Leveling Up CX w/ KPIs

IPSUM DOLOR CONSECTETUR ADIPISCING
Leveling Up
CX w/ KPIs

● From the US, moved to France with my husband
last Nov. currently freelancing.
● Launched a Health Education company in 2015
● Kettle & Fire - 2nd employee at a VC-backed
CPG/e-commerce company where I grew
support from 0 to 16 team members.
● Belong - A16Z property management startup,
hired on the exec team to lead support, success,
and resident ﬁeld operations
Zeni Bandy
Customer Experience Leader

Who’s the better
performer?
Who gets the promotion/raise?
GabrielleJean-Marc
Zeni Bandy | linkedin.com/in/zenibandy

Team Tickets Solved: 87
Team CSAT: 96
Team: Ticket Handling Time: 4.02
Team Member 1
JM: CSAT: 91
JM: Ticket Handling Time: 5.15
JM: Tickets Solved: 63
Jean-Marc

Team Member 2
Gabrielle
Tickets Solved: 87
Team CSAT: 96
Team: Ticket Handling Time: 4.02
G: CSAT: 96
G: Ticket Handling Time: 2.90
G: Tickets Solved: 110

Tickets Solved: 63
CSAT: 91
Ticket Handling Time: 2.30
Team Member 1
Team CSAT: 96
Tickets Solved: 87
Team member 1: Jean-Marc
● Skips the easy-win tickets, saving them for less
experienced team members
● Notiﬁes cross-functional partners when
tickets come up that impact their missions
● Takes notes on script and process
improvements to share with the manager

Team Member 2
Tickets Solved: 26
CSAT: 82
Team CSAT: 75
Tickets Solved: 17
Team member 2: Gabrielle
● Loves competition and the feeling of being a
top performer
● Has personal scripts saved in a notepad to save
time
● Very persistent and follows processes
diligently

KPI’s are NOT
Everything Metrics are only ever part of the
story.
You must take time to understand
context and the relevance.
Metrics are one of the many tools
you need to build but alone won’t
take you far.
What v. Why

Focusing on
Beating
Metrics
Almost every
well-seasoned Support
Leader has a story or two
about the negative cultural
impacts of emphasizing
metrics w/ their team.
The Unintended
Consequences of
Don’t make this error!

Discussion Topics:
Appropriate KPIs for
different goals
Understanding the
connection between
CX and business
goals
Additional KPIs to key
an eye on
The meat & potatoes!

Customers switching
companies due to poor
service costs U.S.
companies a total of
$1.6 trillion.
(Accenture)
33% of Americans say
they’ll consider switching
companies after just a
single instance of poor
service.
(American Express)

Provide a World-Class CX
Empower Users
Rapid Service
These goals may be explicit or implicit. They may clash with the words spoken. It is essential to understand
the core goal that drives a business. As you will see, almost every company will fall into one of these buckets.
What are your business goals?
Cost Savings

Fast,
Good,
Or Cheap
Customer Goals:
Pick two! As the saying goes, you can’t have all
three. Assuming your company has PMF, most
of your customers, attracted by your value
prop, will be expecting two of these already
with a strong emphasis on their #1 Priority.

● Providing a unique/exceptional experience
● Core value prop about having a better overall experience than with competitors
● Quality is a signiﬁcant focus for the company and a major discussion topic
Examples:
World-Class CX
What it sounds like:
Disney World, Bellman, Emirates Airline, & Starbucks
Other signs this is a key value:
● Greater investments towards empathy & escalation training
● Easier to connect with humans → well-staffed teams
● More successful loyalty or referral programs

World-Class CX: Metrics
Customer Satisfaction Score (CSAT)
Retention Rate
Customer Lifetime Value (LTV)
First Response Time (FRT)
Referral Rate/Positive Reviews & Mentions
Upsell / Expansion Rate
While a lagging indicator, surveys can
immediately go out a few days later, providing
relevant feedback. Do change the language to
match cultural norms.
Specifically looking at customers who
engaged with Customer Care & Success (or
completed onboarding)
Specifically looking at customers who
engaged with Customer Care & Success (or
completed onboarding)
Fast response time is often ranked #1 when consumers
are asked what they care about most. Take the time to
define “fast.” Your customers may be just as happy with
a 24-hour response as a 2-hour response.
These are the type of companies that customers are
more likely to add to their identity. Better than asking
if they would refer you, do they do it?
If your customers are happy, they will buy more,
use more features, and champion the adoption of
your product/service across other business lines.
North Star Metrics Secondary Metrics
Customer Priorities: Good and Fast

● A value prop is making it easy for people to do it on their own
● A focus on reducing complexity and being a simpler solution than competitors
● Conversations on making account management for users easier
Examples:
Empowering Users
Facebook for Businesses, Netflix, Doctolib, & Payfit
● Greater investments in design and UI/UX
● On-Demand demos and free trials to get started
● Robust knowledge bases and community forums + difficulty connecting
with a live person

Empowering Users: Metrics
Customer Effort Score (CES)
Time to First Value (TTFV)
Retention Rate
Self-Service Rate
Tickets per New Customer
Average Resolution Time
Customer Care teams default to CSAT, but it
may mislead your actions. Customers came to
you because they wanted an easy solution.
Look for the highest churn spike and make
sure your average TTFV falls before. If that is
not possible, INVEST more in setting
expectations and ﬁnding easy wins.
Speciﬁcally looking at customers who used
self-service or engaged with the
community.
Focus on bringing this down over time and
watch it closely after launching new
products, features, and into new markets.
Look at Customer Care and Success. While
response time can be critical, time until the
problem is solved will be the most
meaningful.
Customer Priorities: Good (Easy) and Fast

● Speediness is a constant discussion topic
● Transparency into service delivery is a value prop
● Time focused KPIs are prominent within the company
Examples:
Rapid Service
McDonalds, Amazon, & Uber/Uber Eats
● Responsiveness is a highly valued attribute with internal communications
● Multiple roles or teams in the company focused on efﬁciency and
optimization

Rapid Service: Metrics
First Reply Time (FRT)
Time to First Value (TTFV)
Repeat Purchase Rate/Renewal
Ticket Handling Time (THT)
Net Promoter Score (NPS)
Complaint Rate / Negative Reviews
Speed is king with this goal. Customers are
expecting everything to be fast, so this is
where to invest.
These customers prioritize speed, so they
will not be happy if it takes too long to get
value from your product or service.
Companies that focus on being fast tend to
be higher transactional businesses.
Customers will show you with their money
if your service met speed expectations.
While this is a metric that indirectly impacts
customers, efforts put into making it easier
and faster for agents to complete a question
will impact all time metrics.
Over time, the delight in speed will be taken
for granted. It is crucial to understand how
customers perceive you long term.
We all know that errors are more common
when people are rushing. The beneﬁt of fast
is canceled out if the order is wrong, so
invest in quality control.
Customer Priorities: Fast and Good/Cheap

● Frequent discussions around optimizing and cutting costs
● Value prop on providing cheaper products or services than the competition
● A greater focus on serving budget-sensitive customers
Examples:
Cost-Savings
Ryan Air, Walmart, Eurolines, & Ouigo
● Few employee perks and investments into their employee experience
● Frequent promotions & cost-saving comparison campaigns
● A reputation for charging for extras or higher prices on certain
products/services

Cost-Saving: Metrics
First Contact Resolution Rate
Churn rate
Repeat Purchase/Renewal Rate
% of Customers Who Contact Care
Escalation Percentage
Cost per Contact
Being fast is great, but it needs to come with
solving issues immediately. This benefits
both customers and the company.
Pay close attention to the reasons behind
churn. If the price is a common complaint,
you may have a significant issue with the
expected value.
People are more likely to have low expectations,
so lowers CSATs may not mean they will churn if
they are saving enough with you.
The fastest resolution time is no need for a
resolution. It also reduces staffing costs. Keep
working on driving this number down.
Cheaper products and tend to result in
more irate customers. Keep an eye on this
as it is a leading indicator of churn.
Your leadership team will care about this, so
focus energy on bringing this down over
time.
Customer Priorities: Cheap and Fast

But wait...
There is more. There is always more.
Non-Negotiable
Metrics
This is not a fully exhaustive list of every metric that I consider non-negotiable,
but they are metrics that you must plan for early and watch!
There are a few things that you must always know no matter what your
customers care about, to ensure you stay on track.
You must know what customers think and can track
changes over time.
A feedback survey (Quant & Qual)
If you do know what this is in your company, the chances of
missed expectations increase signiﬁcantly.
Time to First Value
Actions speak louder than words. Nothing will more clearly
tell you if you are meeting or missing customer expectations.
Retention/Churn Rate
It is easy to be concerned about the overall “high” ticket
volume, but it is a change that is most important.
Ticket/Contact Volume

Quality Metrics
Timing Metrics
Efﬁciency Metrics
Volume Metrics
And down the rabbit hole we go...
Additional Metrics
Milestone
Completion
Rate
User
Activity
Average
Time Spent
on Page
Conversations
per Agent
Ticket Type
Customer
Type
Avg # of
Pages
viewed
Wait
Time
Escalation
Percentage
Time of
Contact
Survey
Response
Rate
Abort
Rate
Tickets per
New
Customer
Backlog
Resolution
Rate
Average #
of replies
SLA Breach
Rate

If your CX team isn’t aligned with your
vision, it is unlikely any KPIs you set
will impact the customer experience
in the usual way.
If leadership hasn’t bought into the
goals, you have set for your team. You
may set yourself up for failure in the
business.
Leadership &
Team
Buy-In
Nothing really matters but this.

Where to go from here
Reevaluate every quarter. Don’t expect all data to
maintain relevancy overtime. Take the time to assess
data quality and inputs.
Take the time to check in
with key stakeholders
about what is important
initially, checking in
throughout the process.
What data do you have
or can get easily? What
data should you have but
cannot get easily? What
data is overkill? Are
there black boxes or
holes?
Start tracking and
collecting important
data that you can get
quickly. Do not wait!
Create a formalized
reporting process
making sure to report on
percentage change.
Think about each
frequency (daily,
weekly, monthly) and
who needs this data.
Prioritize and plan
approach to tracking and
collecting essential but
hard to get data. Start
this process.
1. Align
2. Assess
4. Report
5. Prioritize
3. Start!
It’s Time to Take
Action
Rinse & Repeat

FAQ
● What do I do if my CEO is not aligned?
● As the company leader, what do I do if my customer experience team is not
aligned with my vision?
● If I shouldn’t use KPIs as the primary performance indicator for team
members, how do I evaluate performance?

Email: jessica.zeni.bandy@gmail.com
THANKS!
linkedin.com/in/zenibandy

Leveling Up CX w/ KPIs

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