Customer Effort Score
Find out why or why not Customer Effort Score (CES) outperforms Net Promoter and Customer Satisfaction scores. Is it better to satisfy rather than delight? Should 'making it easy' for your customers be your biggest priority?Customer Effort Score (CES) is measured by asking a single question: “How much effort did you personally have to put forth to handle your request?”
29 March 2012
28 March 2012
Customer Service Buzzwords to be Listening for in 2012
Customer Effort, Positive Discipline and Service Awareness are just some of the buzzwords that customer service managers are likely to hear about in 2012.
(Boonton, NJ, January 19, 2012) — The term buzzword has negative connotations for some — as if something that is a buzzword this season is likely to be passe next season. So we asked contributors to Customer Service Newsletter's annual "Looking Ahead" article to offer their best guess as to the ideas, concepts, strategies, and yes, buzzwords, that customer service managers are likely to hear more about in 2012 and beyond. Here's what they said:
Customer effort. John Goodman of TARP Worldwide suggests that we will be hearing more about "customer effort" as a metric applied to customer service. It refers to how much effort it takes for the customer to get what he needs or to have his issue resolved. Goodman warns, however, that if the customer effort metric is used to measure the call center, companies should take into account things like IVR systems and finding the right person, because this might add to the customer's effort before the customer service agent ever answers the phone.
(Boonton, NJ, January 19, 2012) — The term buzzword has negative connotations for some — as if something that is a buzzword this season is likely to be passe next season. So we asked contributors to Customer Service Newsletter's annual "Looking Ahead" article to offer their best guess as to the ideas, concepts, strategies, and yes, buzzwords, that customer service managers are likely to hear more about in 2012 and beyond. Here's what they said:
Customer effort. John Goodman of TARP Worldwide suggests that we will be hearing more about "customer effort" as a metric applied to customer service. It refers to how much effort it takes for the customer to get what he needs or to have his issue resolved. Goodman warns, however, that if the customer effort metric is used to measure the call center, companies should take into account things like IVR systems and finding the right person, because this might add to the customer's effort before the customer service agent ever answers the phone.
27 March 2012
Focus on reducing customer effort, not increasing customer satisfaction.
Stuart Corner
IT Industry - Strategy
Igor Sarenac, vice president, communications worldwide for outsourced call centre operator, Convergys contends that the industry, globally is moving away from measuring - and trying to increase - customer satisfaction as a key metric of customer service performance towards trying to reduce customer effort.
Convergys claims to be the largest operator of outsourced English language call centre services in the world. Sarenac said: "We have over 70,000 operators. We support all major industries but communications is the largest market segment accounting for 54 percent of our business."
He told iTWire: "We believe customer effort has the overarching reach: it has an impact on satisfaction, loyalty and the cost of doing business...All the analysis shows that customer effort is linked to customer satisfaction. It is a measure of how hard the customer has to work to engage with a company: in purchasing services and in using services and across all channels, and how this happens across the various channels."
IT Industry - Strategy
Igor Sarenac, vice president, communications worldwide for outsourced call centre operator, Convergys contends that the industry, globally is moving away from measuring - and trying to increase - customer satisfaction as a key metric of customer service performance towards trying to reduce customer effort.
Convergys claims to be the largest operator of outsourced English language call centre services in the world. Sarenac said: "We have over 70,000 operators. We support all major industries but communications is the largest market segment accounting for 54 percent of our business."
He told iTWire: "We believe customer effort has the overarching reach: it has an impact on satisfaction, loyalty and the cost of doing business...All the analysis shows that customer effort is linked to customer satisfaction. It is a measure of how hard the customer has to work to engage with a company: in purchasing services and in using services and across all channels, and how this happens across the various channels."
26 March 2012
25 March 2012
Focus on minimising customer effort and get big returns
Author: Greg Muller on 1 February 2012
How many of you have said to yourself while waiting on a call for a service operator or struggling with an online purchase process, “Why I am persisting with this?” Did you opt-out or was the reason too great to persist with the struggle?
How many of you have walked past a cafe with a long queue for your morning coffee and kept on walking? If two in three prospective customers kept walking because they didn’t have the time to wait, would the potential returns justify a rethink to your staffing and shop design?
As business owners and managers, have you honestly spent the time to investigate just how many potential customers you’re missing out on due to the effort you put customers through?
How many of you have said to yourself while waiting on a call for a service operator or struggling with an online purchase process, “Why I am persisting with this?” Did you opt-out or was the reason too great to persist with the struggle?
How many of you have walked past a cafe with a long queue for your morning coffee and kept on walking? If two in three prospective customers kept walking because they didn’t have the time to wait, would the potential returns justify a rethink to your staffing and shop design?
As business owners and managers, have you honestly spent the time to investigate just how many potential customers you’re missing out on due to the effort you put customers through?
23 March 2012
Our frictionless way to collect user feedback and the unexpected impact it had
Written by Marcus Kuhn
How do you measure how much your users like your product? This is one of the essential question that every founder needs to answer to make the right decisions - to move the product ahead.
In some lean startup related discussion I stumbled accross the idea of asking your users if they were sad if the used product would vanish. As the lean startup is all about validating assumptions based on data and turning them into "validated learnings" this simple way of measuring a user's attachment was an idea that spoke to me. I wanted this for connex.io but our designer Thierry convinced me that we had to adapt the idea for it to work in our context. And we did.
In some lean startup related discussion I stumbled accross the idea of asking your users if they were sad if the used product would vanish. As the lean startup is all about validating assumptions based on data and turning them into "validated learnings" this simple way of measuring a user's attachment was an idea that spoke to me. I wanted this for connex.io but our designer Thierry convinced me that we had to adapt the idea for it to work in our context. And we did.
9 March 2012
1 March 2012
Satisfy customers first, then delight them
by Jeff Lash
If you want to be a bad product manager, hope that cool unexpected aspects of your product or service will make up for deficiencies in other areas. Sure, your product has some flaws, but it’s easier to add some neat features than fix the parts that are broken. Enough attention-grabbing items will draw attention away from the problem areas, and the positive feedback you get from the nice-to-haves will make people forget what’s missing.
If you want to be a good product manager, satisfy customers first before attempting to delight them. There is a lot of talk lately about how to “delight the customer,” and organizations are attempting to do this through exceptional customer service or unexpected product features. This likely driven by an attempt to generate buzz and goodwill by customers raving about these delights, often on social media. When done well and appropriately, the benefits of these delighting product aspects can truly differentiate an offering and an organization.
If you want to be a bad product manager, hope that cool unexpected aspects of your product or service will make up for deficiencies in other areas. Sure, your product has some flaws, but it’s easier to add some neat features than fix the parts that are broken. Enough attention-grabbing items will draw attention away from the problem areas, and the positive feedback you get from the nice-to-haves will make people forget what’s missing.
If you want to be a good product manager, satisfy customers first before attempting to delight them. There is a lot of talk lately about how to “delight the customer,” and organizations are attempting to do this through exceptional customer service or unexpected product features. This likely driven by an attempt to generate buzz and goodwill by customers raving about these delights, often on social media. When done well and appropriately, the benefits of these delighting product aspects can truly differentiate an offering and an organization.
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