Ron's article on
Service Metrics. Read on...
The purpose of this building block is to drive new actions that
create and deliver greater service value. This purpose is perfectly
aligned with our definition of service as taking action to create value
for someone else.
Your actions can generate positive results in many different areas:
performance, profitability, market share, reputation, customer loyalty,
employee engagement, and more. Understanding the data can help you track
progress, identify trends, and provide a baseline for future
improvement. The right measures will also help you catch problems early
and avoid pitfalls before they happen.
Service Measures and Metrics are most effective when they help you
prioritize what’s most important. What new commitments should you make?
What new actions should you take? What can you do next, or do right now,
to increase satisfaction, secure future business, or generate greater
loyalty for your organization? If your current measures and methods of
reporting do not achieve these goals, then it is time to review and
revise.
Don’t let your Service Measures and Metrics become disconnected from
the practical levers of power. Collecting data and crunching numbers can
easily become a separate function or a department, fueled by the urge
to gather even more data and encouraged by the suppliers of surveys,
facilitators of focus groups, and purveyors of mystery shopping. I am
not against any of these practices; they all have their time, place, and
function—so long as they lead you to new action.
Make sure the people on your team know what you are measuring and
why. Be sure they understand which numbers you are tracking, and which
needle you want them to move every day.