Open Customer Metrics Framework
Guiding, Not Grading

The latest version will always be available at:www.OCMFgroup.org

Open Customer Metrics Framework
V1, Spring 2016

\ˈkle-vər\ A knowledge lever that empowers, enables, grows exponentially in valueOverview• Audience/Purpose• How to use this• How to cite
• How to help

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• Measurements are a way of communicating
what is important to the organization.
• A good measurement system– is simple enough to focus attention on a few keyelements that are important– is fair enough so that people at every level believe
they can affect the measures.
– facilitates an environment of learning anddialogue – not of control and compliance.
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The latest version of the Open Customer Metrics Framework is at:
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Background• There is no standard way for Customer
Support/Service leaders to report on what wemeasure. Even worse, we measure too muchand much of what we measure isn’t relevant.
• The team at Klever was working on thisproblem for a while and decided there wasgreat value to creating an open standard that
we can all benefit from. This is v1 of thatcollaboration.
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The latest version of the Open Customer Metrics Framework is at:
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Attributions/Endorsements• No endorsements implied or otherwise• This and subsequent versions are available foranyone to use, modify and build on with aCreative Commons Attribution-ShareAlike 4.0
International License as long as you respect thecopyright and always point back to the source(www.ocmfgroup.org) for the latest version.
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The latest version of the Open Customer Metrics Framework is at:
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Observations• Five categories of measures, and within that,suggested measures for executives andsuggested measures for managers.
• Balance between listening to our Customers,
Employees and the Business, and applying
what we learn.
• Framework, adjust according to your needs.
• Working definitions, not looking for precision.
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Observations• The two most difficult transitions for mostexecutives will be– Moving from measurements as a means of‘control and compliance’ to ‘listening and learning’– Letting go of measures you have historically reliedon and starting to capture and use harder-tomeasure categories like Knowledge/Collaboration
and Acceleration.
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High Level MetricsCategory

Definition

Focus

Customer

How well are we meetingthe needs of customers?

20%

The reason we exist

Employee

How well are we meetingthe needs of employees?

20%

Knowledge workers needmeaningful work

How well are we meetingthe needs of the business?
Knowledge/ How well are we capturing
Collaboration and re-using what wealready know in ourecosystem?
Acceleration What is the rate ofprogress against projects
that will transform ourbusiness?

30%

Expanding the focus outside justcost

20%

60 – 90% of what we do has been
done before

10%

In a highly interrupt-driven
environment, how do we ensure
we make progress on the‘important’ not just the ‘urgent’.

BusinessRationale

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Working Definition & Tip• Focus percentage is the default suggestion forpercentage of focus we expect an executive
would spend on a particular category ofmeasures.
• Tip: Explain the context and intent of measures
so people can understand what you are trying toaccomplish.
• More tips online.
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Customer Category (20%)
Measures for executives

Measures for managers

Options for relationship component include:• Net Promoter Score*• Secure Customer Index*** Servicemark of Bain & Company, Satmetrix Systems, Inc. & Fred Reichheld** Copyright of Burke

Options for transactional component include:• Customer Satisfaction score(all teams)• Customer Effort Score 2.0*
* Copyright of CEBEmerging Measure:• % of Serviceability Suggestions made byCustomers Accepted

Options for transactional component include:• Customer Satisfaction score (your team)• First Contact Resolutionor• First Day Closure
Emerging Measure:• Trend of Serviceability Suggestions madeby Customers

Note: Emerging measures may not initially be highly valid or reliable, but are relevant. As
measures become more valid and reliable, they become metrics.
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Working Definition & Tips
• Serviceability Suggestions are service-relatedsuggestion from customers or employees.
Tips:• First Contact Resolution (and First Day Closure) ishighly correlated with Customer Satisfaction, andit is something your managers can impact, so thatis why it is included in the manager side.
• Start collecting and acting on service-relatedsuggestions from your customers.
• More tips online.
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The latest version of the Open Customer Metrics Framework is at:
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Employee Category (20%)
Measures for executives

Measures for managers

Options for relationship component include:• Employee Engagement (all teams)

Options for relationship component include:• Employee Engagement for team

Options for transactional component include:• Employee Satisfaction (all teams)• Employee Turnover (all teams)

Options for transactional component include:• Employee Satisfaction for team
• Employee Turnover for team
• Time to Proficiency for team

Emerging Measure:• % of Serviceability Suggestions made by
Employees accepted

Emerging Measure:• Trend of Serviceability Suggestions made by
Employees

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Working Definitions & Tips
Working Definitions:• Employee Engagement is a periodic survey that measures how emotionallyconnected an employee is to the organization. There are a number of commercial
options that your HR team may have already engaged with, or you can create yourown as many organizations have done.
•Employee Satisfaction is a periodic survey that measures how happy an employee
is with their current job and conditions.

•% of Serviceability Suggestions from Employees Accepted are the suggestions
from your employees that are accepted (implemented) as a percentage of thosethat were submitted.

•Time to Proficiency is a measure of how quickly a new team member is ‘proficient’in their job or how quickly an existing team member learns a new skill.

•More tips online.
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Business Category (30%)
Measures for executives

Measures for managers

Options include:• Profit Margin of Service Revenueor• Service Revenue per Support Employee• Support Revenue Growth• % Variance against Budget Forecast
One of:• Support Cost as a % of Revenue• Support FTE as a % of Company FTE• Warranty Costs as a % of Sales

Options include:• Case Load per Support Employee byProduct or Service• Revenue per Support Employee by Productor Service

Advanced Emerging Measure:• Klever’s Law: Customer Time to Value

Advanced Emerging Measure:• Time to Smile

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Working Definitions & Tips
Working Definitions:• Klever’s Law: Customer Time to Value = Time to Value (before sale) +Time to Value (after sale) + Time to Smile (after interruption)• Time to Smile is the total elapsed time between when a customer has
their ability to use the product/service interrupted to the time they got
back to a happy state.
Rationale:• Leading Support organizations have realized that we have fixated on costand efficiency at the expense of a superior customer (and employee)
experience. This is one category where we should pull back on some ofwhat we currently measure and report on, to free up mindshare to think
about and act on some of the other categories of measures.

• More tips online.
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The latest version of the Open Customer Metrics Framework is at:
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Knowledge/Collaboration Category (20%)
Measures for executives

Measures for managers

Options include:• Level Zero Solvable• Time to Publish• Ratio of New to Known Incidents being
handled by the Support organization

Options include:• Attach Rate
• Level Zero Solvable• Reuse Rate
• Participation Ratio• Article Quality Index

Emerging Measures:• Collaboration Effort Score (all teams)• % of Knowledge-driven Suggestions that are
Accepted

Emerging Measures:• Collaboration Effort Score (for team)• Trend of Knowledge-driven Suggestions
madeYou must include this full text in any citation:
The latest version of the Open Customer Metrics Framework is at:
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Working Definitions & Tips
Working Definitions:• Level Zero Solvable
The percent of incidents resolved by the Support organization that could have been resolved by thecustomer using self-service.
• Time to Publish‘Publish most of what you know, quickly, to your customers and it will dramatically improvecustomer success with self-service.’• Ratio of new to known incidents being handled by the support organization• Attach Rate
‘How many incidents have at least one knowledge article attached to it’• Participation Ratio• Article Quality Index• Collaboration Effort Score
This is an emerging measure that is best handled by a survey question.
Something like “Department X makes it easy for me to collaborate with them.”• Knowledge-driven suggestions are suggestions for improvement that are made by analyzing thedata from your knowledge articles.
•More tips online.
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The latest version of the Open Customer Metrics Framework is at:
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Acceleration Category (20%)
Measures for executives

Measures for managers

Options:• Measures Rationalization Project• Think through how to engage withemployees and include their input into
decision making• Knowledge Management• Bringing down Time to Smile by 50%

Options:• Adoption/communication/training/me
asuring the results or impacts of theprojects• % of Projects completed on time
• % of Projects completed within budget

Rationale:
In the interrupt-driven world of customer support, we rarely have the luxuryof uninterrupted time to make big improvements. In order to do that, wehave to slow down and think, try intelligent experiments and adopt alearning loop that allows us to make significant improvement in outcomes.

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The latest version of the Open Customer Metrics Framework is at:
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Working Definition & Tips
Measures Rationalization Project: Take an inventory of what youcurrently are measuring (and why), what you do with it and then see
how to make a transition to the measures in the Open Customer
Metrics Framework.
Tips:• Focus on the long term view -- which may be as long as a multi-year
goal -- while delivering value each quarter.
• Make sure you get top management sponsorship and communicate
early and often to ensure that they still support the project.
• As you choose which Acceleration projects to start with, consider
the capacity of your team/organization to do the work that isneeded, and the capacity of the organization to adopt the changes.
More tips online.

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The latest version of the Open Customer Metrics Framework is at:
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Resources• Open Customer Metrics Framework Grouponline (www.OCMFgroup.org)• Has a list of online and updated resources

What to do next
• Feel free to share this within your organization• Ask your CRM vendor to participate in thestandards and make it part of their software• Find more resources online:
www.ocmfgroup.org

You must include this full text in any citation:
The latest version of the Open Customer Metrics Framework is at:
www.OCMFgroup.org