How to get a world-class score

Getting a top score on The Customer Test isn’t about marketing language. It’s about what you show publicly — the specific signals that tell customers, investors, and employees that you take the relationship seriously. Here are the 10 things that matter most.

How a 10/10 breaks down

T1 · Language
3/3
T2 · Programme
3/3
T3 · Measurement
3/3
T4 · Commitment
1/1

The principle

Every point must be earned through public evidence. It doesn’t matter what you say internally — it matters what a customer, investor, or journalist can find on your website, in your annual report, or in your earnings calls today.

Most companies fail on T2 and T3 — they use customer language, but don’t show the systems and proof behind it.

What does good look like?

Our research is all about highlighting companies that show public commitment to customer centricity. Of course, many companies may have world-class programs measuring and acting on customer feedback — but if they’re not showing it to the public, they miss the opportunity to prove it to customers and future clients.

Conversely, the companies that transparently show how they operate their program, and show evidence of this, are what we call “world-class”. We believe that B2B companies have the opportunity to have better customer experience by communicating about their programs to their customers, employees and investors. It’s an easy step for companies to take. Many have a functional customer listening program — now is the time to tell the world about it. The first step is taking some corporate courage and being transparent.

As far as we know, there are no guidelines or standard methodologies for presenting customer experience programs. This project — TheCustomerTest — is our first steps in codifying what “good looks like”.

Here are some of what we consider world-class examples in presenting customer centricity. Have more examples to share? Let us know.
Iron Mountain publishes a Net Promoter Score of 56.9 on their customer solutions page View source
Iron Mountain A+ · Score 10

Iron Mountain talk about their commitment to customers, and publish their Net Promoter Score of 56.9 directly on a public customer-facing page. A specific number, benchmarked against Bain & Company’s NPS bands, presented with pride.

ironmountain.com · open in new tab
JPMorgan Chase: We focus on the customer View source
J.P. Morgan Chase Business principles

J.P. Morgan clearly state “We focus on the customer” as principle #1, and use the Golden Rule: “Treat the customer the way you want to be treated and make sure you see everything from the customer’s eyes.” CEO Jamie Dimon talks about customers frequently in his shareholder letter — in contrast to many other CEOs who don’t mention their clients.

jpmorganchase.com · open in new tab
JPMorgan Chase 2025 investor day: ~65 NPS in 2024, record high, +5pt since 2019 View source
J.P. Morgan Chase Investor day deck

J.P. Morgan also go into detail on their NPS program and scores. It’s a little more hidden in their investor documents, but it’s clear they measure it: “~65 Net Promoter Score (NPS) in 2024 · Record High · ~5pt increase since 2019” — with per-product breakdown (>80 NPS Freedom Rise, >90 NPS Chase Pay in 4, >80% CSAT Credit Journey).

2025 Consumer & Community Banking Investor Day (PDF) · open in new tab
Coca-Cola HBC: Evolving our customer satisfaction approach View source
Coca-Cola HBC A+ · Score 10

Leading Coca-Cola bottler Coca-Cola HBC show clearly their commitment to their B2B partners on their “About Us” web page: “We ensure that we listen and respond to every customer.” Full detail of their Net Promoter Program is given in their Annual Report — launched CustomerGauge across all markets in 2021, and the Net Promoter Score reached 65% in 2024.

coca-colahellenic.com · open in new tab
Know another world-class example? Send it in →

10-point plan to improve your score

Ordered by impact. Each action maps to a specific scoring tier.

01
T3 · Measurement — highest impact
Publish your NPS score on your website
The single highest-leverage action. Add a page or section stating your current NPS, CSAT, or customer satisfaction score. Even a simple line like “Our NPS is 68” on your About or IR page earns full T3 credit. Fewer than 3% of listed companies do this.
Coca-Cola HBC: “The Net Promoter Score® metric applied through CustomerGauge reached 65%.” — published on their public website.
+3 points possible
02
T3 · Measurement
Reference NPS in your investor materials
Mention NPS, CSAT, or customer satisfaction scores in your annual report, earnings call, or investor presentation. Even without the specific number, naming the metric signals you manage by it. This earns T3a and potentially T3b.
United Airlines: “Highest fourth-quarter customer satisfaction score in its history as measured by Net Promoter Score” — in 8-K filing.
+1–2 points
03
T2 · CX Programme
Name your CX programme publicly
Give your customer experience approach a name and describe it on your website: “Our Customer Success Programme” or “Our Voice of the Customer system”. A named programme is searchable, credible, and real.
Oracle: “Customer Success Services” — a dedicated page describing adoption, outcomes, and guidance, with a named Chief Customer Success Officer.
+1 point (T2a)
04
T2 · CX Programme
Describe how you collect customer feedback
Publicly explain your feedback mechanism: surveys, Voice of Customer programmes, after-interaction feedback, closed-loop follow-up. Show that you listen systematically, not just when something goes wrong.
Essential Utilities: “Voice of the Customer survey after every interaction” — described publicly with 10% of executive pay tied to CX metrics.
+1 point (T2b)
05
T2 · CX Programme
Show evidence of acting on feedback
Don’t just collect feedback — show that you act on it. Reference closed-loop processes, continuous improvement, or specific changes made because of customer input. Include CX evidence in your annual or ESG report.
+1 point (T2c)
06
T4 · Commitment Depth
Appoint a named CX executive
A C-suite role with customer responsibility — Chief Customer Officer, VP of Customer Experience, or Chief Customer Success Officer — listed on your leadership page. This signals governance-level accountability.
Oracle: Gary Miller, Chief Customer Success Officer — named on the executive team page with a specific customer mandate.
+1 point (T4)
07
T4 · Commitment Depth
Tie CX metrics to executive compensation
Disclose in your proxy statement or annual report that customer satisfaction metrics are part of executive bonus calculations. This is the strongest governance signal — it means CX can’t be deprioritised when short-term pressure arrives.
Essential Utilities: “Customer experience targets make up 10% of the short-term incentive plan” — disclosed in ESG report.
+1 point (T4)
08
T1 · Language
Put customer language in your mission and values
Customer-first language should appear in your company’s stated identity — mission statement, corporate values, or About page — not just in marketing copy.
Amazon: “Earth’s most customer-centric company” — in their About Us, Leadership Principles, and every shareholder letter.
+1 point (T1a)
09
T1 · Language
Use customer language consistently across your site
Customer references should appear on the homepage, about page, investor relations, AND in reports — not just on one buried page. Consistency signals genuine priority, not a marketing add-on.
+1 point (T1b)
10
T1 · Language
Use operational customer language
Go beyond generic “we care about customers” — use specific operational terms: customer service, customer satisfaction, customer success, customer experience, service quality. This shows CX is embedded in operations, not just communications.
+1 point (T1c)

Gold standard: Coca-Cola HBC (10/10)

“We launched CustomerGauge, a new digitally enabled customer experience feedback approach, across all our markets in 2021. We initiated a faster and simpler way of listening to our customers more frequently, and we enhanced our ability to capture more data and actionable insights to drive revenue growth. In 2024, the Net Promoter Score® metric applied through CustomerGauge ‘voice of customer’ software reached 65%.”

This single paragraph earns points across all four tiers: customer language (T1), named programme with feedback mechanism (T2), published NPS score (T3), and named platform deployed globally (T4).

Even Apple scores 4/10

Apple — widely regarded as the gold standard for customer experience — scores only 4/10 on public evidence. They have customer language (T1) and some CX references (T2), but publish no NPS score (T3=0) and no governance signals (T4=0). This demonstrates that many companies run excellent CX programmes without making them publicly visible. The benchmark measures evidence, not reputation.

How does your company score?

Search the rankings to see your current grade, or read the methodology to understand each tier in detail.

Search rankings → Read methodology