Customer Experience Audit

We read the journey rather than the org chart because the journey is what the customer actually lives - the sequence of touchpoints they move through, whichever team owns each one. Moments of truth are where we concentrate: in most journeys a handful of touchpoints carry most of the weight, and reading them closely tells you more than scoring every step evenly.

Frontstage and backstage is the service-blueprint discipline - drawing the line of visibility, then looking behind it. A moment fails frontstage far more often because of something backstage than because of the person facing the customer, so we read both sides of the line together. Voice of the Customer is where the metric stack comes in: NPS, CSAT and CES each measure something different, and read together they point to which moment set the score.

The perception gap is the master signal. It's the distance between what the organisation believes it delivers and what the customer experiences, and it's usually where the most useful findings sit. Channel consistency closes the loop: a customer who meets you across web, phone and store should meet one organisation, and where they don't, the operating model behind the channels is usually why.

No single reading captures an experience on its own, so we take three and cross them. A metric tells you how customers score a moment, but not why - and an average hides how differently segments experience the same journey. Interviews with the frontline reach the why, but only from inside the service. Walking the journey shows you what a customer actually meets, rather than what the blueprint promises. Read together they triangulate: a finding has to show up in more than one before we treat it as real.

We read the journey outside-in on purpose. The organisation sees its touchpoints from the backstage - the systems, handoffs and teams that produce each moment - and that view is often the least able to feel what the customer feels at the frontstage. Reading from the customer's seat, and naming the distance between the two, is frequently the most useful thing we find.

Rather than asking people to rate the journey in the abstract, we anchor on real, recent interactions - what actually happened at a given touchpoint, and how it squares with what the experience intended. It's close to the critical-incident approach, and it surfaces the lived experience far better than a rating scale.

And we show you the spread, not just the average. An experience isn't one number: two journeys with the same NPS can feel completely different depending on segment, stage and channel. Where the signal diverges is where the real picture lives, and where the moment worth fixing usually hides.

The audit ends in a working session, not a document dropped in your inbox. We take you through the moment-of-truth map and the service blueprint in person, so the findings land as something you can act on rather than a deck read once and filed.

The sharpest findings often come as a three-way split: what customers say in the metrics, what they do as they move through the journey, and what the organisation believes it delivers. These three rarely agree, and we name where they part rather than smoothing them into one tidy message - because the gap between them is usually the thing worth working on.

From there it's your call. Sometimes the map is enough and you carry it forward yourselves. Sometimes you want us alongside for the redesign that follows - a focused piece of work on a single moment, or a fuller experience programme. And if what you need turns out to be lighter than you feared, we'll say so.

A survey gives you a score. An audit finds which moments set that score and why. We read the metric stack alongside the journey itself - walking the touchpoints, mapping the frontstage and backstage, and reading the gap between what customers report and what you believe - so you come away knowing which moment to change, not just where the number sits.

A satisfaction survey tells you how customers feel and gives you scores. This tells you why, and what to do about it. We read more than the numbers - the journey walked from the customer's seat, the frontline running the touchpoints, and the perception gap between your view and theirs - and go deep on the experience specifically.

The frontline who run the touchpoints, not only the people who designed the journey - and your customers' own signals through the Voice-of-Customer evidence. The people who built a journey are often the least able to feel it from the outside, so the customer's read, and the gaps between what each group sees, are where the value is.

It's usually weeks rather than months, but it depends on how many touchpoints and channels the journey spans and how complex the picture is. We build each audit around your journey, and agree the timeline when we scope it.

There's no standard price - we build each audit around you, so the cost reflects the size of the journey, the number of channels and segments, and the depth you need. We scope it with you and give you a clear figure before you commit.

Yes. Customer signals are read in aggregate, interviews with the frontline are confidential, and we report in patterns and moments, never in a way that identifies an individual.