29 Experts Discuss Important Customer Service Metrics to Track

Many people don’t understand the importance of customer service metrics. Consider that 78% of customers will do business with you again after a mistake if you have excellent customer service.

Unfortunately, while most companies obsessively track sales and marketing numbers, they completely overlook customer service metrics—and miss out on the insights they can learn about customer service, customer satisfaction, and brand loyalty.

The main challenge is knowing which metrics to track. So, to help you out, we talked to leading customer service experts to discover what metrics they track and why.

Here are the 15 most important customer service metrics:

1. Customer Satisfaction Score (CSAT)

CSAT (Customer Satisfaction) is a popular key performance indicator that enables you to track how satisfied your customers are with your products and services.

You can conduct surveys with multiple-choice questions and allow people to rate different aspects of your products, services, and customer support. As far as customer service metrics go, CSATs are perhaps the most important one to track.

How to calculate it:

Send a survey to your customers asking them to rate their experience on a number scale (such as 1-10).

Then, to calculate the average CSAT, you can use the following formula:

Average CSAT = total combined value of all CSAT ratings / # of customer ratings

What it tells you:

The CSAT tells you how happy customers are with your company. It also provides some insight into what you could do better. For instance, if you receive a six or lower CSAT from a customer, you can ask additional questions to identify specific issues to address.

Be sure to focus on the aspects of customer service that your team can control. For example, you may receive negative feedback because of pricing or something out of your hands, like an unreasonable request to change something. Don’t take this personally. Simply move on to other feedback that is actionable.

2. Ticket Volume

Ticket volume is the number of open customer requests, cases, or inquiries in your support inbox. As it’s one of the critical customer service support metrics, ticket volume should be visible on your customer service dashboard at all times.

How to calculate it:

You can calculate your current ticket volume by logging into the software you use to track support tickets. It can also be helpful to calculate ticket volumes over specific periods to derive an average.

What it tells you:

By performing data analysis on your ticket volume, you can identify trends and may be able to predict spikes in customer inquiries. For instance, you might project more queries in the run-up to a new product launch or during a seasonal sales campaign. By leveraging data analytics, you can prepare by staffing more agents or developing a more robust FAQ section on your website.

When changing your product features, you can measure the rise or fall of ticket volume to determine if the changes to your product made your customer experience easier or more difficult. In the end, your ticket volume tells you if you are moving in the right direction by reducing support issues and queries over time.

3. Unresolved Tickets

Unresolved tickets, or ticket backlog, is the number of outstanding support tickets that have yet to be resolved. Ticket backlog is among the leading customer service metrics for a simple reason: the more unresolved tickets you have, the more unhappy customers you have.

How to calculate it:

Count the number of tickets in your queue that are not yet resolved. For deeper insights, compare the number of unresolved tickets to the total number of tickets you received during a specific period, such as the month of December.

What it tells you:

Unresolved Tickets tell you how much work your customer support team has ahead of them. This metric also helps you understand how well or how quickly your team is resolving issues. With these insights, you may determine that you need to improve training, staff more agents at specific times, or hire more people to address the outstanding issues.

4. Case types and topics

You can classify customer service issues by case types and topics, which refer to the nature of your customer support tickets. For instance, you may have case types such as refunds, product quality, or website navigation questions.

By keeping a record of all the case types and topics, you can understand which elements of your products, services, and customer service are working well—and which areas need improvement.

How to calculate it:

To calculate case types and topics, use tags within the program you use to track customer inquiries and support tickets, such as your customer relationship management (CRM) platform or email provider.

You can sort and filter inquiries by individual tags to view the source of the most common requests or complaints.

If your software does not automatically allow you to view the total number of tags for a chosen topic, then upload the tags manually into a spreadsheet. Just remember to update the spreadsheet and review the totals periodically.

What it tells you:

By tracking the nature of your support cases, you can glean insights into recurring issues. If specific topics are tagged often, you should identify ways to reduce confusion or improve the quality of the customer experience around these aspects of your business.

5. Issue Resolution Rate

The issue resolution rate tells you the percentage of total inquiries that your team has resolved. Failing to solve customers’ problems is not a good look for your brand and could damage customer trust. Therefore, consider this rate as one of your essential customer service metrics.

How to calculate it:

You can calculate the Issue Resolution Rate with the following formula:

IRR = # of issues resolved / total # of issues generated

What it tells you:

Knowing the ratio that your team resolves customer issues is vital, as it tells you how efficient your team is at handling customer concerns. Over time, a rising issue resolution rate is a sign your customer service is getting stronger.

6. First Response Time (FRT)

The FRT is the time it takes between a customer making an inquiry and a support agent first responding. First impressions matter, which makes this metric one worth tracking.

Customers want to know that their issue is being worked on right away. Even sending a quick email to let customers know you received their inquiry is a step in the right direction, which can boost customer satisfaction.

How to calculate it:

Calculate the number of minutes between the time the customer sent their inquiry and the time your team sent its first response.

What it tells you:

The FRT gives you a good indication of how well your support team is staffed or how efficiently they are working.

A short FRT means that your team is not too overloaded. You should implement automated responses whenever possible to reduce the FRT and put customers at ease. Automation can also indirectly boost other customer service metrics.

7. First Touch Resolution Rate

The first touch resolution rate tells you the percentage of inquiries that are entirely resolved on the first engagement. Also known as the first contact resolution rate, this metric is a crucial barometer to gauge team productivity and customer satisfaction.

How to calculate it:

You can calculate the First Touch Resolution Rate with the following formula:

FTRR = # of issues that are resolved on first contact/total # of issues generated

What it tells you:

A high first touch resolution rate indicates that you are efficient and clear with your communication. A low first touch resolution rate means that you should refine your response messages to provide more helpful guidance.

Not every issue can be resolved with one touch, but there are “low hanging fruit” scenarios where a prolonged back-and-forth is not necessary to solve the issue.

8. Average Resolution Time

The average resolution time is the median amount of time a business takes to resolve a customer’s issue completely. This metric has a massive influence on customer satisfaction.

As a result, it’s often smarter to focus more on faster resolutions and worry less about quick replies.

How to calculate it:

You can calculate the Average Resolution Time with the following formula:

ART = total time to resolve all issues/total # of issues resolved

What it tells you:

Average resolution time can tell you if you are solving customer’s issues within your target timeline. Keep in mind that certain situations can create outliers that impact this metric, such as a computer error, website crash, or if a customer service agent was out of the office.

9. Average Handle Time (AHT)

The average handle time (AHT) is a commonly used metric for call centers, which represents the average length of a phone call with a customer. 66% of people still use the phone to resolve service issues, making AHT one of the most crucial customer service metrics.

How to calculate it:

You can determine handle time for individual inquiries by tracking the time that elapses from the moment an agent answers the phone until they resolve the issue—including all the post-call tasks they undertake.

To calculate AHT, use the following formula:

AHT = (total talk time + total hold time + total time spent on post-call tasks) / total number of calls

What it tells you:

Shorter handle times mean your team is more efficient at resolving issues, and therefore, you are saving time and money. A higher AHT is a sign that you need to address issues, such as poor productivity, inadequate training, or a complex or confusing issue resolution process that contains unnecessary steps.

10. Customer Contact Rate

Customer contact rate is the percentage of customers who make support requests within a given period, like per month or year. As your company improves its services and online channels, including website features, copywriting, bug fixes, and product design, this rate should fall.

How to calculate it:

You can calculate CRR with the following formula:

CRR = # of customer support inquiries in a specified period / # of paid orders within the same period

What it tells you:

A low customer contact rate means you probably have an easy-to-use purchasing funnel or a well-designed product. A high rate tells you there is room to create more self-help resources or ensure that there are ongoing issues with your products, services, and services or the customer experience as a whole.

11. Escalation Requests

The escalation requests metric is a measure of the number of times customers ask to escalate an issue—or speak to a higher authority within the company than the current customer service agent. It’s important to track these incidents to understand customer sentiment and also the efficacy of your support team members.

How to calculate it:

Log any time that an escalation request occurs. You can then use filters on your tracking software to view the total number of escalation requests within a defined period, such as per month, quarter, or annum.

What it tells you:

A high level of escalation requests can indicate that your customers are not happy with your service. It might also suggest that your frontline support agents need more tools or training to resolve issues without escalation.

12. Net Promoter Score (NPS)

The NPS is an indication of how likely your customers are to recommend your product or service to others. A high NPS is important in generating word-of-mouth marketing and strengthening your brand reputation.

How to calculate it:

Survey customers and ask them how likely they are to recommend your company on a scale from one to ten. After you gather all data points, you can classify customers by their responses as follows:

• 9-10 - Promoter
• 7-8 - Passive
• 0-6 - Detractor

Then, you can calculate your NPS for a defined period by using the following formula:

NPS = Percent of Promoters - Percent of Detractors

What it tells you:

A low NPS is a big problem that signifies critical mistakes in your customer service or other aspects of your business. Consider sending follow-up surveys to detractors to identify the exact issues your company needs to improve.

13. Conversation Ratings

Conversation ratings are a type of customer service metric that assigns a satisfaction rating to each customer resolution. The higher the rating, the better your team handled the customer’s inquiry regarding speed, service level, and helpfulness.

Low ratings could be a symptom of an underlying problem such as your agent’s demeanor or another aspect of your customer experience, which may be causing friction or stirring up resentment for the customer.

How to calculate it:

How to measure conversation ratings is pretty straightforward. Once you close a customer ticket, send a quick email asking the customer to rate the conversation with your team on a scale from one to ten.

What it tells you:

There are various factors in any conversation with a customer. When they provide a low conversation rating, you need to dig deeper. You may need to increase response time, reduce the number of back and forth messages, or ask better questions to resolve their problems.

14. Customer Retention Rate

The CRR represents how many of your customers you are retaining over a given period. It is one of the most vital customer service metrics to track because low retention rates lead to more time and effort to acquire additional customers. Higher retention rates reduce your customer acquisition costs.

How to calculate it:

You can calculate the CRR with the following formula:

CRR = (# of total customers at the end of a period) - (# of new customer acquisitions during that same period) / ((# of customers at the beginning of that period) x 100)

What it tells you:

If your CRR is falling over time, it means that you aren’t meeting your customers’ needs. They are either choosing to do without any product in your category or going to a competitor. You need to evaluate whether this is due to customer service, price, or other factors.

15. Upsell and Cross-Sell Frequencies

Upsell and cross-sell frequencies are customer support metrics that tell you how often customers purchase a higher-tier version of your product (upsell) or a complementary product (cross-sell).

How to calculate it:

You can calculate upsell frequencies with the following formula:

Upsell Frequency = # of customers who purchase an upsell / # of paying customers

You can calculate cross-sell Frequencies with the following formula:

Cross-sell Frequency = # of customers who purchase a cross-sell / # of paying customers

What it tells you:

If you are up-selling and cross-selling frequently, it likely means your service department is excelling at identifying product-market fit. Not only are your support teams doing a great job of making customers happy, but your customers like and trust you enough to make further purchases after their initial buy.

If these metrics are lagging, you must develop a stronger understanding of what your customers truly need and offer product recommendations that align with their interests.

Which Customer Service Metrics Are You Tracking?

Customer service is the lifeblood of any business nowadays. Amid intense competition and similar products, an excellent customer experience is often what sets a successful company apart from the competition.

The customer service performance metrics here are the most commonly-tracked KPIs, but you should not use just one alone—it’s essential to track several and consider them in relation to one another. With this approach, you get a holistic view of your customer experience, your customer service standards and identify where improvements are required.

Joran Hofman

Hofman | Head of Customer Success

At Leadfeeder, we often look at the ‘outcome’ metric first, where for customer support the most important one is conversation ratings. We want to ensure that our clients get the answers they’re looking for within their ideal time frame. To keep the ratings high, we also look at the input metrics, which are; median response time, median first response time, median time to close, and the number of conversations and replies.

Karen Orford

ECAL.com | Global Head of Customer Success

If it exists we measure it, because as the saying goes, if you can’t measure it then you can’t improve it. NPS is our most important metric.

Rebekah Dotty

Donorbox | Head of Customer Support

We track a few metrics, but here are the top 2 that matters us the most.

1. CSAT:

A CSAT score indicates the average percentage of customers who reached out to us, that were satisfied with our help in a particular period of time.

It’s good to review this at least every week (not longer than that, so we can act quickly to address a bad customer experience.

Customers that respond with a bad score can actually be a good opportunity to see what we can be doing better. But also bear in mind that a bad CSAT score doesn’t necessarily mean we did something wrong. Many people rate badly for things like we didn’t grant them their (unreasonable) request, or perhaps they asked us for something that is beyond our control.

It’s not necessarily our fault; they’re just upset. We focus on the areas we can improve and we don’t take the rest personally. :)

1. First Response Time (FRT):

The time it takes us to first respond to a customer is incredibly crucial. Customers really appreciate a real person getting back to them quickly to at least acknowledge the problem and assure them that we’re working on it.

In fact, customers often still give good CSAT ratings even if their problem can’t be solved, for the mere fact that we responded quickly. Fast FRT minimizes how long a customer spends in uncertainty and frustration. A fast FRT is also a good indication that our team is not overloaded to the point where tickets start backing up.

Aiza Coronado

CaaSocio | Co-Founder and Copy Strategist

We track the upsells and the repeat projects that we have with clients. When this happens, this means that we got the job done as promised and they are happy with our service.

Petra Odak

Better Proposals | CMO

We track two which are really important to us: 1. first response time - how much time it takes for someone in customer support to respond to a request. With every day, we aim to reduce this number as much as possible. Right now, our first response time is under 15 minutes, which is a great result for a company with customers all over the globe, but we are always looking for ways to improve. We measure this metric every month. 2. Net promoter score - this is the overall measure of the happiness of our customers with our product and offer. This is measured every 2-3 months.

Andy Crestodina

Orbit Media Studios | Co-founder / CMO

NPS…

Project complete! Wait two weeks then call the client for a brief interview. The final question is the “how likely would you be to refer us to a friend” question. We’re measuring net promoter score. We look for insights immediately (what could we improve?) and we report on it in the all company meeting quarterly (how are we doing as a team?).

When we get a 10 and the client says all kind of nice things about us, we ask for permission to use their words in a testimonial. There’s also a gentle reminder that we’re always grateful for referrals. In these two small ways, this process aligns with lead generation best practices. It’s key to our growth.

Jeffrey Kagan

Nifty | Chief Revenue Officer

We track NPS and do monthly survey with our new paying customer base. A paying client of ours usual fills out this survey once a year and it has been very helpful with shaping our product roadmap. Our clients also receive a coffee on us for there time so it’s a win win in helping us innovate!

Carlo Morandi

Callbell | CEO

The main metric we track for our customer service team is the churn rate of our client; indeed we believe that, unregarding the response time and the number of requests processed by each single agent, what it really matters at the end of the day is how may customer we are able to retain. It’s good to remark our customer service looks more like customer success that pure customer service as we traditionally think about it: we are in SaaS and being a B2B company, our customer service reps usually acts with post-sales / account management approach.

Seema Nayak

AdChina.io | Marketing Manager

The 2 key metrics we track are 1. Average resolution time 2. Net Promoter Score

1. Average resolution time Average resolution time is a great indicator of how quickly we are able to resolve an issue for a customer. If we see that the number is higher for certain customer service reps, we work with them to understand the challenges and resolve the issues.
2. Net Promoter Score NPS shows you how likely your customers are to promote your company. We consider this our North Star metric in the Customer Service team as it’s a great indicator of business growth. A low NPS shows us that there are areas that need improvements to gain customer trust. We aim for a NPS score of 70+ as it shows that we have a lot of evangelists who would recommend our business to others.

Craig Morison

Fast Cover Travel Insurance | COO

Response time – This is my number one customer service metric. It’s a simple approach, but someone sitting on hold for 20 minutes to talk to your company is a bad start. The customers experience shouldn’t be overcomplicated with metrics, you simply want to answer the phone, start a chat, reply to an email in the least amount of time as possible and start servicing them.

Rebuy Rate – This is a great demonstration of whether your customers are happy or not.

Friend Referrals – If a customer is telling their friends, they are telling you their experience was good enough for them to promote their personal brand to their friends and family.

Customer Reviews - If a customer will go out of their way leave a review on a 3rd party website, it’s a great indication of your customer service.

All reporting should be live so you can react immediately. Finding our at the end of the month your service levels dropped isn’t much good and leads to lost opportunity.

Dan Tjahjadi

Petsy Pet Insurance| Marketing Manager

Time to respond, Tickets in play, Escalated tickets, Reviews is a big one. The big change we made to the customer service metrics we have added most recently is now reviews. Has the customer left us a review? This metric is now a key one for us as it allows us to measure our advocacy levels. The age old NPS is ok but if someone, who has been asked nicely, if they would review us and they do then we can to some level of confidence say that they would probably recommend us to a friend if prompted for a recommendation. Those conversations we can’t track but if they would review and recommend us online then we hope that will translate to in person. So over the next year we will hopefully implement more metrics to try to see how much this review number affect our referrals and reasons why people choose to insure their pet with petsy.

Raul Galera

CandyBar | Chief Advocate

In general terms, we tend to look at two main areas: revenue and customer feedback. For revenue, we mostly track MRR as a way to measure the effect that customer success is having on keeping our clients engaged and making sure they’re getting the most out of our platform. We typically report this metric monthly and we look at the progression it’s experiencing. We believe that customer feedback is one of the main ways to improve not only as a product but as a company as well. Therefore, we encourage our support team to get this feedback in form of public reviews. We typically use Capterra for this and we track how many new reviews we’ve gotten in the past month, how it compares to previous months and the quality of those. We also report these stats monthly to the rest of the team.

Sheikh Shourav

Apploye Inc. | Founder & CEO

We track average reply time and average resolution time as our north star metrics. If average resolution time is lower, then its indicative that our knowledge-base is improved and support agents are to the point while solving customer’s problem.

Alysha Schultz

Intuitive Digital | Marketing & Culture Director

Digital Marketing agencies tend to retain a customer an average of 2 years. So, at Intuitive to track customer service, we focus on retention. We have partners who have been with us 5+ years, with no signs of slowing. And our overall agency retention tends to fluctuate between 75-95%

If we’re doing great work, partnering successfully, and meeting our customers goals, they stay. Simple as that.

Beka Dominguez

Bark Technologies| VP of Customer Success

We report on all metrics weekly. We look at volume, time to resolution, time to first reply, impact of support interactions on retention/churn and of course CSAT. At a high level what we are looking to understand as support leaders is how well we are serving our customers while also contributing to the goals of the business as a whole. Everything you measure should be about making your team or the business better.

Blaine Bertsch

Dryrun - Financial Modelling & Cash Management Solutions | CEO

We offer a consulting/software service to our Partners and due to this - our metrics are not based on quantitative data resources but more on the qualitative side. We spend as much time as our Partners need with our team members so that they get the input, resources, perspective needed to manage their business more effectively. With the inclusion of our software tool - our Partner/Client on-boarding process is very hands-on to make the experience as enriching as possible. Additionally - as we continue to grow - we may include some systematic quantitative tools but not during this phase of our development and client management.

Brett Casey

HealthMarkets | Executive Sales Leader

The number one customer service metric I like to use is repeat business. This is in two sectors basically; customers coming back to purchase other products obviously, but also customers sending referrals our way. Tracking how long our average response time takes, persistency on business, customer surveys and all of that is nice of course…but repeat business tells me how well we are ultimately doing at customer service in my book.

Gwen Beren

Illuminous Marketing, Inc | CEO

In the marketing industry, I view “Customer Service” and “Customer Results” as very closely related, if not synonymous. We have a series of more traditional customer service metrics, such as, whether the project is on track with the timeliness of deliverables and how well we are sticking to our communication targets - eg “Chats are returned within 2 hours,”“Voicemails are returned within 24 hours,” etc. These are reported on weekly in our team meetings and act as a sign post of customer sentiment. Our experience has showed us that if we are behind in a project or are not maintaining client communication expectations, it results in poor customer experience, as well as a negative view of our work.

Specifically from a marketing perspective, we are internally measuring our project KPIs weekly and making adjustments so that our monthly client reports illustrate the work that was performed AND the results that the work produced. Again, this gives us insight into whether our marketing tactics result in revenue for the client, which in turn is directly linked to their level of satisfaction with the company.

Andre Oentoro

Breadnbeyond | CEO and Founder

Our customer service main goal is to help customers solve their problems and ensure they’re satisfied and happy with the solutions. Therefore, customer Satisfaction Score (CSAT) and First Response Time (FRT) are two of the most essential customer service metrics for us.

CSAT shows how happy customers are with our support. It helps us to understand the health of our relationship with customers. We usually measure and do a report on this metric right after every new update to help successfully gauge customers’ satisfaction with the changes.

Meanwhile, FRT measures our support’s team efficiency as it indicates how long a customer has to wait before they get helped. A faster initial, first-ever time response will help us set us on the right track for positive impressions which can boost customer satisfaction. We do a report on this metric each month — in comparison with the previous month.

Ebnu Sudarso

Milkwhale | Co-Founder

For us, Average Handle Time (AHT) and Customer Satisfaction Score (CSS) are two important metrics we track. Average Handle Time calculates how long it takes for an agent to respond to a single inquiry. Customer Satisfaction Score is the score that represents your customers’ experience with you.

These two metrics are important because it measures how quick we can get back to a customer and how satisfied they are with our services. We all know how frustrating it is to wait forever for a response from someone. So, measuring our AHT and CSS helps us identify any bottlenecks and areas we need to improve.

Natasha Rei

Explainerd | Digital Marketing Manager

We always track Customer Effort Score (CES) and Customer Retention Rate (CRR) as two of our major essential metrics. Customer Effort Score shows how each user operates well with our products or services. We determine the result by encouraging customers to rate our products, whether we’ve provided the desired offer. Good results indicate that these customers will likely continue using our products in the future.

In the meantime, the Customer Retention Rate describes how many customers we can retain for using our services over a given period. With this metric, we can define the probability of selling to new customers and upselling to current customers. The higher number indicates a good effort, and we always work to increase our Customer Retention Rate.

Andrea Moxham

Horseshoe & Co. | CEO

Number of referrals, repeat sales, number of reviews on our directory page. We keep track of these each month and take action if these numbers are trending lower than average.

James McGrath

Yoreevo LLC | Co-Founder

We like to track what percentage of our clients are leaving online reviews. It’s one thing for a client to say they had a good experience, it’s another for them to go out of their way to post a review.

Philippe Huot

DashThis | Customer Success Lead

- We automatically send a Customer Satisfaction Survey asking our users how they found their interaction with our support team once their support ticket is closed. It provides us great insights on how we can improve our support and better fulfill our users’ expectations. If support was not at the level a user was expecting, it allows us to take action right away.

• We keep a close eye on the incoming support volume (tickets created). As our customer base grows, it’s normal to see ticket volume increase over time. However, ticket volume should not grow at a faster rate than our customer rate and ideally should remain steady or even diminish over time. We continually work on improvements that will help reducing incoming support tickets.

• First reply time is important and we keep an eye on this and aim to maintain an in-house standard. Customers like to know that their support request has been acknowledged or taken in charge by someone.

• Median reply time because not only the first reply time is important.

• First reply resolution rate: As a business, we aim to help our users in the most effective way and accordingly we aim to get it done on the first reply.

• We also keep an eye on the average number of replies inside a ticket and aim to keep it as low as possible. No one likes endless back-and-forth. As a business that wants to provide the best support, it is our duty to be as efficient and straight to the point as possible when helping our users.

Kenneth Burke

Text Request | VP of Marketing

We report on all of our metrics weekly and monthly. For customer service in particular, we keep up with number of tickets open, time tickets are open, account upgrades and upgrade values, cancellations, customer lifetime, referrals, and lifetime customer value, among others. What we really want to see is how engaged and healthy our customer relationships are, how those affect their experience and our revenue.

Joe Sloan

Challenger School | Digital Marketing Manager

A customer service metric we track, is the average number of times a user visits our site before scheduling a tour at one of our private schools. We review this metric weekly and work on improving the user path. We discuss strategies to show case more of what makes Challenger School students successful.

Ken Marshall

RevenueZen | Chief Growth Officer

As an B2B inbound demand generation agency, it’s extremely important that are judge of customer success correlates to the success of client campaigns.

Monthly Customer Churn. This is something we monitor monthly and it gives us insight into how we should be structuring our services, client communications, pricing, etc to be able to deliver higher quality services.

Lifetime Client Value. We review this quarterly as a way to determine what marketing channels, marketing campaigns, software, etc we can use in an effort to acquire new clients and retain them for longer.

Monthly Recurring Revenue. As an agency, this allows us to make more accurate forecasts than a lump sum payment or contract work model and plan new hires, internal marketing campaigns, etc. We review this against our target each month.

Paige Arnof-Fenn

Mavens & Moguls | Founder & CEO

For my business the most important metric is how much repeat business and referrals I get from my clients. The old NPS net promoter score is a useful tool to make sure your customers are happy across all businesses whether you are in B2B or B2C. Most of my business comes from referral and word of mouth so keeping current clients happy is my top priority. It is good to check periodically.

Maggie Simmons

Max Effect Marketing | Digital Marketing Manager

Tracking customer service metrics is akin to monitoring your company’s vital signs its significance cannot be overstated. The relationship you have with your customers, how you run your support center, and how your organization embodies customer experience values are all critical to the success and growth of your business.

The following are the top three types of customer service metrics:

• Customer satisfaction metrics
• Agent performance and efficiency metrics
• Metrics for team performance and efficiency

From the above metrics, I would like to suggest using Customer satisfaction metrics because Customer satisfaction (CSAT) is a metric that measures how satisfied your customers are. It is based on a survey that customers typically complete after interacting with your support team. Though the exact questions vary, the survey asks customers to rate their experience on a scale, allowing you to quantify the often-qualitative metric of customer satisfaction. CSAT is an important customer service metric. The ultimate goal of customer support teams is to assist clients and ensure their satisfaction. CSAT measures the success of these efforts and provides feedback directly from the customer.

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