Month: November 2017

Executive’s Guide to the few employee metrics that matter

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This is part three of a six-part series on each of the Categories of Focus suggested by the new standard Open Customer Metrics Framework (OCMF). Learn more about this modern, open framework and its five categories of focus in my first post on this topic.

The OCMF suggests that executives should spend about 20% of your time on work regarding your employees – the “Employee Category,” which we’ll walk through here.

Let’s admit it. While we talk a lot about how important employees are to us, it’s appalling how little time we actually have to spend on them. After all, employee engagement is a leading indicator of financial performance[1] including customer ratings, productivity and profitability. We spend a lot more time worrying about what our customers say and think, and making sure our financials are in order (Business Category, in OCMF parlance) than we do about employees.

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Executive’s Guide to the few customer metrics that matter

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This is part two of a six-part series on each of the Categories of Focus suggested by the new standard Open Customer Metrics Framework (OCMF). Learn more about this modern, open framework and its five categories of focus in my first post on this topic.

OCMF suggests that executives should spend about 20% of their time on the needs of the customer, which we’ll walk through here.

A good measurement system:

  • is simple enough to focus attention on a few key elements.
  • is fair enough so that people at every level believe they can affect the measures.
  • facilitates an environment of learning and dialogue – not of control and compliance.

 

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Executive’s Guide to the modern metrics framework for customer success and support (OCMFgroup.org)

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The Open Customer Metrics Framework is the open, modern measurements framework that helps support and success leaders measure what actually matters.

Created by a group of award-winning practitioners and experts, OCMF is designed to facilitate an environment of learning and dialogue.  

This is the first in a series that walks through the standard, and the thinking behind it.

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Time to Smile: The new killer internal Customer Experience metric?

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While support executives have made great strides in making sure our teams think about the customer first, this way of thinking runs smack into reality when we reach across internal departments to get an issue solved for a customer. The further away you get from people who interact with customers on a daily basis, the more likely you are to go from a personal, emotional connection with a customer and their issue to an ‘escalation’ (read: interruption from my ‘real’ job) that has to be dealt with.

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Klever’s Law: Time to Customer Value

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Want to know perhaps the simplest, most powerful measure that aligns every customer-facing department with the customer? Time to Customer Value.

Here is how to calculate it.

Time to Customer Value = Time to Value (before sale) + Time to Value (after sale) + Time to Smile (after interruption).

Measured in days. If your Time to Customer Value is zero or even negative (days), you are doing really well.

Let’s break this down.

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