Why start with a baseline instead of waiting for full system integration?

Because the value lies in getting started. A strategic baseline requires no integration - it requires a well-designed questionnaire and the right recipients. FH Group got a reference point, identified detractors and prioritised focus areas within weeks. The automation towards Salesforce and Dynamics is built afterwards, on top of a programme that already works.

How do you measure across multiple brands with different systems?

With one common methodological framework: the same scale, the same question structure and the same categories across brands, segmented per brand and customer type. That makes the results comparable - you can see where one brand outperforms the others, and where a pattern repeats across the entire business. System integration can come later; comparability has to be designed in from the start.

FH Group: CX Baseline Across Three Brands

Who is FH Group?

FH Group supplies, installs and services professional fitness and training equipment for fitness centres, physiotherapy clinics, sports halls, companies and public institutions. The business runs through three brands - MedicSport, Proterapi and LivingSport - with around 1,300 B2B customers and four webshops.

But the strategic heart of the business is neither the webshop sales nor the individual projects. It is the roughly 200 service agreements where the recurring revenue lives. A fitness centre that buys equipment is a good order. A fitness centre on a service agreement is a relationship that pays off year after year - and recommends you to the next centre.

The challenge: three brands, one question nobody could answer

What do the customers actually think - across the entire business? FH Group had never been able to answer that question with data. Each brand had its own customer base, its own systems and its own sense of how things were going. There was no unified measurement and therefore no comparable picture.

At the same time, the service business is deeply relational. The project ends when the equipment is installed - but the service agreement has to be renewed and retained year after year. A customer who experiences slow follow-up or unclarity about what the agreement actually covers rarely says so directly. It only shows the day the agreement is cancelled.

What we built together

One strategic baseline across three business units. The same questionnaire, the same scale and the same categories for all three brands: loyalty (NPS), satisfaction and importance per business area. That made the results comparable - leadership can see where the individual brands differ, and what repeats across the board.

Reporting that lands in two places. A strategic report for leadership with prioritised focus areas - and an employee presentation, so the results were anchored with the people who meet the customers every day. A measurement only leadership sees changes nothing.

FH Group employees gathered for the presentation of the baseline results The results were presented to all FH Group employees - anchoring them with the people who meet the customers every day.

Detractor follow-up from day one. Every single detractor was identified by name, brand and cause - and followed up personally while there is still time to act. In a business with 200 key relationships, one saved service agreement justifies the measurement on its own.

A prioritised action plan. Not a report for the drawer, but a roadmap: quick wins in the first 90 days and strategic initiatives on a 6-12 month horizon, with ownership placed in the organisation.

Results

NPS +37 as the baseline - a solid B2B level and a clear reference point for the measurements to come
One comparable picture across MedicSport, Proterapi and LivingSport - for the first time in the company's history
Two prioritised focus areas - clearer communication of the value in the service agreements and even faster follow-up on service cases - identified across all three brands
Personal follow-up on every detractor - from anonymous number to concrete action, before small irritations become cancellations

Martin Bruun Conradsen, CXO at SurveyGauge, walking through the baseline results at FH Group SurveyGauge's CXO Martin Bruun Conradsen walking through the baseline results at FH Group.

Next steps

The baseline is the foundation - not the end goal. The next phase is already planned: transactional measurements on parts, installation and service cases, governed by cooldown rules so no customer is ever over-surveyed. And an automated integration to FH Group's Salesforce and Dynamics, so measurements are triggered by real events in the business instead of manual lists.

After that, the relational NPS is re-measured every six months against the baseline, so the effect of the initiatives can be documented in black and white.

What we learned

Many multi-brand companies wait for the perfect data infrastructure before they start measuring. FH Group did the opposite: baseline first, automation afterwards. That gave leadership a basis for decisions in weeks instead of quarters - and a programme already delivering value before the integration is even built.

Key Points:

Three business units measured with the same methodology - the first unified CX picture in the company's history
NPS +37 as the strategic baseline
Around 200 service agreements at the centre of the retention work
Detractor follow-up and a prioritised action plan from day one
Transactional measurements and automated system integration as the next phase

FH Group: One CX Baseline Across Three Brands - With Service Agreements at the Centre