Katerina Vinokhodova

CSI indicators

Your customer support team has KPIs: you count initial response time, the number of completed tickets, make sure that at least 80% of problems are resolved the first time and don't violate SLAs.
You are satisfied with the indicators, and the boss doesn't ask questions, but deep down there are doubts: is everything so good with our support? Do these beautiful numbers confirm that customers are happy with our work?
You decide to add qualitative to the quantitative indicators and introduce a new indicator — CSI (customer satisfaction index) or NPS (net promoter score, a way of measuring customer loyalty).

Simply put, now you ask the customer to evaluate the response of the support employee, so that you know for sure what you are doing correctly, and where you have a hole.
The day after you launch the surveys, you open the report:
Yay! You smile and are about to send a screenshot to your colleagues to prove that your department is not idle, but is doing a great job.

Stop! In fact, these numbers may be deceiving you, and the work with the customer reviews has just begun.

I will tell you what results you can trust and what to do with them next for the benefit of customers and the company (and your salary).
At first glance, we should only care about the percentage of good ratings. But let's take a closer look. How many customers rated the employees' responses?
1. Count the number of ratings
This is the opinion of only 2% of our clients. We still don't know what the other 98% think, so the joy is premature and our indicator doesn't say anything yet.

First of all, try to get as many customers as possible to rate you. This way you will get a more accurate result, even if the final figure is unpleasant.

We considered that when we were thinking of a way to request customer evaluations in UseDesk.

There was an option to send a request to evaluate support in a separate email, but the client can send it to spam without looking at it, ignore it, or forget what the issue was.

When leaving a rating right after the fact, the client will be more honest. There is a risk that their emotions will be stirred up and the client will be merciless if the employee's advice didn't please them, but you will get feedback. If the survey is delayed, the client will simply forget and you will never know that you have a problem.
500 answers total
without evaluation
Therefore, we add a link to the rating directly in the response. Here's what the client gets:
Try different texts and formatting before linking to the rating, and determine in which case customers pay more attention to the survey.

Aim to get assessments from at least 25% of your clients for a result that you can trust.
Bad ratings are not a reason to beat up on your team. First of all, they're a gift.

If you are criticized, be happy; now that you understand what you are doing wrong, there is a chance to fix the problem and get a super-grateful customer. It's hard to believe that a customer who just cursed you in a comment would recommend your company to friends. But in fact, at least half of your customers are willing to stay yours if you respond to the negative and solve the problem.

2. React to everything
Feedback always helps people to understand each other and become closer, whether it is a relationship between a husband and wife, or a company and a client. A person needs to be listened to, accepted, and helped.

«y leaving a review, the client not only releases steam, but also begins negotiations, expecting that you will discuss what happened and find a solution that will satisfy everyone.

Respond to all bad customer ratings. If the customer didn't leave a comment, ask what's wrong. Don't reply formally, "We're sorry, we'll figure it out." Not just any response is good; such boilerplate only irritates. First figure it out, then answer. An immediate empty response isn't as good as a delayed response that's right to the point.

With poor ratings, it is easier to understand that the client is openly dissatisfied. However, a "Normal" rating can hide a selfish person who is never satisfied, or a frustrated modest client who was embarrassed to put a bad rating.

In the comments to "Normal" ratings, you will find useful tips that help improve the service and pay attention to small things that you didn't know were important.
Janelle Barlow and Claus Møller talk about the philosophy of dealing with customer claims in the book A Complaint is a Gift. If you want a step-by-step guide on how to handle complaints and apply this formula to your company, be sure to read it.
Answer when you are thanked and praised along with a good rating. This can be a simple "Thank you for the high rating, this is the best motivation for us! :)" Everyone loves reciprocity, and clients will be pleased when their "smile" returns to them..
Сomments on estimates in Usedesk
Let the customer know that you have received their rating and are ready make it "Excellent"





Too bad you don't work at night. You have to think about customers in other time zones.

I couldn't get through to you on the phone. Only I could get a normal answer in the mail.

Plus, they answered very quickly, minus no individual approach. Could have made an exception for me, since I'm a regular customer

it's embarrassing to have to register to send you a request first. Is there any way you can do this without registering?
Examine the low ratings inside and out: what the error is, why it happened, and how to prevent it. Maybe the employee didn't follow what was written in the procedure manual, or the manual is written incorrectly.

Add the ratings to Excel, and add comments to each query, the type of error, and the result of working on the errors.

3. Analyze the reasons of fail
Senior managers or experienced agents can receive this report if there is no assigned quality control person. Each bad rating is reviewed with an employee, and gaps in knowledge and training are investigated.

In addition to employee errors, the problem may be in the procedures themselves or response templates.

We have provided filters by tags so that you can check the quality of responses for each topic. Knowing the potentially painful topics that cause clients the most questions and complaints, you will be able to prepare detailed answers in advance.

In the online store Tables and Chairs, refunds that clients didn't receive were the subject of 80% of the bad ratings. Customers complained that the money did not arrive to their card on time, and received this non-response:
The refund is completed, but the time depends on your bank. Please contact them for more information
Example of a table for working with ratings; click to view it closer
Of course, customers were not satisfied with this responsibility shifting, so they wrote again, demanding to confirm the refund, to speed things up, because the bank did not have any money.

It was enough to add a detailed comment to the template:
The refund is completed, but the time depends on your bank. Please contact them for more information.
Unfortunately, the refund period may be extended in some cases, since there are several participants in the chain:

1. The acquiring bank sends the refund to your bank in a request via a payment system,
2. The payment system distributes requests to banks,
3. Your issuing bank receives the request and deposits the money in your account.

A delay may occur at every stage, but it is enough to contact the bank and tell them that you are waiting for a refund. Usually, banks can speed up the deposit period in this case.

As a confirmation of the refund, we're sending you a certificate with the return data for the bank and a seal, so that you can be sure that the refund has been sent.

You can attach this certificate when you send an email to your bank.
Please contact us if you still have questions or need further clarification, and we will try to help..
This answer does not raise questions and the client is more likely to be grateful for the explanation and specific instructions.

Customer ratings will become a litmus test that shows how important other KPIs are. Perhaps you were wrong to force employees to respond immediately and try to reduce the initial response time.

See how speed affects how long customers are willing to wait without lowering their rating, and where the critical point is. This will help you justify your new KPIs and avoid wasting your team's energy.
Ratings help you adjust procedures and find the best response.
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