CX Measurements Part 3

Let us Continue With What We Discussed in this important subject.

3- Outcome Metrics: The Insight That Predicts Business Results

Outcome metrics indicate what customers intend to do—or did—after interacting with your company. These indicators enable you to link a customer's impression, such as satisfaction with a shopping journey, to a business outcome, such as receiving another purchase from the same customer. Outcome metrics are classified into two types: self-reported data on customer intended behavior and historical data on customer actual behavior.

A- intended behavior

Ask customers to forecast what they will do in the future. The Net Promoter Score (NPS) is by far the most widely used metric of this sort. NPS is based on customer replies to the following question: "How likely are you to recommend our company to a friend or colleague?" Many businesses use NPS outcome measurements and perception metrics, presuming that people who want to recommend them have a positive experience, which is realistic most of the time.

B- Actual customer behavior

is an equal reality, unlike planned behavior, which is dependent on what people believe they would do. For instance, with planned behavior, customers may declare they plan to buy from you again. But will they? And if they do, when? And how much will they spend?

If you just have data on desired behavior and want to build a business case that shows ROI from incremental purchases, you have to make assumptions about the answers to all of those questions and defend those assumptions if challenged. If that bothers you, one option is to seek out analytics on what customers really did, when they did it, and how.

You can get data on actual customer behavior in the same manner you do for descriptive metrics. In both scenarios, you utilize analytics tools to extract data from internal systems such as contact center logs and CRM databases. In both circumstances, customer information must be precisely matched to survey respondents. Otherwise, you won't be able to establish a consistent chain of cause and effect. Making that match is simple if you know who you're surveying, as you will if you contact a particular customer by phone or email.

When you combine these measurements—the perception metrics and the result metrics—you will discover how the customer perceived a relationship, what transpired during the contact, and the business effect of the interaction. This will allow you to identify problems to fix or growth opportunities, create clear business cases that get organizational support, and drive continuous progress over time.

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