Beyond The Contact Center Pt 2: The Driving Force of Metrics

Jaime DzikowskiUncategorizedLeave a Comment

contact center data

Beyond The Contact Center Pt 2: The Driving Force of Metrics

The customer service world is lucky to have access to massive amounts of data to help navigate contact center operations. This information doesn’t just help measure the customer journey and build loyalty, but it also demonstrates the value of a well executed contact center partner.

Also Read: Beyond The Contact Center: The Strategic Value of Metrics

These metrics help to educate cross-functional teams and drive change by fixing systemic issues or exposing new opportunities to add value for customers and the products they love.

Different Strokes for Different Folks

KPI goals differ for businesses depending on their objectives and industry. For example, a brand who focuses on a subscription model will have different metrics versus a business focused on retail sales.

Many of the metrics and processes leveraged in the contact center are to monitor, you guessed it, the contact center. This includes Service Level, CSAT, Average Handle Time, Occupancy and so much more. These KPIs create efficiency, accuracy and ensure that customers are treated well.

An Outside Point of View

A huge part of driving change as a brand is having a metric or process that represents the customers’ point of view. The metric must measure the customer experience OUTSIDE of the contact center. A great example is the Net Promoter Score (NPS).

NPS is widely accepted as being key in building a coalition and delivering impactful information.

Driver’s Seat to Transformation

Here are 3 ways to use contact center metrics to drive transformation:

1. Use a combination of stories, Net Promoter Score (NPS) data, and customer service data (especially contact reasons as a % of orders) to discuss trends that were outside of the contact center. Leveraging NPS based on customer order and relationship samples creates conversation for cross-functional leaders about opportunities to fix issues and increase value to consumers. These insights could be formed because data was connected to multiple sources, such as an Order Management System, CRM, shipping data, NPS surveys, etc.

2. Have frequent, continuous insights available to share in reports and weekly meetings. It’s surprising how many decisions across an organization are made without the benefit of ANY customer insights. In fact, around 59% of decision-making executives rely on human judgment instead. Making strategic changes within an organization should be based on a holistic view, with insights pulled from multiple areas.

For example, leveraging data pulled from customer satisfaction surveys provides a lens for brands to understand dissatisfaction happening with their service or product. Because this type of lens alone isn’t enough to sound an alarm, other metrics need to be looked at such as returns data and employee surveys.

3. Obtain Executive-level buy-in to a customer-centric metric. For retail brands, metrics such as NPS and Contacts as a % of Orders are important to leadership because they are often discussed in meetings in the same way ecommerce conversion and revenue is. This is why KPIs in the contact center should always tie into overall corporate goals.

How YOU Doin’?

As you can see, metrics are kind of a big deal. Here are some questions brands can ask to gauge where they’re at in the journey of driving change:

  • Who are our internal customers that we need to serve insights to?
  • What are we doing today to measure and manage customer metrics beyond the contact center (such as NPS, Customer Effort, Contacts Reasons as a % of X, etc)?
  • How are these metrics seen by leaders of cross-functional areas and our executive teams compared to customer service metrics? Similar? More/less valued?
  • What sources of data are connected to enable our team to analyze the customer journey? (example in retail: ERP, OMS, CRM, shipping data, qualtrics surveys, etc)
  • What gets our executives interested in improving the customer experience? How frequently are we engaging them? Is it a scheduled event that happens regularly or ad hoc?
  • What do we want contacts to look like in 5 years, and what is the plan to get there?

Taking the time to use metrics in the right ways creates a driving force to improve efficiency, create change within programs and clearly demonstrate the importance of the contact center to the rest of the organization. Read our thought paper to learn more.

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