13 August 2016

Metrics customer and the challenge of measuring the experience online


The emergence of social networking has become the classic indicators inadequate customer. The new scenario demands a more accurate “multichannel” experience and greater emphasis on understanding online reputation.

Conversion rates. ROI attribution. Percentage of participation in a particular market segment. All companies have their indicators and all hope that they accurately reflect the economic scenario, growth projections and, above all, profiles of consumers and potential -current that will determine, ultimately, the fate of its brand.

The customer metrics, meanwhile, are often left in the background. While most companies use measurement techniques in this field, they almost always limited to the analysis of communications that are made to and from the call center. Thus, the “first call resolution”, the “response time” or even short “post-care surveys” are tools that attempt to account for the levels of customer satisfaction. Beyond the implementation of each, the problem is that, in an increasingly permeated by the digital world, become clearly insufficient.

The prominence achieved by social networks in the relationship between brands and consumers, forces us to rethink what customer service these days is all about and, above all, how can be measured effectively. This approach involves stop overvaluing the “classic” channels (no discard) and venture into new arrangements imposed codes and digital communication.

Metrics customer and the challenge of measuring the experience onlineBetween attention and reputation

We must understand two fundamental characteristics that cross the current relationship between brands and consumers.

  • The first is the dual role of social networks as channels of customer and mirrors our online reputation. Both Facebook and Twitter too-but most 3.0- platforms function as open spaces where the “dialogue” between a customer and a company is available to the other users. Consequently, the community managers should have a capacity of more thoughtful response, as their comments, in addition to solving an individual concern, or not – can contribute to strengthen the image of the company.
  • The second salient feature of the current scenario is that although migration to the digital field (the adoption of “social customer service” in US companies rose from 12% in 2010 to 59% in 2013) accelerates, we are still in a stage of transition. In practical terms, this means that a significant percentage of consumers still use “traditional” and digital channels simultaneously. Consequently, measuring customer satisfaction standards must account for this “multi-channel” experience.

Who they are and what they want

Given this coexistence of channels, the challenge is to design and implement tools to reflect new communication habits. In pursuit of this objective, the key is knowing harness the enormous feedback that social networks (and all analytical tools applicable to them) but also understand the codes of use of each platform.

As an example of the former, just remember that the metrics of the digital world in a way “already there” and we just need to apply the best suited to our strategy. From social networks, for example, we can benefit from the tools we provide statistical data about our followers (including demographics but also schedules postings and comments, etc) not only to know “who” but to know what time of day they are connected with us and for what purposes.

Another essential to understand the role of social networks as service channels aspect is to monitor its use but still consider them as part of the “multichannel experience.” For example, some companies already use a “non-response rate” to measure what percentage of tweets not returned to users. The interesting thing about this indicator is that you can decide which messages is preferable to respond directly through other channels because, in tune with the vertigo characteristic of social networks, it may be better not to respond to “respond late.”

Beyond these examples, I think it is important to understand that going through a transitional context: although new online channels are booming, the classics have not lost all its validity. From Avaya, we assume that this dynamic scenario requires a type of “mixed” response and so we have designed solutions that monitor social networks and call center activities in sync. The effectiveness of these – and other tools that will surely add in the future will be in direct relation to their ability to translate, as faithfully aspossible, who are our customers and what they want from our brand.