If you think that Customer Effort only measures “how much,” you will be pleasantly surprised to find that that’s only scraping the surface of the customer experience insights you can uncover.
We spoke with Forrester analyst Maxie Schmidt-Subramanian to find out what she’s learned regarding Effort’s impact on the customer experience. Although measuring Effort can yield significant improvements in CX, most companies are still relying on post-call surveys as their primary Effort measurement tool, rather than taking advantage of advanced analytics approaches for stronger and more actionable results.
Check out our Q&A with Schmidt-Subramanian to get the answers to questions such as why CX leaders should measure Customer Effort, how asking customers to rate their Effort level can be misleading, why surveys are becoming ineffective measurement tools for Effort and what CX leaders can do to collect more accurate Effort data.
All CX leaders who are ready to discuss the future of customer effort measurement and how to utilize predictive analytics like the Tethr Effort Index should review this insightful Q&A. Discover how to eliminate sources of customer effort that lead to churn and find better ways to drive more actionable insights into the customer experience.
Assuming a company can surface effort drivers in other data sources, what should they do with that data?
What is especially invaluable is that the data highlights what caused bad effort or when customers perceived bad effort.
Organizations can use that data to create customized trainings for frontline employees. If organizations can identify effort drivers that are in the control of the agent, they can share that data with employees in near real time. That enables employees to either improve CX on the fly or to engage in quick self-directed microlearning to eradicate the issue.
Do you know which alternatives to surveys you should use to identify and measure sources of effort? Are you curious about interaction data? This Q&A addresses these questions along with others important to just how customer-centric a company really is.
The more detailed metrics on effort are, the better. Organizations with a strong customer-centric culture use metrics and the insights behind them to ensure that every employee is performing their job to the best of their ability. When metrics don’t have an actionable course, managers resort to using them to incentivize their teams using tactics such as defaulting to management by numbers. This creates a negative employee and customers experience.
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