The UPS Store’s CX Secret: Serve Two Customers, Not One
Summary
The UPS Store treats franchisees and end customers as dual customers — because end-customer experience can never outpace the franchisee experience. Sean O’Neal, VP of Retail Operations, explains how a culture of rapid recovery, a “high say-to-do ratio”, and fast feedback loops (double-blind NPS, call verbatims, focus groups) drive operational changes across 5,400+ locations. The brand leans into phygital journeys (online starts, in-store finishes) for returns and small-business services, and is investing in tighter UPS integration, upgraded platforms and near real-time tracking (RFID) to improve visibility and trust.
Key Points
- The UPS Store serves two customers: franchisees and end customers — franchisee experience sets the ceiling for customer experience.
- Phygital experiences (online to in-store) — e.g., Amazon consolidated returns — make returns seamless and encourage buying confidence.
- Feedback → action cycle: relationship/competitive NPS, call categorisation, verbatims and focus groups feed fast operational fixes rolled into quarterly visits and training.
- Fast, transparent recovery (pack-and-ship guarantees, streamlined claims portals) converts problems into loyalty-building moments.
- Company culture emphasises a high say-to-do ratio: promises kept to franchisees, customers and teams sustains trust.
- Near-term investments include modernised tech platforms, closer UPS alignment for a “one-customer” vision and RFID-enabled near real-time package visibility.
Content summary
Sean O’Neal recounts his rise through field operations to VP and outlines why The UPS Store prioritises franchisee enablement as the foundation of great CX. The conversation highlights the operational complexity behind simple-seeming services like returns and mailbox solutions for microbusinesses. The UPS Store measures CX through both prompted surveys and unbiased, double-blind competitive NPS to uncover candid insights. Where issues appear — claims, tracking, training gaps — the organisation prioritises quick fixes, embeds learnings into store visits and uses guarantees to rebuild trust when things go wrong. Looking ahead, the firm is focused on removing journey pain points with better platforms and tighter UPS systems integration, plus RFID for improved transparency.
Context and relevance
This piece matters for CX and retail leaders focused on omnichannel operations, franchise models and service recovery. It underscores two wider trends: retention-first strategy (loyalty built by operational reliability and recovery) and phygital commerce as a practical differentiator for returns and small-business services. The UPS Store’s approach — treat operators as customers, act fast on feedback, and back promises with guarantees — is a repeatable playbook for any distributed retail or franchise network.
Author style
Punchy: the interview isn’t just anecdotes — it’s an operational manual. If you run a network of stores, franchises or frontline teams, the article’s examples on feedback loops, recovery and guarantees are worth going deeper into.
Why should I read this?
Short version: because it’s a neat, practical reminder that great CX starts with the people running the business. Want customers who rave? Start by treating your franchisees or store teams like customers too. This write-up saves you time by distilling the tactics that actually move the needle — from double‑blind NPS to quarterly training fixes and risk‑backed guarantees.