This KPI can help a company better understand the problems a customer may have (i.e., the company’s website gave incorrect or inaccurate directions) that need to be resolved by the company. Type of request: This KPI is a count of the different types of requests.For example, in addition to analyzing company-wide average response time, a company can determine the three fastest and slowest responders. Top customer service agent: This KPI is a combination of any metric above cross-referenced by customer service representatives.Though the initial agent may not have the knowledge or expertise to provide a solution, a company may value decreasing the time that a customer is waiting for any help. Average response time: This KPI is the average amount of time needed for a customer service agent to first connect with a customer after the customer has submitted a request.Companies may choose to segment average resolution time across different requests (i.e., technical issue requests vs. Average resolution time: This KPI is the average amount of time needed to help a customer with an issue.By comparing the number of requests to the number of resolutions, a company can assess its success rate in getting through customer requests. Number of resolved tickets: This KPI counts the number of requests that have been successfully taken care of.Number of new ticket requests: This KPI counts customer service requests and measures how many new and open issues customers are having.Alternatively, profit margins are a result of operations and are considered a lagging indicator. The number of overtime hours worked may be a leading KPI should the company begin to notice poorer manufacturing quality. Consider two different KPIs: the number of overtime hours worked and the profit margin for a flagship product. Leading/lagging KPIs describe the nature of the data being analyzed and whether it is signaling something to come or something that has already occurred.These types of KPIs may be strategic or operational but provide the greatest value to one specific set of users. For example, the finance department may keep track of how many new vendors they register within their accounting information system each month, while the marketing department measures how many clicks each email distribution received. Functional KPIs hone in on specific departments or functions within a company.For example, if an executive notices that company-wide revenue has decreased, they may investigate which product lines are struggling. These operational KPIs are often used by managing staff and to analyze questions that are derived from analyzing strategic KPIs. These KPIs measure how a company is doing month over month (or even day over day) by analyzing different processes, segments, or geographical locations. Operational KPIs are focused on a much tighter time frame.Executives are most likely to use strategic KPIs, and examples of strategic KPIs include return on investment, profit margin, and total company revenue. These types of KPIs may indicate how a company is doing, although it doesn’t provide much information beyond a very high-level snapshot. Strategic KPIs are usually the most high-level.
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