Let’s dive into something I think we can all agree is crucial: elevating the level of Customer Experience (CX) in ways that truly resonate with both customers and the business. I recently had an eye-opening conversation that reminded me why I’m so passionate about this field. Whether you’re deeply embedded in CX work or just starting out, there’s something powerful in how CX, when done well, becomes the backbone of a company’s growth and the spark that keeps customers coming back.
Today, I want to talk about a few key insights from my recent podcast with Jeroen Veltkamp, a fellow CX leader from bol.com, the Netherlands’ biggest e-commerce retailer with over 40 million customers. He shared with us not just his CX journey but also some very actionable tips on how to turn customer-centricity into a measurable impact for the business. And yes, we even got into the much-debated Net Promoter Score (NPS)!
Let’s dig in.
Building a Culture That’s Customer Crazy
I think we’d all agree that a customer-centric culture is one of the most critical foundations for a successful CX strategy. In Jeroen’s case, bol.com is lucky to have a culture that has been “customer crazy” from day one. For bol.com, being customer-focused isn’t just a value on a wall; it’s a driving force that’s embedded in how they operate, from the CEO’s desk down to the delivery team.
One of the standout practices Jeroen shared is their commitment to empowering every employee with customer insights. It’s one thing to talk about customer-centricity, but it’s another to give everyone—from new hires to senior leaders—access to real data and insights. For bol.com, that means making NPS scores and other customer feedback readily available and creating opportunities for employees to hear directly from customers through initiatives like listening to live customer calls. This approach means that when a team member makes a decision, they’re doing it with a clear picture of what matters to the customer. And that, to me, is how you truly fuel a customer-first culture.
Takeaway for Your CX Strategy
If your organization is still building its CX culture, don’t worry—start with what you have. It might mean running workshops, setting up customer journey training, or even creating quick insights reports to share with teams. Remember, small steps toward embedding customer insights in every corner of the business can make a big impact. As Jeroen’s team at bol.com proves, it’s an ongoing journey.
Making the Net Promoter Score (NPS) Actionable
Now, if there’s one metric that tends to split opinions in the CX community, it’s NPS. You know what I mean—some of us swear by it, while others think it’s an outdated relic. Jeroen, though, has an approach that I found particularly refreshing. For bol.com, NPS isn’t just a number; it’s a dynamic, actionable tool that drives change.
So, what makes their use of NPS so effective? Jeroen shared three golden rules that guide their approach:
- Don’t Scrutinize the Number—Scrutinize the Pattern: Rather than obsessing over fluctuations in the NPS score, they focus on what the score reveals about broader customer trends. Are there consistent pain points in delivery experiences? Is there a common theme in the feedback from repeat customers? This approach helps them understand what’s truly impacting customers rather than chasing a specific score.
- Connect the Dots Across the Business: Bol doesn’t view NPS in isolation. They connect it with behavioral and business metrics, like the frequency of customer returns or customer service calls. By looking at NPS alongside other metrics, they’re able to understand not only how satisfied customers are but also where they’re experiencing friction and, importantly, how that affects the business. This interconnected view creates a comprehensive picture, transforming NPS into a tool for change.
- Use NPS as a North Star: One of my favorite points from Jeroen was how bol.com treats NPS as their north star. It’s not just a measurement; it’s an anchor for the entire company’s goals and mindset. Every month, every team at bol.com reviews the NPS score and discusses what it means for their work. And every quarter, they revisit it company-wide. In a fast-paced, data-driven environment, that shared focus helps keep customer satisfaction at the heart of what they do.
Tying CX to Business Impact: Finding the Win-Win
I think we all know how difficult it can be to demonstrate the business value of CX efforts. Jeroen’s approach at bol.com, though, shows how crucial it is to make this connection. And here’s where I think Bol’s strategy really shines: they look at customer feedback through a business lens without losing sight of the customer. They ask, “Where is the value for both our customers and our company?”
For example, if a customer rates an experience poorly, bol.com doesn’t just file it away—they dig deeper to identify the root cause. Did the product arrive damaged? Was it delivered late? Every instance of poor feedback is an opportunity to improve the experience for future customers while also reducing costly returns or support calls. And that, my friends, is the magic of connecting CX and business impact. It’s not about choosing one over the other; it’s about finding the overlap that delivers for both.
The Power of Journey-Based NPS
Bol also takes an interesting approach by measuring what they call “journey NPS.” Rather than just a relational or transactional score, they focus on key moments in the customer journey—like the delivery experience. Jeroen explained that one of the most critical touchpoints for bol.com is when customers receive their packages. If something goes wrong at that moment—whether it’s a delay, a damaged item, or a missing package—it’s a make-or-break situation. That’s why bol.com’s journey NPS measures customer sentiment right after that pivotal moment, allowing them to focus on the aspects of the journey that most impact loyalty.
Journey NPS: A Quick Tip
Think about where your customers’ make-or-break moments are. Maybe it’s a critical handoff in a B2B client onboarding or a specific phase in a subscription lifecycle. Focus your measurements there and dig into those insights to find the moments that most influence loyalty.
Creating Energy and Momentum: Why CX Isn’t Just About Data
Now, here’s a point close to my heart—Jeroen reminded me of the human side of CX. It’s not enough to share insights and data with other teams; we need to create excitement and energy around those insights. At bol.com, they do this by making customer-centricity a lively, shared value. One example is their recent “Who Are We Doing It For?” month, where employees across the company explored customer journey principles, watched videos of new customer segments, and connected their daily roles back to the people they serve. And it doesn’t end there. Every quarter, they hold an all-company event where they share stories, insights, and sometimes even a few funny behind-the-scenes moments to keep customer passion alive.
Bringing Customer-Centricity to Life
A strong CX culture doesn’t happen by accident. Take Jeroen’s advice and think of creative ways to engage your teams, whether through role-playing exercises, storytelling, or spotlighting standout customer feedback. Building a culture where everyone feels connected to the customer can lead to inspired action and meaningful change.
Closing Thoughts: Looking Ahead in CX
As Jeroen put it, the future of CX is looking bright. From richer customer insights to a more interconnected approach to journey management, the potential for CX to drive both loyalty and growth is growing every day. But here’s the kicker: this work is complex. It’s not something we can automate or take shortcuts on. And that’s a big part of what makes it so fulfilling.
For me, the biggest takeaway from this conversation was a reminder of why CX matters—not just to customers, but to the success of the entire business. It’s about more than metrics; it’s about building a culture, creating meaningful interactions, and ensuring that our customers feel genuinely valued. So, let’s keep pushing forward, bringing the voice of the customer to the table and showing our organizations that customer-centricity isn’t just a philosophy. It’s a pathway to impact.
