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Customer Experience isn’t built on declarations — it’s built on measurable business outcomes.
Empathy and attentive service matter, but they drive real value only when they make life easier for customers, build trust, and ultimately support business performance.
Below, we outline the key metrics CX leaders focus on and how they structure their work to ensure Customer Experience genuinely supports business goals. These insights are based on the report “Customer Experience in Poland: Trends, Goals, and Key Investments” and reflect the directions that shaped CX strategies in 2025.
“CX success is expressed in numbers, not conference slogans. For me, success in CX means hard data: conversion, revenue growth, customer buying decisions. Talking about empathy and emotions is great, but if it doesn’t translate into results, it’s just a nice message. Awards are pleasant, but in the end, only business impact counts.”
Piotr Wojtczak, Head of Customer Marketing, Muszkieterowie
What to measure
To make CX a real driver for business decisions, there must be a clear line between process, customer experience, and financial outcome.
In practice, this means managing three layers of metrics:
- Operational efficiency — response time, first contact resolution, time to answer, escalation rate, process quality
- Commercial impact — conversion, retention, average order value, sales growth
CX initiatives need a defined cause-and-effect logic: operational improvement → better experience → financial result.
That’s what turns CX from intention into investment.
“CX is an investment, not a cost — but it must be measured. Too often we talk about CX as a philosophy and not enough about proof. If we don’t show hard effects — retention, cross-sell, customer lifetime value — leadership will treat CX as cost. CX must live in the numbers to become part of real business.”
Beata Dominiak, CX Expert, Klientocentryczni
Turning customer signals into action: How high-performing CX operates
Organizations that see real CX impact combine empathy with operational rigor. They consistently:
- Simplify key customer tasks, removing friction where frustration and cost are highest.
- Turn feedback into operational decisions prioritizing what drives value, not what’s loudest.
- Test small, scale only once results repeat — not the other way around.
If a “more empathetic” solution doesn’t increase conversion, reduce repeated contacts, or shorten resolution time, it’s likely addressing the wrong problem.
Team, habits, stability
CX success isn’t a spike in a satisfaction survey — it’s the ability to maintain customer-centric execution despite organizational changes.
“Success in CX isn’t a high NPS alone. It starts when the entire organization genuinely understands and works on customer needs. Not one action, not a quarterly survey — real success shows when everyone sees their role in improving CX, and then you see business impact.”
Michał Korszeń, Director of Retail and SME Clients, PKO Bank Polski
That means:
- CX as a system capability, not a standalone project
- recurring operational rituals — data reviews, decision cycles, prioritization of what not to do
- shared metrics across sales, service, IT, finance, and marketing — avoiding silo wins at the expense of overall outcomes
“CX success is systemic change. Not a good NPS score — but when a customer says: ‘It was easy, fast, and clear.’ And inside the company: teams feel purpose, know why they do it, and see their impact. CX is a system shift, not a campaign.”
Urszula Łaskawiec, CEO, Medicine Up
How to know CX is working
Externally — customers return, recommend, and stay loyal even when the offer isn’t the cheapest.
Internally — teams understand goals, metrics, and how their work influences the journey.
“Success in CX? When the customer says it was simple and worth it. They don’t need a ‘wow effect’ — they want zero friction and no wasted time. If they return and recommend, we did our job.”
Beata Dominiak, CX Expert, Klientocentryczni
“True success is when CX becomes part of the company’s DNA, not a leader’s name. If direction and momentum remain despite leadership changes, CX has become the company’s circulatory system — and that’s proof of long-term effectiveness.”
Bartek Lechowski, Fractional CX & Marketing Executive
Introducing a practical model
- Start with the key “moments of truth” where customers drop off or ask for help.
- Map metrics from process to business result with clear targets and timelines.
- Establish an operating rhythm: weekly data, bi-weekly decisions, monthly rollouts.
- Test on a small scale and measure against control groups.
- Stop initiatives that don’t produce measurable impact — even if they look good in decks.
“The main measure of CX success is achieving sales goals. CX lets us focus on processes and relationships more effectively.”
Rafał Stępień, Pracuj.pl
Demonstrating value
The essence of mature CX is a clear chain of influence:
Process improvement → Better customer experience → Financial outcome
Example:
- Change: Reduce complaint process by two steps
- Operational effect: –25% handling time, –18% repeat contacts
- Experience effect: +8pp CSAT in complaint cases
- Business result: +3pp retention, +9% basket value in 60 days
If this chain isn’t visible, the value isn’t proven.
Why customers come back
“The ultimate measure? The willingness to return. When I naturally want to use the brand again — that’s success. Sometimes it’s small things like remembering a birthday; sometimes proactive care after onboarding in a bank.”
Bartosz Żochowski, Head of Loyalty & CRM, Decathlon
Long-term loyalty is created by clarity, consistency, and ease — not theatrics.
Conclusion
CX success happens when customers return not because they were promised something extraordinary, but because interacting with the brand was fast, clear, and worthwhile — and the organization can measure, scale, and sustain that effect regardless of internal changes.
