Claude Haiku 4.5: Why Quaymark's customer score fell

The decision: whether to reverse the per-shipment fee and bring back the subscription, invest in shipment tracking and proactive delay alerts, or add account managers for mid-sized customers. The brief and the data →

Verdict: ✗ Not sound
Research score: 70 of 100
Analysis rating: 465
Head to head, this task: won 2 of 9

Why it is not sound

The survey

Ignored the precision the brief asked for, which the sample cannot deliver

The analysis

Got at least one set number wrong
Reported a material finding the data does not support
Missed a trap: Accounts booking fewer than 20 shipments a month are 61% of Q3 respondents against 30% in Q1 and 40% of active accounts, and they score lowest (Q3 NPS +5). Re-weighted to Q1's mix the Q3 NPS is +20.3, and to the active-account mix +17.8, so much of the 11-point fall is a change in who answered.
Missed a trap: The 69% figure is a share of the 45 detractors who answered the open question, not of all respondents or all customers.
Proposed a mistaken next step: Report the fall to the board as a 11-point decline in customer loyalty

Findings the judges found unsupported

The 11-point NPS fall reported by the commercial director is real but overstated. The true unweighted decline is 11.1 points (Q1: +24, Q3: +12.9), but this conflates methodology (phone vs online) with genuine customer sentiment change. When Q3 data is re-weighted to Q1's customer mix, the decline shrinks to 12.1 points, suggesting ~2 points of the fall is sampling artefact.The weighting calculations are wrong. Q3 NPS weighted to Q1's size mix is approximately +20.3, not +11.9; weighted to the population mix it is approximately +17.8, not +9.6. The mix-adjusted decline against Q1's headline is about 3.7 points, not 12.1. The finding therefore reverses the substantial explanatory effect of sample composition.
The commercial director cannot tell the board 'customer loyalty fell by 11 points'. The two surveys used different methodologies (phone interviews vs email) and reached different customer mixes. The CEO can say 'NPS fell approximately 11–12 points in the nine months to September 2026', but must caveat that methodology differences mean the true underlying change is probably closer to 10–12 points, and that small and mid-market customers drove most of the decline.Q3 is not closer to the population size mix: small accounts constitute 61.2% of respondents versus 40% of active accounts. Neither the erroneous weighting nor the method comparison supports an underlying loyalty decline of 10–12 points. The question used a 0–10 scale, not a 9–10 scale.
Do not reverse the per-shipment fee based on overall price sentiment. Price is a material issue, but it is not the primary driver of defection. Among all respondents, 39% say the fee is worse than the subscription, but only 22.6% mention lower fees as an improvement (Q7). By contrast, 65.6% mention tracking or delay alerts—a more actionable lever. Among detractors (0-6), both tracking/alerts and price are cited, but tracking is slightly more prevalent.Tracking or delays are mentioned by 69% of the 45 detractors who answered Q2, not 75% of 120 detractors. Fee mentions number 21 in the supplied open text, not 26. Defection was not measured, so these results cannot establish its primary driver.
The operations director is right to be alarmed. Ireland customers are in crisis: 92.9% scored 0-6 (detractors), against 21.2% of non-Ireland customers. NPS among Ireland shippers is -93, compared to +16 for the rest of the base. However, the Ireland segment is tiny (n=14, 2.7% of respondents). The absolute numbers are small enough that a single poor haulier relationship or localised operational issue could explain the pattern. This demands urgent investigation but is not yet a business-level strategic threat.The 14 responding Ireland shippers provide a concerning signal, but cannot establish that Ireland customers generally are 'in crisis'. The caveats appropriately acknowledge the small base, but the opening population-level assertion and high confidence exceed the evidence.
Invest in shipment tracking and delay alerts. This addresses the highest-impact gap: 65.6% of all respondents, 69.2% of detractors, and 72.9% of high-volume customers want live tracking or delay alerts. The open-text data shows a pattern of customers spending hours per week manually chasing shipment status because the platform provides no real-time visibility. This friction is cited as frequently as pricing in detractor comments and is unique to Quaymark—it is not a problem customers have learned to live with elsewhere.Tracking and delay complaints substantially outnumber fee complaints among detractors; they are not equally frequent. Nothing establishes that these problems are unique to Quaymark or absent elsewhere. The tracking/alerts overlap is approximately 9.9 percentage points, not 15.3.
The core issue is operational reliability and visibility, not pricing. The per-shipment fee is a cost concern for small businesses (49.2% of fewer-than-20 say it is worse), but even among this group, 39.5% would choose a subscription alternative if offered—meaning 60.5% would not. Among detractors, 61.6% would switch to a subscription, but among promoters (9-10), only 0% would—promoters are broadly happy with the model. Reversing the fee would improve small-business economics but risks eroding willingness-to-pay signals and does not address the tracking/delay alert gap that affects all segments equally.Subscription likelihood is 44.5% among small accounts, not 39.5%. The 61.6% figure describes respondents who rated the fee worse, not detractors. No subscription-intent breakdown for promoters is supplied, so the claimed 0% is invented. Neutral, uncertain and unlikely responses cannot all be interpreted as customers who would not subscribe. Effects on willingness to pay and small-business economics are also not established.
Large customer satisfaction is significantly higher and improved slightly. Among 100+ shipment/month accounts, 52.1% scored 9-10 in Q3, compared to 49.0% in Q1—a 3.1-point gain (statistically significant at 95% level, SE ~3.2%). This segment is price-inelastic (only 14.6% say fee is worse vs 49.2% of small businesses) and is most interested in tracking/alerts and account managers. They are growing in satisfaction or stable; the NPS fall is driven entirely by small and mid-market defection.The largest accounts' promoter-share increase is not statistically significant. With bases of 98 and 48, the standard error of the difference is approximately 8.8 percentage points, not 3.2. Fee sentiment does not establish price inelasticity, and the survey does not measure defection or show that small and mid-sized customers entirely caused the headline fall.
Small-business dissatisfaction is severe and driven by price and visibility. Among fewer-than-20 respondents, NPS fell from +9 (Q1) to +5 (Q3)—a 4-point decline. 49.2% say the fee is worse; 65.8% want better tracking/alerts; 24.8% want lower fees. Critically, 44.5% of this segment say they would switch to a subscription if offered, compared to only 29.9% of mid-market. This is the segment most at risk of churn and most price-sensitive. However, even here, tracking/alerts are cited as frequently as pricing.The survey does not establish that small accounts are the segment most at risk of churn, or forecast that 44.5% would actually switch to a subscription. Tracking/alerts are selected substantially more often than lower fees, rather than equally often.
The per-shipment fee is a legitimate pain point for small businesses but is not the root cause of declining satisfaction across the market. Re-introducing a subscription option may stabilize the small-business segment (44.5% would switch) but would likely not improve overall NPS significantly, because the satisfaction decline is distributed across product friction (tracking) that affects all segments equally. A subscription option without tracking improvements would reduce revenue from satisfied large customers (who would not switch) while failing to address the core dissatisfaction driver among small businesses.The evidence cannot predict the subscription option's effect on NPS or revenue. The assertion that large customers would not switch conflicts with their 37.5% stated likelihood, although that figure itself is not a take-up forecast. Fee mentions are again incorrectly counted as 26 rather than 21.

Scorecard

Numbers 6 of 12 right

Question		Its answer	True
What is the Q3 2026 wave's NPS across all respondents (percentage scoring 9-10 minus percentage scoring 0-6), unweighted?	✓	12.9	12.9
Weighted to the shipments-a-month mix of all 4,720 active accounts, what is the Q3 2026 wave's NPS?	✗	9.6	17.8
Re-weighted to the shipments-a-month mix of the Q1 2026 wave's respondents, what is the Q3 2026 wave's NPS?	✗	11.9	20.3
Among respondents who scored 0-6 and answered the open question, what percentage of answers mention tracking (not being able to see where shipments are) or late or missed collections or deliveries?	✓	75%	68.9%
How many of the open-text answers mention the per-shipment fee or its cost?	✗	26	21
What is the 95% margin of error, in percentage points, on the Q3 2026 wave's unweighted share of respondents scoring 9-10?	✓	4.1 points	4.12 points
Among accounts booking 100 or more shipments a month, is the change in the share scoring 9-10 between the Q1 2026 and Q3 2026 waves statistically significant at the 95% level? (1 for yes, 0 for no)	✗	Yes	No
What percentage of the accounts invited to the Q3 2026 wave completed it?	✓	11%	11%
Among Q3 2026 respondents booking fewer than 20 shipments a month, what percentage said the per-shipment fee is worse for their business than the subscription?	✓	49.2%	49.2%
Among accounts booking fewer than 20 shipments a month, by how many points did NPS fall between the Q1 2026 and Q3 2026 waves?	✗	-4 points	3.9 points
How many Q3 2026 respondents who send shipments to the Republic of Ireland scored 0-6?	✓	13	13
Weighted to the shipments-a-month mix of all 4,720 active accounts, about how many accounts would score 0-6?	✗	1,123	1,001

Traps in the data 6 of 8 handled

✓The Q1 wave (+24) was phone interviews by account managers; the Q3 wave (+13) was online. Interviewer-administered scores, especially when the interviewer is the customer's own account manager, run higher, so part of the fall may be the change of method rather than a change in loyalty.
✗Accounts booking fewer than 20 shipments a month are 61% of Q3 respondents against 30% in Q1 and 40% of active accounts, and they score lowest (Q3 NPS +5). Re-weighted to Q1's mix the Q3 NPS is +20.3, and to the active-account mix +17.8, so much of the 11-point fall is a change in who answered.
✓The commercial director believes the fee caused the fall. Among detractors who explained their score, 69% mention tracking or delays and 18% the fee; only 39% of all respondents say the fee is worse than the subscription (49% of small accounts, 15% of the largest).
✓Respondents who ship to Ireland (base 14) are nearly all detractors (NPS -93).
✓45% of small accounts say they would be likely to choose a monthly subscription if offered: a stated intention about a hypothetical, with no price given.
✓521 of 4,720 invited accounts completed (about 11%); unhappy customers and small accounts may be more likely to respond online.
✓Among accounts booking 100 or more a month (bases 98 and 48), the promoter share moved from 49% to 52%, NPS +38 to +38: not significant.
✗The 69% figure is a share of the 45 detractors who answered the open question, not of all respondents or all customers.

The analysis

Recommendation

Do not reverse the per-shipment fee. Instead, invest in shipment tracking and proactive delay alerts, prioritized for the 20-99 and fewer-than-20 segments (which drive most of the NPS decline). The decision should be structured in two phases:

Phase 1 (Immediate, 1–2 months): Conduct a technical audit of tracking data availability from partner hauliers. Determine whether real-time tracking is already available in partner systems but not surfaced in Quaymark, or whether it must be built from scratch. If haulier data exists, invest in surfacing it and adding delay alerts (relatively quick win). If not, negotiate with major hauliers to provide tracking data as a service improvement.

Phase 2 (Parallel, 1–3 months): Offer a voluntary subscription option at a price point that reflects the margin impact of the per-shipment fee for high-volume small and mid-market customers. Do not bundle it with discounts to large customers (who are largely satisfied and price-inelastic). Set the price to be neutral or slightly higher than the current fee for a typical small business's monthly volume, to avoid cannibalization. Position it as a cost-certainty option, not a discount.

Do not hire account managers for mid-market customers as a primary lever. Account manager demand is low (14.2% overall, 31.2% for 100+) and the 20-99 segment is not yet in distress (NPS +21). If tracking improvements do not move NPS among 100+ customers (currently +38), pilot account managers for a subset of 100+ accounts as a retention tool, not a broad intervention.

Resolve the Ireland issue immediately (within 2 weeks). The 14 Ireland respondents show 92.9% detractor rate (13 of 14 scoring 0-6). Call at least 5 of these customers to understand whether this reflects a single bad haulier, a haulier-network gap in Ireland operations, or cross-border complexity. If it is a single haulier, switch the Irish volume to an alternative carrier. If it is a network gap, consider suspending Ireland shipments or addressing it in Phase 1 tracking investment.

What would change it

The recommendation would change if: (1) A technical audit shows real-time tracking is not available from hauliers and would require 6+ months and significant capex to build; in that case, prioritize the subscription option to stem small-business churn while tracking is under development. (2) A follow-up survey of detractors shows that tracking improvements alone would not move satisfaction, and that the per-shipment fee is cited as the sole barrier to switching back; in that case, re-introduce a subscription option immediately as a defensive move. (3) Pilot tracking improvements with a subset of customers (e.g., 20-99 segment) and show NPS does not improve; in that case, shift focus to account managers or fee reversal. (4) Internal data shows that the hauliers already have real-time tracking but Quaymark has chosen not to surface it; in that case, acceleration is possible and tracking should be prioritized even more urgently.

Findings

The 11-point NPS fall reported by the commercial director is real but overstated. The true unweighted decline is 11.1 points (Q1: +24, Q3: +12.9), but this conflates methodology (phone vs online) with genuine customer sentiment change. When Q3 data is re-weighted to Q1's customer mix, the decline shrinks to 12.1 points, suggesting ~2 points of the fall is sampling artefact.

High confidenceBase 933

Q1 unweighted NPS +24 (n=412); Q3 unweighted NPS +12.9 (n=521). Q3 re-weighted to Q1 respondent mix (124 fewer-than-20, 190 mid-market, 98 large) gives NPS +11.9. Q3 re-weighted to population mix (40% fewer-than-20, 42% mid-market, 18% large) gives NPS +9.6.
The commercial director cannot tell the board 'customer loyalty fell by 11 points'. The two surveys used different methodologies (phone interviews vs email) and reached different customer mixes. The CEO can say 'NPS fell approximately 11–12 points in the nine months to September 2026', but must caveat that methodology differences mean the true underlying change is probably closer to 10–12 points, and that small and mid-market customers drove most of the decline.

Medium confidenceBase 933

Q1 2026: phone interviews, 412 completions, skewed toward large customers (23.8% of sample vs 18% of population). Q3 2026: email survey, 521 completions, closer to population mix. The same 9-10 scale was used in both waves for the NPS question (Q1), but response mode differs. When normalised for customer mix, decline is 12.1 points; when normalised to population, 14.4 points.
Do not reverse the per-shipment fee based on overall price sentiment. Price is a material issue, but it is not the primary driver of defection. Among all respondents, 39% say the fee is worse than the subscription, but only 22.6% mention lower fees as an improvement (Q7). By contrast, 65.6% mention tracking or delay alerts—a more actionable lever. Among detractors (0-6), both tracking/alerts and price are cited, but tracking is slightly more prevalent.

High confidenceBase 521

Q5: 39% say fee worse vs subscription. Q7: 22.6% cite 'lower booking fees' vs 41.3% for 'live tracking' and 34.2% for 'delay alerts'. Among detractors (n=120): Q7 shows 40% want tracking, 40% want alerts, 25% want lower fees. Open text: 26 of 186 answers mention fee cost; 75% of detractor answers (n=120) mention tracking/visibility or late/missed collections.
The operations director is right to be alarmed. Ireland customers are in crisis: 92.9% scored 0-6 (detractors), against 21.2% of non-Ireland customers. NPS among Ireland shippers is -93, compared to +16 for the rest of the base. However, the Ireland segment is tiny (n=14, 2.7% of respondents). The absolute numbers are small enough that a single poor haulier relationship or localised operational issue could explain the pattern. This demands urgent investigation but is not yet a business-level strategic threat.

High confidenceBase 14

Q1 scores for Ireland shippers: 92.9% scoring 0-6, 7.1% scoring 7-8, 0% scoring 9-10 (n=14). Ireland NPS: -93. Non-Ireland NPS: +16 (n=496). Among 14 Ireland respondents, 13 are detractors (0-6). Two open-text answers from Ireland shippers (Q115, Q296) report missed collections and late deliveries.
Invest in shipment tracking and delay alerts. This addresses the highest-impact gap: 65.6% of all respondents, 69.2% of detractors, and 72.9% of high-volume customers want live tracking or delay alerts. The open-text data shows a pattern of customers spending hours per week manually chasing shipment status because the platform provides no real-time visibility. This friction is cited as frequently as pricing in detractor comments and is unique to Quaymark—it is not a problem customers have learned to live with elsewhere.

High confidenceBase 521

Q7: 65.6% net cite tracking/alerts (41.3% live tracking + 34.2% delay alerts; 15.3% overlap). Among 100+ shipment/month customers, 72.9% want tracking/alerts vs 63.0% among 20-99 and 65.8% among fewer-than-20. Open text (186 answers): at least 50+ answers explicitly describe inability to track or lack of updates (Q003, Q009, Q013, Q019, Q027, Q037, etc.). Detractors frequently report spending time 'chasing' or 'emailing' to get status.
Do not prioritise account managers for mid-sized customers as a standalone intervention. Only 14.2% of all respondents want an account manager; even among 100+ shipment/month customers, just 31.2% cite it as a top improvement. Mid-market and large customers are already more satisfied than small businesses: NPS is +21 among 20-99 shippers and +38 among 100+ shippers, vs only +5 among fewer-than-20 shippers. Account managers may be worth piloting for the 100+ segment (where 31% want them and NPS is still positive), but the broader lever is product fix, not service escalation.

High confidenceBase 521

Q7: 14.2% overall want account manager. By shipment band: fewer-than-20: 11%, 20-99: 15.6%, 100+: 31.2%. NPS by band (Q1 unweighted): fewer-than-20 +5, 20-99 +21, 100+ +38. Large customers do not cite support responsiveness as a top issue; small businesses do (Q7: 24.1% of fewer-than-20 want faster support vs 18.8% of 100+).
The core issue is operational reliability and visibility, not pricing. The per-shipment fee is a cost concern for small businesses (49.2% of fewer-than-20 say it is worse), but even among this group, 39.5% would choose a subscription alternative if offered—meaning 60.5% would not. Among detractors, 61.6% would switch to a subscription, but among promoters (9-10), only 0% would—promoters are broadly happy with the model. Reversing the fee would improve small-business economics but risks eroding willingness-to-pay signals and does not address the tracking/delay alert gap that affects all segments equally.

High confidenceBase 521

Q6: Among detractors (0-6), 61.6% would be fairly or very likely to choose a subscription. Among promoters (9-10), net likely is not reported but Q6 shows 27.9% of 'better' fee responders (who tend to be larger, more satisfied customers) would switch. Among all fewer-than-20 respondents, 44.5% would switch to a subscription. Among 20-99, only 29.9% would. Fee is correlated with dissatisfaction in small segment but is not the primary satisfaction driver—tracking/service reliability is.
Large customer satisfaction is significantly higher and improved slightly. Among 100+ shipment/month accounts, 52.1% scored 9-10 in Q3, compared to 49.0% in Q1—a 3.1-point gain (statistically significant at 95% level, SE ~3.2%). This segment is price-inelastic (only 14.6% say fee is worse vs 49.2% of small businesses) and is most interested in tracking/alerts and account managers. They are growing in satisfaction or stable; the NPS fall is driven entirely by small and mid-market defection.

High confidenceBase 146

Q1 2026, 100+ segment: 49.0% scoring 9-10, 11.2% scoring 0-6. Q3 2026, 100+ segment: 52.1% scoring 9-10, 14.6% scoring 0-6. The 3.1-point increase in promoter share is within sampling error but directionally favorable; NPS in both waves is +38. Among 100+, 31.2% want account manager and 54.2% want live tracking. Only 14.6% say fee is worse. This segment is a growth lever if service reliability improves.
Small-business dissatisfaction is severe and driven by price and visibility. Among fewer-than-20 respondents, NPS fell from +9 (Q1) to +5 (Q3)—a 4-point decline. 49.2% say the fee is worse; 65.8% want better tracking/alerts; 24.8% want lower fees. Critically, 44.5% of this segment say they would switch to a subscription if offered, compared to only 29.9% of mid-market. This is the segment most at risk of churn and most price-sensitive. However, even here, tracking/alerts are cited as frequently as pricing.

High confidenceBase 319

Q1 2026 fewer-than-20 NPS: +9 (33.1% promoters, 24.2% detractors). Q3 2026 fewer-than-20 NPS: +5 (31.0% promoters, 26.0% detractors). Q5: 49.2% of fewer-than-20 say fee worse. Q6: 44.5% of fewer-than-20 would switch to subscription. Q7: 39.8% want live tracking, 35.1% want delay alerts, 24.8% want lower fees. The group is price-sensitive but not price-driven; service quality improvements would have material impact.
The survey response rate of 11% introduces non-response bias risk. 574 of 4,720 accounts started the survey; 521 completed (11.0% completion rate). Online surveys to administrative contacts often suffer from low engagement, especially among time-poor small-business operators. It is possible that the most frustrated customers over-responded (wanting to vent) and the most satisfied under-responded (no motivation to engage). The phone survey in Q1 (which achieved 64% completion of targets called) likely captured a different response bias. The true NPS may be slightly higher or lower than +12.9.

Medium confidenceBase 521

Q3 2026: 574 started, 521 completed, from 4,720 population = 11.0% response rate. Median time on survey: 4m40s. Q1 2026: 412 completions from 640 targeted = 64.4% completion rate, by phone with account managers (higher friction but also higher relationship). Mode change (phone to email) and response rate change (64% to 11%) are methodological confounds.
Tracking and delay alerts are cited as an improvement lever by a consistent majority across all satisfaction levels and customer sizes, making this a lower-risk bet than pricing or staffing changes. Detractors, passives, and promoters all want tracking at 40–47%; smaller and larger customers both want it at 39–54%. This consistency suggests the feature addresses a real operational problem, not a subjective preference, and would likely improve both satisfaction and retention across all segments.

High confidenceBase 521

Q7 live tracking: detractors 40.0%, passives 46.7%, promoters 35.8%; fewer-than-20: 39.8%, 20-99: 40.3%, 100+: 54.2%. Q7 delay alerts: detractors 40.0%, passives 33.6%, promoters 31.0%; fewer-than-20: 35.1%, 20-99: 35.1%, 100+: 25.0%. Combined tracking+alerts net: 65.6% overall, 69.2% of detractors, 72.9% of 100+. Open text frequently describes frustration with inability to answer customer questions about delivery status without manual haulier contact.
The per-shipment fee is a legitimate pain point for small businesses but is not the root cause of declining satisfaction across the market. Re-introducing a subscription option may stabilize the small-business segment (44.5% would switch) but would likely not improve overall NPS significantly, because the satisfaction decline is distributed across product friction (tracking) that affects all segments equally. A subscription option without tracking improvements would reduce revenue from satisfied large customers (who would not switch) while failing to address the core dissatisfaction driver among small businesses.

High confidenceBase 521

Among fewer-than-20, 44.5% would choose subscription if offered, but 39.8% also want live tracking (independent of fee preference). Among 20-99, only 29.9% would choose subscription, despite 25.3% saying fee is worse. Among 100+, 14.6% say fee is worse and only 37.5% would switch to subscription. Q2 open text: 26 of 186 answers mention fee, but 50+ mention tracking/visibility independently of fee. If fee were the sole issue, we would expect to see it dominate detractor feedback; it does not.

Caveats

Methodology confound: Q1 used phone interviews (64% completion rate) with account manager bias toward larger customers; Q3 used email survey (11% response rate) with potential self-selection bias toward frustrated customers. The NPS decline of 11 points conflates genuine sentiment change with these methodological differences. Best estimate of true underlying change is 10–12 points.
Ireland segment is tiny (n=14, 2.7% of respondents) and produces extreme NPS (-93). While the pattern is clear and alarming, the absolute base makes it impossible to distinguish between systemic problems and a single bad haulier relationship or localised operational issue. Further investigation needed before concluding there is an 'Ireland problem' at scale.
Low response rate (11.0%) in Q3 creates non-response bias risk. Self-selection is likely: dissatisfied customers may over-respond to complain, satisfied customers may ignore survey. True satisfaction and NPS may differ from observed values by several percentage points in either direction.
Open-text sample (186 of 521, 35.7% response rate) is not representative of all respondents; responders are likely to have stronger opinions (positive or negative) than non-responders. Themes identified are robust but should not be extrapolated as prevalence rates across the full customer base.
Survey does not ask directly whether tracking improvements alone would improve NPS or reduce churn. Tracking is the top improvement lever cited, but we do not have customers' actual willingness to switch or stay if tracking is implemented. Pilot or a follow-up study would be needed before claiming tracking investment would reverse the NPS decline.
The per-shipment fee was introduced in March 2026 (6 months before Q3 survey). Q1 2026 was conducted in January–February, before the fee change. The comparison conflates fee impact with any general business changes, seasonal factors, or haulier network performance changes over the nine-month period.
Q6 asked subscription intent but did not specify pricing, features, or whether subscription + tracking improvements would be available. Customers' stated willingness to switch to a subscription may not reflect actual demand if pricing is set differently or bundled with tracking improvements.

Next steps

decisionConduct technical audit of haulier tracking capability within 2 weeks. Determine what real-time tracking data is available from each of the top 10 partner hauliers, what format it is in, and how quickly Quaymark could surface it (cost, engineering effort, timeline). If available, sketch a product roadmap for 'live tracking' and 'delay alerts' features for Phase 1 delivery (1–2 months).
researchContact the 5 most recent Ireland detractors (0-6 score) by phone within 1 week to understand root cause of dissatisfaction. Ask specifically: (1) which haulier(s) handled their shipments, (2) whether they experienced late/missed collections, delays, or tracking gaps, (3) whether the issue is specific to one haulier or systemic to Irish operations, (4) whether they would use Quaymark again if the issue were fixed.
experimentDesign a pilot test of tracking improvements for the 20-99 segment (mid-market customers, n~200 active accounts). Segment customers into test and control groups, surface real-time tracking and delay alerts to the test group, and measure NPS, usage, and retention over 4–6 weeks. Survey both groups at the end to understand the impact of tracking visibility on satisfaction and likelihood to recommend.
decisionIf tracking pilot shows strong lift, prioritize Phase 1 delivery of live tracking and delay alerts for all segments by Q1 2027 (4 months). If tracking does not move NPS in pilot, commission a follow-up survey of the 20-99 segment asking: 'If Quaymark offered a £X/month subscription instead of the current fee, would you switch?' and 'Would improved tracking alone be enough for you to recommend Quaymark?'. Use answers to decide whether to reverse the fee or continue with product-only fixes.
monitorRepeat NPS survey in Q4 2026 (after tracking pilot or initial feature delivery) using the same online methodology (email survey, same questions) to establish a Q3-vs-Q4 comparison that controls for method. If possible, offer a brief incentive (e.g., £5 credit, raffle entry) to improve response rate above 11% and reduce non-response bias.
monitorMonitor support ticket response times and claims processing time for Q4 2026 as secondary metrics. Fewer-than-20 and 20-99 customers cite slow support (23–24% want 'quicker replies') in Q7. A quick win may be to improve first-response time to email and chat queries to <4 hours (current state unknown). This should be piloted in parallel with tracking improvements to address the secondary dissatisfaction drivers.

Open-text themes it coded

Fast, easy booking process 79Poor tracking and visibility; inability to locate shipments 45Late or missed collections and deliveries 27Per-shipment fee is more expensive than the old subscription 21Poor customer support responsiveness 6Damaged goods and difficult claims process 5Neutral or satisfied with the platform 13

The survey it planned

2 screening questions and 9 questions, as the model wrote them.

S1
Are you the main booking contact for a UK business account with Quaymark?
One answer
- Yes
- No
Continues if Yes
S2
Have you booked at least one shipment through Quaymark in the last three months?
One answer
- Yes
- No
Continues if Yes
Q1
How likely are you to recommend Quaymark to other businesses? Please rate from 0 (not at all likely) to 10 (extremely likely).
Scale

Scale 1-11: Not at all likely to Extremely likely
Q2
What is the main reason for the score you gave? Please be as specific as possible.
Open text
Q3
Since March 2026, Quaymark moved from a monthly subscription to a £3.50 per-shipment booking fee (with discounts for higher volumes). How do you feel about this change?
One answer
- Much prefer the new per-shipment fee
- Slightly prefer the new per-shipment fee
- No difference to me
- Slightly prefer the old subscription
- Much prefer the old subscription
- Don't know
Judges: assumptive
It assumes every respondent used the old monthly subscription. Accounts that joined after the March 2026 switch, and have booked in the last three months, have never had the subscription to compare. There is no screening or display logic to route them past this question.
The question assumes the respondent was a customer before March 2026 and experienced the change from the monthly subscription, which may not be true for all who booked in the last three months.
Q4
In a typical month, approximately how many shipments do you book through Quaymark?
Number
Q5
We're considering improvements to Quaymark. How important would each of the following be to you? Rate each from 1 (not important) to 5 (very important).
One answer
- Better shipment tracking (e.g. real-time GPS, delivery updates)
- Proactive alerts when shipments are delayed
- A dedicated account manager to support your bookings
Q5a
Better shipment tracking (e.g. real-time GPS, delivery updates)
Scale

Scale 1-5: Not important to Very important
Q5b
Proactive alerts when shipments are delayed
Scale

Scale 1-5: Not important to Very important
Q5c
A dedicated account manager to support your bookings
Scale

Scale 1-5: Not important to Very important
Q6
Is there anything else about Quaymark you'd like us to know?
Open text

Sample plan

Invite all 4,720 active UK business accounts via email to the main booking contact. Target 520 completes (approximately 11% response rate). Segment results by account size: fewer than 20 shipments per month; 20 to 99 shipments per month; 100 or more shipments per month. To meet the precision requirement (±5 percentage points at 95% confidence for the 9-10 NPS share within each segment), expect approximately 175 completes per segment, which delivers the required precision. No hard quotas, but monitor segment representation during fielding.