Metrics that Matter: Going Beyond CSAT and NPS

analytics_groupIf you’re behind the Customer Service Operations curtain in any capacity, you’ve got strong feelings about which metrics tell the most comprehensive, actionable story of your customer experience. It’s easy to fall into a routine of looking at only a few of the heavy-hitting metrics, but to get a clear picture of your organization’s performance, it’s important to ask yourself what stories you might be missing out on by overlooking some of the alternatives to perennial favorites like CSAT and NPS.

We asked a few experts in the customer experience industry to tell us a little about their favorite metrics:

 

Melissa Burch, Senior Knowledge Strategist, Irrevo

I am a huge proponent of using a balanced scorecard approach to measurements with a small number of critical data points to monitor.  If you talk to me long enough, you will realize that I don’t recommend narrowing your measurement scope to just one data point.  However, there is one measurement that is often left off a balanced scorecard and this is the one where you measure and calculate your self-service success score.  Our friends at Oracle recently shared their approach to this.  I’ve summarized it here and encourage you to learn and then apply the measurement approach that works for you.

To do this, you need two data points to derive your success score.  The first data point is the number of times customers visit your support site and view at least one piece of information there. Don’t forget to include content, community forums and all other self-service options provided.  These are the total number of times your customers attempted self-service for the time period of your calculation.

The second piece of information is the self-service success rate. This is calculated based on data captured during the customer support site survey which asks users if they were successful at finding the information they were looking for.  The response to this customer survey question will give you your success rate.

Once you have these two data points, you can calculate your customer self-service success score by multiplying the number of self-service attempts by the success rate to determine your overall success score.  So for example, if your customers attempt to self service 1,000 times per month and you know that they are successful 50% of the time, then you have a self-service success score of 500.  This means that your self-service support offerings provided customers what they needed 500 times during that month.

After establishing your baseline self-service success score, identify ways to improve the self-service offerings in ways that drive greater value to your customers.  Use the self-service success score to monitor your impacts.

Tola Begbaaji, Discrete ERP Customer Solutions, Aptean

I don’t know that there is one metric. For me it is a triad – a combination of customer satisfaction, time to resolve, and time to respond. Put another way – customers want Q2R.  Quick, quality, resolution.  If a team is resolving issues quickly with quality, then typically their customers are satisfied. Each element is important.  A resolution is not just an answer to the ticket.  It is something that resolves their problem. It’s not enough to be quick. Speed is irrelevant when the solution is not high quality.  Quality of course speaks for itself, but the term implies completeness and thoroughness.

These three metrics help you to evaluate whether a support team is providing quick, quality resolutions on a regular basis. If the issues are being resolved quickly with quality, then customer satisfaction will tend to be high.  You can review the trends of time of respond and time to resolve to see if they are staying steady or if they are increasing or decreasing. For example, if time to resolve and time to respond are increasing, you will expect to see a corresponding decline in CSat.  If you don’t see this CSat decline, then it is a warning sign that the team may have a huge backlog, and they are only closing primarily the newest tickets.

So, in order to make the triad into one metric, I might call it something like CSaTimeToResolveRespond.  That would make a nice hashtag, don’t you think?  #csatimetoresolverespond

Laurel Poertner, Knowledge Strategist, Irrevo

A tried and true metric that gets a lot of attention from C level executives is Customer Satisfaction.  While I think this metric has its place in the corporate world, I believe it is short sighted and customer loyalty depicts the customer landscape for an organization much more clearly.  Customer loyalty, defined as the customer’s intention to keep doing business with the company, increase the amount they spend, or spread positive word of mouth can be measured by using the Customer Effort Score (CES).  CES asks the question “How much effort did you personally have to put forth to handle your request?” The reason this is such an important metric is the power it has to predict your customers’ intentions.  The more you can see what is coming the more time you have to prepare your organization to head off future issues.  This can also spur companies to implement new systems and processes to use the CES to make improvements that directly impact the customer experience and ultimately drive higher customer loyalty.

Elias Parker, Managing Partner, OneReach

There are a lot of call center metrics out there that measure customer satisfaction—CSAT, Net Promoter Score (NPS), even First Call Resolution (FCR). The way they measure satisfaction is different, but the end result is the same—to make sure the customer is happy. But what if I told you there was a call center metric that could do nothing but measure a customer’s happiness, one that tracked their satisfaction through every interaction? There is, and it’s called the Smiley Face Index (SFI).

The Smiley Face Index isn’t meant to displace other more complex call center metrics.  Rather, it’s just the simpler way of looking at customer satisfaction that we sometimes need. It literally measures the number of smiley faces exchanged by a customer and agent during a web-chat or text message interaction. Simply put, more smiley faces = more happy customers.

Learn more about the Smiley Face Index.

Matt Berger, Content Strategist, MindTouch

The one metric that support teams can’t ignore (but so many do) is organic web traffic – the measure of how many people find your help content through Google. On the surface, this seems to fall into the marketing realm, but organic web traffic will help turn support from a cost center into a revenue generator. Support teams are always looking to lower support costs by reducing customer effort and increasing ticket deflection. Our customers see a distinct correlation between increased organic web traffic and ticket deflection: more web traffic means fewer tickets, which in turn means lower support costs. By analyzing the amount of traffic, as well as the demographic, geographic, and behavioral data around that traffic, support teams can continue to fine-tune the self-service experience.

Our customers have also noticed that opening help content to the online public has the added benefit of bringing buyers to this information. Web traffic analytics can help inform sales and marketing teams about buyer behavior. Those little FAQs you thought you had to produce are the key to understanding how to better serve both buyers and customers. Through online self-service, support teams aren’t just supporting current customers, they’re supporting the buyer’s presale experience as well.

Learn more about how organic web traffic supports your business goals.

Introducing #KMCXchat: A Knowledge Management & Customer Experience Tweetchat

Support content is at the heart of the customer experience. It fuels every customer touchpoint, from call centers to social support to self-service. That’s why we’ve created #KMCXchat, an open conversation on Twitter where experts from both fields discuss the intersection of Customer Experience and Knowledge Management.

Join us on September 24th at 2pm Eastern for this tweetchat.

Topic: Metrics & Content: Working together to improve the customer experience.

We’ll be joined by our co-moderator, @OneReach.

What’s a tweet chat?

A tweetchat is an online discussion on Twitter that focuses on a particular theme. Anyone with a Twitter account and an opinion is free to join the discussion by tweeting responses to messages that use the hashtag #KMCXchat

They’re a great way to learn from experts in related fields who have the same goals in mind. Also, they’re fun!

How do I participate?

On September 24th, at 2pm Eastern, search for #KMCXchat on Twitter. Many folks find it easier to use a tool like Hootsuite or Tweetchat.com to track mentions of our hashtag. When you see a tweet that sparks your interest, chime in with your own tweet.

Don’t forget to follow us on Twitter to hear more about our upcoming events!

 

 

Journey Mapping 101: Expert Answers to your Questions, Part 2

Our recent webinar, Journey Mapping 101: Reduce Customer Effort and Improve Customer Experience, covered key points on how to create a customer journey map, and related that to a reduction in customer effort and improvements to the customer experience.  We had a large, passionate audience, so it’s no surprise we couldn’t get to all of the questions during our Q&A period.

In this series of posts, our Senior Knowledge Consultant, Melissa Burch, and David Kay, Principal of DB Kay & Associates, take on some of the insightful questions asked by our audience.

Q: In the webinar, you mentioned removing all other questions from transactional surveys and just keeping Customer Effort Score. How would you measure other things that help you improve the customer experience?

Melissa: In many cases it is possible to collect data from internal systems that allows you to measure some aspects of the customer experience without asking the customer. For example, it is more accurate and less of a burden to the customer to calculate “time to resolve” details from the internal system.

DavidOne of the things that journey maps do is help you know where and how to instrument your processes, as Melissa suggests. Also, while transaction (post-case) surveys are short, you get to ask more questions in an annual relationship survey. Just make sure never to ask a question unless you’re willing and able to take action on the answer.

Q: What software do you like most to track actual customer paths through systems? Is actual tracking of customer usage not always required to accurately understand real-world paths? 

DavidWe’ve had customers successfully follow paths with Omniture and to a degree with Google Analytics, as well as heat maps with Crazy Egg. That being said, the customer journey gets most interesting when they go across touchpoints and time, so no web tracking software will give you the full customer journey. It’s why getting the right people in the room (including, potentially, customers) is so important.

Q: How is measuring effort actionable?

David: Customer Effort Score is an indicator, not a diagnostic. That’s why I’d use the customer experience journey mapping to do the diagnostics. I’d want to measure the effectiveness of the actions that I take in reducing customer effort through use of the customer effort score. So absolutely through CES we see where we are and we see where we’re trending and if we’re making things better. It’s pointless to ask the question unless you’re going to make things better. That’s where customer experience journey mapping comes in, and the triage or priorization approach that Melissa talked about.

Further insight

If you missed the live broadcast, you can watch a recording of this webinar.

Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new posts.

Customer Journey Mapping & Customer Effort: Your Questions, Expert Answers

Our recent webinar, Journey Mapping 101: Reduce Customer Effort and Improve Customer Experience, covered key points on how to create a customer journey map, and related that to a reduction in customer effort and improvements to the customer experience.  We had a large, passionate audience, so it’s no surprise we couldn’t get to all of the questions during our Q&A period.

In this series of posts, our Senior Knowledge Consultant, Melissa Burch, and David Kay, Principal of DB Kay & Associates, take on some of the insightful questions asked by our audience.

Q: What are some tips/tricks to help us figure out how to quantify customer effort?

Melissa: I think examples are the best way to share tips and tricks. So, let’s assume you want to quantify the effort it takes to log a web-based help request/service request.  You could quantify on several variables including: number of minutes it takes, number of clicks it takes, number of questions asked, and number of screens presented.  Establish a consistent scoring mechanism that you use to translate the raw data into a scoring sheet.  Then, as you watch a user complete the task, capture the data for each question.  After the user is finished, translate the raw data to the scoring sheet to arrive at your overall effort score for that task.  It would probably be helpful to watch a few internal testers to make sure that you don’t observe another data point that you would like to capture.

Q: Who are the right people to have in the room to do a customer experience journey map?

David: The most important people in the room are the ones who actually do the work—interacting on-stage with customers, and implementing processes backstage.  While it’s great to have managers involved as well, we find that managers often know the theory of how things are *supposed* to work, and how things work in the real world can be significantly different.  Of course, you also want a cross-functional group that can speak to the end-to-end process we’re mapping.

Q: How do we pick which journeys to map?

David: This is one of the most interesting parts of a journey mapping workshop.  You want journeys that are “just right.”  Too broad, like the complete end-to-end customer lifecycle, doesn’t let you get into enough details to learn much of anything important.  On the other hand, journeys that are too narrow are likely to miss out on important key moments of truth, which often happen in the hand-off between groups or processes.  In general, look for a journeys that are a single experience for the customer (even if it lasts weeks or months), but which involve cross-functional efforts on your end.

Q: We really need to give more attention to our customer effort.  Where do you recommend we start?

Melissa: Begin by reviewing the data your customers have already provided.  This likely will be in various formats but when reviewed as a whole, will give you some ideas on how to address customer experience opportunities. Perhaps there are already teams who look at it, but chances are they are reviewing it with a specific purpose in mind.  I recommend you look at it with a wider lens to help identify and quantify some specific pain points. After getting armed with data, present your recommendations to the executive sponsor.  Then, we recommend you move forward and gather data to quantify observations. The data is required to help prioritize and focus efforts.

Further insight

If you missed the live broadcast, you can watch a recording of this webinar.

Stay tuned to the Irrevo blog for more Q&A from this session, and follow us on Twitter to be the first to know when we share new posts.

Finding Quick Wins to Decrease Customer Effort

Customer Effort Score is a measurement of how much effort a customer has to put forth to do business with a company. Studies have shown that customers who rate their interactions with a company as high effort are most likely to churn, regardless of how satisfied they are. The Maya Angelou quote comes to mind: “At the end of the day people won’t remember what you said or did, they will remember how you made them feel.” When crafting your customer experience, it’s important to note that customers will remember what you said or did, but how you made them feel is a widely underestimated component of their experience.
customer-effort-scores-trade-time-for-resolution

Measuring Impacts of your Customer Effort Score

The quickest way to learn from your customers is to simply ask them, “How much effort did you personally have to put forth to handle your request?” The answers to this question measures the customer experience more accurately than any other statistic. It tells you how much of your customer’s most valuable asset – time – you’re asking them to trade for a resolution to their issue. Once you understand how easy or difficult your customer interactions are, you can introduce changes to make these interactions easier. 

Many of the ways you’re already measuring your customer experience are key indicators of where your customers encounter difficulty. For example:

  • Are you tracking effectiveness within your knowledgebase? Are most customers who use your support content able to find answers on their own? If your support content isn’t deflecting calls, it simply isn’t effective content.
  • What is your First Contact Resolution rate? Many call centers already use this statistic to measure the effectiveness of their agents, but FCR trends can also indicate a breakdown in the customer experience. If policy drives CSRs to tell their customers to call back later, that’s a major dissatisfier that can be remedied by strategic changes.

Using Support Content to Reduce Customer Effort

Once you’ve identified some root causes of customer effort breakdowns, one way to address them is with your support content. Here’s an example
of what this discovery process looks like:

  • What questions drive calls to Customer Service?
  • Is there support content that provides these answers?
  • If there is, but customers still require support, where is the missing piece?
  • Are they not able to locate a satisfactory answer, or is the one they encounter unclear?

The Broader Solution: Customer Journey Mapping

Customer journey mapping is an exercise that gives you visibility into the customer experience from start to finish, so you can anticipate and eliminate areas of intense customer effort and maximize customer satisfaction. My colleague, Melissa Burch, along with David Kay of DBKay & Associates, have presented on this topic in a recent webinar,  Journey Mapping 101: Reduce Customer Effort and Improve Customer Experience. The recording provides you with everything you need to start mapping your customer journey, including strategies on reducing customer effort.

Managing Knowledge to Achieve Greater Impact: Case Analysis

Our recent webinar, Managing Knowledge to Achieve Greater Impact, covered the important aspects of building a knowledge ecosystem that creates happy, loyal customers.  It’s a big topic so it’s no surprise that we couldn’t get to all of the audience questions in the Q&A.

Senior Knowledge Consultant, Melissa Burch, and founder of FT Works, Françoise Tourniaire, have previously answered your questions on how to transform your knowledge program, and how to change your organization’s relationship with knowledge. Today, they’re tackling questions on case analysis.

Q: What’s your recommendation for the number of case evaluations per analyst and who should do them?

Francoise Tourniaire: For established analysts, a couple per quarter, randomly chosen, should suffice, assuming that the outcome is positive. (If not, review more to determine whether there is a real issue, or if you just happened to pick problematic cases.) For new hires, or anyone with performance issues, you should review more, maybe all of them for brand-new hires.

As to who should do the case evaluations, I’m a strong proponent of having the analyst’s manager perform them. It’s best to have the same person perform the evaluations, deliver feedback, and manage the performance. That being said, with very technical products it’s often helpful to enlist the help of a senior technical resource who would be better able to assess the quality of the troubleshooting process.

Q: How do you measure case deflection as a result of knowledge?

Francoise Tourniaire: I wrote a book on this! Seriously, it’s a very difficult topic. Depending on the tool you are using, you may be able to present possible solutions to users as they are logging cases. If so, you can measure the percentages of cases not logged. Voila! (But note that some, maybe many users may have found solutions and gone away happy without starting to log a case.)

Otherwise, you need to have a method for measuring what’s NOT happening, which is very difficult. I like to simply measure the incident rate, so volume of cases per customer (or per seat, per license, whatever method helps you capture the size of the customer base). If the incident rate goes down when you are improving the knowledge base, that’s a positive result. Of course, incident rate depends on many other factors, most notably product quality… If you have multiple product lines you can check them against each other to eliminate these other factors.

Q: How do you measure quality when the customer needs to go and do some work and only then determine whether the solution worked? They are unlikely to come back and score the item.

Francoise Tourniaire: Determining the quality of an individual solution is best determined by (1) feedback on the solution itself and (2) reuse during case resolution. The vast majority of customers will not bother rating solutions at all, so be sure to use whatever feedback is given: if one person complains about a solution, chances are that dozens of others also had a problem.

Q: Similarly, what’s your recommendation for the number of KB articles evaluated per analyst and who should do them?

Francoise Tourniaire: Here again, a small number will suffice, assuming that the analyst is experienced and has a good record of writing quality documents. That’s a job for the KCS coaches, if you have them.

Q: Case quality reviews: Aren’t case reviews also lagging since it is after the case is closed? How is it leading?

Francoise Tourniaire: Case reviews are often conducted on closed cases, in which case they do, indeed, come after the fact. But they can be conducted on cases that are still open. Also, not every customer will return a customer satisfaction survey so the case quality review can be considered as a leading indicator of quality, suggesting what customers might say in the future about cases closed by that same individual.It’s not always easy to cleanly distinguish between leading and lagging indicators.

 

Further insight

If you missed the live broadcast, you can watch the recorded webinar.

And for practical advice and strategies to transform your customer support experience,  read  our new white paper, Managing your Knowledge to Achieve Greater Impact.

Stay tuned to the Irrevo blog for answers to more follow-up questions.

Make sure to sign up for the Irrevo Newsletter for announcements about upcoming webinars and insights about creating truly great customer service.

Managing Knowledge to Achieve Greater Impact – Your Questions, Expert Answers

Our recent webinar, Managing Knowledge to Achieve Greater Impact, covered the important aspects of building a knowledge ecosystem that creates happy, loyal customers.  It’s a big topic so it’s no surprise that we couldn’t get to all of the audience questions in the Q&A.

In this series of posts, our Senior Knowledge Consultant, Melissa Burch, and founder of FT Works, Françoise Tourniaire, take on some of the insightful questisons asked by our audience.

Each of these articles covers a different aspect of how to get the most from your knowledge program:

Further insight

If you missed the live broadcast, you can watch the recorded webinar.

And for practical advice and strategies to transform your customer support experience,  read  our new white paper, Managing your Knowledge to Achieve Greater Impact.

Stay tuned to the Irrevo blog for answers to more follow-up questions.

Make sure to sign up for the Irrevo Newsletter for announcements about upcoming webinars and insights about creating truly great customer service.

Managing Knowledge for Greater Impact: Metrics that Really Work

Our recent webinar, Managing Knowledge to Achieve Greater Impact, covered the important aspects of building a knowledge ecosystem that creates happy, loyal customers.  It’s a big topic so it’s no surprise that we couldn’t get to all of the audience questions in the Q&A.

Senior Knowledge Consultant, Melissa Burch, and founder of FT Works, Françoise Tourniaire, have previously answered your questions on how to transform your knowledge program, and how to change your organization’s relationship with knowledge. Today, they’re tackling questions on measuring your knowlede success.

Q: Do you recommend star ratings on individual knowledge artifacts? Are those scores representative of quality?

Melissa Burch: I find it very helpful to collect feedback on how effective users think the knowledge is. Star ratings are popular and easy, so people generally use them more often than if they were asked to use other techniques. I wouldn’t rely on it as your only measure of quality, but as one indicator. It should be evaluated in the context of other data points when possible.

Q: Who created the balanced scorecard?

Francoise Tourniaire: The balanced scorecard was created by Kaplan and Norton. It’s a very standard approach. If you want to learn more about it, you’ll find a lot of information on it on Wikipedia. It’s a very powerful way of looking at operations in a holistic manner.

Q: How do you measure customer satisfaction on a balanced scorecard that focuses on knowledge?

Francoise Tourniaire: That rating really depends on what you have.

If you’re really serious about looking at knowledge management, it’s helpful to have a CSAT survey on the knowledgebase or self-service experience itself. You could do an online survey, or a popup survey, or something similar. It’s not crazy to measure customer satisfaction based on cases and use that to measure KM, because why are you doing KM? Not for the fun of it – you’re doing it to deliver better results to customers.’

Q: Have you come across the newest sat survey known as Customer Effort Score? Can you explain more about it?

Francoise Tourniaire: Customer Effort is a wonderful idea. Instead of looking at customer satisfaction, loyalty, or NPS, we can measure how difficult it is for customers to do business with us. Customer effort can be nicely correlated with the quality of your self service. It has limitations just like everything else. Don’t measure just one thing, measure several aspects.

 

Further insight

If you missed the live broadcast, you can watch the recorded webinar.

And for practical advice and strategies to transform your customer support experience,  read  our new white paper, Managing your Knowledge to Achieve Greater Impact.

Stay tuned to the Irrevo blog for answers to more follow-up questions.

Make sure to sign up for the Irrevo Newsletter for announcements about upcoming webinars and insights about creating truly great customer service.

Managing Knowledge for Greater Impact: Culture Changes

Our recent webinar, Managing Knowledge to Achieve Greater Impact, covered the important aspects of building a knowledge ecosystem that creates happy, loyal customers.  It’s a big topic so it’s no surprise that we couldn’t get to all of the audience questions in the Q&A.

Senior Knowledge Consultant, Melissa Burch, and founder of FT Works, Françoise Tourniaire, answered your questions on how to transform your knowledge program in our last post. Today, they’re tackling questions on changing how your organization treats knowledge.

Q: How do you financially justify a need to start a knowledge program?

Melissa Burch: I recommend you start with evaluating the negative impacts you see in your environment from not having a knowledge program. There’s probably a list of key drivers which cost your organization money, for example, training new employees. You can diminish the amount of time it takes to get new employees proficient with the support of a knowledgebase. When training times are significantly shortened, you can see a return on your investment. This can help you lead a financial discussion around the KM program you want to put into place.

There’s also a sales component. When you have a robust set of knowledge your audience can use to make decisions quickly, it can reduce the amount of time it takes for a prospective customer to convert into a sale. Information that helps your prospective customers converting into a sale reduces the amount of time it takes and can increase your number of sales.

Look for the indicators that show there are opportunities and translate those into real dollars.

Q: I’ve talked to numerous support groups who say their corporate culture does not embrace knowledge sharing. How successful can support be in creating a good knowledge sharing culture when executives may not embrace it?

Melissa Burch: Without executive support, you will be able to make some progress in how effectively you can encourage capture of knowledge because in general, most support agents want to help each other and their customers. It’s a much smaller return than you’d see if you had executive sponsorship, but some participation would occur.

Francoise Tourniaire: I agree with Melissa. What I’d encourage you to do is do active knowledge sharing, preferably using KCS within the support organization. People in support are usually well-disposed to knowledge sharing. It’s not easy, but they understand that it’s important to share knowledge.

The important thing to avoid is being the tail wagging the dog. Start with what you can control within your support group, and hopefully it will spread. Lead by example, but don’t try to transform the entire organization. I have several clients that have tried to do that and three years later they’re still trying to get started because not everyone agrees yet. If they had started where they could, they’d have a system that works for them, and they might have inspired others. Start where you are and then inspire others.

Further insight

If you missed the live broadcast, you can watch the recorded webinar.

And for practical advice and strategies to transform your customer support experience,  read  our new white paper, Managing your Knowledge to Achieve Greater Impact.

Stay tuned to the Irrevo blog for answers to more follow-up questions.

Make sure to sign up for the Irrevo Newsletter for announcements about upcoming webinars and insights about creating truly great customer service.

Managing Knowledge for Greater Impact: Transforming your Knowledgebase

Our  recent webinar, Managing Knowledge to Achieve Greater Impact, covered the important aspects of building a knowledge ecosystem that creates happy, loyal customers.  It’s a big topic so it’s no surprise that we couldn’t get to all of the audience questions in the Q&A.

Here to address the first round of follow-up questions are Senior Knowledge Consultant, Melissa Burch, and founder of FT Works, Françoise Tourniaire.

Q: We are thinking about moving to a new technology platform, what specific advise would you give us?

Melissa Burch: When choosing a new technology platform, the most important question to ask is “Does this align to my strategic objectives in the mid to long term?” Be sure to identify specific functionality you will need to support your business processes, and use that to determine which tool to select.

The second important consideration is the content migration strategy. How will you identify and migrate content from your legacy system into the new one?

Once you’ve answered these questions, you have the information you need to decide how you will retire the legacy system and the content it holds.

Q:  Our knowledge base has been around for many years and is not able to align to our new strategic initiatives. What do you recommend we do now?

Melissa Burch: It’s likely that there will be some specific pieces of knowledge in your legacy knowledge base that remain valuable and should be migrated.  A usability review of your content can help you identify what specific documents to bring over. Examine any usage data you have to ensure you only take valuable content.

Q:  We would like to implement a knowledge management program team to support our knowledge management efforts.  Where do we start?

Melissa Burch: The first step is to do a knowledge management ecosystem assessment to determine where your specific opportunities are. Do this yourself or partner with Irrevo to help you. This information will help you determine how you would like to design your knowledge program.

Determine if a centralized, decentralized or hybrid model works best. We cover the differences in our new white paper, so that’s a great starting point. Then start to build out your roadmap of the critical elements that are needed to be successful.

Q: I manage a doc/user assistance team of a brand within a multi-national software company. We don’t have any metrics about users interactions. Where do we start? Is there a good set of books or papers that give us some metrics that we can start managing?

Francoise Tourniaire: If you have no metrics at all, that’s great because you have no bad metrics. I would suggest starting from the balanced scorecard approach. There are a lot of ways you can look on the metrics. I have some books available that talk about metrics, and you can also read my blog.

The main thing about metrics is to accommodate both the theory of what you should measure and the reality of what you can measure. Start small. Start with metrics that are meaningful. If you can measure satisfaction at all, that’s a good start. Start with the ideal and accommodate what you can do.

Melissa Burch: In addition to FT’s book, I’d add another book to read; It’s called How to Measure Anything: Finding the Value in Intangibles in Business by Douglas Hubbard. The beginning of the book is very inspirational and makes you think differently about measuring for intangible value.

Further insight

If you missed the live broadcast, you can watch the recorded webinar.

And for practical advice and strategies to transform your customer support experience,  read  our new white paper, Managing your Knowledge to Achieve Greater Impact.

Stay tuned to the Irrevo blog for answers to more follow-up questions.

Make sure to sign up for the Irrevo Newsletter for announcements about upcoming webinars and insights about creating truly great customer service.