2. 1
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3. 2
“What gets measured gets managed,”
Peter Drucker, America’s father of management philosophy
4. 3
Why are you reporting?
To provide great service to your customers.
“Metrics only tell you where to look for the story,
they don’t tell you the story itself,” Bill Bounds,
Consultant and Coach for the modern Customer Service world
11. 10
Getting every department in the company to be
responsible for some customer-focused KPI.
Every team in the company needs to know the
impact that they have on customers, so in order to
build that mindset, they need to be measured on it.
But what nobody can’t do is tell you what matters most to your company. So of all those options, what should you measure and how should you report on it?
Don’t waste your valuable time compiling reports that provoke no questions and generate no action.
But what nobody can’t do is tell you what matters most to your company. So of all those options, what should you measure and how should you report on it?
Don’t waste your valuable time compiling reports that provoke no questions and generate no action.
They should tie back to something your company wants to achieve. For example, when your goal is highly responsive support, time to first response is an ideal metric. Resolution time may not matter.
IRT, VSAT
Numbers in isolation can be stripped of meaning, so provide them in context.
IRT/ART + Volume
Chart (graphic)
You should measure things on which your team can have impact.
In Taylor Morgan’s words, “If there are metrics that aren’t moving, or we feel like they aren’t important, we just drop them.”
KCS: PR, MR
Utility:
Picture – nice try/getting to the goal
Your reports must tell a true story. It’s possible to use real numbers to send a misleading message. Be honest even when it hurts.
The trends over time are usually more important than specific data, and looking back over a quarter or a year can give you some fantastic insights and encouragement.
4 weeks
Q to Q
Y to Y
Calendar + text