How Alsco Uniforms turned customer feedback into executive action

From low engagement to strong customer insight – A redesigned CX and feedback program lifted survey response rates from 2% to 9% and increased NPS to 44.
Better feedback, better decisions – Improved survey design, stronger data quality, and multi-channel feedback collection delivered clearer, more actionable customer insight.
Insight embedded at the top – Customer feedback drove 300+ executive customer callbacks and informed the annual strategic business planning.

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Client overview: Alsco Uniforms and its customer experience transformation

When Alsco Uniforms (including Fresh and Clean) launched its 2030 organisational strategy, customers and people became the organisation’s two core pillars. But its Customer Experience (CX) program wasn’t generating enough insight to support that ambition.

Survey response rates were just 2% — limiting data quality, strategic validation, and decision-making confidence.

To change this, Alsco Uniforms partnered with Act XM to redesign its CX program from the ground up. The challenge:

Low survey response rate (2%)
Poor internal data quality
Limited executive visibility into customer sentiment
No structured closed-loop follow-up process
Customer feedback not embedded into business planning.

Alsco Uniforms needed a scalable, structured CX program aligned to its 2030 organisational strategy.

The solution: Structured CX program redesign and multi-channel feedback strategy

Collaborating with Alsco Uniforms, Act XM implemented a comprehensive CX transformation focused on five key drivers:

1. Pre-emptive data cleaning

This included setting up automated reminders a month and two weeks prior to the survey launch, and critically, using the bounce-back reports from these reminders to identify and clean up inaccurate customer data. This process enabled the internal teams, such as those in the branches, to fix their data before the main survey launch, resulting in a much cleaner data pool.

2. Frictionless survey design

A significant design improvement involved placing the Net Promoter Score (NPS) question directly into the email, rather than requiring recipients to click a link to access the survey. This helped capture customer sentiment even if the full survey was not complete.

4. Internal & customer incentives

The multi-channel approach successfully generated whole-of-business buy-in, with all parts of the organisation invested in maximising opportunities to gather customer feedback. To encourage participation, incentives were offered to both internal staff and customers, creating shared ownership of the CX program.

5. Executive callbacks (Closing the Loop)

Over 300 customers requested and received direct callbacks from senior management, enabling real-time issue resolution, strengthening relationships, and establishing a new level of engagement between the organisation and its customers.

3. Multi-channel survey distribution

To broaden the respondent base, the team utilised four different channels for data collection, including:

Direct email campaigns with the NPS question embedded in the email
Account manager outreach to top-tier customers using dedicated survey links
Delivery personnel using QR codes to engage customers directly at the point of delivery.

The results: Higher response rates, stronger NPS, and executive customer engagement

Survey response rate increased from 2% to 9%
Net Promoter Score improved to 44
300+ executive callback conversations
Customer feedback integrated into 2026/2027 business plans
Organisation-wide CX accountability established.

Since 2022, Alsco Uniforms’ NPS has improved from -16 to 44 — reflecting sustained operational improvements driven by structured customer insight.

This wasn’t just a survey uplift. It was a shift from reactive feedback to a structured, strategic Customer Experience program aligned to long-term growth.

By partnering with Act XM, Alsco Uniforms transformed customer listening into a measurable competitive advantage.

“In previous years, our Customer Experience survey was delivering just a 2% response rate. We knew that wasn’t enough to validate our strategy under our 2030 organisational plan or genuinely understand our customers’ needs.

To combat this, we developed an entirely new approach and project scope, knowing exactly what we wanted to achieve and how we wanted to achieve it and Act XM helped us design the entire CX program around this — from data quality and survey design to multi-channel distribution and executive follow-up. The impact has been significant. We increased our response rate to 9%, improved our Net Promoter Score to 44, and had more than 300 customers request direct conversations with senior management.

What stood out most was the structured approach and the focus on action. Customer feedback is now embedded into our 2026/2027 business planning, and CX is no longer a standalone activity — it’s a strategic driver.

Act XM didn’t just help us run a better survey. They helped us build a better customer experience framework.”

— Daniel McEvedy, National Service Manager, Alsco Uniforms

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