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Metrics Myth Four: If We’re Doing a Great Job of Delivering Customer Satisfaction and First Contact Resolution at High Efficiency, We’re Doing a Great Job of Support

January 24, 2013 by David Kay

 

SignboardBecause, you know, that’s what support does.  Close cases.  Quickly.  In a way that satisfies customers.  Mission accomplished; let’s grab a beer!

Not so fast.

This myth begs the question of why the Support organization exists.  Because most of the activity, headcount, and budget are tied up in closing cases, it’s easy to assume that the business of Support is closing cases, full stop.  But that’s far too limited a view of our business.

Support is in the customer success business—as a colleague likes to say, helping customers receive and perceive value from the product.  Closing cases can be part of that—a means to an end—but it’s not the most important part, and it’s certainly not the most valuable.

First, let me back up my statement about why Support exists.  When I ask a group of Support executives why they do what they do, they often start out with (true!) statements like, “the product breaks.”  Using a gentle version of the five whys, if I keep asking why that’s important, we always get to some version of, “if the customer doesn’t get value from the product, they won’t buy more, and they won’t tell their friends to buy, either.”  Bingo.  There’s no intrinsic value to the business in closing cases; it’s all about customer retention, loyalty, lifetime value, and referenceability.  Support feeds the company’s engines of growth and sustainability.  The Technology Services Industry Association has made this topic a focus of their research; their findings are summarized in Consumption Economics.

But even if we believe that Support’s mission is to make customers successful, it’s still easy to fall back on our old operational measures: cases closed, service levels, customer satisfaction (CSAT), and the like.  What’s wrong with that?

The problem is that it dramatically overstates the significance of the assisted case-closing channel as a way of delivering customer value.  Cases are both more rare, and deliver less value, than most support organizations think.

If customers have a problem with our products, or are struggling to use them, opening a case is surprisingly low on their list of next steps.  If you consider your own experience with technology, other approaches tend to happen first.  Think about it a minute…what did you do last time you had a problem?  If you’re like most people, you Googled it.  Or you asked a friend or colleague.  (I should know.  I’m often that friend or colleague.  And then I generally Google it!)

Sometimes I go to the vendor’s site and seek out an answer there.  Sometimes I’ll start a new thread in a community, although I’ll do so only after looking for a while, because I don’t want to be That Guy who re-posts an FAQ.  I do open support cases, but not usually.

Now you might say, as a consumer and small business owner, I’m not entitled to great assisted support, so I tough it out, making do with free resources.  But you know what?  I’d really rather figure it out on my own—even if the vendor is there to help me, I’d rather not jump through their hoops and explain it all to someone else if I can be self-sufficient.  Many people feel the same way.

At least, that’s what the numbers show.  As we look at our clients’ data, enterprise customers open a case only a small single-digit percentage of the time they want help.  (The number is much, much smaller for B2C support.)  The rest of the time, they’re using Google, the self-service site, in-product help, and social networks of various kinds, including of the sneakernet variety.  Sure, they tend to open cases for higher severity issues, but when it comes to customer success, every moment of need is important.

Do a perfect job on 100% of the cases you receive, and you’re only making a difference 5% of the time.  Or less.

So, when do customers open a case?  Generally when things have hit the proverbial fan.  When there has already been significant value erosion.  The system is down; something needs to be replaced; it’s throwing an error and not completing a task; it isn’t doing something it is supposed to be able to do; or, it’s doing something it shouldn’t be doing.  By the time the customer picks up the phone or logs in to our support portal, we have a problem, Houston, and we’re in recovery mode.

Closing a case quickly and well simply makes the problem go away.  It gets customers back to where they expected to be.  It doesn’t make things better than expected.  Certainly, herculean recovery efforts can engender a sense of personal gratitude, which is nice, but it’s doing a job well that never should have had to have been done in the first place.

Of course, once a case has been opened, closing it quickly and well is the best outcome.  But that doesn’t always happen.  Then things get really ugly, as you know from having been on both sides of this experience.

So, closing a case can be important, but only in so far as it gets us back to where we started.  What else can support organizations do?

  • Provide feedback to Development to help them improve the product and the customer experience, avoiding problems in the first place
  • Expand into a Customer Success Management role that proactively advises customers to help them get the most value from their products
  • Build and implement configuration health checks and other utilities that help customers avoid problems in the first place
  • Create knowledgebase articles, video tutorials, and automated fixes to empower customers with the expertise they need to be successful themselves, and to get themselves back to value more quickly when needed

All of these tasks  help customers receive and perceive value more than simply closing a case.  What else do they have in common?  Most support organizations are too busy to do them.  Why?  They’re closing too many cases.  Hmm.

Filed Under: Culture, KM, Measures

Reader Interactions

Comments

  1. CaseCloser says

    January 26, 2013 at 2:06 pm

    Very interesting article. Entertaining, I need a break from reality now and then. Thanks!

    When I work in a shop where we’re opening the cases (and not the customer) I’ll remember this article and put a stop to it right away!!! Excellent advice should the situation ever arise…

    And when I work in a shop where we have the headcount to develop videos and kb articles that are of a quality the customer will appreciate, I’ll jump right on it. Thanks for that advice too!

    In short, this is the finest collection of excellent advice on the best way to run a customer support center I’ve ever seen. I think if we increased our support cost (to fund the extra headcount) we could probably reach this level of support in a few years and the remaining customers will truly appreciate it.

    Thanks again for such an awesome article. I’m looking forward to Myth Five.

    • David Kay (@dbkayanda) says

      January 28, 2013 at 5:39 am

      Oooh! I think that was sarcasm, Mr. CaseCloser? 🙂

      I know that, in the trenches, it can sometimes feel like we have no control over the caseload or the headcount to absorb it. I hear that. I know you’re not opening cases just for fun.

      I also know that, viewed with a slightly longer time horizon, there are many things the support organization can do to reduce the contact rate. Some you mention and are working on, like KB articles and videos. Others you’re working on include providing better feedback to development to improve the customer experience and reduce the demand for support.

      I know for a fact that, unless the support organization views a case as a failure, not the primary unit of value, things won’t change for the better, and you won’t get the time you need and deserve to do higher value work.

      In any event, while I hear that you feel like I’m disconnected from your reality in this post, I’m deeply committed to changing that reality for the better, for everyone. There’s no criticism, just a new path forward.

      Best,
      CaseEliminator

  2. Ceebu says

    February 8, 2013 at 3:41 pm

    I was smiling to myself reading your reply David – well said..

    With no disrespect, CaseCloser, I think the intended audience for this article was the folks who are actually planning for what the budget for Support for next year should be ! If their goal was just on the metric achieved, forecast growth for next year and plan the staffing accordingly, then they have got their sights wrong –

    David brings a very interesting point – Self Sufficiency – If majority of your tickets are resolved on call 1 or day 1, then the support organization is not doing enough to help the customer with his self sufficiency needs – Why ? Because unless there is a very specific reason (access control needs, backend validation, confidential info etc) I would (as a customer) prefer to search and find the answer myself rather than open a ticket and have the support engineer give a quick answer. Customers feel they competent enough to find solutions to simple problems ! (atleast most of the times) – IF the issue was complex, they have no hesitation in asking for help. However, if that was the case, that wouldn’t be resolved in Call 1 or Day 1, would it ?

    In a nutshell, case elimination or case deflection should be the right long term objective of support –

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