Leaving Behind Crutch Metrics to Succeed in CEM

The metrics you are using won’t give you the results you want.

You are using metrics that don’t lead to your goals or are related to your strategy. You are either using efficiency-driven metrics (aiming to get top performance from your operations) when your goals are calling for effectiveness, or you are using old metrics than don’t mean much to your business anymore – but that you have used them forever.

The metrics we use time and time again are the safest ones to use. We know them, we know what they mean, we know what deviations may signify. They may not be related to our business today – but they are the wonder tools that make our organization move.

They are your crutch metrics – without them you don’t think you can walk.

Consider the case of a client who used to measure the precise amount of time it took to close a ticket. To the second, they knew exactly when the ticket was opened and when it was closed. They had incentives to close them faster, and bonuses were tied to this. Their customers continued to express satisfaction with their time to close a ticket.

However, the tickets were closed without solving the problems in some cases. The workers knew they had to close them, and they did.

The client would come back and ask the same questions again and gain until they got it right. Their clients wanted more accurate information, regardless of time to close the ticket.

The company thought that by expediting the process of closing tickets they were doing a great job of customer service. After all, that was what they had always done and the customers were satisfied with the time to close ticket – it cannot be all that bad.

Their clients left to the tune of close to 40% annual turnover ratio. They were doing things as always – and getting the same results as always.

Are you still using your crutch metrics? How do your metrics correspond to your strategy and goals?