Use Performance Metrics to Improve Customer Asset Growth

Reliability metrics and key performance indicators are the measure of what you did operationally to earn the growth or loss of the customer asset.

This measure provides the critical connection between reliability performance and customer asset growth.

And this connection gets executives’ attention.

Operational Performance Metrics Measure Customer Asset Growth

Leaders have actual operational performance metrics that proactively measure reliability of the processes that impact priority customer touchpoints, before the survey results come in. It galvanizes them to take action.

As you build out your customer experience development (CXD) process, you can continue to emancipate the organization from dependency on survey results alone to drive action. Through setting up a system to refresh and focus on key operational performance metrics regularly, actions are moved from reactive to an ongoing understanding of the story of the experience of customers’ lives with you.

UPS is Proactive in Operational Metric Tracking

Susan DeLaney is Vice President, Customer Experience at UPS.
She is responsible for ensuring the UPS customer experience principles are understood, implemented and upheld at all touch points, in all business units and geographies. United Parcel Service serves more than 220 countries and territories worldwide.

Identify Areas for Improvement

Susan DeLaney: “We look daily at operational data to identify areas for improvement in our service. Our goal is to identify things that are not meeting expectations and fix them before customers tell us about them. We don’t need to conduct surveys to tell us these things, as our past research has already told us that these are critical in what customers’ value. We need to vigilantly make improvement in these areas to deliver on the service expectations of our customers.

For example, customers ship packages with bad addresses. They may not include an apartment number or the zip code is wrong. Bad addresses make delivery slower. We know that delivering on our time in transit commitment is a critical value driver for customers, regardless of whose fault it is that the package was delayed.

To solve this, we created a project to identify addresses that are incorrect as soon as we have the electronic package information. The goal is to determine the correct address as soon as possible so that once they hit the destination center, they can be scanned and corrected preventing delivery delays.”

Deliver on Service Expectations

DeLaney continues: “By being proactive in understanding, tracking and managing our performance in critical process metrics, we are making greater traction in solving issues, helping to reduce the effort for customers to conduct business with us and deliver on the their service expectations. This demonstrates to our customers that they are valued, reduces their frustration, increases loyalty and ultimately reduces costs.”

Conclusion

Your CX journey framework and mapping of multiple sources of customer listening feedback across the journey enable leaders to make informed and balanced decision-making. Leaders can see operational performance patterns to diagnose the reasons for customer asset growth or loss. The power of these multiple sources coming together is that they start with the customers’ life, not the spreadsheet, not the survey score.

Learn More: Five CX Competencies Transform Your Experience