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 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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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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