Retail | Turning Experience Friction into Revenue Growth

Context

The Challenge

Baseline Indicators

The Intervention

The Impact

Context

A multi-channel retail organization was underperforming despite strong brand recognition. Conversion rates were declining, loyalty engagement was stagnant, and customers reported inconsistent experiences between online and in-store channels.

The Challenge

High drop-off during discovery, checkout, and post-purchase

Loyalty program underutilized

Fragmented ownership of customer journeys

Baseline Indicators

Declining conversion rates

Low repeat purchase frequency

Loyalty engagement below benchmark

The Intervention

New Metrics conducted an end-to-end journey assessment, identifying friction points with direct revenue impact. Key moments were redesigned, and loyalty mechanics were embedded into everyday interactions. Experience metrics were linked to conversion, retention, and engagement to guide prioritization.

The Impact

Within 12 months:

Conversion rates increased by 5–10%

Repeat purchase frequency rose

Loyalty engagement improved

Experience became a measurable growth lever

Context

A regional financial institution had made strong public commitments to ESG and financial inclusion. However, these efforts were largely confined to reporting and compliance. Underserved customer segments continued to face barriers to access, and ESG initiatives were not clearly linked to growth or customer outcomes. Leadership sought to move ESG from a reputational requirement to a strategic driver of sustainable growth.

The Challenge

ESG positioned primarily as reporting and compliance

Limited access and adoption among underserved segments

Low trust and engagement in complex or opaque financial journeys

No clear linkage between ESG investments and commercial outcomes

Baseline Indicators

Low adoption among priority inclusion segments

Below-average trust and transparency scores

ESG impact measured qualitatively rather than operationally

The Intervention

New Metrics embedded ESG objectives directly into service design and decision-making. We redesigned priority journeys to improve accessibility, transparency, and trust, focusing on moments that disproportionately excluded vulnerable segments. This included:

Simplifying onboarding and service flows
Redesigning communications in clear, customer-friendly language
Embedding trust, fairness, and inclusion metrics into CX dashboards
Aligning ESG, CX, and commercial teams around shared success measures Rather than treating ESG as a parallel stream, it became part of how services were designed, delivered, and measured.

The Impact

Within 12 months:

15–20% increase in adoption among targeted underserved segments

Improvement in trust and transparency scores across redesigned journeys

Clear evidence linking inclusive design to customer growth and retention

Stronger brand credibility supported by measurable, customer-level impact