Customer Service KPIs List

Customer Service KPIs evaluates customer satisfaction levels and their feedback. These simple KPIs help measure the success of your customer service team in acquiring, managing, and retaining customers.

Technical & Product Support (Customer) (Qualitative)

The technical and product support office renders customer service associated with a specific product or service.

Related: Product Support Representative, Customer Support Analyst, Technical Support/Service Representative, Help Desk Administrator

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  • Customer Satisfaction – The overall customer service representatives’ performance from the customer’s perspective, usually determined by a brief, scale-based survey.

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Technical & Product Support (Customer)

  • Abandonment Rate – The percentage of callers who end the call before talking to a technical support agent divided by the total number of callers
  • Cost per Call – The overall cost of managing calls including labor and overhead expenses within the customer support group being assessed divided by the number of calls conducted

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  • First Contact Resolution Rate – The percentage of incoming calls that are settled on the initial contact without necessary transfers or follow-ups divided by the total number of incoming calls
  • Average Hold Time – The average amount of time that a client waits on hold during the progress of a call, as well as between turn overs
  • Average Reply Time (Emails) – The total time needed for customer support agents to attend to customer service emails in the technical service sequence divided by the number of emails
  • Calls per Product – The total number of inbound technical service calls from clients that are cleared up and ironed out.
  • Training Hours per Year – The number of hours consumed every year on new skills training for technical client services agents

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Account Management (Qualitative)

The account management office performs as a connection between the customer support and sales teams to make sure that the products or services meet the customers’

Related: Customer Service Account Manager, Retail Customer Account Manager, Client Relationship Manager, Account Representative, Account Executive

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  • Customer Relationship Management (CRM) System – A client relationship management system is being employed by account administrators to record their interactions with account contacts and search for information on sales leads and prospects efficiently.

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Account Management

  • Frequency of Account Reviews – The average time between analysis of accounts that aid the administration to verify the level of service being given to the account holders, the quality of client relationship, and the contact’s total experience with the firm
  • Average Time Between Customer Interactions – The average amount of time that transpired between interactions with a customer

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  • Number of Customer Accounts per Account Manager – The total number of client accounts divided by the number of account administrators
  • Contacts per Account – The total number of account administrator contacts (through phone, email and face-to-face) with clients divided by the number of accounts during a determined time span

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Customer Incentive & Rewards

The client incentives and rewards staff is in charge of establishing an effective customer rewards program for those who support and do business with the company.

Related: Customer Experience Specialist, Customer Loyalty Specialist, Customer Success Specialist, Customer Relations Manager

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  • Net Promoter Score – The percentage of clients who would endorse your brand to their contacts compared the total number of clients
  • Enrollment Conversion Rate – The percentage of clients who choose to register in the customer incentive program during a determined term (quarterly, annually) compared to the total number of customers
  • Customer Retention Rate – The percentage of customers who extend their services or make new purchases from the firm during a specific term compared to the total number of current clients during the similar term
  • Customer Churn Rate – The percentage of customers who choose not to extend their subscription in a defined term compared to the number of clients whose subscriptions expire during the similar term
  • Lifetime Customer Value – The net profit acquired from one client over the lifetime relationship with the firm/service/product.
  • Rewards Break Rate – The percentage of accumulated premiums that are not redeemed by members of the client incentive program compared to the number of accumulated premiums available
  • Rewards Accrual Rate – The value ($US) of premiums accumulated by the typical client divided by the overall purchase amount of the typical client during the similar term, as percentage
  • Cancellation Rate – The percentage of customer incentive program members who terminate their subscription during a specified term compared to the number of clients in the program during the similar term
  • Rewards Attainability – The percentage of reward program members who redeem the accumulated premium points/credits during a specified term compared to the number of members who have premium points/credits to redeem during the similar term

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Returns & Warranty

  • Returned Product Transportation Cost – The total expenses for shipping of merchandise sent back by clients during a specified term divided by the number of merchandise return deliveries during the same term
  • Percentage of Invalid Claims – The percentage of claims presented are void compared to the total number of claims received

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  • Warranty Cost as a Percentage of Revenue – The percentage of total expenses ($US) acquired through warranty-related returns and service concerns compared to the gross profit
  • Warranty Claims as a Percentage of COGS – The percentage of total expenses ($US) in handling warranty claims compared to the total cost of goods sold (COGS)
  • Daily Customer Returns – The average number of returned products received per day and handled by the returns supervision team

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Customer Service

  • Complaint Resolution Time
  • Customer Complaints Log

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  • Customer Satisfaction, Delight & Service Recovery
  • Handling Difficult Customer Situations – Can handle difficult customer situations. Remains calm, composed, and professional while interacting with angry/rude customers. Is able to assure customers of solutions. All reasonable customers generally calm down and are leave satisfied and assured.
  • Quality of Written Communication

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Incident Management

The incident management team deals with customer concerns escalated from the call center and calls for further steps toward resolution.

Related: Incident Manager, Incident Management Specialist, Incident Analyst, Incident Response Manager, Escalation Manager, Customer Service Manager

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  • Percentage of Accounts Past Due – The percentage of customer accounts handled by the firm that are overdue and demands requisition efforts compared to the
  • Average Age (Delinquent Accounts) – The average amount of days overdue for a single account handled by the customer support or collections team
  • Incidents per Account – The total number of customer events (inquiry, service issues, etc) divided by the number of client accounts handled
  • Cost per Incident – The total cost for the incident management group divided by the overall number of incidents handled
  • Average Handle Time – The average amount of time needed to manage one inbound call, including post-call tasks
  • Average Complaints per Day – The average number of grievances received from customers by the customer support agent
  • Complaint Escalation Rate – The percentage of technical or product complaint calls that are submitted from customer support agents to administrators/managers for settlement compared to the total number of complaint calls

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Client Service

  • Maintain consistent data in Smart Office – Maintain contact, activity, investment, insurance policy and other data in Smart Office consistently and according to Team standards.
  • Meet with clients at least annually – Meet with (Advisor Associate and Financial Advisor) or facilitate meeting (Practice Manager) with all clients at least annually.

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  • Overall client service – Rate overall client service. Provide examples, ideas for improvement and other comments.
  • Present a positive, professional and cheerful manner – Present a positive, professional and cheerful manner to clients in all interactions.
  • Respond to clients’ needs – Communicate clearly with clients that you value their business and meet their needs. Respond to the client within 24 hours with how and when the client’s needs will be resolved. If you don’t know the answer, communicate clearly about when you will provide a response.
  • Use of Smart Office – Use Smart Office system appropriately and according to Team standards to log all interactions with clients, contacts, and service providers.

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Customer Retention Objectives

Customer retention objectives or KPIs are designed to measure the organization’s capacity to retain customers over the long-term and generate new revenue from these long-term clients. Customer retention strategies are the most important strategies a company has to get right: the higher this metric, the greater its income generation abilities.

  • Reduce customer churn – Customer churn is defined as the percentage of your customers who have stopped buying your products or services over time. This KPI measures and tracks the customer churn percentage. And it is calculated by dividing the number of customers lost by the total number of customers for the specified period.
  • Reduce the revenue churn rate – The revenue churn rate is the percentage of revenue the company has lost from existing customers over time. The revenue churn rate is a significant indicator of customer health and satisfaction. The lower the churn rate, the more satisfied the organization’s customers.

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  • Improve the existing customer revenue growth rate – The existing customer revenue growth rate measures the company’s existing customer base’s income growth rate. This existing customer base provides the company with significant potential for value creation. Current customers are already loyal to the company’s brand; thus, it is much easier to encourage repeat sales than convert new customers.
  • Improve the repeat purchase ratio – The repeat purchase ratio is a useful indicator of customer loyalty. It is used by marketing and sales teams to assess team performance and the impact of the customer retention strategy. The higher the repeat purchase ratio is, the more successful the company’s customer retention strategy.
  • Reduce the product return rate – The product return rate measures and tracks the ratio of total products sold versus the number of returned products. The higher this rate, the higher the chance of customer and revenue churn. The lower this ratio, the greater the chance of repeat purchases from existing customers.
  • Reduce the Days Sales Outstanding (DSO) – The Days Sales Outstanding (DSO) KPI measures the average number of days that customer receivables remain outstanding before they are collected. The DSO demonstrates how well your company’s accounts receivables or debtors accounts are managed. It shows how committed customers are to keeping a positive working relationship with your company.
  • Net Promoter Score – The Net Promoter Score quantitatively measures the overall general customer satisfaction and loyalty to your brand. This rating demonstrates the extent to which your customers are content and willing to refer your products or services to other potential clients.
  • Reduce the time between purchases – The time taken between purchases demonstrates the time it takes for an average customer to buy from you again. The shorter the time, the better as it proves how happy customers are with your products or services, reducing their willingness to purchase from your competitors.
  • Improve the loyal customer rate – The loyal customer rate measures the number of customers who have purchased your products more than once over time. Since your most loyal customers buy from you the most, this metric identifies the percentage of your customer base that is loyal to your brand.
  • Increase the Customer Lifetime Value – The Customer Lifetime Value KPI is defined as the total revenue earned from a customer over the entire period of their relationship with the company. It costs less to retain an existing customer than to acquire new customers. Improving this metric’s value is a great way to drive business growth.

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Customer Satisfaction Objectives

Customer Satisfaction Key Performance Objectives measure the company’s customer service levels. Customers are the lifeblood of a company, and post-purchase customer service is one of the least emphasized aspects of a successful organization, to the cost of the organization. Satisfied customers are loyal customers with high repurchase statistics.

  • Improve customer waiting time – The customer waiting time is the length of time a customer is put on hold during a support call. Two-thirds of customers feel that being put on hold for less than one minute is too long. Customers will perceive that they have experienced poor service if left waiting too long.
  • Improve customer greetings – The way employees greet clients is a core part of excellent customer service. This KPI measures the following: Agents should speak clearly, introduce the company and themselves, and make the caller feel valued. It’s essential to define a flexible script adaptable to various situations to assist customer service agents.

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  • Improve product or service knowledge – Customer service agents should have an excellent working knowledge of products and services that the company offers. They will create a poor image of the company if their product knowledge is not first-class. Poor scores in this area demonstrate a need for more regular training.
  • Improve agents’ problem-solving skills – Problem-solving skills are defined as the ability to determine the source of a problem and find an effective solution to the problem. This KPI measures whether agents can use their initiative to solve customer problems. Customers what their issues, identified, diagnosed, and instantly fixed.
  • Improve customer handover rates – The customer handover rate is the number of times a customer is passed from agent to agent. If one agent can’t solve a problem, it is wise to hand the customer over. However, the caller must not be bounced from agent to agent. This is poor customer service.
  • Improve the minutes per call metric – The minutes per call metric measures the number of minutes an agent takes to solve a call. Calls must be answered, and problems resolved as efficiently as possible. The more calls agents get through, the more customers they can help.
  • Improve customer complaints per call – The customer complaints per call KPI is designed to measure the number of complaints an agent receives during a call. Customers should have no reason to criticize an agent during a call. Complaints happen. By using speech analytics software to analyze the conversation, you can provide an effective solution.
  • Improve the abandoned call rate – The abandoned call rate is a fundamental part of evaluating customer service agents’ performance. Clients who spend too long waiting for help may abandon the call and move to a competitor instead. This metric helps determine whether the agent-to-call ratio is too low for management to improve the agent-to-call rate.
  • Improve the ratio of submitted tickets solved – The ratio of submitted tickets solved is the number of tickets logged or submitted that are solved. If this number is low, you must find ways to boost productivity, provide more knowledge and tools, or expand your customer service team.
  • Improve the success rate of calls – The success rate of calls is the number of customer service calls that are successfully solved. This ratio is an essential component of evaluating customer service performance. Agents must solve all problems. This metric will determine how successful your customer service center is and where more attention is needed.
  • The agent’s tone and language – Customer service agents are expected to be polite and well-mannered, and they are also expected to be patient, knowledgeable, and kind. Customers are more likely to accept a negative outcome if the agent is understanding. Customers will accept delays in answering the query if the agents phrase the delay positively.
  • Increase cross-selling opportunities – Cross-selling is a sales technique that encourages customers to purchase similar products to what’s already been bought. A vital part of the customer service performance evaluation is measuring whether agents seize cross-selling opportunities when they arise or not. Missed cross-selling opportunities could result in failing to answer the customers’ requirements.
  • Calls answered over time – Calls answered overtime are defined as the number of calls that agents are attending to overtime. For example, this metric measures how many call agents are getting through in an hour. This ratio measures both the agents’ productivity levels and the employee to the number of calls ratio.
  • Immediate responses versus queued calls – The immediate responses versus queued calls ratio measures how many calls are answered immediately versus the number of calls that end up in the automated queuing system. Although, getting through to an agent may be rare, the more customers that reach an agent immediately, the better the perceived customer experience.
  • The response to training – The response to training measures the extent to which agents integrate their knowledge gained through coaching and training into their daily customer interactions. This metric measures how effective your learning management is, and identifies which agents need additional training.
  • Customer satisfaction by end of the call – The customer satisfaction by end of call metric measures how many customers are satisfied by the end of their interaction with the company’s agents. Customer satisfaction is the goal.
  • External, industry benchmarks – External benchmarking is the method that gathers and analyzes details of your competitors to provide an understanding of where your brand is in relation to its competition. For this metric to add value, it is essential to identify businesses that are close competitors; otherwise, there cannot be an apples-to-apples comparison.
  • Brand attributes – Brand attributes measure whether your brand’s voice or your target audience’s perception of you and your brand are the same, especially with what they expect from the brand. When your company’s and your customers’ perceptions of your attributes align, you’re more likely to keep customers happy and returning for more.

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Helpdesk Objectives

Helpdesk objectives are Key Performance Indicators centered around your business’s customer service and customer support activities. If you manage or own a customer helpdesk organization, your business’s core efficiencies are based around these helpdesk objectives. And they are designed to ensure optimal functioning through the measurement of these core efficiencies.

  • Improve the clarity of the helpdesk objectives – By working with these helpdesk objectives, you’ll gain a clear understanding, or clarity, of how and where to improve your customer service and customer support activity performance. If some of your call center agents are underperforming, you’ll be able to solve the issues by offering support, training, and motivation.
  • Improve service center agent accountability – This accountability metric ensures that agents are held responsible for their performance, responsibilities, and duties in the key customer-facing areas. Precise, digestible data in the form of a customer service report will provide the evidence for and against agent accountability levels, forcing everyone to be held accountable for their actions.

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  • Improve customer engagement levels – Customer engagement is defined as all of the interactions between your business and your customers. In order to ensure positive customer relationships, it is essential to improve customer engagement levels. This will guarantee a positive impact on your brand’s voice and authority, as well as your overall customer-facing performance levels.
  • Loyalty – Both customer loyalty and support staff loyalty are essential elements of a successful business. If your support staff are happy, motivated, and engaged, their reliability and performance will increase. If your customers are satisfied with the level of service you offer them, your chances of repeat custom will improve exponentially.
  • Improve the first response rate – The first response rate or time (FRT) is the average time an agent takes to respond to a customer query. This is the first step in finding a solution to the client’s question; a response is vital for customer satisfaction. The lower the FRT, the higher the customer satisfaction levels.
  • Improve customer satisfaction levels – Customer satisfaction is defined as how satisfied your customers are with the service they receive from your customer support staff. Happy and satisfied customers will remain loyal to your brand, while dissatisfied customers will move away from your brand and into your competitor’s arms.
  • Improve the rate of resolution – The rate of resolution is defined as the rate at which your customer support agents resolve and close support tickets. Customer satisfaction is directly and heavily correlated to the rate at which support queries are resolved, especially within the first exchange between the agent and the client.
  • Improve agent utilization rates – Maintaining an optimal agent utilization rate is critical to providing a happy, healthy work environment. Too few agents employed in relation to the number of support tickets received results in unhappy clients, unhappy customers, increased customer churn rates, and high agent turnover rates. Happy agents equal satisfied clients.
  • Improve the cost per ticket – The cost per ticket is a measure of how effective your customer support center is. It is calculated by dividing the total monthly operating expense by the number of support tickets handled for the month. It is also a useful way to measure the efficiency of the processes and agents.
  • Wait time – The wait time is the length of time it takes for a query to be resolved after the first exchange. A long wait time translates into poor customer support, which increases the customer churn rate. It is essential to keep the wait time to the minimum to ensure satisfied customers.
  • Improve the ticket churn KPI – Customer support ticket churn or backlog is the number of unresolved or open tickets left in the system. A high number of unsolved tickets could indicate a systemic problem. Or, it could just be procedural oversight. This metric helps management determine whether there is a systemic issue or procedural oversight.
  • Improve the new ticket KPI – The new ticket KPI measures the volume of new or incoming customer support tickets. A ticket creation report shows you the volume of requests your support team is handling per day, week, or month; enabling you to plan staffing requirements to meet the growing number of customer support queries.
  • Improve the ticket volume by support channel – The ticket support volume by channel is the number of support tickets resolved as received by the different contact channels such as phone, chat, web form, via email, or even the social network channels. All of the support tickets received via each channel must receive the same attention.
  • Increase the number of support tickets closed or solved – The number of support tickets closed or solved translates into the amount of customer support queries successfully handled. In a healthy support desk system, your new and resolved ticket trend lines should be parallel. By studying these metrics, you can determine if your team is consistently behind or not.
  • Improve the ticket backlog – The ticket backlog determines how effectively the customer support department is managing its ticket workload. A lower backlog number is better than a higher backlog metric. One of the most important things helpdesk managers care about is the backlog in their support queue. Too many requests will build a backlog.
  • Improve the predicted ticket backlog – Looking at your predicted backlog can help you prepare for the future by forecasting the number of support tickets that must be handled by the support staff. Planning for the expected increase or decrease of upcoming support request volume will help streamline your department and increase its productivity and efficiencies.
  • Improve customer satisfaction ratings – Customer satisfaction is a measurement that determines how satisfied consumers are with the company’s customer service levels. This is an essential metric to measure as unhappy customers will not purchase the company’s products or services. This metric is useful to determine whether there are problems with your customer support organization.
  • Individual performance – The individual performance metric identifies and monitors which customer support agents are top performers and which agents need additional training. Tracking this metric is also useful to see which agents are ready to take on more challenging roles and which employees might require additional training and resources.
  • Improve the knowledge sharing function – Every customer service agent needs to have easy access to a comprehensive, robust, and well-maintained knowledge base. It is essential to ensure the knowledge base’s continued value. This repository must be monitored and updated, including the frequent reviewing of the creation of quality new and relevant content.
  • Improve agent satisfaction levels – Satisfied employees are productive employees. Therefore, it is necessary to monitor the well-being or happiness of your customer service staff. Management should track and monitor agent turnover and attendance rates, agent satisfaction vs. customer satisfaction, and the average number of calls per agent. These metrics will show employee satisfaction levels.

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Problem management objectives

Problem management objectives (KPIs) are designed to minimize the adverse impacts of incidents and difficulties on the business organization caused by failures within the organization’s IT infrastructure.

  • Number of problems registered – The number of problems registered KPI measures the number of problems officially registered by the problem management team during a specified time frame.
  • Number of problems solved – The total number of problems solved KPI measures the total number of issues resolved within a given time frame.

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  • Number and percentage of problems with root cause identified – The number and percentage of problems with root cause identified KPI measures the number of registered problems that have had their root cause identified. The higher this metric, the quicker the problems are likely to be resolved.
  • Number and percentage of problems with workaround available – The number and percentage of problems with workaround available KPI measures the number of issues that can be resolved without delay because there is an available workaround. Technicians do not have to wait for new hardware to arrive or software patches to be installed.
  • Average age of a problem, per business impact – The average age of a problem, per business impact KPI measures how long a problem has existed without being resolved. This metric drills down to the business impact level, where it tracks the average age of the problem that affects a specific organizational area.
  • Percentage of incidents related to (caused by) problems in relation to all incidents in a particular time period – The percentage of incidents related to (caused by) problems in relation to all incidents in a particular time measures the rate of incidents caused by a specific, unresolved problem over time. Unresolved issues result in hindered business processes that affect business operations so that the company will lose money.
  • Update frequency of open problems – The update frequency KPI measures the number of updates problem analysts provide management over time. Not all companies can afford to employ problem analysts; thus, the focus has to be on the quality of the analysis performed. It is essential to keep track of the problem’s progress via scheduled updates.
  • Average time to diagnose – The average time to diagnose KPI measures the average time takes to diagnose a problem and pinpoint its root cause over time. It also measures the average time it takes to isolate the errors caused by this problem.
  • Average time to fix – The average time to fix the metric measures the average time to implement the chosen solution to a diagnosed problem.
  • Number of new problems – The number of new problems KPI measures the total number of problems recorded in a specified time period.
  • The average cost to solve a problem – The average cost to solve a problem KPI measures the average monies that a company has to pay every time the same problem reoccurs over time. If the same issue is repaired x times, the average cost is the sum of the repair bills divided by the number of repairs.
  • The ratio of the number of incidents versus the number of problems – The ratio of the number of incidents versus the number of problems KPI measures the percentage of the total number of incidents caused by the total number of problems.
  • The number of business disruptions caused by problems – The number of business disruptions caused by problems metric measures the amount of IT services downtime as a result of the problems. If this number is small, it demonstrates the IT technicians’ high level of experience and capabilities within the organization.
  • Average problem closure duration – The average problem closure duration metric measures the average time between the registration of a problem and its closure due to its resolution.

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Customer Success Objectives

Customer success has a compounding effect on your new and existing sales and revenue. The customer success team’s goal is to retain existing customers, keep existing clients active and productive, and grow recurring revenue. Customer success objectives (KPIs) are designed to track and measure key customer success efficiencies.

  • Improve portfolio growth – The portfolio growth KPI measures the increase in the number of new clients in the customer success manager’s portfolio. The greater the number of new clients, the higher the chance of receiving recurring revenue over time.
  • Improve the Monthly Recurring Revenue (MRR) rate – The Monthly Recurring Revenue (MRR) rate is defined as the total value of predictable revenue that the company can expect monthly. The MRR KPI tracks and measures this rate over time. It tracks monthly recurring revenue figures and provides insight into the month-to-month differences in the recurring revenue.

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  • Improve the account retention rate – The account retention rate KPI measures the number of accounts retained in a customer success manager’s portfolio over time. The higher this number, the greater the chance of increasing recurring revenue streams.
  • Improve referrals – The number of referrals metric measures and tracks the number of word of mouth referrals and other promotional activities such as reviews and case studies over time. The higher the number of referrals, the greater the chance of accruing new customers.
  • Increase in product adoption – The increase in product adoption KPI measures the number of users who use more of the product’s features over time and how often they use the product. The more product features clients use, and the frequency with which they use this product, the greater the chance of increasing revenue streams.
  • Lower the number of support tickets – The lower the number of support tickets KPI measures the number of user support tickets that a customer success team receives over time. Users who have been onboarded correctly will require less customer support. A reduced number of support tickets means that the customer success team is doing its job.
  • Faster onboarding – The faster onboarding KPI measures how quickly new customers are onboarded. Customers onboarded quickly will start to use the product earlier, achieve their desired outcomes faster, and will be able to get to their ROI more quickly.
  • Improve the number of monthly onboarding – The number of monthly onboarding KPI measures the number of customers successfully onboarded each month. The greater the number of customers successfully onboarded each month, the higher the financial returns.
  • Improve the customer health mix – The customer health mix KPI measures and tracks the percentage of customers who have Good/Average/Poor account health. The aim is to decrease the number of “not-good” customers and increase the number of customers with “good” account health.
  • Improve product stickiness – The product stickiness KPI measures the number of customers who spend more time and use multiple features of your product. The greater the value of this metric, the stickier and more successful your product is.
  • Improve expansion revenue – The expansion revenue KPI measures the percentage of new revenue that is coming from existing customers. It demonstrates how well your customer success team can get existing customers to stay and grow with the product.
  • Improve customer satisfaction – The customer satisfaction KPI measures how satisfied or happy customers are with the product. The higher their satisfaction levels, the greater the chance of existing customers staying and growing with the product.
  • Qualitative customer feedback – The qualitative customer feedback KPI measures and tracks how customers feel about your product. It is essential to monitor their feedback. What are they saying about you and the service you provide? What do they like and not like about their connection to the company?
  • Reduce customer churn rate – The customer churn rate KPI measures the number of customers who cancel their subscriptions and stop using the product. This metric is calculated both per team and individual customer support representative. A rep who maintains a healthy customer-rep relationship is likely to have a lower churn rate, and vice versa.
  • Increase the Customer Lifetime Value – The Customer Lifetime Value metric is the total revenue earned from a customer over the entire period of their relationship with the company. It costs less to retain an existing customer than to acquire new customers.

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Customer Experience Objectives

The customer experience Objectives (KPIs) track and measure customer satisfaction and customer loyalty metrics over time. Loyal and satisfied customers will continue to support your brand by purchasing products or services; thereby, driving up your company’s sales figures and increasing its bottom line.

  • Improve marketing campaign effectiveness – The marketing campaign effectiveness KPI is defined as the return on investment (ROI) derived from a marketing campaign initiative. It aims to help you evaluate your company’s overall growth rate: the higher this number, the greater the chance of increased sales figures.
  • Improve direct traffic – The direct traffic KPI is the result of any interaction identified explicitly to a specific marketing activity intended to drive traffic to the company’s online (or land-based) presence. This KPI measures the direct traffic generated from the specified action. Direct traffic generates opportunities for future growth.

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  • Improve the pages per visit – The pages per visit KPI measures and tracks the amount of time your visitors spend on your website. This is an indicator that your content is relevant and engaging, ensuring that visitors don’t lose interest and learn more about your brand and its products, answering the site’s CTA (Call-To-Action).
  • Improve the Customer Acquisition Rate – The Customer Acquisition Rate measures the percentage of prospects or visitors to the brand’s website, who convert into customers. This rate is calculated by dividing the number of new customers by the total number of prospects. The lower this rate, the greater the ROI from your marketing and sales campaigns.
  • Improve the conversion rate – The conversion rate KPI measures and tracks the percentage of visitors to the brand’s online or brick-and-mortar presence, who convert into loyal customers. Increased conversion rates translate into the fact that more prospects are moving along the sales funnel motivated by the positive customer experience.
  • Reduce the cart abandonment rate – The cart abandonment rate measures the rate at which the eCommerce shopping cart is abandoned before the sale is completed. The low cart abandonment rates indicate a well thought out user experience, driving repeat customer purchases, and increased sales.
  • Improve the customer churn rate – The customer churn rate is the percentage rate at which customers stop subscribing to a service over time. Reducing churn rates is essential to expand your client base and increase revenue streams. Low churn rates reveal satisfaction with your company’s customer service levels.
  • Improve the Net Promoter Score (NPS) – The Net Promoter Score (NPS) measures how your customers feel about your brand. The lower the score, the worse your clients feel about your brand, the less the chance of retaining customers. The higher the score, the greater the probability of customer loyalty, repeat purchases, and improved sales figures.
  • Improve the Customer Satisfaction Score (CSAT) – The Customer Satisfaction Score (CSAT) is a key measurement of a customer’s satisfaction with a brand’s products or services. High satisfaction scores illustrate a customer-centric culture and show that your brand has met or surpassed your customers’ expectations across all aspects of your brand’s customer experience strategies.
  • Improve the Average Resolution Time – The average resolution time points to the average time it takes for a customer support agent to resolve an issue and close the support ticket. This metric directly relates to customer satisfaction, and it illustrates your customer support team’s efficiency.
  • Improve the multichannel touchpoints – The multichannel touchpoints KPI measures how effective the customer-facing touchpoints are. A touchpoint is when the brand comes into contact with the customer. Multichannel touchpoints are various ways these two elements make contact with each other; the more successful the touchpoints, the greater the chance to drive up sales numbers.
  • Improve the Customer Effort Score (CES) – The Customer Effort Score (CES) measures the effort a customer expends interacting with the brand’s online presence. This KPI demonstrates the user experience success rate. It should be quick and easy to find relevant information on the company’s online presence to encourage customer loyalty and drive up sales numbers.
  • Improve the brand mentions – The brand mentions KPI measures the number of times your brand is mentioned on social media. These mentions will either be positive or negative. Keeping track of the number of social media mentions and the types of statements made is a great way to evaluate customer experience.
  • Improve the self-service rate – The self-service rate KPI measures the percentage of customers who would prefer to solving their challenges themselves versus the number of people who need to talk to an agent. Self-service channels include community forums, FAQs, step-by-step how-to guides, and social media pages.
  • Improve the Average Handle Time – The Average Handle Time is the average time it takes to handle customer service phone calls, chats, emails, or other interactions. Customers expect high service levels and a quick and suitable resolution to their queries. The lower the Average Handle Time, the greater the customer satisfaction metrics.
  • Increase the time on Site – The amount of time spent on the brand’s website is an excellent customer experience measure; the higher the customer engagement metrics, the greater the chance of a successful purchase per customer.

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Customer service KPIs or Key Performance Indicators for customer service play an integral role in the organization’s ability to acquire, manage, and retain customers. Without efficient and customer-centric customer service, the organization will not meet its sales figures, nor will it grow. Therefore, key areas that must be measured are aspects like customer satisfaction levels, call center effectiveness like first contact resolution rate, cost per call, and average hold time and average resolution time. Also, customer account and customer relationship management are equally critical.

Real-time KPI management allows the organization to stop negative patterns from becoming the norm.

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