Metrics_ How to Improve Key Business Results - Martin Klubeck [66]
Usage was a means of capturing the customers' viewpoint unobtrusively, in this case watching how they “voted with their feet.” This could be represented by unique customers (how many customers do you really serve) or repeat customers.
Customer satisfaction surveys allow you to ask how well you served the customer and understand what's important to them, but you can also ask open-ended questions to get direct input on how you can improve. While the IT department already had satisfaction surveys for each trouble case, these only gathered information from customers who expressed a problem with our service or product and were already using our product or service.
We also wanted to hear from those who hadn't had any issues with our service and perhaps even more importantly, those who had not yet tried our services. We needed to know why potential customers weren't turning to us to help address their needs. An organization can only grow so much from marketing to current customers. At some point, it needs to bring in new customers.
So, besides the trouble ticket follow up surveys, the IT department conducted annual surveys to the entire customer base. Depending on your business, you may need to partake in a sampling of potential customers.
Each area investigated had a customer viewpoint and addressed a different type of feedback—objective and independent customer feedback, indirect customer feedback, and direct customer feedback.
It would be nice if you could introduce the concept of triangulation and it would be accepted. It would be nice if you could introduce any of the concepts I've offered so far—from root questions, to the metrics framework and taxonomy, to the use of documentation, how to use and not use metrics, the Answer Key, starting with Effectiveness—without having to fight for their acceptance.
When I attempted to create a metrics program for my own organization, I ran into a lot of resistance. I believed it stemmed from the “no prophet is accepted in her own village” syndrome. But after helping others develop and implement metrics programs, I now believe it's deeper than that. While the syndrome does make it difficult, even if you are an outside consultant, the refrain will be raised—“Just ask the customer! Our customer satisfaction surveys are enough!” Not only will it be shouted, a chorus will rise up in strong harmony.
Even today, I have to fight for a multi-measure metric. Not just using more than two measures, but in using ones from different views within the same quadrant.
Triangulation of Collection Methods and Sources
Triangulation also requires different collection methods, as follows:
Delivery is objectively collected and without customer involvement. In other words, the customer won't know you're collecting the data. You won't be using any opinions (all quantitative data). Most times I also try to use automated collection methods for these measures (like trouble call tracking systems, monitoring systems, or time accounting systems). It is important to note that these do not measure customers, but how well the organization delivers the products and services. I will explain shortly.
Usage is a measurement based on customer behaviors. What do they buy? Who do they call? How often do they use our services? How did they find out about our services and products? How many one-time customers do we have vs. how many repeat customers?
Customer Satisfaction is the most customer-centric measurement group. Here, we directly ask the customer for their opinion. A better title for this item would be “customer direct feedback.” You ask the customer what they thought of the service and product, but you also ask for ideas for improvement. These questions can be asked in a survey, through focus groups, or through individual interviews. There are pros and cons to each, from varying costs to differing volumes of data collected. You should