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CX Measurement – What do you measure and why?

Get ready, because I'm going to ramble at bit. 

I recently attended a networking meeting with about a dozen customer experience (CX) professionals and our topic of the day was metrics and measurement. We each shared some of the things we measure as part of our CX initiatives and I was impressed with the long list. Here are the items that were mentioned in no particular order (this is where I ramble):

Implementation performance, meeting customer KPIs, usage, adoption, willingness to refer, NPS, customer retention, renewals, customer effort, transaction satisfaction, quality of the experience, customer loyalty, ease of doing business, customer satisfaction, on-boarding, early warnings, partner preference, on-time to commitment, repair turnaround, open tech tickets, order activity, invoice accuracy, first-time, resolution, forecast accuracy, call answer rates, key drivers, customer engagement, personal value, and depth of relationship.

As you can see, the list provided a range of measurements, from broad metrics that measure the overall customer relationship to very specific measurements of a single customer interaction. It was also clear from the discussion that there are plenty of challenges in the way we measure CX – response rates, accuracy, shifting circumstances, benchmarks, resistance from colleagues, isolating metrics, tying performance metrics to compensation, and linking metrics, are a few that were mentioned.  

What can we make of this? For me there were three primary takeaways:

  • First, every business is different. We had a broad range of companies assembled – insurance, software, professional services, engineering, and more. It's clear that there is no single metric or set of metrics that will work for everyone.
  • Second, measure what matters – not just to you. It seems rather obvious that we should measure the most important metrics to help run our business. However, much of the discussion was about measuring the things that matter most to our customers. That made sense to me. Besides, what matters to the customer and to my business should be pretty much the same. 
  • Third, measure what is actionable. Sometimes it appears that we measure things because it is interesting or because we always have. If it isn't going to put to use, it's probably a waste of time to measure it. 

Patrick Gibbons
Principal/SVP

Walker 

About the Author

Patrick Gibbons

Patrick Gibbons

As Principal and Senior Vice President of Marketing for Walker, Gibbons has global responsibility for definition, branding, and promotion of the company and its solutions. Gibbons has published and/or contributed to a number of articles, papers, and blogs on customer intelligence topics and has a regular column in CRM Magazine. He has been a featured speaker at a wide range of conferences, and has produced a series of educational events for customer experience leaders.

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