Measures Matter

Everybody wants to improve customer service. Some pay it lip service and others take definitive steps to improve the customer experience. However, even well intentioned managers can miss the mark if they merely employ tactics without setting achievable and measureable goals and then employ a method for applying the learning. A recent article provides a vivid example by breaking customer service down into primary elements of greeting the customer, responding quickly to their requests, fulfilling their orders in a timely manner and dealing with problems.

For example, you can set a goal of greeting the customer with a smile within 30 seconds of their arrival in your store or place of business. The time stamp on the action places an emphasis on making the customer feel welcome. The timing factor becomes your yard stick.

A second “Gold Standard” could be responding to customer requests within eight business hours.. It’s reasonable, manageable and measureable. Avoid, “I”˜ll get back to you as soon as possible.”
Here’s another. Set and monitor the time it takes to fill an order. For example, “”¦98 percent of all goods ordered are to be shipped within 48 hours.” For customer problems, each complaint could be fixed within 48 hours of receipt.

Setting high standards is great, but if you want them to have teeth, place a meaningful metric that holds your employees to the high standard and can be measured against. What gets measured gets done.