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Posted by Kate Leggett on May 31, 2011
Measuring the success of your customer service by using a single metric is impossible. It’s like flying a plane by just looking at your speed without taking the altitude into account. You need to measure a set of competing metrics to make up a Balanced Scorecard that includes the cost of doing business and customer satisfaction. Service operations that have sales responsibilities should also track revenue generated. And in industries with strict policy requirements, like healthcare, insurance, and financial services, compliance with regulations is yet another set of metrics to track.
Choosing the right set of metrics to measure also depends on the stakeholders that use this information. For example:
I always think of it as a two-step process to pinpoint the right metrics for all your stakeholders:
KPIs measuring service outcomes
Operational metrics measuring activities
So how do you choose the right metrics? We all know that there are lots of predefined metrics that you can use — and we also know that tracking lots of metrics doesn’t mean that you are performing any better than if you only tracked a couple of metrics. My tips include:
Metrics is an art as well as a science, and you may have to go through several iterations to pick the right ones that really measure business success.
And don’t forget that good customer service is the result of good technology, good customer service processes, and — most importantly — a well-managed organization that values its employees. Pay attention to the human factors, such how you measure your agents, how you compensate them, and how you empower them to make decisions to ensure that they deliver to expectation. After all, your agents are the key to your success.
Check out the full report on the Forrester site at: http://www.forrester.com/rb/Research/implement_effective_customer_service_metrics/q/id/59407/t/2
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