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How To Measure Your Customer Experience
Customer Experience will be the main brand differentiator by 2020. Are you ready for it?

November 17th, 2016

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Becca Le Blond



Customers want fast, helpful answers to their queries. We know: that isn’t new information. But this is a point where a number of businesses still stumble. Hands up, who’s been on the phone for over an hour to a service provider only to walk away with some questions unanswered? Yeah, us too. With customer experience soon to become the key differentiator between brands, the metrics your brand gathers must ensure you’re meeting customer’s expectations.

Customer Experience vs Customer Service

Once businesses recognise the value of providing a good customer experience versus good customer service, the metrics they gather will need to change. Gone is the emphasis on speed and, in its place, a focus on answering queries at the first point of asking – ensuring customers receive a high quality of service every time.

19% of customers say they're unlikely to return to a company if their issue isn't resolved at first contact.

According to Talkdesk, 19% of customers say they’re unlikely to return to a company if their issue isn’t resolved at first contact. On top of that, the majority of companies who begin measuring first contact resolution (FCR) see a 1-30% improvement in their performance over the first year alone. With that sort of incentive, can you afford to not measure FCR?

We love a bit of initiative at FM. Defining what FCR looks like for your business lets team members identify opportunities for pre-emptive solutions to customer’s problems. It also helps to set clear expectations to new colleagues as you on-board them.

Does it still count as an FCR if the customer only contacts you once, but you follow up with them at a later date? What if they get cut off by technical issues on either end? This can look different for every company that sets an FCR expectation – so make sure you create a definition that fits your business.

Don’t Forget Tradition

Implement a reporting structure that keeps you in touch with what your customers expect when they contact you.

This isn’t to say that there isn’t value in the more traditional CS metrics. Measurements of an operator’s speed like contacts per hour (CPH) or response time, can give an at-a-glance insight into their productivity. It’s important to look at an operator’s statistics in context – if a normally speedy operator has a slow day, perhaps look at the type of interactions they’ve been dealing with that day. 

You may find the reason they handled less interactions is that they were busy creating the best, new, viral customer service sensation.

Use your volume per channel (how many customers contact you via a given method) to set the expectation of your operator’s efficiency. Again, the quality-quantity balance is key – overworked operators trying to talk to as many customers as quickly as possible creates the danger of low quality service. The fact that it takes 12 positive experiences to make up for one negative one, and that 91% of unhappy customers won’t willingly return to your business, means the emphasis has to be on getting it right first time round.

Better Together

Traditional metrics shouldn’t be ignored as they still give quick insight into an operator’s performance, but finding new metrics to ensure the service you’re providing is as good as possible is key. If the customer experience you provide isn’t spot on, 59% of customers will look for a new brand providing a better one. So, make sure you’re already providing the best, or identify any areas you could improve.

Implement a reporting structure that keeps you in touch with what your customers expect when they contact you, and how well you’re meeting those expectations. Embrace the call for higher quality customer experiences. Your customers (and, ultimately, your bottom line) will thank you for it.

Not sure how? Contact us – we have years of customer experience know-how to share, creating solutions with consumers and businesses in mind.

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About the author

Becca Le Blond
Position of Content Specialist