Interview Your Customers. Find Out Why They Stay, Leave, or Never Come Back.
SIS runs structured Voice of the Customer programs, mystery shopping evaluations, journey mapping through actual buyer interviews, and NPS diagnostic research. We talk to your customers and your lost customers to identify where the experience breaks down and what it costs you.
CX research across 135 countries for 40 years. SIS has served over 70% of the Fortune 500 including American Airlines, Marriott, and leading retail, financial services, and healthcare brands.
Six Areas of CX Intelligence
Each area is informed by structured research with your actual customers, not internal assumption workshops. SIS moderators conduct 30- to 45-minute guided conversations that surface the context behind the score.
Voice of the Customer Programs
SIS designs and runs recurring VOC programs that interview a company’s own customers and lost customers on a structured schedule. Research covers satisfaction drivers, unmet needs, feature prioritization, and the reasoning behind NPS scores. Unlike automated survey tools that capture a number, SIS moderators conduct guided conversations that surface the context: why the score is what it is, what would change it, and what the customer compared you to.
Journey Mapping from Customer Interviews
Most journey maps are built in internal workshops where employees guess what customers experience. SIS builds journey maps from structured interviews with actual customers at each stage: awareness, evaluation, purchase, onboarding, usage, renewal, and exit. Research identifies where customers encounter friction, where they consider switching, and which touchpoints have the highest impact on retention. The map reflects what buyers report, not what the organization assumes.
Churn and Attrition Diagnostics
SIS interviews customers who left to determine why. Research distinguishes between controllable attrition (service failure, pricing, competitor offer) and structural attrition (business closure, budget cut, category exit). Findings quantify the revenue at risk from each churn driver so retention teams prioritize investment by impact. For a financial services client, SIS identified that the primary churn driver was not price but a specific onboarding step that created a 72-hour gap in service activation.
Mystery Shopping and Service Audits
SIS deploys trained evaluators to assess service delivery against defined standards at retail locations, bank branches, hotel properties, healthcare facilities, and call centers. Evaluators follow scripted scenarios and score against a rubric covering greeting, wait time, product knowledge, upsell execution, complaint handling, and checkout experience. Reports identify locations, channels, and shifts where service delivery falls below the standard and quantify the gap.
Usability and Digital Experience Testing
SIS tests websites, apps, e-commerce flows, and self-service portals with recruited end users at our Flatiron District facility and online. Moderators observe task completion, navigation errors, hesitation points, and abandonment triggers through screen recording and think-aloud protocols. Research identifies where the digital experience breaks down: a checkout step that loses 40% of users, a help page that generates more support calls than it resolves, a mobile flow that works on iOS but fails on Android.
Brand Perception and Trust Research
SIS measures brand awareness, consideration, preference, and trust through quantitative surveys and qualitative follow-up interviews. Research goes beyond awareness tracking to identify the specific attributes that drive brand choice in the category and the gap between what the brand promises and what customers experience. For multi-location brands, SIS measures perception variance by region and channel to identify where brand delivery is inconsistent.
CX Research That Changes Decisions
Every CX engagement produces a deliverable that a VP of Customer Experience, a Head of Retail Operations, or a Chief Digital Officer can bring into an executive meeting and use to justify a specific investment, process change, or staffing decision.
Interviews with customers who left identify the specific reasons for attrition, distinguish controllable causes (service failure, onboarding gap, competitor offer) from structural ones (budget cut, business closure), and quantify the revenue at risk from each driver. Retention teams use the output to prioritize intervention by financial impact rather than by assumption.
Customer-validated journey maps that identify the three to five touchpoints with the highest influence on whether a customer renews, refers, or leaves. Each touchpoint is annotated with the specific failure mode customers describe, the competitor experience they compare it to, and the improvement that would change the outcome. Operations teams use these to allocate CX improvement budget by measured impact.
Standardized evaluations across every location, shift, and service channel. Scorecards show where service delivery meets the standard and where it falls short, with specific failure categories (greeting missed, product knowledge gap, upsell not attempted, complaint not escalated). Multi-location brands use these to identify underperforming sites and measure improvement after training interventions.
Screen-recorded sessions showing where users succeed and where they fail on specific tasks: completing a purchase, finding a support article, updating account settings, completing onboarding. Findings identify the exact step where drop-off occurs, the user expectation that was violated, and the design change that would resolve it. Product teams use these to prioritize UX fixes by drop-off volume and revenue impact.
THE SIS DIFFERENCE
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CX Research Services – Customer Journey Map
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