The NPS score feeds directly back into Klaviyo against each order, which is where the real work begins. Once a score is in Klaviyo, we can act on it. Detractors get followed up. We want to understand what went wrong and, where we can, make it right. That follow-up is not just a formality. It is a reflection of what we believe as a brand. We said we want to be more than just a diaper change and goodbye, and following up when a delivery falls short is part of that.

Because scores are tied to order IDs rather than customers, we can also track how sentiment evolves for the same family over time. A customer who scores us low after one delivery and then high after the next tells us something useful. A customer whose scores are declining tells us something urgent. That layer of insight would not be possible if we were only capturing a single score per customer.

Across our European markets, the picture naturally varies. Delivery logistics differ by country, and customer expectations do too. Having a market-level view of NPS scores means we can identify where the experience is strong and where it needs attention, rather than treating our whole customer base as a single block.

The open text responses sit alongside all of this. We review them regularly as a team, looking for patterns, recurring themes, and anything that points to a systemic issue we have not already identified. It is not unusual for a comment left on a landing page in the Netherlands or Spain to surface something that turns out to be relevant across multiple markets.

All of it comes back to the same thing. We care about the families who buy from us. The survey is how we make sure that care is not just a value we talk about but something every customer can actually feel.