How can you track the most important metrics in product support?

Initial Reaction Time (FRT): How to Track: Put in place a ticketing system that records the moment a consumer asks a question and the moment that answer is provided. Why It Matters: First response time (FRT) gauges how soon your support staff answers a fresh request for assistance. Customer satisfaction can increase with a reduced FRT.

Coletar feedbacks dos clientes atendidos e não menos importante que isso, coletar o feedback dos agentes que atuam no suporte, considerando que eles é quem vão representar a empresa junto ao cliente e sentir o grau de aceitação.

Organization should define CSAT feedback basis product usage and customer expectations. Industry benchmarking method is best way to define CSAT surveys. Further, organisation can define survey basis their internal Goals. Internal team or outsourced calling agency can lead surveys. Product feedback should be defined basis various features functionality and customers overall feel after usage of product after 3 months, 6 months and 12 months period. Face to face surveys are best ways to get customer feedback on product quality. Sales feedback surveys should be based on customer experience at various touch points in journey from booking to pre sales and post sales process.

CSAT is a very important support metric because it's important for businesses not to assume everything is perfect. Tracking CSAT can provide invaluable insights that can help businesses understand where they are, what is important to the customers, and also validate the effort of the support team It is very easy to measure and track. It's important to not just collect CSAT but to act on it and close the loop.

Tracking CSAT is more then calculating the positive feedbacks out of the overall number of responses. Tracking CSAT, is all about to avoid the DSAT's (Dissatisfied Customer's Feedback) and to work on the areas of improvement. DSAT can be based on an individual's performance however Product, Policy or Process related concerns also plays a huge part to increase the DSAT surveys

Average Time of Handling (AHT): How to Track: To keep track of how long it takes to resolve issues, use the time-tracking features in your customer support software. Why It Matters: AHT aids in resource planning and evaluates the effectiveness of your support staff.

First response time is not just a metric; it's a critical component in delivering exceptional support. Here are a few reasons why monitoring and optimizing first response time is crucial in the realm of tech support: - Meeting Customer Expectations - Meeting SLA/Adherence - Issue Resolution Speed - Customer Satisfaction - Mitigating frustration - Enhanced Communication - Preventing Escalations - Operational efficiency

First response reflects organization readiness to support. It's reflecting the company ability to develop their resources and simplified their internal processes. They key of this process is communication flow, how then the company simplified it and put urgency of how to handle customer complaints. By implementing digitalization in communication can be significantly improve your communication methods, but deeply the change management mindset is a must when you want the organization to have instant response related with product support or customer support.

When it comes to support, speed matters. In my experience, tracking how quickly you respond is crucial. One thing I've found helpful is setting clear expectations and ensuring your team has the tools to meet them. It's about being swift without sacrificing quality.

Ways to see what your customers think: * Check with your IT dept. to see if there's any helpdesk tickets regarding your company's services * See what the turnaround time is to resolve the issue.

Having a seamless workflow with a customer obsessive behaviour is key to work on a problem. Meeting the SLA is important to drive customer satisfaction on product support.

Communication is the key to keeping confidence. Resolution time is important, but letting someone know progress and intentions can often ease how critical resolution time is. Not all things can be resolved instantly but presenting what needs to happen can make a longer resolution time acceptable.

Resolution time is what matters to the customers the most and hence, has to be tracked at a minute level. For this reason, resolution times should be tracked and reported at individual issue category level to maintain focus on them and impact of the various actions taken. Tracking should be automated as far as possible based on case/ticket updates from the customer and the support associates to ensure data integrity. Analysis of these actions, their impact and the final resolution time across various cases/tickets allows pattern study and course altering actions.

NPS, or net promoter score, is: How to Track: Ask consumers via NPS surveys how likely they are to suggest your good or service regularly. Why It Matters: Net Promoter Score (NPS) is a measure of customer loyalty and a forecaster of company expansion.

Elevate product support metrics by viewing Resolution Time (RT) not just as an efficiency measure but as a customer satisfaction influencer. Invest in quality, documentation, and training for a holistic approach.

To ensure FCR is measured in a fair and more accurate manner, repeat contacts within 48 hours following the initial contact are generally excluded. High FCR rate translates into more satisfied customers, driving loyalty to the organisation / brand. To achieve this, the organisation needs to ensure: - the support personnel are properly trained and empowered - the appropriate tools are provided, and - the appropriate processes are in place and communicated A higher FCR contributes to the contact center's efficiency and ultimately, profitability.

Rate of Resolution: How to Track: Examine support tickets to find out what proportion of problems are fixed within the initial contact versus those that need to be followed up on. Why It Matters: A high-resolution rate shows that the support staff is doing a good job of resolving issues.

In my experience, customers also play a vital role in ensuring their issues get resolved at first contact. To improve the team's performance, it is important to look at the data and understand the major causes of why first contact resolution (FCR) wasn't achieved. For example, at one of my previous workplaces I had noticed that my team wasn’t meeting the mandated 80% FCR rate. After a deep dive, I had realized that Incomplete/misleading information provided by customers in tickets was a major cause. We revamped the ticket creation process for customers to address this issue and improve the FCR rate.

FCR is a key indicator of support effectiveness. Resolving issues on the first contact not only satisfies customers but also optimizes support resources and reduces operational costs.

For tools, you can build ticketing. For communication, you can establish UI in our team handheld. But most problems that occurred, are people mindset and especially employee engagement to the company. They can't be the company value if your employee don't have good engagement with the company. Don't have enough knowledge and also enough communication skills. Improve your tools, simplified your process, but the key for this measurement is our people mindset.

In my experience, the ultimate question is, "Would you recommend us?" Tracking the Net Promoter Score gives you a pulse on customer loyalty. One thing I've found helpful is understanding the reasons behind the scores. It's like getting valuable insights rather than just a number.

* If your product or service is really helping your client. Ask them for a referral. * If your company's tech support team is great in solving issues and in a timely manner. Your clients would be able to recommend you their customers as well.

NPS is a blunt tool and ultimately useless if your product is uncompetitive in the market place. Goodwill does not trump good pricing. However, it remains a useful quick and dirty indicator of 'proclaimed loyalty'. I much prefer to see clients as advocates, so happy that they become your ambassadors in the marketplace.

Another relevant metric to monitor, but in my experience loyalty will go beyond the promoting/demoting perspective only, therefore NPS is in general not sufficient alone.

In my experience it is quite difficult to identify loyal customers because people tend not to speak up when they are satisfied. Dissatisfied customers, on the other hand, are usually quite noisy, and also very useful for evaluating services.

Rate of Escalation: How to Track: Count how many problems require escalation to a higher level of help. Why It Matters: A high rate of escalation could indicate inadequate training or more complicated product problems.

Support cost per customer is a metric that measures the total cost incurred by a business to provide customer support services to each customer. This metric is calculated by dividing the total support costs by the number of customers served during a specific time period. A high support cost per customer indicates inefficiencies in the support process, which may require optimization to improve customer satisfaction and reduce costs. Factors that contribute to high support costs include long resolution times, high ticket volume, and high agent turnover rates.

Just to add... if you have up to 20% of escalation to higher support then your support team needs training which is very important. Escalations should not be more than 2% which means less than 1 in 50 cases. And if you have above 5% with product defect and unresolved issues due to outright no solutions then there is something wrong with the product generally. Because 1 in 20 is a high number for a consumer ready product.

Support cost (if you/your orgs builds the product) as an overall measure is not valuable (bar for stockholders and the CFO) Key is breaking it down on a component & suppory team level. At the component-level (thing volumes, labor mins per incident etc)the engineering teams can understand how the product works (erhm fails to work) when troubleshooting it. This further enables cross-charging to individual product teams. At the team level, especially for large enterprise support organizations, you can use the numbers to assess the effectiveness of the team (remember, some teams might be below par = opportunity to spread that knowledge) & assign component labor hours responsibilities to senior engineers (career growth)

Los coste de servicio por cliente se deben considerar varias aristas como son la calidad del servicio, la preparación y profesionalismo de los técnicos, la calidad de los equipos y herramientas usadas, coste de las refacciones de ser el caso y la adecuación a la capacidad de pago de pendiendo del cliente

CSAT and SLA are no doubt crucial support metrics, but they’re also standard and fairly out of the box. The most powerful story support can tell is the customer experience with your product. A solid support manager (and/or team) should know the product well enough to know what custom metadata can be used to glean additional insights about product enhancements. The overall cost of your support team can tell you about your product market fit. The data tells this story well but it needs a good storyteller.

Before tracking the metrics, it's very important to understand your customers needs, what success looks like for them, and where you are as a team. It's futile tracking metrics that does not align with your customers needs or industry realities. You should also have the competencies and personnel required to achieve the metrics.

In our experience a great role played an internal quality score. It is a good balancing factor for first reply time, number of ticket solved and CSAT. You are able to make sure that people follow important internal processes, the tone of voice is aligned across the brand, and last but not least, track training opportunities for the team. Which then helps them give better service, better solutions.

Customer perspective is the most important aspect of customer service. It's essential to understand the customer's emotional state, and empathize with them to make them feel valued. This will help us build trust and rapport with the customer, and reassure them that we are dedicated to resolving their issue. We should avoid making assumptions about the customer's situation as it can lead to misunderstanding their needs and providing them with an incorrect solution. When customers feel heard and understood, they are less likely to become frustrated or angry, which helps prevent any further escalation and keep the situation calm.

In my experience an important metric to track would be what is failing on the customers equipment. This would help determine if there is a pattern of high failure rates on certain parts of the product. Quality and reliability is important for customer satisfaction and retention.