Research

Publication Date: 1 March 2010 ID Number: G00174590

Key Performance Indicators for the Top Business Processes for Customer Service and Support
Jim Davies, Michael Maoz, Johan Jacobs, Ed Thompson

Customer service organizations are usually burdened with a myriad of reports, dashboards and metrics derived from multiple and disparate applications. A clear picture of service performance is only achieved through their aggregation and focus. Many of the top customer service processes relate to resolving customer inquiries. They cross Web, social and contact center environments, and are a mix of self-service and humanbased processes. However, processes such as feedback management and workforce optimization (WFO) should not be overlooked. They merit their own key performance indicators (KPIs), which can be differentiating and help reinforce the view that the service organization is more of a resource that contributes to the organization, and is not just a cost. Key Findings
Not all service organizations view the contact center as a cost center. A growing percentage of service organizations are embracing sales-related activities and are becoming profit centers that embrace more financially oriented KPIs. Customer service KPIs have traditionally been siloed by channel, with no visibility of cross-channel customer activity, resulting in a disjointed perception of the customer experience. It is more important to focus on resolving the customer problem during the first interaction than to focus on the number of calls each agent handles. Listening to the customer and having an optimally deployed workforce can be significant service differentiators.

Recommendations
Balance operational metrics against more-strategic customer metrics to optimize the customer experience with enterprise business objectives. Ensure that KPI dashboards are role-based, and everyone from agents to the vice president of customer service has access and accountability to them. Appropriate alignment to corporate goals will ensure that everyone is striving to achieve the same objectives. Adopt a holistic approach to customer service and service KPIs that embraces the three key service dimensions: Web, social and agent-driven. Adjust KPIs quickly when contact centers shrink due to increased use of self-service.
2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

TABLE OF CONTENTS
Analysis ....................................................................................................................................... 3 1.0 Getting Started........................................................................................................... 3 2.0 KPIs for Problem Resolution Processes ..................................................................... 4 2.1 Agent-Facilitated Problem Resolution Process ............................................... 4 2.2 Self-Service Problem Resolution Process ...................................................... 6 2.3 Collaborative/Social Problem Resolution Process .......................................... 7 2.4 Feedback Management Process.................................................................... 8 2.5 Workforce Optimization Process .................................................................... 9 2.6 Field Service and Equipment-Monitoring Process ........................................ 10 Recommended Reading ............................................................................................................. 12

LIST OF TABLES
Table 1. Summary of KPIs Linked to Key Customer Service Processes ........................................ 3

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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ANALYSIS

1.0 Getting Started

Service organizations are continually asking: "How do we keep customers happy while meeting profit/revenue/customer satisfaction targets?" They tend to use default or legacy KPIs that don't reflect changes to their businesses, or that can adapt to changes in customer demand. An enterprise must begin by understanding customer expectations in conjunction with stated business objectives. Based on successful best practice that Gartner has observed in the marketplace, understanding and applying appropriate KPIs, supported by (a target of) 10 but not more than 20 service-level agreements (SLAs) will help enterprises effectively use available information to solve key business issues. Simply using what can be captured versus what is needed creates wasteful spending and serves as more of a distraction than a driver to improve business results. Understanding the differences between KPIs, SLAs and operational-level agreements (OLAs) is also a critical consideration before setting targets (see Recommended Reading for further guidance). Service optimization requires a hierarchy of metrics and a few carefully chosen KPIs that align to the most important processes that those in the service environment undertake. The key service processes, and thus KPIs, vary by industry and company strategy. KPIs that are easy to measure include time on call and average handling time, whereas other KPIs require extensive data collection and manipulation (for example, impact of customer interaction on retention). There are two types of KPIs for customer service environments: Process KPIs: These KPIs are easier to identify and measure. They are typically operational metrics that provide specific information on how a process is working. Strategic KPIs: Strategic KPIs are more difficult to identify and measure, and are less commonly used by customer service organizations. These KPIs provide strategic insight into performance, and are typically linked to customer and financial objectives. They are often formed through the aggregation of process KPIs, but sometimes require additional data, as well as various assumptions and modeling techniques to be applied. A summary of these two forms of KPIs linked to the top customer service processes are highlighted in Table 1. (See Note 1 for definitions of specific KPIs.) Table 1. Summary of KPIs Linked to Key Customer Service Processes
Customer Service Processes Agent-Facilitated Problem Resolution Process Process KPIs First contact resolution (FCR) percentage Inquiry volume Average handling time Escalation percentage/volume/time Call-routing accuracy Strategic KPIs Cost saving through "one and done" resolution Customer satisfaction Change in customer lifetime value Impact on trust and brand loyalty

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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Customer Service Processes Self-Service Problem Resolution Process

Process KPIs Self-service response relevance (FCR measure) Self-service interaction volume Speed of knowledge update Number of community participants Community interaction volume Percentage of contribution per participant Network analysis of intensity of connections Number of solutions posted Response rate for customer service interaction survey Number of actions triggered by analysis of survey data Speed of response to feedback FCR percentage Adherence Shrinkage Percentage of calls answered within X seconds SLA adherence Training per agent (hours/cost) Number of technicians Work orders per shift Travel distance change Fuel cost Labor cost SLA adherence

Strategic KPIs Cost saving through self-service resolution Customer satisfaction Change in customer lifetime value Impact on trust and brand loyalty Cost saving through collaborative service resolution Customer satisfaction Change in customer lifetime value Impact on trust and brand loyalty Impact on customer service delivery and cost structure Value of customer participation Customer satisfaction Change in customer lifetime value Impact on trust and brand loyalty Cost saving through customer retention Customer satisfaction Change in customer lifetime value Cost per handled contact Agent attrition percentage

Collaborative/Social Problem Resolution Process

Feedback Management Process

Workforce Optimizaion Process

Field Service and EquipmentMonitoring Process

Customer satisfaction Change in customer lifetime value Impact on trust and brand loyalty Cost structure optimization Impact on customer propensity to buy

Source: Gartner (March 2010)

2.0 KPIs for Problem Resolution Processes

2.1 Agent-Facilitated Problem Resolution Process
What is it? KPIs for problem resolution cases handled by a customer service representative (CSR; or agentfacilitated) relate to the efficiency and the effectiveness of interactions where a customer is speaking with a human, rather than with computer software. Efficiency relates to the measurable operational components of the interaction. Operational components include but are not limited to: Number of CSRs required for a shift, product or service

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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Number of calls an agent can handle per hour Length of time required to set up the call Time that is expended on performing call wrap up Effectiveness relates to the less tangible or measurable components of the interaction, such as: Customer's explicit support for the company as a result of service experience Impact of great service on customer retention Impact of service on customer advocacy of the brand Who is responsible? The customer service contact center is generally under the immediate control of the director of customer service or customer care, viewed as a cost center, and reports into the CIO or COO. In service organizations where the contact center is looked at as more than a cost center, but rather as a profit center, the position of director of customer services may report to the vice president of sales and marketing. How is it measured? Measurement happens on two levels: operational metrics and customer strategy metrics. The operational metrics come from workforce management systems, quality monitoring systems, and reports generated from the call/contact-handling software. Call/contact-handling software from suppliers such as Aspect, Avaya, Alcatel and Cisco measures and manages the volume of calls/contacts, and records which agent and agent pool receives the contact, and in which order. Customer strategy metrics are generated by assembling disparate pieces of information. Some of the information is from surveys run immediately after a call is completed, while other feedback may be gathered days, weeks or months after an interaction. The customer service organization examines sales records, as well as the current customer projected lifetime value. That organization also analyzes and assimilates the reactions, opinions and suggestions of Webbased user communities. The marketing department generates an analysis of the most appropriate conversation with which to engage customers when they are on the telephone, in a chat session, or using a voice response system. What are the technology implications? To succeed, a customer service contact center maps the work processes that will match the organization's goals for each type of service interaction. The technology sophistication required for a cost-center-focused contact center will be much lower than the requirements for a profitcenter-focused center. Both centers need to achieve the maximum level of customer satisfaction with the minimum level of error appropriate to the interaction. There is always the danger of overinvesting and underinvesting in technology. Action Items: To commit the right level of technology, state the operational and strategic goals, outline the specific interactions that will be carried out, and identify which tools are required to succeed with the goals.

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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From any technology gap uncovered in Step 1, prioritize investments based on the severity of the specific shortfall, and present this to the chief customer officer, CIO and vice president of sales and marketing. Focus less-traditional operational goals, such as 80/20 (answer 80% of calls in 20 seconds), and more on what customers actually care about. For example, it has been shown in numerous customer surveys that resolving an inquiry during the first interaction is more important to customers than the length of time they spend on hold.

2.2 Self-Service Problem Resolution Process

What is it? Self-service problem resolution is the process whereby customers use an electronic channel (such as a website, Short Message Service [SMS], automated e-mail response management system, knowledgebase or interactive voice response [IVR]), to look for information to resolve their own problems, as opposed to phoning a customer service agent for assistance. Although the customer initiates the contact, there is no contact made with an agent. The customer could engage a search engine on the Web self-service site or a virtual assistant to find responses to questions posed, or the customer would engage the IVR via telephone keystrokes. KPIs for self-service relate to the accuracy of the self-service responses provided, as well as to the time it takes to update the self-service knowledge base with answers that were not found. The accuracy of the response is measured in "relevancy"; relevance of response in the self-service environment equates to first-call resolution in the agent-based contact center world. In most, but not all, industries, the self-service search engine should deliver an 85% relevance of response. If an answer falls beneath this 85%, then an escalation process should pass the question, as well as the electronic answers already provided, to a knowledge worker who will find the correct answer and populate the knowledge base with the updated information. Who is responsible? Building and maintaining a knowledge repository is not a part-time job. A dedicated knowledge worker is necessary for the ongoing authoring, checking and maintenance of the self-service knowledge repository. The customer service organization is typically responsible for the customer experience delivered to external customers. The supply chain is responsible for self-service delivery to the partners. When back-end transactional self-service is involved (that is, online banking), then the IT department is involved to ensure that the transactional back-end systems are running smoothly. How is it measured? Relevance of response can be measured in three ways: The search engine that provides the self-service result contains analytics to measure the occurrence of certain key words and phrases in the delivered text. These business rules can continuously be adjusted to achieve an accurate measurement of the delivered result. A quality assurance agent will go through the most popularly searched terms and advice delivered through the self-service search engine and rate the accuracy of each result. Once a self-service search engine has delivered the result, a user survey and customer feedback box is offered so the client can ask the user to rate the relevance of the search results.

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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What are the technology implications? The technology typically needed for self-service and the measurement of the relevancy is a knowledge repository, a search engine, content authoring and management tools, virtual assistants, an analytical engine and an e-mail response management engine. When expanding to the assisted channels, then other technology, such as Web chat and collaborative browsing, is needed. Action Items: Do not succumb to vendor promises of going live very quickly with your self-service applications. Take at least eight to 12 weeks to build out the knowledge repository and thoroughly test it until an 85% relevance of response, at a minimum, is received. Implement a formal workflow process that will automatically escalate all self-service answers that do not comply with the 85% KPI, and forward those questions and answers to a knowledge worker for updating. Match the appropriate product or service with the correct self-service channel, as not all services are suitable for self-service. Typically, very complex processes should not be dealt with using self-service.

2.3 Collaborative/Social Problem Resolution Process

What is it? For the past decade, leading service organizations in the software and hardware verticals have tapped into online communities to solve technical support issues collaboratively. These initiatives have often led to substantial design changes in products, shifted the focus of product development efforts, and helped drive down the cost of customer service. The availability of social networking software at low costs and in a software-as-a-service (SaaS) model (or as a managed service) will lead far more organizations to invite customers into the process of solving support cases and redesigning customer service workflows. Who is responsible? Until recently, the vice president of marketing has been the dominant proponent of social software and social processes in the enterprise. As use cases propagate out to more and more departments, the vice president of customer care or customer service and support is beginning to work in tandem with marketing, business intelligence and the IT department to determine the best use of social CRM technologies for customer service. How is it measured? Some of the measurements are: Number of participants in a network. Network analysis of: (1) the intensity of connections, (2) the volume of Web-based service interactions, (3) the number of solution postings, and (4) the number or cases solved involving the community. As in the assisted service scenario, the impact on customer service delivery costs is the cost structure beyond software and hardware in the form of second-level support for customers in a community on the website.

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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Other categories of change are Netpromoter scores, change in share of wallet, change in customer lifetime value, impact on trust and brand loyalty, and value of customer participation. What are the technology implications? The tools for social collaboration are available, but often the best-of-breed solution will not be provided by the core ERP suppliers such as Microsoft, Oracle, IBM or SAP. The challenge is that more than 75% of the suppliers are small, privately held software or service providers unlikely to survive a wave of consolidations already under way. Consolidations will continue for the next five years. The key applications to look at include: Wikis and collaborative knowledge bases Participant profiling and "permissioning" Answer marketplaces, including ratings and reviews Expertise location Expertise accumulation Collaborative product/service design Response mobilization Action Items: To succeed, a collaborative/social problem resolution process must gain a sufficient mass of customer participants. Devote resources to this activity. Social customer service (collaborative) will require an iterative and heuristic set of activities: Building out basic capabilities Inviting and assisting a small number of participants to work on the new systems Communicating to internal employees and to customers alike on the nature of the initiative The exact reason why new technology will help the organization listen to the customer community and foster the participation of customers To commit the right level of technology, outline the specific interactions that will be carried out, and which tools will be required for the organization to reach the goals. From any technology gap uncovered in Step 1, prioritize investments based on the severity of the specific shortfall, and present this to the chief customer officer, CIO and vice president of sales and marketing.

2.4 Feedback Management Process

What is it?

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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The feedback management process is responsible for the collection, analysis and subsequent actions related to information obtained from a customer following a customer service interaction. It is used to better understand the customer's perspective on the service experience and the agent's performance. This feedback drives KPIs that are linked to the agent's performance (such as politeness, knowledge and helpfulness) and the operational environment (such as the appropriateness of time spent in a call queue). However, the KPIs associated with the actual feedback process typically focus on response rates (i.e., How many customers actually took the time to complete the survey after their calls?), and escalation volumes (i.e., How many follow-up actions were triggered as a result of the survey data collected?). Capturing this customer feedback and acting upon it can influence key strategic KPIs ranging from customer satisfaction and loyalty to wallet share. Who is responsible? The customer service manager is ultimately responsible, as it's a key process for ensuring the goals of the customer service environment are met from the customer's perspective. However, sometimes, the head of market research or a complaints manager would have this responsibility, if the role existed. Finally, a few organizations now have a vice president of customer experience and, when that role exists, then that individual is ultimately responsible for customer satisfaction. How is it measured? Response rate measurement is simply achieved by comparing the number of survey invitations to the number of completed valid responses. The speed of response to feedback by the organization is also an important factor. Ensuring validity requires additional filtering of completed surveys. For example, a disengaged customer who scored three for every question and completed the survey in 15 seconds implies that the individual did not even read the questions. What are the technology implications? The feedback data is captured via some form of survey, which can be delivered on a variety of channels, such as IVR, the Web, outbound phone call and SMS. Both call recording and best-ofbreed enterprise feedback management (EFM) vendors provide this capability. The survey tool will be able to easily provide the associated KPIs. Action Items: Apply best practices to survey design. Keep the number of questions to less than four, and focus the questioning on the attributes of the interaction experience only. Embed this feedback data as part of the service organization's agent quality management process, thus ensuring that a balanced (i.e., supervisor and customer) approach to agent evaluation is obtained.

2.5 Workforce Optimization Process

What is it? The WFO process ensures that the right number of appropriately trained and motivated agents are available to interact with customers. The WFO process supports the requirement to plan, recruit, forecast and schedule, record, evaluate, report and train agents. Each of these functions performs a step in the end-to-end process. Associated KPIs relate to the efficiency and effectiveness of employees in the service environment. From the efficiency perspective, a key metric is the percentage of calls answered within X seconds. An elevated percentage implies

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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overstaffing and thus wasted money, whereas a low percentage raises concerns over customer satisfaction. Understaffing requires expensive overtime costs to be incurred to maintain SLAs. Balance is at the heart of most contact center SLAs. From an effectiveness perspective, firstcontact resolution is a top KPI. It is the most important aspect of an interaction for most customer situations, and is greatly affected by which (and how many) agents are on a shift, what skills/training they have had, and how motivated they are to help the customer. At a higher, morestrategic level, the efficiency KPIs feed into more overarching financial metrics, such as cost per contact, whereas the effectiveness ones combine with other KPIs to ascertain aspects such as customer satisfaction. Who is responsible? Within a WFO suite, each subprocess has traditionally been managed by separate employees. For example, the employee responsible for forecasting staffing needs usually has nothing to do with the day-to-day recording of agent interactions and their ongoing evaluation. This does not necessarily change with the adoption of WFO; but at a higher level, the head of customer service or the contact center manager is responsible for ensuring that each subprocess is aligned as part of an overarching multiphase process, where the optimization of each phase is based on its role within the overall process and not measured in isolation. These managers are also responsible for the associated KPIs at a siloed subprocess and overarching process levels. How is it measured? The efficiency-based KPIs are obtained by capturing and manipulating the data associated with the customer service environment's underpinning infrastructure, such as the automatic call distribution (ACD) platform. This provides data such as call length, call volume and call abandonment. Effectiveness KPIs, such as case closure for FCR, are obtained by capturing relevant information from the incumbent CRM system or through the use of speech analytics to determine, for example, when an agent resolved a customer's issue based on the customer/agent dialogue. What are the technology implications? Most WFO suites have embedded KPI reporting capabilities. The most significant technological requirement comes from the requirement to integrate with various disparate data sources required to populate the KPIs. Action Items: Ensure that contact center dashboards are role-based and provide a balanced view of operational, customer and agent perspectives. In-house-developed critical chain performance management (CCPM) solutions usually lack sophistication. Assess the benefit of investment in a best-of-breed CCPM tool from a stand-alone or WFO vendor.

2.6 Field Service and Equipment-Monitoring Process

What is it? There are three dominant issues in the area of field service: Maintenance of an enterprise's assets, regardless of manufacturer (for example, utilities).

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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Installation and repair/inspection of assets/equipment on behalf of the customer performed by the equipment manufacturer or a third party (for example, medical equipment). Installation and repair/inspection of assets/equipment on behalf of the customer performed not by the equipment manufacturer or a third party, but by the business reselling that equipment (for example, telecommunications service providers). Equipment monitoring, or intelligent device management (IDM), is the use of onboard diagnostic and monitoring software to remotely detect the state of equipment or structures. Who is responsible? The vice president of technical support services is usually responsible for field service and IDM. How is it measured? Field service management has a clear and measurable return on investment. As long as an organization measures the state of its field effectiveness prior to a process and technology improvement initiative, then it is likely to have a strong return on that investment by looking at the change in the: Number of technicians Work orders handled per technician per shift Travel distance changes Fuel costs, labor costs Compliance with SLAs Usage of parts and inventory Invoicing and billing cycles What are the technology implications? The selection of technology is dependent on the maturity of the field service organization. The key investments are in: Remote device monitors (software) Field WFO Workforce planning and rostering Agent skills base management Wireless mobile software Equipment and vehicle tracking Action Items: Measure the current state of the effectiveness of the field service operation around the key work steps mentioned above. Benchmark the strength of your processes against best practices in your industry.

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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Select the key processes to improve and align this with the technology/software that is required to support the change.]

RECOMMENDED READING
"Top Business Processes for Customer Service, 2010 to 2012" "Magic Quadrant for Contact Center Workforce Optimization" "Magic Quadrant for Field Service Management" "Magic Quadrant for CRM Customer Service Contact Centers" "Magic Quadrant for E-Service Suites" "Determining the Difference Between SLAs and OLAs" "How to Structure Incentives and Penalties in Outsourcing Contracts"

Note 1 Definitions
adherence Measure of alignment or discrepancy between the specific time that agents are scheduled to work compared to their actual availability. agent attrition percentage Average rate of agents/service personnel departing an organization within a specific period; expressed in absolute number or percentage of the organization's head count. Track increases and decreases over different time frames. average handling time Average duration of calls or inquiries, typically measured from initiation of a call to its conclusion, including hold times, talk time and related "wrap up" tasks that follow the interaction. brand loyalty Brand loyalty is a measure of a consumer's commitment to repurchase or otherwise continue using the brand, and can be demonstrated by repeated buying of a product or service, or other positive behaviors such as word-of-mouth advocacy. call routing accuracy Measure of the accuracy of the routing of a customer interaction to the best-suited employee based on attributes such as skill set alignment, seniority and customer segmentation. community interaction volume Measure of the number of customer inquiries that were resolved directly via a community without input from the associated organization. cost saving through "one and done" resolution Measure of financial saving attributed to the reduction in operational overheads, such as staffing costs associated with the reduced number of customers calling back about the same issue. cost saving through collaborative service resolution Measure of financial saving attributed to the automated resolution of customer inquiries from a community environment that would otherwise have to be handled by more-expensive, agent-driven channels. cost saving through self-service resolution Measure of financial saving attributed to the automated resolution of customer inquiries that would otherwise have to be handled by moreexpensive, agent-driven channels.

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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customer lifetime value A measure of the present value of cash flows attributed to the customer relationship. Assumptions used to determine life time value include propensity to churn, revenue likely to be generated, and the cost for retaining a customer over a given time frame. customer satisfaction Measure of how products and services supplied by a company meet or surpass customer expectation. It is calculated through a combination of direct customer feedback, such as a survey, and the analysis of associated operational customer data (such as the degree of success when trying to resolve customers' inquiries). escalation Measure of the number of interactions that could not be resolved during the first contact, and the tracking of their rise through the tiers, including those interactions that need to reach a subject matter expert or manager. first-contact resolution percentage The percentage of interactions where the customer's need is properly addressed during the first time the person makes contact with the company, thereby eliminating the need for the customer to follow up with a second interaction. network analysis of intensity of connections Social network analysis views social relationships in terms of network theory consisting of nodes and ties. Nodes are the individual participants within the networks, and ties are the relationships between the participants. The intensity of the connections between participants is measured in terms of aspects such as their frequency and importance. propensity to buy A measure of the likelihood of a customer to purchase a specific product or service provided by an organization. self-service response relevance A measure of the appropriateness of the automated answers provided to customers. It is calculated based on direct customer feedback (i.e., asking if the answer met the person's requirements) or assumptions made based on subsequent customer activity, such as additional online search queries or escalating the inquiry by calling/e-mailing the contact center. shrinkage Average amount of CSR time consumed by non-call-handling activities, such as meetings and coaching, breaks and meals, and other factors such as absenteeism. speed of knowledge update The time taken from when an unresolved self-service question is identified until an updated response has been posted to the knowledge base.

Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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Publication Date: 1 March 2010/ID Number: G00174590 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved.

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