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Measuring experience only after the purchase is not enough. How one heat pump manufacturer uncovered weak points in the customer decision phase
At first glance, it was a classic business problem: strong demand, a high number of inquiries, but unsatisfactory conversion into actual sales. In the case of a leading European heat pump manufacturer operating in the premium segment, however, there was no simple answer.
Was the price too high? Was the company unable to sufficiently communicate the value of its products? Or was the sales team failing? Or was the problem hidden in a less visible part of the customer journey?
Instead of quick conclusions, a decision was made to look at the entire process through the lens of customer experience (CX) – in real time. A key role in this transformation was played by the implementation of the InsightSofa platform.
From marketing to contract signing: searching for critical moments
The basic premise was simple, but often overlooked in practice: if we want to understand why a customer does not buy, we must track their experience even before the purchase itself.
The analysis therefore covered the entire customer journey – from the first contact with a marketing campaign to the final decision. A key step was to identify so-called touchpoints (points of contact) where it makes sense to collect feedback.
At the same time, it was necessary to set two seemingly contradictory things:
- to obtain enough relevant data
- not to overwhelm the customer with excessive questioning
According to a study by Qualtrics XM Institute (2023), “survey fatigue” is one of the main reasons for the decline in feedback quality – as many as 67% of respondents state that too frequent questioning negatively affects their willingness to respond.
Where exactly to measure: from the web to the price offer
The implementation focused on several key moments that fundamentally influence customer decision-making.
1. The web as the first filter of expectations
Homepage
The first contact with the company. In addition to standard analytical tools (e.g. Google Analytics), a direct question about the source of the visit was also added. The reason? Offline channels such as radio or billboards are often lost in the data.
Product page
If the user spent more time on the page or downloaded a technical sheet, they were approached with a short question:
- What interested them about the product?
- Which parameters are key for them?
- What would they improve?
This approach corresponds to recommendations by McKinsey (2022), according to which companies that systematically collect feedback in early stages of decision-making achieve up to a 20% higher probability of conversion.
2. The moment of decision: where the deal breaks
Sending an inquiry
If the customer was not approached earlier, the space comes here. The company found out:
- why the customer chose this particular product
- what their expectations are
This created context for further work of the sales team.
Sending a price offer
Here one of the most important insights appeared. Data analysis revealed that most customers respond within 7 days. If this did not happen, a follow-up questionnaire was triggered on the eighth day.
The goal was not to urge, but to understand:
- what is holding the customer back
- how they perceive the price
- what would convince them to purchase
According to Gartner (2021), as many as 77% of B2B customers describe the purchasing process as “complicated or very complicated.” It is precisely at this stage that decisions are often made – and at the same time it is measured the least.
When data is not enough: the organization’s response decides
Data collection alone would be worthless without clearly defined processes. A key part of the implementation was therefore setting responsibilities and automation.
Each type of problem had its owner:
- price uncertainty → salesperson according to region and product
- technical questions → technical specialist
- unclear communication → marketing
This model corresponds to the principles of so-called closed-loop feedback, which according to Forrester Research (2020) is among the most effective tools for improving CX – companies that systematically use it achieve higher retention as well as revenue growth.
What changed: the organization began to react in real time
After the system was launched, not only the data began to change – the organization itself began to change.
Marketing refined communication based on what customers actually consider valuable.
The sales team obtained feedback even before the customer left for a competitor.
Teams responsible for retention were able to capture price barriers in time.
However, the fundamental change occurred in the eyes of customers.
Suddenly they were not approached by generic follow-ups, but by specific responses to their situation. The company did not act as a seller, but as a partner who understands their decision-making.
According to PwC Future of Customer Experience Survey (2018), the feeling that a company “understands my needs” is one of the strongest drivers of loyalty – stated by 73% of customers.
CX does not end with the purchase. And it often does not even start there
The traditional approach to customer experience focuses on the satisfaction of existing customers. But this project shows that a key part of the experience takes place even before the purchase.
It is here that doubts, barriers, and decisions to leave for a competitor arise.
By closing the entire customer journey – from the first contact to the post-purchase phase – the company managed not only to increase conversion, but above all to understand what customers really need at the moment when they are deciding.
And that may be the most important lesson:
Do not measure only the satisfaction of those who have already purchased. The greatest opportunity lies with those who are only deciding.
