Are your CX KPI metrics driving the right behavior to deliver optimum customer experience? | Teleperformance
Are your CX KPI metrics driving the right behavior to deliver optimum customer experience?

Most companies have fairly weak customer experience (CX) metrics programs. By weak, I mean that the metrics are in place mostly because the management team feels they need a measurement for reports – not a metric that can drive better behaviors. This Temkin Group research suggests that 64% of companies have metrics that are either weak or very weak. 62% of the companies in this research have no feedback from the metrics that could change or improve behavior or processes. 

There is a general misconception amongst many executives that you need a perfect top line CX KPI metric. For example, you need your current Net Promoter Score (NPS) or Customer Satisfaction (CSAT) on a big visible screen telling everyone how the customer service team is performing. But in most cases you will never find a single metric that describes how every aspect of your customer relationship is performing. Forrester Research even suggests that it is futile to search for the perfect metric, but you should try anyway with a focus on the best one that drives success to your business.

Most senior executives like to focus on just one or two key metrics – it makes reporting easier when everyone has a focus on a single metric such as NPS. However, this broad approach does not allow for a focus on where real change can take place in a business. Gartner suggests using a number of different metrics that can be presented as a CX dashboard, but critically this needs to be shared across all relevant departments so everyone can see how CX performance impacts their part of the business.

The real issue here is that great CX needs everyone to pull together. You cannot just apply a metric to the customer service team and then expect great service to arrive without all the connected customer-facing teams also being involved. As my colleague Linda suggests in her article here, everyone needs to cooperate and work in a way that is customer-centric. 

In summary, I would suggest these three steps for executives trying to improve the way they measure and manage CX metrics:

  • Create a CX dashboard: use a broad range of CX metrics, but also feature related metrics, such as sales data.
  • Be transparent and inclusive: ensure that everyone sees the dashboard, understands it, and can offer feedback on where change may be needed to improve CX.
  • Constantly improve: keep trying to connect the metrics to actions that can improve CX and business success – the dashboard is not carved in stone; constantly accept suggestions on how to improve it. 

This focus on transparency is essential. You really need the entire company to align around customer-centric measures. By sharing the dashboard and encouraging cooperation you can stimulate the destruction of silos. If you can achieve this inside your company then you can create a seamless customer experience for the customers your team is interacting with. 

Let me know what you think about how to improve CX metrics by leaving a comment here or get in touch via my LinkedIn.


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