Metrics_ How to Improve Key Business Results - Martin Klubeck [74]
If you simply look at the measures without expectations, you will quickly realize something is missing. Figure 8-1 shows this.
Figure 8-1. Cases resolved in less than 8 work hours
Figure 8-1 is a chart showing the percentage of help-desk cases resolved within eight hours. Does the chart tell a good story or a bad one? Are the results in March acceptable? Are the results in August acceptable? Is the overall percentage for the calendar year (CY) within acceptable parameters?
Without expectations, we don't know if the story is a good one or a bad one.
When you gather the expectations, you'll need to determine what “meets expectations” means. This should almost always be a range, and not a single value. In the scenario of “time to resolve” we may have different expectations based on different criteria—like the level of the problem. If the customer's issue is a simple one, the expectations are for a quick resolution. If the issue is a complicated one, then the expectations won't be as stringent.
Let's continue with a simple problem: you need a password reset. How long should this take? My expectations are that I should have it reset within an hour from whenever I actually get to speak to a living person. I expect that I will have to prove who I am—the proper “owner” of the account that I have lost the password to. Once I've answered the required questions, I expect to receive an e-mail (another security measure) with a new password. While most times I get this e-mail within minutes, I'm willing to accept up to an hour. So, my expectations range from five minutes to one hour.
Those are my expectations. Meeting these expectations would make me a satisfied customer. I don't require more, and I would be dissatisfied with less (if it took more than an hour, I would likely call the help desk back). If the resolution took less than five minutes, I'd be happy. Happy and surprised. But I would not expect it to happen the next time. And more importantly, I wouldn't be dissatisfied if it took longer (but still within my hour time frame). If I received the e-mail before I hung up with the technician, I'd probably even remark on the speed. Again, it wouldn't change my expectations, but I'd be happy about the unexpected. I'd actually wonder how it was possible.
This is the other essential difference with expectations—they are not changed easily or readily. When an expectation is met, the customer is satisfied. When it is not met, they are dissatisfied. When they are exceeded, it is truly a surprise. A happy surprise, but a surprise nonetheless. The customer doesn't raise her expectations every year, or if her expectations are constantly met. Meeting expectations doesn't necessitate their change—it affirms them.
Let's see what happens when we add expectations to the chart. Figure 8-2 shows the same data as in Figure 8-1, but with expectations added.
Figure 8-2. Adding expectations
The dotted and dashed lines indicate the direction the expectations flow. Expectations are met when they remain within the boundaries. Anomalies above or below the range of expectations are worthy of investigation.
How do you determine the customers' expectations if your customers are a large, diverse group? For example, in the case of international companies like Amazon.com, McDonalds, or Ford Motor Company? Even if it were possible to ask each customer about personal expectations, everyone would not come to a consensus. Therefore, it is important for you to come to a decision about the general expectations of the customer base.
From the organization's point of view, it is important to meet customers' expectations. If the organization cannot do so, it has to change so that it can. This is the foundation for a Service/Product Health metrics program. When the organization fails to meet expectations, further investigation should take place to see if the cause can be avoided in