By Phil Prosser, CEO | Feedback ASAP | feedbackasap.com

Sector: Telecommunications, Retail

Telco Retailer

Six years of consecutive NPS growth, from 60 to 83.

This telecommunications customer experience case study begins with a national retailer, dozens of stores deep, operating in one of the toughest categories in retail for customer sentiment. Telco is a sector where customers arrive already braced for a fight, over contracts, over plans, over bill shock, and where a single bad in-store experience can undo months of brand advertising in about ninety seconds. Against that backdrop, the retailer’s stores weren’t failing. They were doing fine. Fine was the problem.

A frontline team turning daily customer feedback into action, not just a monthly report.

Fine was the problem

NPS scores sat in what most leadership teams would call an acceptable range, comfortably positive, nothing alarming on a monthly dashboard. But acceptable was hiding two harder truths. First, store performance varied wildly across the network, and the gap between the best-performing locations and the rest wasn’t closing, it was widening, year on year, as top stores kept improving and the rest stayed flat. Second, and more importantly, the business had no shortage of data. Surveys ran continuously. Dashboards existed. Trend lines went back years. What didn’t exist was a system that could take all of that measurement and turn it into a different conversation on the shop floor, tomorrow morning.

Store leaders could watch their NPS number move up or down each month, but they couldn’t answer the question that actually mattered to a team member: what should I personally do differently today. Measurement wasn’t the problem. Action was. And in a network this size, that gap between knowing and doing wasn’t a rounding error sitting quietly in a report. It was millions of dollars in upsell revenue sitting untapped in the bottom half of the store network, every single month it went unaddressed.

From dashboard to daily habit

Feedback ASAP came in with a position that ran against the instinct most large retailers have when NPS plateaus: don’t add another survey. The retailer didn’t need a better way to find out what customers thought, it already had that. It needed a way to convert that feeling, store by store and person by person, into a specific, unavoidable next action. The brief wasn’t to build a better dashboard. It was to remove the dashboard as the end point altogether, and replace it with a Pathway for Growth that lived inside the daily job rather than beside it.

The build started with embedding Feedback ASAP’s Customer-Led Performance Improvement System across the full store network, not as a pilot in a handful of flagship stores but as a single, consistent rollout everywhere at once. Every team member, not just store managers, received their own personalised feedback: their own results, their own single highest-priority improvement opportunity, and their own action plan, linked directly to Foot Traffic, Sales and eLearning.

That single change did most of the work. Store leaders stopped guessing what to coach and started knowing, every week, exactly which behaviour to focus on with which team member. Customer feedback was connected directly to sales KPIs for the first time, giving the leadership team one unified view of what was actually driving satisfaction. Behaviour Change became the daily operating rhythm of the business, six years running, without a plateau.

Six years, no plateau

Over six years, NPS climbed from 60 to 83, a 36.5% improvement with no sign of levelling off. In the most recent twelve months alone, NPS rose 18% and upsell rate grew 31% in the same period. Across the full six years, upsell rate is up 81%, driven by the same frontline behaviour change that moved NPS.

In Their Words

The client’s own words carry a detail that’s easy to skim past: they describe the solution as fully integrated, not as a feedback tool sitting next to their existing sales systems.

“We now have a fully integrated solution, customer feedback and sales KPIs that identify our gaps and link directly to training. From planning to rollout, the team were there to support us and adapt quickly. Our store leaders have greater focus and confidence in assessing performance. We increased NPS by 18% and our upsell rate by 31% over 12 months.”

Head of Retail Sales, National Telco Retailer

If your NPS looks fine on paper

If you’re running a multi-site retail or service network and your NPS looks fine on paper, this story is worth sitting with. Fine is exactly where the biggest gaps hide, because nothing on a monthly dashboard looks urgent enough to act on. The stores in the bottom half of a network like this one are rarely a training problem or a people problem. They’re a diagnostic problem: nobody has told each team member, specifically, what to do differently this week.

This isn’t an isolated result. Forrester’s 2026 Total Experience research found that US retailers delivering strong, consistently aligned experiences see a 3.8x revenue lift over weaker performers, the same pattern this retailer’s six-year run reflects.

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