
What Dun & Bradstreet is doing well
Dun & Bradstreet acknowledges customers and clients in its annual report, indicating awareness of the need to serve external stakeholders and optimize their sales and marketing efforts.
The company maintains a dedicated customer support contact page, demonstrating that direct customer assistance channels are in place and accessible.
What is missing
There is no public articulation of customer experience strategy, customer success metrics, or commitment to listening to customer feedback. The company's annual report focuses on operational and financial challenges rather than how customer needs or satisfaction drive business decisions.
Archived evidence from 2017 shows Dun & Bradstreet previously tracked and discussed NPS (Employee Net Promoter Score) and customer satisfaction initiatives, but these programmes appear absent from current public materials—suggesting either discontinuation or failure to refresh the narrative.
Analyst implication: Dun & Bradstreet has historical CX infrastructure (evidenced by 2017 NPS references) but has allowed its public customer-centricity narrative to fall silent; refreshing and modernizing this with current Net Promoter data and customer stories would significantly lift credibility and differentiation.
How Dun & Bradstreet could improve its ranking
Publishing a customer-facing statement that commits to measuring and improving Net Promoter Score or an equivalent customer loyalty metric would provide transparency and accountability. This could be supported by annual or quarterly public reporting on progress, even if aggregated for privacy.
Developing and sharing 2–3 B2B customer outcome stories that illustrate how Dun & Bradstreet solutions have helped clients optimize sales, reduce risk, or improve decision-making would ground the company's value proposition in real customer language.
Suggested website text
Want to improve this grade?
See what world-class customer-centricity looks like and what changes would move the needle for Dun & Bradstreet.
Recommended copy · About Us page · Net Promoter Score version
Customer Commitment: We place our customers at the centre of everything we do. We regularly measure customer satisfaction and loyalty — including through the Net Promoter Score (NPS) — and use those insights to drive continuous improvement in our products, services, and relationships. Our goal is not just to meet expectations but to consistently exceed them.
💡 Why this improves your score: Adding explicit NPS language — even without a published score — would award T3a (+1 point) and T3b (+1 point if on a web page). Publishing a score adds T3c (+2 points). These three steps alone could lift Dun & Bradstreet by up to 4 points.
See full scoring methodology →
Research note: We may have been unable to view all website material for this company.
Some evidence may be absent.
If you wish to add evidence,
please use this form.
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.
