Measuring to Improve: Our Approach to Customer Satisfaction

Behind every data point lies an experience. There are people, expectations, frustrations, relief. A simple example: a customer loses phone connectivity. The ticket is closed within the expected time, but in the meantime the customer had to repeat the issue multiple times to different operators and received no clear answers.

The result? A negative feeling—one that weighs more than any SLA met

Step 1 – Redefining the Concept of Value 

So the first question we asked ourselves was: Are we really measuring the customer experience? Numbers help us understand operational efficiency, but they don’t describe how the customer feels or how supported they feel. This is why, alongside the technical metrics we were already collecting, we added qualitative measurements focused on experience.

We revisited the very concept of value. For us, it’s not the speed with which a ticket is closed; it’s about what the customer perceives throughout the entire journey—welcome, clarity, attention, and the reassurance of not being left alone.

This change in perspective led us to imagine support not as a switch to be flipped when needed, but as continuous guidance: we listen, contextualize, and build the best solution together

And improving the experience doesn’t just mean acting only on the resolution phase, but also on earlier steps. For example, feedback showed that opening tickets felt complicated, so we introduced a more immediate channel—sending requests via email to [email protected]—to simplify the process and reduce customer stress.

Step 2 – Building a Measurement Model 

We divided the experience into three key moments—ticket opening, management, and closure—and for each one we identified the aspects that most influence service perception, allowing us to explore them in the feedback questionnaire.

1. Opening: the first impression

The entry point often sets the tone for everything that follows. If the process is simple, the customer already feels the situation is in good hands. This is why we measure ease and speed with a direct question: “Was it easy to submit your support request?”

2. Management: the heart of the relationship

It’s during management that the true quality of the service is perceived. It’s not only about technically correct answers—it’s about how well we read the customer’s situation. So we ask: “Was the attention given to you adequate for your problem?”

Once the context is clear, we recalibrate the priority together with the customer and decide what actions to take. This is where our new approach comes in: we don’t treat tickets as automatic operations—we immerse ourselves in the customer’s situation to provide truly informed and proportionate answers.

Una volta chiarito il contesto, ricalibriamo la priorità insieme al cliente e decidiamo quali azioni intraprendere. È proprio qui che entra in gioco il nostro nuovo approccio: non trattiamo i ticket come operazioni automatiche, ma cerchiamo di immergerci nella situazione del cliente per dare risposte davvero consapevoli e proporzionate.  

In other words, management is not only about solving a problem: it’s about accompanying the customer while they face it.

3. Closure: the final assessment 

Once the problem is resolved, the customer evaluates the experience mainly on two aspects:

• the quality of the solution, 
• the adherence to expected timing. 
  

An effective response delivered within the right timeframe can turn even a critical incident into a positive experience. 

We also include one final question: “How would you rate your overall experience with our technical support service?”

To better capture nuances, we chose a 1–6 scale, which helps distinguish a fully positive experience from one that, while not negative, could be improved. Intermediate scores like 3 or 4 are often the most insightful, indicating that something didn’t meet expectations.

For this reason, when the rating falls below a certain threshold, the questionnaire automatically opens a short follow-up question with options to clarify what didn’t work. This way, feedback doesn’t remain an isolated number—it becomes a small story, a concrete context from which we can learn.

Thanks to this structure—stages, questions, scores, and follow-ups—we can better understand the customer experience from both a technical and relational perspective.