You’re trying to improve customer experience. What metrics should you track first?

Measuring CSAT, NPS and CES is the common method to measure CX. But the question is " Are they adequate to measure CX? My answer is NO. Although they are proper metrics, they are not enough to measure. You as a CX leader, have to build the CX measurement framework to measure CX properly. The framework must encompass 5 layers which each layer of metrics will have an effect on the layer above it. There is a hierarchy relationship between layers as bottom-up. At the top layer you must measure the business impact such as revenue. At the other layers you must measure the CX outcomes, customer relationship, customer journey and the operations. Eventually, if you tend to improve CX you must consider all of them and analyze afterward.

Sempre inicio uma avalia??o pelo CES, que avalia a facilidade das intera??es e resolu??es da empresa, pois a facilidade de intera??o impacta diretamente no CSAT, que é, junto com o NPS, métrica guia sobre se o caminho que está sendo seguido está correto. Essas 3 métricas, em conjunto com outras operacionais (TME, TMO, ART e Churn Rate, por exemplo) sem dúvida nenhuma dará a equipe de CX insumos de onde atacar para melhorar a percep??o da experiência do cliente.

When trying to improve customer experience, start by tracking metrics such as Net Promoter Score (NPS) to measure overall customer satisfaction and loyalty, Customer Satisfaction Score (CSAT) to gauge satisfaction with specific interactions or experiences, and Customer Effort Score (CES) to assess how easy or difficult it is for customers to do business with you. These metrics provide valuable insights into areas of improvement and help prioritize efforts to enhance the customer experience.

In my view what the business wants to measure and what business they are in would determine the preferred metric. If the voice of the customer needs to be heard, I'd opt for customer satisfaction. Irrespective of which metric is used, for quick and visible results, they key is to identify the lowest hanging fruit and to make incremental changes for marginal gains.

Sobre os indicadores, todos sabem bem qual é. O erro, muitas vezes, está na falta de assertividade ao se utilizar os dados. A falta do objetivo bem definido e no acúmulo de informa??es. é muito importante que os dados sejam filtrados, simplificados e segmentados. Aqui é momento do capit?o óbvio descansar e analisar os dados nas entre linhas. Por exemplo, o seu churn elevado em fevereiro pode ter rela??o direta com o carnaval.

The NPS survey trigger point needs to be evaluated carefully to get the most holistic view of the customers' perception about the business. If the order journey is fairly simple (Ex: food delivery), a single NPS survey can be triggered after the completion of the delivery leg. However, if the journey involves several complicated touchpoints, multiple NPS surveys may need to be triggered to get a holistic view of customers' pain. In the Ecommerce space, it is not uncommon for the survey to be sent at multiple stages in the order journey including Payments, Pricing, Selection, Delivery, Installation, Cancellation and Returns. Improvement tracks can be designed to move the needle on the individual NPS scores or the overall weighted NPS score.

O NPS é comumente usando por muitas empresas, dos mais diversos ramos, logo é uma métrica essencial a ser implementada e considerada, quando estamos tratando da rela??o marca X cliente, pois por seu intermédio podemos ter uma vis?o de nossos pontos forte e fracos, visto que essa pesquisa acompanha uma sess?o de comentário sobre a experiência. Além de que por ser usual de muitos locais permite que ao divulgadas em relatórios anuais tenhamos uma vis?o ampla do mercado e de nossos concorrentes.

NPS score(overall) can stand for something that's more than a number to identify process bottlenecks and improve the performance of specific channels or products. Imagine customers as hikers. Easier journeys (lower effort) lead to more promoters recommending your brand (peak climbers). NPS is a guide, not a crystal ball. One needs to go beyond the single NPS score; differentiate transactional NPS (specific interactions) from overall NPS (overall experience) to determine improvement areas. For a simple journey (e.g., food delivery), one survey after delivery might suffice. For complex journeys, consider multiple touchpoints (payment, selection, delivery, etc.) to gain a holistic view. Set realistic NPS goals based on industry benchmarks.

It is pertinent to note that NPS can be measured in 2 ways - Transactional NPS (TNPS) and Relationship NPS (RNPS). Teams need to measure one or both depending on the type of business and the number of touchpoints. To improve customer experience, teams should focus on addressing TNPS scores, which, if lower and unaddressed from a customer resolution standpoint, can sometimes trigger dissatisfaction and negative brand perception. A lower brand perception, in turn, could lead to a lower RNPS being given by the customers. It is crucial to fix the causes of low TNPS if and when captured and ensure excellent customer experience, customer happiness, and higher RNPS.

Pays to remember that NPS also stands for Net Promoter SYSTEM. Succesful deployment requires much more process understanding than simply understanding how to calculate the metric!

I’m a big fan of CES because the first thing it does, when you share it with leadership, is open a dialogue about customers' perceptions of ease. It reflects a reaction to an experience. I'm a firm believer in using the metrics that help you understand your customer's life *and* make sense for your business. #cx

In a world where time is money, Customer Effort Score or CES reigns supreme. Even if customers love your product or service, if it's too hard to find, buy, use, maintain, or understand it, they'll either reduce their engagement or eventually give up. Unreasonable effort destroys loyalty!

The higher the effort, the higher the friction with the brand. I am considering instances where customer reaches out for clarity on product usage/issues/complaints. It is imperative to create strategies/processes that enable the teams to solve these on the first call, FCR-First Contact Resolution via self-service or assisted service. In the event that a customer needs to connect back a second time, it is essential to ensure that it does not lead to a third call for the same issue. Proactively keep the user posted on resolution status.Furthermore, it is crucial to keep track of average resolution time for each issue type. By decreasing the avg resolution time, we can mitigate customer effort and demonstrate that we value the customer's time.

CES measures the ease with which customers can get their issues resolved or interact with your services. To reduce effort, streamlining of your processes and making information readily available becomes crucial. Utilize technologies to offer self serve options like FAQs, chatbots and intuitive user interfaces. Regular training for customer service representatives to handle inquiries efficiently and emapathetically can also significantly reduce customer effort.

Personally I find CES one of the most interesting KPIs to drive customer experience and customer centricity. High effort is a dissatisfaction driver, therefore using CES as a KPI and measuring it across the service journey will ensure to understand effort from a customers perspective. It will also help understand effectiveness of service journeys. Some of the world's most successful businesses are based on reducing effort, e.g. amazon hasn't invented anything in the beginning other than making purchasing products effortless and convenient from a customers perspective. Therefore, effort is a competitive differentiator and measuring it across the service journeys will help the business become more effective and customer centric after all.

Enhancing CLV involves not only attracting the right customers but also retaining them over time through continuous engagement and satisfaction. Personalization plays a crucial role here. Use customer data to tailor experiences, offers and communications. Implement programs that reward repeat business and encourages higher spend. Regularly review and adjust your strategies based on customer feedback and changing preferences to keep your offerings relevant and valuable.

CLV is rather focused on the commercial side of things. As I wrote earlier, winning a new customer is 8x more expensive than retaining an existing one. Investing in CX drives a high ROI for the business increasing the CLV by turning costs centers into profit centers through targeted cross and upsell using data and technology. With the rise of data analytical tools and AI, there are many solutions available to help conduct cross/upsell more successfully. However, improving the CLV must be conducted thoughtfully. Pluging in a sales bot or RPA based chatbot wont help succeed, rather it will drive dissatisfaction. It must be the "total experience" through all the stages of the customer/service journey done right to boost the CLV.

CLV thrives on lasting relationships, not just revenue. Positive experiences fuel loyalty & sustainable growth. unlock CLV-boosting strategies. Nurture existing customers alongside acquisition. Think beyond quick wins. Generic sales tactics can harm the customer experience, hindering CLV. Build loyalty across all touchpoints for maximized CLV.

Customer Lifetime Value can be a revenue metric popular with CX teams that measures the average revenue a customer is expected to bring to your company over time2. A high CLTV means that your customers are loyal and profitable, and that you are maximizing the return on your acquisition and retention efforts.

Essa quest?o é muito importante uma vez que muitos clientes v?o embora e deixam de fazer negócios por falta de informa??es corretas e/ou completas sobre os servi?os e/ou produtos ofertados. Outro ponto a considerar é a falta de funcionários treinados/capacitados, que por vezes pode ser gerada pela rotatividade alta de funcionários; o que prejudica a fideliza??o, visto que os clientes criam um vínculo de confian?a com determinado gerente de investimento, por exemplo.

Reducing customer churn is essential for sustained business growth. It involves identifying at risk customers early and addressing their concernt proactively. Implemeting a robust feedback loop to understand why customers leave and taking corrective action is critical. Additionally, nurturing relationships through regular engagement and VAS can increase retention. Analyzing churn patterns can also provide insights into product or service improvements that could enhance customer satisfaction and loyalty.

Poorly designed and managed service operations may significantly impact retention and drive churn. However, service is just a part of managing retention. Measuring chrun is important but understanding the key reasons for it is critical. E.g. churn can significantly increase even when service is performing well. Reasons might be a competitor with a very agressive go-to-makret strategy, products which are outperformed by competition or pricing strategy are only a few possible factors. There are many potential reasons for churn, hence understanding it and managing it proactively where possible is critical for a companies long term success. Especially given that winning a new customer is up to 8x more expensive than maintaining existing ones.

Understanding churn rate unlocks patterns behind customer loss, informing proactive retention efforts. **Combine quantitative (CSAT, NPS, CES) with qualitative data (open-ended feedback) to uncover the "why" behind the numbers. **Track trends, set realistic goals, and act on insights to prioritize improvements and measure impact. **Analyze across the customer journey for a complete picture not just a microscopic view of Churn.

Before starting to measure customer experience metrics, we need to measure our employees' experience metric (ENPS). With happy employees, we can deliver outstanding customer service. Moving to the next level, I separate the measurement between transactional and relational metrics. I begin the structure of my metrics with the transactional ones, starting with CSAT, but also checking other important metrics for the consumer, like time metrics (Average Handle Time, Service Level, waiting time). These are the pillars. Once we deliver great results, measuring Customer Effort Score and NPS becomes critical to understanding the consumer's engagement with our brand, business, and experience.

Cada vez mais a concorrência aumenta e está mais arrojada. Além das métricas como NPS e outras. Devemos valorizar o colaborador dando-lhe treinamento adequado, ferramentas de trabalho, direcionamentos para um atendimento eficaz e nota 10. Ser cordial, empatia, agilidade, n?o insistir deixar o cliente a vontade tornando uma ambiente colaborativo. Fazer anota??es parar um pós contato , responsabilidade, comprometimento. Humanizar. Quanto mais nos colocamos do outro lado da mesa, devemos nos questionar se gostaríamos de sermos atendidos por nós mesmos. Fica a reflex?o.

Voice of customer (VOC) is of critical importance when we work towards improving customer experience. VOC offers valuable insights into the customer journey, identifying moments of truth for process improvement or redesign. By analyzing customer feedback, we can improve the overall experience, align products and services with customer needs, and drive loyalty and business success.

Metrics like CSAT, NPS, and CES are important but focusing solely on numbers misses the point. If you make decisions based on just the score you miss the feedback from the customers. True customer experience improvement means integrating customer-centric thinking into our company's foundation, not treating it as a budget-dependent afterthought. These metrics should guide us, not define us. The real work is in understanding and solving customer pain points, building genuine connections, and embedding customer experience into every aspect of our operations. Let’s focus on meaningful change, not just scores. #customerexperience #customerfirst

Metric to measure to improve cx: Sure, here are the names of metrics to measure customer experience: 1. Net Promoter Score (NPS) 2. Customer Satisfaction Score (CSAT) 3. Customer Effort Score (CES) 4. Retention Rate 5. Churn Rate 6. Customer Lifetime Value (CLV) 7. First Response Time 8. Resolution Time 9. Customer Feedback Volume 10. Customer Retention Cost 11. Customer Loyalty and Advocacy 12. Customer Complaint Resolution Rate 13. Customer Engagement Metrics 14. Customer Experience Index (CXI) 15. Customer Journey Metrics