KPIs for Customer Experience

Customer Experience is not an easy thing to evaluate and it can be very challenging to identify which KPIs should be considered for that. The right vision in this process involves lots of insights such as those linked to transactions, satisfaction, service quality, opinion, traffic… Every single moment the customer has with the brand needs to be measured with the right focus.

When a customer is unhappy with a brand, studies say he shares 3 times more than when he’s happy!

KPIs that are connected with insights of satisfaction can be easily measured but the action doesn’t stop here. It needs to follow the customer’s interaction with the brand (likes or dislikes on social media, delivery issues, etc), evaluate the impact (positive or negative) and implement immediate actions (correcting mistakes or thanking the customer for example). Choosing KPIs that are relevant in this new paradigm made of instant gratification, permanent change and uncertainty, is a major challenge. KPIs have to be simple and in real-time, they need to be changed with agility if necessary.  

75% of customers are ready to leave a website and search for another one if content is not optimized!

Optimizing the way brands interact with customers is essential and relevant KPIs can help with that. Implementing KPIs especially chosen because they give the right vision of time interactions, responses quality or appreciation of new apps, etc, can be very useful and efficient in terms of customer experience. Customers are very demanding regarding the quality of websites, mobile apps and so on, and the only way to be aware and up to date is to have a good monitoring of all signals they give.

It takes 4 seconds for a customer to make its choice.

Relevant KPIs are a must-do but monitoring these KPIs is more than a must-do! It’s a question of survival, just because data is eveywhere and the only way to understand it, is to have the right dashboard at the right moment!

Captain Dash can help, so meet the Captain!

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Written by: Bertrand Verret, Chief Revenue Officer at Captain Dash

Quelle stratégie face à la diversité des mesures d’efficacité ?

La diversité des mesures capables de rendre compte de l’efficacité de l’entreprise ne cesse de s’élargir. Pas un jour sans qu’un nouvel indicateur émerge, toujours jugé complémentaire voire plus pertinent vis à vis des autres.Contacts clients, réseaux sociaux, e-commerce, réputation, objets connectés … autant de nouvelles formes d’interaction avec le client qui rendent nécessaire une vision holistique du parcours client avec la marque. Alors quels indicateurs pour juger de la performance des actions menées ?

Les indicateurs, de par leur diversité, doivent être considérés comme un ensemble cohérent, une vision globale de la vie de l’entreprise, son histoire relationnelle et business en quelques sortes. Il doivent parfaitement coller, si possible en temps réel, aux exigences de la lisibilité et de la simplicité. Mais c’est avant tout leur choix qui est primordial, ainsi que les assemblages de certains liés par les mêmes enjeux. Ces derniers, agrégats décisionnels, sont des super KPIs qui portent en eux la puissance du changement des entreprises. Ceux sont eux qui évaluent la pertinence des actions directement liées aux nouveaux modes organisationnels. Ils sont par définition évolutifs et doivent impérativement être maîtrisés dans leur analyse donc leur représentation.

Ainsi, au delà du choix des nouveaux indicateurs et de leur assemblage, leur représentation dans des dashboards est en soi un enjeu. Pour être fidèles à leur puissance et à leur diversité, les dashboards doivent être des outils dynamiques, capables de s’adapter à tout changement, évolution ou retournement de situation, c’est la règle aujourd’hui. Cette simplicité et cette agilité du dashboard sont la clé de l’efficacité décisionnelle, elles accompagnent l’organisation dans son développement rapide et tiennent compte d’un environnement mouvant en le rendant lisible aux yeux de chacun.

Les bons indicateurs sont ceux qui permettent de se poser les bonnes questions, ils sont souvent simples à comprendre pour l’ensemble de l’organisation et surtout permettent de réaliser ce qui est nécessaire pour impacter les résultats positivement.

Par exemple le NPS (Net Promoter Score) est souvent utilisé pour mesurer l'expérience client. Même si il est vrai que c’est un KPI de management simple, il peut aussi aider un agent qui est en contact avec le client à changer son comportement pour améliorer l’expérience donc l’indicateur.

Un autre exemple serait de consolider plusieurs KPI’s pour obtenir un agrégat qui servira de baseline, une sorte de super KPI, comme l’ensemble du temps passé sur la marque au global en additionnant les temps passés sur les assets digitaux comme les sites, les vidéos et les medias sociaux de la marque, ou l’advocacy en prenant la totalité des contenus partagés positivement sur les plateformes medias sociaux.

Un bon KPI est un KPI qui est aligné avec la performance et les objectifs individuels comme collectifs. C’est en l’atteignant que les individus comme les équipes seront valorisées et récompensées.

L’approche Captain Dash est basée sur cette simplicité et cette agilité. Faire du changement des organisations un levier de performance, tel est un de nos apports. Contactez-nous !

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De : Bruno Walther, Directeur Général et Co-fondateur de Captain Dash

Driving your operational excellence to the top!

2016 is not very far away.It’s the perfect time to think about New Year's resolutions. What about driving your operational excellence to the top?

Operational excellence is a major element of organizational leadership.

It involves the application of a variety of principles, systems and tools toward the sustainable improvement of key performance metrics. But more than that, it is a continuous improvement journey, a philosophy, a culture, and data is its catalyst. Once the journey has been defined from mapping current and future stakes to creating the framework and execution plan, you need to identify which data can be quickly retrieved to track your efforts and help you generate performance.

This goal has two core principals: First, data and KPI’s need to be accessible everywhere and visible by everyone, this is what we call a Data Democratization! Second, measurement and data are here to track your efforts and alert you when strange events or wrong behaviors occur. We call this a Data Continuous Improvement.

When these two elements are reunited, we can then talk about operational excellence, offering to all your teams the real vision of your business. You can let them track what is good and what is wrong with only one purpose : to improve your business and efficiency.

Stay updated and learn more on Captain Dash, follow us on Twitter or subscribe to our blog.

Written by: Bertrand Verret, Chief Revenue Officer at Captain Dash

Love that KPI, but let it go!

There is a saying that if you love something let it go, if it comes back it was meant to be. Sometimes companies tend to latch on to their KPIs for too long. The question is how long is too long? There are three ways to figure out if it is time to let go of a KPI:

The KPI has achieved a target and is stagnant

KPIs are meant for measuring very specific metrics and should have specific goals that define the purpose of the KPI. The basic idea behind this is to put into place improvement measures that help the team to achieve those goals. But, the fact is that not everything can be improved upon forever.

For some KPIs when they reach their goals the organization needs to take a step back and ask whether they are a priority anymore or not. If these KPIs have a lower priority since they have achieved their goals as opposed to KPIs that are still in progress then it is time to let those KPIs go.

It is better to pour resources into things that actually need to be improved instead of trying to improve something that has already reached the desired level of improvement.

Change of strategy

As a company grows and changes there are bound to be changes in the strategy and future goals. If the organization has a set of strong, well performing KPIs then their KPIs will be well aligned with their goals and strategies. As changes come about some of these KPIs will no longer be in alignment with the new strategies.

If a KPI no longer aligns with the goals of an organization or a team then it needs to be let go to make space for one that does.

Usefulness

Choosing KPIs is a science but also an art. There are times when a chosen KPI does not measure up to the expectations a team may have had. In the case where a KPI is found to not serve its purpose or found to affect other areas negatively it needs to be let go.

Letting go of KPIs does not mean to just discard them. It means that they do not have a place on your dashboard for the moment.

When letting go of a KPI the best practice is to archive the KPI so that it can be retrieved as and when needed.

Written By: Meghna Verma

 

KPIs – R is for relevant

It is commonplace for an organization to use the S.M.A.R.T. rule for their KPIs. This rule, in short, states that KPIs should be S.M.A.R.T. – Simple, Measurable, Attainable, Relevant and Time bound. While this framework definitely provides a good foundation it is rather easy to end up with KPIs that do not achieve the desired results. The reason often is the misinterpretation of the ‘R’. Most people make the R about the enterprise, i.e., KPIs should be relevant to company goals.

What about the individual who has to work with these KPIs? Simply put it is not possible for the KPIs to be adopted across the company if they are not relevant to the individual worker.

At Captain Dash when we counsel our clients on KPIs we focus on aligning individuals to the KPIs by keeping the following factors in mind:

Target Audience

The first thing is to understand who has direct impact on the KPIs of the company. How can a KPI be made relevant when the person who directly affects it remains unidentified?

People Study

The next step is to understand the environment in which the target audience functions. What are the factors that have an effect on their ability to deliver, what motivates them, what are the constraints they function under, what are their personal goals for their work, how do these goals align with the intended KPIs?

Gap Analysis

The last part about goal alignments is extremely important. A misalignment between personal goals and company goals can have a negative effect on KPI selection. Once the goals of all the stakeholders have been identified a gap analysis needs to be performed. This gap analysis serves as a blue print when choosing KPIs that are beneficial to both the stakeholders and the organization.

Control

The last step to selecting relevant KPIs is to make sure that they are actually actionable. KPIs that individuals have no control over serve to do nothing more than add frustration and a feeling of failure, neither of which is good for an organization in the long run. Moreover it is impossible to motivate people with something they have no control over.

Once KPIs have been shortlisted keeping individuals in mind all that needs to be done is discuss these KPIs with the respective people under whose domain they fall and help them align their teams to these KPIs.

So, while there is no ‘R’ in KPIs remember that there are no KPIs without relevancy.

Written By: Meghna Verma

The KPI Curse

KPIs have a way of turning many organizations on their heads. Sometimes this happens because there are too many KPIs and too much data being gathered but often times it is because KPIs are misunderstood.

KPI stands for Key Performance Indicator with the emphasis being on indicator though people often tend to put the emphasis on performance. Due to this, KPIs more often than not become very closely entangled with targets.

At Captain Dash when we consult with our clients over KPIs we advice them to narrow their KPIs down to metrics that are closely related to the global goals of the organization.

By this we mean that KPIs are not the goals themselves; instead they are indicators of said goals. For us, KPIs help us to measure certain data points that help us to determine the progress made towards achieving our goals and delivering on our key priorities. This thus implies that KPIs indicate whether we are on track or not. They exist to provide objective information, which helps us to strategize better.

If on the other hand when one uses KPIs as targets they end up as short-term numbers to be achieved by departments and just serve as a scorecard more than anything else.

There is of course a reason why KPIs and targets get mixed up together. Other than the fact that they are both metrics there is the fact that for KPIs to work they need targets or benchmarks. It is very easy to see these targets as the targets that the organization or departments need to achieve.

Do not let them confuse you, these benchmarks serve as a reference point to see if we are on track and how much adjustment is needed, if any, in our strategy.

If you use KPIs are the indicators they are meant to be and let them guide your strategy they end up as very powerful tools to guide improvements across the organization.

On the other hand, an indicator that you could implement to measure progress could be the Key Transformation Indicator or KTIs.

Written By: Meghna Verma