Open Customer Metrics Framework
Guiding, Not Grading

Webinar: March 22nd, 2016
www.OCMFgroup.org
Open Customer Metrics Framework
V1, Spring 2016

\ˈkle-vər\ A knowledge lever that empowers, enables, grows exponentially in value

Contributors
JPC Group

Cinda Daly
Adam Krob
Phil Verghis

Hiren Dalal

Paul Lyons

Mark ArnoldDavid Babb

John Custy

Karen LimAl Hahn
Mary Schmidt

Rick Joslin

Paul Esch

Judith Platz
John Ragsdale

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The latest version of the Open Customer Metrics Framework is at:
www.OCMFgroup.org

Agenda• Background• Framework and 5 Categories• Attribution/How to Get Involved

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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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Background• 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 key elementsthat are important.
– is fair enough so that people at every level believe they
can affect the measures.
– facilitates an environment of learning and dialogue – notof control and compliance.
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Background• 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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The latest version of the Open Customer Metrics Framework is at:
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High Level Metrics

CategoryDefinitionFocus

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 just
cost

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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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. Asmeasures become more valid and reliable, they become metrics.
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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 byEmployees acceptedEmerging Measure:• Trend of Serviceability Suggestions made byEmployees

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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• Klever’s Law: Customer Time to Value = Time to
Value (before sale) + Time to Value (after sale) + Timeto Smile (after interruption)• Time to Smile is the total elapsed time between
when a customer has their ability to use theproduct/service interrupted to the time they got
back to a happy state.

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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
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The latest version of the Open Customer Metrics Framework is at:
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Tips for Executive• Level Zero Solvabletake the actual words your customers use when they contact you
and use these as search terms on your online website to see whatpercentage of solutions could have been solved by your customers
if this information was available online.
• Time to Publish
How fast it takes to go from known internally to available externally.
(Think minutes, not weeks.)• Collaboration Effort Score
gives you a sense of how easy or difficult it is for teams to interact
across groups.
• % of knowledge-driven suggestions that are acceptedcloses loop between actionable information from knowledge
articles and your doing something about it.
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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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Working Definition
Measures Rationalization Project: Take aninventory of what you currently are measuring(and why), what you do with it and then see
how to make a transition to the measures in theOpen Customer Metrics Framework.

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Attribution/How to Get Involved• This and subsequent versions are available for anyone to use,
modify and build on with a Creative Commons AttributionShareAlike 4.0 International License as long as you respect thecopyright and always point back to the source(www.ocmfgroup.org) for the latest version.
• Join Linked In Group (Measures, Metrics, Madness)• Encourage your vendors to participate• Find more resources online www.ocmfgroup.org

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Thanks & Q/Awww.OCMFgroup.org

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The latest version of the Open Customer Metrics Framework is at:
www.OCMFgroup.org