I continue to field a steady stream of inquiries about “mobile CRM.” There has been an explosion of mobile devices and applications entering enterprises through corporate-approved channels as well as via employees who bring their own devices to the office. Assembling all the components of a mobile CRM solution to meet the precise use cases for specific types of customer-facing workers requires navigating a complex set of decisions, including:
Application types. Applications can be native (thick client), Web or hybrid (native plus Web), or cross-platform (mobile middleware or rich Internet client applications). Today, developers build specialized thick-client applications that are downloaded onto PCs or mobile devices. But the rise of HTML5 will solidify the browser as a viable local host for applications. With HTML5, the browser becomes a more capable thin client, accessing services on a centralized, cloud-based host.
CRM applications. All of the leading CRM application vendors focusing on large enterprises support mobile access to their applications, and they are racing to upgrade their capabilities to keep up with the new form factors that mobile workers demand. These vendors and their products include Microsoft Dynamics CRM, Oracle Siebel CRM and Oracle CRM On Demand, salesforce.com, and SAP CRM. CRM suite vendors focused on the midmarket, such as CDC Pivotal CRM, Maximizer Software, Sage SalesLogix, and SugarCRM, also have new mobile solutions offerings.
There is no single metric against which to benchmark the performance of your customer service organization. It’s like flying a plane—you can’t do it by just looking at your altitude settings. This means that most organizations use a balanced scorecard approach, which includes a set of competing metrics that balance the cost of operations against satisfaction measures. For industries with strict policy regulations, like healthcare, insurance, or financial services, adherence to regulatory compliance is yet another metric that is added to the list.
The set of metrics that you choose also depends on your audience. Customer service managers need real-time, granular operational data. Yet your executive management team needs high-level data about key performance indicators (KPIs) that track outcomes of customer service programs.
So where should you begin when choosing metrics? It’s best to start by understanding the value proposition of your company. For example, do you compete on customer experience, where satisfaction measures are of primary importance, or do you compete on cost, where efficiency and productivity measures are most important?
Once you understand your value proposition, choose the high-level KPIs that support your company’s objectives. These metrics are the ones that you will report to executive management and include overall cost, revenue, compliance, and satisfaction scores. Next, choose the operational metrics for your organization that link to each of these KPIs and support your brand. For example, if you compete on cost, handle time and speed of answer will become your primary metrics. However, if you are focused on maximizing customer lifetime value, first contact resolution will rise to the top.