KPI’s as a compass: why NPS and CSAT are indispensable in the IT sector

In a sector that moves at high speed, where technology evolves rapidly and customer expectations rise just as quickly, the ability to truly listen to your customers may be the biggest competitive advantage you can have. And that listening starts with measuring.

KPI’s are indicators, not standalone numbers

Where IT organisations were once judged mainly on uptime and technical performance, today the focus has shifted to something far more complex: the complete customer experience. Metrics like Net Promoter Score (NPS) and Customer Satisfaction (CSAT) are no longer optional. They form the foundation of any customer-centric strategy. They reveal how customers perceive your service, where friction arises and — more importantly — where improvement is essential.

A score on its own means very little. What matters is the story behind it. Why is a customer giving you a 6 instead of an 8? What makes someone recommend you — or stay silent? And what can you change to influence that behaviour?

NPS and CSAT are the start of a conversation

NPS and CSAT are powerful indicators, but they should never be treated as end goals. They are the starting point for meaningful dialogue. A low NPS may point to weak engagement or declining trust. A modest CSAT may signal friction in your support process. Without context, the numbers remain isolated.

That’s why we always connect these KPIs to qualitative insights. We explore the reasoning behind the score. What drives a recommendation? What causes hesitation? And which improvements will make the biggest difference?

Organisations that combine NPS and CSAT with strategic interviews, customer journey research and internal scans take a far more targeted and effective approach to improvement. They steer not on resolution time, but on experience. Not on volume, but on value.

Continuous customer research creates movement in the customer experience

At Customeyes, we believe that customer experience is never static. It evolves constantly and requires continuous attention and adjustment. That’s why we focus on ongoing customer research, combining multiple methods to create a complete and current picture of what customers encounter.

A strong example is customer journey survey: short, targeted feedback at crucial touchpoints, linked directly to your ticketing system. This creates a steady stream of insights into the quality of your service.

With this approach, you not only learn what customers think, but also why they think it — and what actions will improve their experience.

Customer experience as a driver for growth

IT organisations that take customer insights seriously grow faster. Not because they push more sales, but because they align better with what customers truly need. That alignment shows up in your numbers. In long-term loyalty. And even in the energy of your team. Because when you understand your customers, you don’t have to convince them. They stay. And they return.