In the previous parts, we discussed the composition of a CX index and we have, among other things, insisted on the need to personalize it to the realities of the organization via a clever combination of quantitative (quantified) evaluation criteria and other qualitative (according to an assessment scale).
We also concluded that we could go much further than a simple quantified measurement and that it was possible for us to further refine our analysis to greater transparency and for decision-making and implementation of much more effective corrective measures.
Let’s illustrate this with a realistic example
In order to do so, I strongly suggest that you consult the previous parts in order to optimize your “reader experience”...
A given company has three (3) departments directly involved in the customer service and which therefore contribute to the quality of their experience. The following table summarizes the main tasks carried out by each department and therefore the criteria on which they are evaluated.
Note the following elements and the fact that there are at least three (3) ways to read this table:
- The first and simplest is the overall performance of the company (calculation of an overall CX index, including all elements of the table)
- In a vertical manner: For each activity (department), the tasks and criteria considered are numbered according to their order of occurrence (from V1 to V4 for the Sales department, from I1 to I6 for the Installation service, and from R1 to R6 for the Repair service)
- In a horizontal way: Rows correspond to similar shared tasks or criteria by at least two activities and which are called transversal skills.
| SALES DEPARTMENT (V) | INSTALLATION SERVICE (I) | REPAIR SERVICE (R) |
| --- | I1. Contact for appointment confirmation | R1. Contact for appointment confirmation |
| --- | I2. Respect the date/time of the appointment | R2. Respect the date/time of the appointment |
| V1. Quality of reception (in person / phone) | I3. Quality of interaction with the customer | R3. Quality of interaction with the customer |
| V2. Waiting period | I4. Duration of the intervention | R4. Duration of the intervention |
| --- | I5. Technical quality of the installation | R5. Technical quality of the repair |
| V3. Uniform and appearance | I6. Uniform and appearance | R6. Uniform and appearance |
| V4. Verification reminder (quality assurance) | --- | --- |
Suppose a customer experience audit would have yielded the following results for a given period (each criterion being evaluated for example from 0 to 5, 5 being the positive mark maximum):
| SALES DEPARTMENT (V) | INSTALLATION SERVICE (I) | REPAIR SERVICE (R) |
| --- | I1. (2) | R1. (3) |
| --- | I2. (4) | R2. (4) |
| V1. (4) | I3. (4) | R3. (5) |
| V2. (3) | I4. (2) | R4. (5) |
| --- | I5. (2) | R5. (5) |
| V3. (4) | I6. (4) | R6. (3) |
| V4. (2) | --- | --- |
We notice that we have a variety of levels of analyses, and therefore a richness of unsuspected information.
Remember the formula for calculating a CX index:
| CX index = | ( Number of points obtained / Maximum number of points possible ) x 100% |
And let's assume for the purposes of our example that this company has set itself the standard level of 80% as a minimum threshold of acceptable quality for a customer experience.
Let's now look at the different levels of analysis and the strategic implications of each:
First level of analysis: overall CX
We have 16 criteria, at 5 points each maximum, and therefore an overall maximum score of 80 points. The evaluation of the company on these 16 criteria resulted in 58 points.
Overall CX Index = (58 / 80) x 100% = 72.5%
It is obvious that the overall CX index (72.5%), i.e. including all facets of the customer journey at this company is 7.5 percentage points lower than expectations and set quality standards (80%).
Unfortunately, the first reflex, quite natural it must be said, is to act on the lowest rated criteria, where we believe the problem lies. For example, in our case, the 3 critera with a score lower than 3 out of 5:
- V4: Verification reminder (quality assurance) at the Sales level
- I1: Contact for confirmation of appointment at the Installation level, and
- I5: Perception of the technical quality of the installation
Worse, we hastily conclude that the major problem in terms of customer experience resides at the installation level!
A CX index can hide many others!
But this is obviously a hasty and rather myopic reaction because we are in presence of trees that hide a very vast forest! We will have to refine the analysis!
In the last part of this series we will focus on customer experience and the richness of an analysis of transversal CX indices (with reduction of silos) and the need to go beyond appearances by carrying out more in-depth analyses.
ostafa El Adraoui
June 2023