Decision-Grade Customer Metrics - Turning Marketing Data Into Real Value by Hafiz Rahman * [53]

Most marketing teams aren’t running short on customer data. They're short on customer numbers they actually trust enough to act on.

Open up almost any marketing review and you’ll see the exact same paradox. The dashboards are packed. Attribution reports arrive right on schedule. You have got engagement scores, funnel stages, lead grades, NPS, campaign ROI, and a customer lifetime value figure that seems to change depending on who calculated it. Yet when it comes to the calls that actually drive value: which segment to invest in, which experience to fix, or which customers to save; the choice still goes to whoever argues loudest in the room.

The issue isn't a lack of information. It's that almost none of it has earned the right to guide a real business decision. Here are three practical tests to help your metrics earn that right.

Test 1: Trust. Would You Bet a Customer Relationship on This Number?

A metric is only useful if the people using it genuinely believe it. Too often they don’t, and usually for good reasons. If you ask three different people in a company to define an “active customer,” you will almost always get three different answers. Marketing counts anyone who opened an email. Product counts anyone who logged in. Finance counts anyone who actually paid. All three points of view are defensible, but together they guarantee that every meeting starts with an argument over the data instead of a plan to help the customer. A reliable metric needs four things:

 · A single clear definition

· One accountable owner

· A direct connection to a real customer outcome

· A clear, traceable path from raw signal to the final report

When “churn” means one specific thing, owned by one person, tied to a clear retention goal, and easily traced when questioned, the debating stops and the real work begins. Trust isn’t just a nice extra here. It is the absolute baseline for making good decisions, because no team will take action on a number they secretly doubt.

The takeaway for marketing is straightforward. Before launching a retention drive based on a churn metric, or shifting budgets based on your CAC, ask yourself a quick question: if this number turns out to be wrong, who owns it, and how would we know? If you can't answer that, you aren't making a data-driven choice. You’re just guessing with extra steps.

Test 2: Value. Does This Metric Steer the Relationship, or Just Describe It?

Marketing is full of numbers that give the illusion of progress while only measuring activity. Impressions, clicks, followers, open rates, and leads generated all measure raw effort. None of them, on their own, tell you if a customer is better off or more likely to stick around.

Every one of these superficial metrics has a much stronger shadow metric, one that reflects actual customer value rather than marketing motion.

· Downloads have a shadow in activated users

· Sign-ups have a shadow in repeat purchases

· Followers have a shadow in returning customers

· Pipeline has a shadow in retained revenue

The rule is simple to state, even but it needs discipline to practice: for every surface level metric you want to celebrate, find its shadow, and let that shadow drive your choices.

This is where true customer value meets measurement. A metric deserves a spot on your dashboard only if a shift in that number means a real shift in customer value. Open rates can stick around as a basic signal, but they should never dictate where you spend your marketing budget. That job belongs to the metrics directly linked to the outcomes you care about.

Test 3: The Decision Test. What Decision Does This Actually Change?

The most useful question in marketing analytics is also the one people ask the least. Before building a dashboard, ordering a report, or setting up a fancy new attribution model, ask: what decision does this change, who makes that call, and will they actually act on it?

Most reporting requests fail this test, which is actually a massive win. If a metric wouldn’t change a single choice about how you treat a customer, you don’t need to build it.

Save that effort for the few numbers that truly matter:

· Which segment to prioritize this quarter?

· Which friction point to remove from the user journey?

· Which at-risk customers need immediate attention?

· Which campaigns to scale up or pull completely?

When a marketing team filters every request through this single question, they stop producing dashboards that go unused and start focusing on where value is actually created.

This test keeps trendier tools in check, too. AI and predictive models are only as valuable as the decisions they help improve. A churn prediction model nobody has the resources to act on provides zero value, no matter how accurate it is. Point the same model at a decision someone owns and is ready to execute on, and it becomes a genuine driver of growth and retention.

Bringing It All Together

These three tests work best as a team. Trust makes a metric safe to use. Value ensures you are tracking real customer outcomes instead of useless noise. The decision test ensures you only build what actually gets put to work.

Putting your customer metrics through all three won’t leave you with more numbers. It gives you a higher bar, resulting in a marketing team whose data earns a respected place at the executive table.

If your marketing meetings are still devolving into battles over whose dashboard is right, start small. Pick one contested metric. Give it a clear definition, an owner, and a target outcome. Make sure it steers the customer relationship instead of just describing it, then ask what decision it changes. A single reliable, value-driven, action-ready number will do far more for your business than a screen full of metrics nobody trusts.

About the Author

Hafiz Rahman is an engineering, data, and AI leader with over 28 years of experience building reliable data systems for high-growth subscription and consumer businesses. He is the author of Decision System: How Companies Turn Trusted Data Into Decisions That Change Outcomes and Solving Business Problems Using SQL. Based in Melbourne, Australia, he writes about turning contested data into decisions that drive real business value. Connect with him at linkedin.com/in/hafizengineering or hafiz@devizur.com.

A Metric That Matters - Why Corporate Marketers Embrace the Net Promoter Score (NPS) * [44]

 Frederick Reichheld’s seminal article “The One Number You Need to Grow” noted that companies waste much time and resources attempting to measure customer satisfaction via complex surveys which suffer from poor response rates and ambiguous meaning. Building on pioneering work at Enterprise Rent-a-Car, the author found that a single “would recommend” question is a useful predictor of growth, focuses employees on the right corporate priorities, and captures true loyalty rates which clearly affects profitability (Reichheld, 2003).

Doing business today requires accountability for marketing performance tied to financial outcomes. Top executives, board members, and shareholders demand accountability for new and established marketing programs. Superior customer value means knowing customers’ behaviors and buying patterns. Metrics are an important part of the strategic marketing process to understand how successful the organization is now and what it needs to accomplish to become even more successful in the years ahead. Companies employ loyalty and retention initiatives which directly impacts business performance and maximizes long-term value for customers.

A major issue for debate in an organization is what metrics to collect and evaluate. The choices are wide-ranging -- from a single metric such as the Net Promoter Score (NPS) or North Star Metric (NSM) to literally hundreds of potential marketing and performance variables. For example, one leading book on the subject claims that there are 50 marketing metrics that matter related to the marketing mix, profit margins, customer profitability, share of market, the web, and other key areas in business (Faris et al., 2006). Clearly, a focused approach is best. Marketers should choose a limited number of strong industry-specific measures that make the most sense for an organization within the context of a relevant customer value metrics framework.

Measuring Customer Loyalty via the Net Promoter Score

There are many ways to evaluate customer loyalty such as customer satisfaction scores and indexes, repurchase intentions, recommendation intentions, etc. The NPS measure has capture the attention of marketing managers. 

A single-item, 11 point-satisfaction scale -- the Net Promoter Score (NPS) – is used by Enterprise Rent-a-Car, JetBlue, Intuit (manufacturer of Turbo Tax software) and thousands of other companies. It is an easy-to-use and insightful metric to monitor business performance over time. Due to its simplicity and explanatory power, the Net Promoter Score (NPS) has been widely praised by marketing practitioners as the best metric for assessing customer loyalty and a company’s ability to grow.

A Net Promoter Score (NPS) is calculated as follows (Satmetrix, 2011).

 1. Following the service experience, ask each customer one simple question:

2.      Based on your last experience with Company X, how likely would you be to recommend Company X to a friend or colleague? (Customers respond on a 0-10 point rating scale where 0 is not at all likely and 10 is extremely likely).

       2.  Respondents may be promoters (9-10), passives (7-8) or detractors (0-6). 

T    3. The % of customers who are detractors is subtracted from the % of who are promoters (passives are not considered in the analysis) to compute your NPS.

      Example: 78% of JetBlue customers are promoters, 12% are passives and 10% are detractors. Jet Blue’s NPS is 68. This is then compared to the competitive set. For example, Southwest Airline’s NPS is 62, Delta Airlines and the industry average is 38, and United Airlines is 10.

Mike Gowen, Co-founder of Delighted, says that NPS scores should be assessed absolutely and relatively. He suggests five ranges of customer experience: a negative number is poor performance, <30 = lots of opportunities for improvement, 31-50 = quality experiences are delivered, 51-70 = excellent customer experiences and 71+ is world class customer experiences. From a relative perspective, the software industry has an average NPS score of 41; a low score is 28 and TurboTax has a high score of 55 (Gowen, 2017).   

Enhancing Your NPS Program

While the potential real-world advantages -- long-term value creation, customer loyalty, and corporate growth -- of a well-executed NPS initiative are clear, researchers are concerned that this single-item metric is subject to measurement bias, lacks validity, and may be inferior to other customer satisfaction and loyalty measures.

Here are three ways you can improve and adapt the NPS approach. First, the psychometric properties of the scale can be reevaluated. While an 11-point (0-10) point scale is intellectually appealing, consider using a 3-point (detractors, passives, or promoters) scale or the standard 5 or 7-point Likert scales. NPS research has been found to fare well on test-retest reliability -- a recent study reported an r =.75 which exceeded satisfaction with the brand r=. 70 and attitude toward the brand, r=.69 (Sauro, 2018). Further work is needed for other forms of reliability and validity.

Second, the idea of the customer may be extended to other stakeholders such as employees, suppliers, affiliates, and so forth. In response to management’s reliance on NPS, United Airlines flight attendants pushed back by introducing a weekly FPS (Flight Attendant Promoter Score) to evaluate management practices. The early returns were not good as flight attendants gave airline management a minus 95 week one (Murphy, Jr., 2022).

Third, employees in many industries are reported to be stressed from increased pressure to achieve excellent numbers. A more balanced view which would include NPS as part of a battery of key metrics is recommended. For further reading on customer value metrics, see blog posts 13, 18, 25, 36 & 38.

References  

Farris, P.W, et al. (2006). Marketing Metrics: 50+ Metrics Every Executive Should Master, Upper Saddle River, NJ: Wharton School Publishing.

Gowen, M. (2017). What is a good Net Promoter Score to have? Response (May 19), www.quora.com/What-is-a-good-net-promoter-score-to-have/

Murphy, Jr. (2022). United Airlines flight attendants just made a big announcement and basically nobody is happy, Inc., August 6.

Reichheld (2003). The one number you need to grow, Harvard Business Review, December.

Satmetrix (2011). Calculate your Net Promoter Score, www.satmetrix.com/net-promoter/

Sauro, J. (2018). Measuring the reliability of the Net Promoter Score, Measuring the Reliability of the Net Promoter Score – MeasuringU

* Art Weinstein, Ph.D., is the blogmaster and a Professor of Marketing at Nova Southeastern University. He may be contacted at art@nova.edu

 

 

 

 

Customer-Centric Metrics Make Your Demand Generation Dollars Go Further by Laura Patterson * [38]

 

As one of the primary revenue generators for an organization, Marketing provides three essential roles: finding profitable customers, keeping profitable customers, and growing the value of these profitable customers. Customer-centric metrics offer a good starting point for identifying prospects who most look like your profitable customers, knowing which customers and products are making the largest contributions to the bottom line, and for effectively investing your demand generation dollars. 

Besides measuring customer satisfaction and loyalty, the impact on profitability is also an important measurement of any customer-centric strategy. Many companies have demand generation metrics and even measure customer satisfaction. Yet, we have found all too often that while companies say they are customer-centric, they have few customer-related metrics.

Most marketers agree that creating a satisfying customer experience positively affects a company’s profitability. The customer experience includes both rational and emotional aspects, as well as how the customer feels about the brand and the company, and what the customer thinks every time he or she interacts with the company. Having a positive impact on the company’s profitability translates into either increased revenue or some reduction in cost.

Ø Establish Profitability Targets - 3 Key Metrics

If you can calculate these three important customer-centric marketing measures, you can establish a set of customer profitability targets:

1.   Customer acquisition cost: Determined by calculating the average cost to acquire a new customer. See more below about how to use this measure in your demand gen efforts.

2.   Customer retention cost: Determined by calculating the cost to retain and serve an existing customer.

3.   Average customer profit: Determined by calculating the average value of each customer segment after accounting for standard costs.

You can monitor your success by measuring how well you are staying within your customer profitability targets for each of these metrics. You don’t need sophisticated tools to measure customer profitability. 

Ø Add Profitability Targets to Your Dashboard

Customer metrics are one of the primary categories that should exist on every Marketing dashboard. Once you have calculated these three customer-centric metrics you can set targets for each and report Marketing’s performance against the goal and Marketing’s impact on overall customer profitability on the Marketing dashboard. Overtime you will be able to use this data to determine which customers offer the best opportunities and focus Marketing investments on customers who will have the greatest impact on the bottom line.

Now that you understand which customers are profitable, you can apply this knowledge to determine which customer segments are worthy of your demand gen dollars.

Ø Customer Metrics to Guide Marketing Investment

When it comes to effectively investing your demand gen dollars, we recommend focusing on two customer-centric measures: customer value and cost to acquire. These measures when combined together can help your organization decide how much of your resources can be profitably allocated against a particular customer or set of customers.

The two customer-centric metrics we’re suggesting will help you identify the customers and/or segments to pursue. While it would be wonderful to be able to invest in every customer, most companies need to be selective.

We’ve simplified an approach to jump start your thinking process. You’re going to create a  2 X 2 grid with one axis being customer acquisition cost and the other axis being customer value.

Before you do these steps, decide which customers go where on the grid. Once you generate a list of all your customers, score each customer and/or customer segments for both customer-centric metrics.

1.   Create a Customer Value Score: To create a customer value score you will need information generated from two pieces of data: purchase frequency and customer revenue.

o    On the customer list table have a column for purchase frequency (you may want to use a numeric rating scale for this measure) and one column for revenue (you may want to create ranges for revenue and use a numeric rating scale for each range). Score each customer and/or segment. Customers who have high values on both columns (for example all customers who have either a 5 and 5 or 4 and 5 or 5 and 4 in the columns) would be your high value customers.

o    Those customers with a 5/5 would receive an overall score of 5, those with a 4/5 (frequency and revenue) you may want to give an overall score of 4.5 and those with a 5/4 (frequency and revenue) an overall rating of 4.

o    Do the same for each combination, with those customers with both a 1 in both columns having the lowest score of 1.

2. Calculate Cost to Acquire. For your same list of customers, in another column, calculate your cost to acquire each of these customers. Customer acquisition cost is the cost associated with convincing a customer to buy your product or service, including research, marketing, and advertising costs. It’s an important business and marketing metric that can be used to gauge marketing’s effectiveness.

• Again, to keep things simple, create acquisition cost ranges and then assign a 1-5 rating scale for each range (we’d suggest using 1 as the lowest cost range and 5 for the highest cost range).

Ø How to Use Your Scores

For each customer or customer segment you should now have 2 rating numbers: a number derived for the customer value score and a number for customer acquisition.

Divide your 2  X 2  grid into 4 quadrants:

• High Value/High Cost
• High Value/Low Cost
• Low Value/High Cost
• Low Value/Low Cost.

Plot each customer into the appropriate quadrant.

> Score Customers for Each Metric

Those customers and prospects similar to them in the High Value/Low Cost quadrant are where you should spend the money.

Obviously very little, if any resources, should be allocated to customers and prospects in the Low Value/High Cost. You may have to have some internal conversations about the other two quadrants and applying the customer lifetime value calculation to these customers can often help guide decisions related to customers in these two groups. While it may take some time, this is a relatively easy and affordable first step.

Unless you’re among the few marketers who have all the time and money in the world to burn, we hope employing this analysis helps you decide how to eke out the most value from your limited and precious resources. You’ve probably already come to the conclusion that the best place to spend it is on those customers who are most likely to buy.  

Got the customer-centric metrics bug and want to know what else you should be measuring? Here the top eight measures often associated with companies truly committed to being customer-centric:

1.   Customer retention

2.                2. Buying frequency

3.   Contact frequency

4.   Churn rate

5.   Average revenue per user

6.   Customer lifetime value

7.   Share of customer’s wallet

8.   A customer’s EBITDA

Conduct a quick audit to see whether your company tracks any of these customer-centric measures. If it doesn’t and being customer-centric is important to your organization, then it may be time to revisit the metrics you are measuring.

 * This post was reprinted with permission from VisionEdge Marketing, Inc. 

Laura Patterson is a marketing practitioner, consultant, writer, and speaker. Contact her at  laurap@visionedgemarketing.com. Also, check out Laura's article "The Value of Investing in Customer Value Management" [22].  Post Editor: Preview (blogger.com)

 

Global Customer Satisfaction and Experience Management [25] *

Customer satisfaction (CS) is a key performance measure for global marketers. Recently, there has been a shift to applying newer digital metrics. Others contend that customer delight may be a more relevant construct than customer satisfaction. How has customer satisfaction measurement changed in the past few years? Does it differ by country and industry sector?

Many marketers believe that customer satisfaction is the one customer value metric that matters the most.  A large research study (70,000 customers, 1,068 managers, and 97 countries) revealed that managerial perceptions of CS is not aligned with customer perceptions. Managers overstated CS and loyalty rates and underestimated the impact of customer complaints on future loyalty (Hult, et al., 2016).  The University of Michigan’s American Customer Satisfaction Index (ACSI) has found a strong correlation between CS and firm’s financial performance. Customer satisfaction analysis can predict and improve financial outcomes such as sales growth, gross margin, operating cash flow, market share, and shareholder return (Mittal & Frennea, 2010). 

Customer Satisfaction and Experience Management Applications

HappyOrNot is a Finnish company and innovator in customer satisfaction research. Their experience shows that if product/service assessment is made easy, people will readily provide feedback without the need for consumer incentives. Their core research tool is a terminal with four large buttons -- dark green/smiley (very happy), light green/less smiley (happy), light red/frowny (unhappy) and dark red (very unhappy) – accompanied with a sign asking customers to rate today’s experience by pushing one of the buttons. This simple premise has been used effectively by their global clients. This includes: a European gas station chain which measured managers’ overall performance; a Swedish sofa retailer for understanding why sales varied greatly throughout the day; medical facilities that evaluated doctors’ care and treatment; and the San Francisco 49ers football team to monitor the NFL game-day fan experience. In the latter application, more than 20,000 responses were recorded during the first game of the season via 60 devices – this was equivalent to the total feedback the team received for the entire previous season. The HappyOrNot devices track responses instantaneously to provide data-based, real-time feedback to organizations (Owens, 2018).      

The Temkin Experience Ratings (headed by Bruce Temkin, formerly of Forrester) ranks 331 companies in 20 industries based on feedback from 10,000 U.S. consumers. Three dimensions of customer experience are evaluated -- success, effort, and emotion. For example, in 2017, the wireless industry tied for 16^th place with a 65.5% customer experience rating which is up 7.5% from 2011. While AT&T matched the industry average (66%), they did increase their customer experience rating an impressive 10% from 2016 showing a strong commitment to improving customer service. (Their overall rank in the study was number 224). The top wireless carrier was US Cellular at 71%, ranked number 137, overall (Temkin Group, 2017).            

Customer Experience Impacts Business Performance

While under-performing firms may survive in the short term, they will not last long-term unless they change their ways and become truly value creating for customers. Two global billion-dollar companies clearly illustrate this point. A transaction-based company learned that customers with the best experiences spend 140% more than those with the poorest experiences. The second firm was subscription-based; they found that customers with the best experiences had a 74% likelihood of renewing for another year versus 43% of those with the worst experiences. Furthermore, those with the highest customer experience scores were likely to remain members for six more years (Demere, 2017).

METHODOLOGY

The “State of Marketing – Fifth Edition” provides insights and trends on customer satisfaction and related metrics from 4,100 marketing leaders in 17 countries in 13 business sectors (Salesforce Research, 2018). This report identifies the top 13 marketing metrics used by global companies and contrasts high- performing from under-performing organizations. Four metrics – revenue growth (74%), sales effectiveness (64%), web traffic analytics (61%), and customer satisfaction (60%) were used by 60% or more of the respondents. Nine other popular metrics – customer retention, customer acquisition rates, qualified leads, digital engagement, social analytics, customer referrals, customer acquisition cost, mobile analytics, and customer lifetime value – were used by 43-59% of the global marketing organizations.

Research Questions

RQ1. The usage of customer satisfaction as a marketing metric varies by country

RQ2. The usage of customer satisfaction as a marketing metric varies by business sector

RQ3. High-performing organizations are more likely to track customer satisfaction than low- performing organizations.

RQ4. The use of customer satisfaction as a performance measure has declined as global organizations are prioritizing new marketing metrics.

RESULTS AND DISCUSSION                                                                                                           

The following findings are based on the “State of Marketing” report. Customer satisfaction was rated as a top 5 marketing metric in 11 countries - Australia, Belgium, Canada, France, Ireland, Mexico, Netherlands, New Zealand, Singapore, The Nordics, and the United Kingdom. Surprisingly, it was not ranked as a top 5 metric in 6 major countries - Brazil, Germany, Hong Kong, India, Japan, and the United States (see Table 1). Hence, RQ1 was supported.

Customer satisfaction was rated as a top 5 marketing metric in 9 business sectors – communications, financial services, healthcare, hospitality, life sciences, manufacturing, media, transportation, and travel. It was not ranked as a top 5 metric in automotive, professional services, retail and consumer services, and various business sectors (see Table 2). Hence, RQ2 was supported.

High-performing organizations were 1.4 times more likely to track customer satisfaction than under-performing organizations (RQ3 was supported). The use of customer satisfaction has declined as global organizations are prioritizing new marketing metrics. Overall, CS has slipped from the number 1 marketing metric in 2016 to the number 4 marketing metric in 2018 by global companies (RQ4 was supported).

CONCLUSIONS AND IMPLICATIONS FOR THEORY AND PRACTICE

Undoubtedly, customer satisfaction is a key metric for global marketing. New digital metrics (e.g., customer acquisition and retention, mobile analytics, social engagement, and web traffic) have grown in importance in recent years. As a result, CS now shares the marketing dashboard with other insightful performance measures. Nonetheless, the effective use of customer satisfaction tracking is a strong differentiator for how high performing companies outpace their rivals.  Since customer satisfaction usage varies by country and business sector, specialized multi-country, multi-market studies represent a useful stream of inquiry. Marketing scholars may emulate the research approach used by John L. Graham and his team as they studied international sales negotiations in many countries for more than two decades (e.g., Campbell, Graham, Jolbert, and Meissner, 1988).

In addition, customer delight is related to customer satisfaction and has received much attention in the marketing literature. Barnes & Krallman (2019) advocate that customer delight is a distinct marketing construct – i.e., “an emotional state where customer expectations are exceeded.” Others believe that customer delight is an extreme form of customer satisfaction (i.e., highly satisfied) or a customer-centric business philosophy (marketing strategy). It is recommended that this variable be incorporated into future studies.

Art Weinstein, Ph.D., is a Professor of Marketing at Nova Southeastern University. His research interests are customer value, market segmentation and entrepreneurial marketing strategies. He may be reached at art@nova.edu 

* This material was presented at the Academy of Marketing Science, Annual Conference (virtual), December 14, 2020. 

Key References

Barnes, D.C. and Krallman, A. (2019), “Customer Delight: A Review and Agenda for Research,” Journal of Marketing Theory and Practice, 27 (2), 174-195.

Campbell, N.C.G., Graham, J.L, Jolbert, A. and Meissner, H.G. (1988), “Marketing Negotiations in France, Germany, the United Kingdom, and the United States,” Journal of Marketing, 52 (2), 49-62.

Demere, N.E. (2017), There’s a Correlation between CX and Revenue – and Here’s the Data to Back it Up”, Medium.com (January 25).

Hult, T., et al. (2016), “Do Managers Know What Their Customers Think and Why?” Journal of the Academy of Marketing Science, 45 (1), 1-18.

Mittal,V. and Frennea, C. (2010), Customer Satisfaction: A Strategic Review and Guidelines for Managers, Cambridge, MA: Marketing Science Institute, msi.org/.

Owens, D. (2018), Customer Satisfaction at the Push of a Button,” New Yorker (February 5).

Salesforce Research (2018), State of Marketing – Insights and Trends from over 4,100 Marketing Leaders Worldwide, Fifth Edition.

Temkin Group (2017), Temkin Ranking, Temkin Group Q1 2017 Consumer Benchmark Study, temkingroup.com/.

Table 1.  Customer Satisfaction as a Marketing Metric – A Global Perspective *

Countries	Respondents/ Percent of Sample	Customer Satisfaction Rating   in Top 5 Metrics
Belgium	150 / 3.7 %	1st
Singapore	150 / 3.7 %	2nd
France, Mexico, Netherlands	800/ 19.5%	3rd
The Nordics, United Kingdom/ Ireland	450/ 11.0%	4th
Australia/New Zealand, Canada	600/ 14.6%	5th
Brazil, Germany, Hong Kong, India , Japan, United States	1,950/ 47.6%	Not ranked in top 5
17 countries	4,100/ 100%	Varies

*Adapted from State of Marketing 2018

Table 2. Customer Satisfaction as a Marketing Metric by Global Business Sector *

Business Sector	Respondents/ Percent of Sample	Customer Satisfaction Rating   in Top 5 Metrics
Healthcare, Life Sciences	320/   7.8 %	2nd
Financial Services, Hospitality, Transportation, Travel	838/ 20.4%	3rd
Communications, Media, Manufacturing	674/ 16.4%	5th
Automotive, Professional Services, Retail and Consumer Services, Other	2,268 /55.3%	Not ranked in top 5
Various Business Sectors	4,100/ 100%	Varies

*Adapted from State of Marketing 2018