Developing a Customer Experience Dashboard

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We recently made some observations in an online forum regarding the development of CX Dashboards, so thought we would share them via the blog as well:

Getting CX Dashboards right can be difficult and it can be easy to end up with a mess. In our experience, there are some general principles that we find generally work:

  1. Use a combination of perception-based & performance-based metrics – Perception-based can include NPS, CSAT, CES, however can also include metrics such as Brand Health, if measured. With performance-based you have to be very selective and ensure that you only measure things that customers care about, e.g. in a call centre customers would care about ASA, but not necessarily ACD.
  2. Make the Dashboard relevant to the journey – There are various metrics that can be applied to the journey, so you might want to split the dashboard down by ‘stages’ of the journey/ lifecycle. For example, maybe retention/ churn is more relevant towards the end of the journey (although ‘early churn’ might be included at the selling stages of the journey)
  3. If you’re going to turn metrics into targets, proceed with caution – Turning metrics into targets can be dangerous, especially if they are given straight to the front-line, as it can drive negative behaviours that are counterproductive to good CX. Targets, if set, should be given to management and management need to interpret how to resolve the issue rather than just passing the targets over to their frontline team.
  4. Get buy-in – The CX Dashboard can be a great way of getting the business to share a unified vision and get functional areas of the business to jointly own customer issues, so you need to work with all areas of the business when defining it. If done well, it can act as the customer quadrant of a Balanced Scorecard. If senior teams buy into the CX Dashboard being the customer quadrant of the Balanced Scorecard, then it will be easier for the rest of the business to buy into the CX Dashboard approach.
  5. Journey-based vs. Functional – Some people within your business may argue that they would like the data split by function rather than stages of the journey. Personally I would caution against this, but if the business insists, then you can cut the data in both ways. If you are going to do it by function, you need to indicate the metrics that are shared and/ or duplicated by function.

Hope these observations are useful. Good luck! :)

Republished with author's permission from original post.

Ian Williams
A customer experience specialist who works with organisations that understand that by placing customer value at the heart of the business' operations, they not only deliver enhanced customer experiences; but also discover the secret to driving improved business profitability. Has worked with organisations such as TalkTalk, Prudential, Mercedes-Benz Financial Services & E.ON.

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