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Customer Support and Service
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Measure and Evaluate Customer Support and Service

In order to fully evaluate the impact of customer support and service initiatives it is necessary to undertake, where possible, a quantitative assessment of their impact and assign calculable values. The following provide (in addition to the comments under CSS Performance Measurement on page 4) some simple ideas on how customer support and service can be assessed:
  • Service Level Agreement (SLA) – Achievement: e.g. % of occasions the supplier organisation adheres to the SLA in a given period or, average cost of penalties or fines for SLA non-achievement. Adherence to the SLA is a key measure of a supplier’s ability to deliver the minimum required service to the customer.
  • Service Level Agreement (SLA) - Number of: e.g. % of suppliers with whom SLA`s are used. This measure provides an indication of the level of use of SLA’s through which management of the supplier relationship and performance is achieved.
  • Quality of service (pre & post sales): e.g. Customer perception of quality of service (survey). A component of overall service quality, this measure assesses the quality of service as perceived by the customer.
  • Employees - Direct/support ratio: e.g. Number of direct staff : number of support staff or, cost of direct staff : cost of support staff. This measure provides a comparison of the number of direct staff to support staff and can reflect on both the efficiency of the organisation and its level of customer focus. It assesses the proportion of the organisation’s employees that work directly on delivering the product or service to the customer.
  • Customer satisfaction: e.g. Quantified customer satisfaction survey results. This is a measure of the level of customers’ satisfaction with the service provided.
  • Customer service management focus: e.g. Frequency of reassessment of issues within Customer Service Management. This measure provides an indication of the effectiveness of Customer Service Management within an organisation. This can be useful if included when surveying likely Benchmarking partners.
  • Cycle time - Service (request): e.g. Time taken from customer call or request for service repairs to the system or product back up and running. This provides a measure of customer down-time - a key indicator of service quality.
  • Training - Customer care: e.g. % customer service personnel trained in customer care techniques, or % of all customer contact personnel trained in customer care techniques, or number of personnel trained in customer care techniques. This measure provides an indication of customer care training that has been completed within the organisation.
  • Call-Centre - Call wait length: e.g. Average time customers wait on hold before being attended to. This data provides a measure of the effectiveness of the call centre in providing fast and efficient service.
  • Call-Centre - Response time performance : e.g. % of calls answered within response target level (such as the number of rings or time in seconds before the call is answered). This provides a measure of the employee’s success in meeting targets for call answering response times. This measure can influence customer satisfaction and inquiry conversion.
  • Call-Centre - Call length: e.g. Average total time online to satisfy customer`s inquiry/complaint/transaction. This data provides a measure of the effectiveness of the call centre in providing fast and efficient service.
  • Lead time - Service provider: e.g. Time period taken from customer order for service to when service is provided and fully functional (may be measured in minutes, hours, days, weeks). This is a measure of service provider related lead-time. This measure represents overall lead time from customer order to completion of order.
  • Lead time - Product delivery: e.g. Elapsed time from receipt of customer order to product and / or service completion / delivery. A measure of lead-time that is appropriate to organisations whose final product typically includes design and other services in addition to the tangible end product (eg construction projects).
  • DIFOTIS: A measure of the % of the product or service that is delivered to customers in-full, on-time, and in-spec. A commonly used measure that is often used to compare, or benchmark, against competitors or organisations with comparable issues or requirements.
  • Employee empowerment - Customer pacification: e.g. % customers` complaints or claims that are satisfactorily closed-out by frontline customer contact staff. This measure provides an indication of the level of the effectiveness of employee empowerment at pacifying early, customers experiencing dissatisfaction with a product or service delivered by the organisation. It is important to pacify these customers as soon as possible, as this can increase the chances of transforming a dissatisfied customer into a satisfied one.

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