By Julian Barton, EGM | Feedback ASAP | feedbackasap.com

Sector: Furniture, Home, Omni-Channel Retail

Furniture Retailer

Online NPS up 13x. Delivery satisfaction doubled. Instore up 47%.

This omnichannel customer experience case study takes a national furniture retailer operating across three genuinely different customer touchpoints, instore, delivery and online, in a category where the purchase itself is a big, considered decision. Customers don’t just remember whether the sofa arrived, they remember how the whole experience felt from the moment they walked in to the moment it was sitting in their living room.

The day the purchase arrived

The business was performing inconsistently across all three touchpoints, but delivery was a particular pain point. Customers who’d had a genuinely great instore experience were often let down at exactly the moment they should have felt most rewarded: the day their new furniture actually arrived.

Online satisfaction was low, and instore scores were middling at best. Worse than any single weak number, the business had no unified view of where customers were actually falling off across the three channels, or why.

One system, three channels

Over three years, Feedback ASAP implemented a connected improvement system across all three channels, tracking customer experience at every touchpoint and building a single, unified picture of what was working and what wasn’t.

Improvement priorities were set channel by channel and team by team, rather than treated as one blended customer-experience score that obscured which specific part of the journey needed attention. Delivery teams had their own targets, instore teams had theirs, and online experience was tracked and actioned entirely independently of both.

Three channels, three step changes

Delivery satisfaction doubled, moving from 34% to 68%. Online NPS improved thirteen-fold, from 3% to 41%. Instore shopping satisfaction rose 47%, from 36% to 53%.

If one channel is quietly letting the others down

If your business operates across multiple genuinely different customer touchpoints, a single blended satisfaction score is very likely hiding exactly this kind of gap. The channel doing the most damage is rarely the one getting the most attention.

The commercial upside of getting every channel right is well documented at a sector level. Forrester’s 2026 Total Experience research found that US retailers delivering a strong, consistent experience across channels see a 3.8x revenue lift over weaker performers, which tracks with what this retailer achieved by fixing delivery, online and instore as one connected system rather than three separate scores.

Related reading: Why CX Programs Fail and CX Measurement vs CX Growth Program.