3步完成客户体验指标体系搭建

The Gist 要旨

• Metrics matter. Customer experience metrics are essential for CMOs to make informed CX investments.
  指标很重要。客户体验指标对于 CMO 进行明智的 CX 投资至关重要。
• Measure Wisely. Customer experience measurement should connect customer behaviors to feelings.
  明智地衡量。客户体验衡量应该将客户行为与感受联系起来。
• Strategic steps. Identifying pivotal moments and assigning relevant metrics lead to impactful CX.
  战略步骤。识别关键时刻并分配相关指标可以实现有影响力的客户体验。

CMOs want to make CX investments that will drive the most growth and loyalty, but they often lack the right customer experience metrics to make these decisions. Often, CMOs rely on using a single measurement methodology or a “beacon metric” such as Net Promoter Score (NPS), in addition to operational metrics that focus on pain point detection.
CMO 希望进行能够推动最大增长和忠诚度的 CX 投资，但他们往往缺乏正确的客户体验指标来做出这些决策。通常，除了专注于痛点检测的运营指标之外，CMO 还依赖于使用单一测量方法或净推荐值 (NPS) 等“信标指标”。

A CX measurement strategy should help the organization to connect the dots between business-driving customer behaviors, such as renewal of contracts and repeat purchases, and how customers feel. There are three steps that CMOs can take in order to become more successful in delivering customer experiences that add value for both the customer and the organization.
CX 衡量策略应帮助组织将业务驱动的客户行为（例如续订合同和重复购买）与客户的感受联系起来。 CMO 可以采取三个步骤，以便更成功地提供为客户和组织增加价值的客户体验。

Customer Experience Metrics Strategy
客户体验指标策略

Step 1: Identify Pivotal Moments Across Your Customer Journeys
第 1 步：确定客户旅程中的关键时刻

Pivotal moments in the customer journey are those that have a disproportionate impact on a customer’s perception of their experience and your brand. They are the touchpoints along the customer journey where brands have the best opportunity to strengthen customer relationships.
客户旅程中的关键时刻是那些对客户对其体验和您的品牌的看法产生不成比例影响的时刻。它们是客户旅程中的接触点，品牌有最好的机会加强客户关系。

To identify these high-impact pivotal moments, CMOs and their teams should evaluate the end-to-end journey of key customer personas to identify the touchpoints where their brand has the opportunity to amplify both CX and brand results. Meaning that brands shouldn’t just focus on the buying journey, but also the stages when customers own and advocate for your brand.
为了识别这些具有高影响力的关键时刻，首席营销官及其团队应评估关键客户角色的端到端旅程，以确定其品牌有机会放大客户体验和品牌成果的接触点。这意味着品牌不应只关注购买过程，还应关注客户拥有和拥护您的品牌的阶段。

For example, a retailer might identify a pivotal moment that exists across each stage in customers’ journeys:
例如，零售商可能会识别客户旅程中每个阶段存在的关键时刻：

The Buying Process 购买流程

Customers are evaluating their choices between a number of its products on the webpage. From user research, the retailer could tell that customers were spending time looking at products but ultimately not making purchases. When customers did make purchases, they were from product referrals.
客户正在网页上的多种产品中评估他们的选择。从用户研究中，零售商可以看出顾客花时间查看产品，但最终没有购买。当客户确实进行购买时，他们是通过产品推荐获得的。

Product Ownership 产品所有权

The retailer learned from listening to feedback from customer communities that many of its customers are very competitive and performance-driven. They purchased the product to achieve a specific goal and were tracking those goals manually. One of the most commonly asked questions to customer service and to the website from those customers was to create a way for customers to track their progress and get advice on goal setting from experts.
该零售商通过听取客户社区的反馈了解到，许多客户都非常有竞争力并且以绩效为导向。他们购买产品是为了实现特定目标，并手动跟踪这些目标。这些客户向客户服务和网站提出的最常见问题之一是创建一种方式，让客户跟踪他们的进度并从专家那里获取有关目标设定的建议。

Customer Advocacy 客户倡导

The retailer discovered that the customers with the most frequent and longest purchase history were from recommendations from special interest communities, influencers and friends.
该零售商发现，购买历史最频繁、最长的客户来自特殊兴趣社区、影响者和朋友的推荐。

Marketers must validate these touchpoints with voice of the customer and quantitative journey metrics research to identify pivotal moments from the customers’ perspective. Then, they should green-light these touchpoints as candidates for potential CX enhancement initiatives.
营销人员必须通过客户的声音和定量旅程指标研究来验证这些接触点，以从客户的角度识别关键时刻。然后，他们应该批准这些接触点作为潜在 CX 增强计划的候选点。

Step 2: Use the High-Value Experience Framework to Identify Where to Focus Efforts and Resources
第 2 步：使用高价值体验框架来确定将精力和资源集中在哪里

Next, you should evaluate which experiences are most likely to create mutual value for customers and the business. There are three levels of customer value — catalytic, personal and functional — that drive commercially productive customer behaviors such as paying a premium or referring other customers to the brand.
接下来，您应该评估哪些体验最有可能为客户和企业创造共同价值。客户价值分为三个层次——催化价值、个人价值和功能价值——推动客户行为产生商业效益，例如支付溢价或将其他客户推荐给该品牌。

In this framework, functional value is about the product. Personal value is about supporting a customer’s choice. Catalytic value is about shaping a customer’s journey to a goal so that they have a greater understanding of their own needs and are confident in taking a new direction. CMOs and their teams are most successful when they craft their customer engagement strategy around the delivery of each of these levels of value.
在这个框架中，功能价值是关于产品的。个人价值在于支持客户的选择。催化价值是指塑造客户实现目标的旅程，以便他们更好地了解自己的需求，并有信心采取新的方向。当首席营销官及其团队围绕每个价值级别的交付制定客户参与策略时，他们会取得最大的成功。

Marketers should prioritize the experiences that your organization provides for customers based on the functional, personal and catalytic values that they deliver. They should use the following prompts to help diagnose an aspirational yet attainable experience:
营销人员应根据组织为客户提供的功能、个人和催化价值来确定其体验的优先级。他们应该使用以下提示来帮助诊断理想但可实现的体验：

• Are we currently equipped to deliver on those experiences as promised?
  我们目前是否有能力实现承诺的这些体验？
• Is there an opportunity to amplify existing experiences that are well-received by our customers?
  是否有机会扩大受到客户好评的现有体验？
• Would this experience create a competitive advantage within our industry category if pursued?
  如果追求这种经验，是否会在我们的行业类别中创造竞争优势？
• Does the experience require a completely new workflow or skill?
  这种体验是否需要全新的工作流程或技能？
• Is this experience measurable?
  这种体验可以衡量吗？
• Does our organization have the opportunity to deliver a “new to category” experience that is progressive and rethinks what exists in our space?
  我们的组织是否有机会提供一种进步的“新类别”体验，并重新思考我们空间中存在的内容？

Building off of the theoretical retailer example, let’s say that the retailer is focusing on a pivotal moment in the product ownership stage, such as customer onboarding. The marketing team identifies that the most impactful, yet realistic, opportunity that they have to deliver a high-value experience is to support customers’ sense of agency. Not just helping the customer reach a specific objective, but in a way that is efficient and not too time intensive. The marketing team then aligns on 1-2 experiences that they can test, but also measure. For example, based on goals included in their customer profiles,  they could recommend a series of critical onboarding steps that customers can self-schedule on their calendar and show progress and next-step recommendations once each action is complete.
以理论上的零售商为例，假设零售商正在关注产品所有权阶段的关键时刻，例如客户入职。营销团队认为，提供高价值体验的最有影响力但最现实的机会是支持客户的代理感。不仅帮助客户实现特定目标，而且以一种高效且不太耗时的方式。然后，营销团队会根据 1-2 种体验进行调整，他们可以测试这些体验，也可以进行衡量。例如，根据客户资料中包含的目标，他们可以推荐一系列关键的入职步骤，客户可以在日历上自行安排这些步骤，并在每个操作完成后显示进度和下一步建议。

Once the team has a sense of what experiences they should test, the next step involves assigning metrics that exemplify desired customer actions or behaviors that are directly linked to stakeholder roles and objectives.
一旦团队了解了应该测试哪些体验，下一步就涉及分配指标，以举例说明与利益相关者角色和目标直接相关的所需客户行动或行为。

Step 3: Use the Hierarchy of CX Metrics to Assign the Most Relevant, Diagnostic Measures
第 3 步：使用 CX 指标的层次结构来分配最相关的诊断措施

In order to gain alignment and action on CX initiatives, you must connect the dots between existing measures of customer loyalty and satisfaction, such as NPS, and the metrics your stakeholders will find the most appropriate or actionable for their level of responsibility. The below framework illustrates the relationships between low-level operational metrics and higher-level KPIs presented to executives. Think of metrics in Levels 3 and 4 like a trail of breadcrumbs. For example, metrics aligned to tactical levers and optimization help you to define what yu did to earn customer love and loyalty.
为了在 CX 计划上取得一致并采取行动，您必须将现有的客户忠诚度和满意度衡量标准（例如 NPS）与利益相关者认为最适合或最适合其责任级别的衡量标准之间的点联系起来。下面的框架说明了低级运营指标和向高管提供的高级 KPI 之间的关系。将第 3 层和第 4 层中的指标视为面包屑痕迹。例如，与战术杠杆和优化相一致的指标可以帮助您定义您为赢得客户喜爱和忠诚度所做的事情。

Figure 1. Gartner’s Hierarchy of CX Metrics
图 1. Gartner 的 CX 指标层次结构

Identify and select the operational or tactical measures at the lower levels of the hierarchy (Levels 3 and 4). Specifically, these are the ones that align with the responsibilities and performance indicators for roles responsible for executing the commercially valuable experience defined in Step 2.

确定并选择层次结构较低级别（第 3 级和第 4 级）的运营或战术措施。具体来说，这些是与负责执行步骤 2 中定义的具有商业价值的体验的角色的职责和绩效指标相一致的。

Revisiting the retailer example, in order to evaluate the success of their recommended actions during customer onboarding described above, example metrics could include:
回顾一下零售商的例子，为了评估他们在上述客户入职期间建议的行动是否成功，示例指标可以包括：

• Task completion and number of milestones achieved by customers.
  客户完成任务和实现的里程碑数量。

Number of Customer Case Studies Based on Milestones Achieved Using Recommendations
基于使用建议实现的里程碑的客户案例研究数量

Having identified the low-level metrics associated with your ideas for pivotal moments, the long term goal is to understand how these metrics are correlated and drive the desired business and customer outcomes (Level 1 and 2 in the hierarchy). Across time, evaluate the performance of your high-value experience projects against the changes in Level 2 measures (e.g., NPS and CSAT) and ultimately business outcomes identified in Level 1 of the hierarchy.
确定了与关键时刻的想法相关的低级指标后，长期目标是了解这些指标如何相互关联并推动所需的业务和客户成果（层次结构中的第 1 级和第 2 级）。随着时间的推移，根据第 2 级衡量指标（例如 NPS 和 CSAT）的变化以及层次结构第 1 级中确定的最终业务成果来评估高价值体验项目的绩效。

This is done by comparing those customers who are at the highest levels of satisfaction with increased activity in diagnostic outcomes identified. It will show the link between the organization’s happiest customers and the desired actions that they are more likely to take as a result of the high-value experiences delivered.
这是通过比较那些对已确定的诊断结果活动增加的满意度最高的客户来完成的。它将显示组织最满意的客户与他们因提供高价值体验而更有可能采取的期望行动之间的联系。

As you share results, where possible, add in customer feedback and verbatims related to the experience to build a human connection with, and bring stakeholders closer to, the customer.
当您分享结果时，请尽可能添加与体验相关的客户反馈和逐字记录，以与客户建立人际关系，并使利益相关者更接近客户。

Doing this will enable you to build a stronger narrative around the return on experience. It will show the link between your happiest customers and the desired actions that they are more likely to take as a result of the high-value experiences delivered.
这样做将使您能够围绕体验回报建立更强有力的叙述。它将显示您最满意的客户与他们因提供高价值体验而更有可能采取的期望行动之间的联系。