The document discusses the METRICS methodology for measuring factors that influence client satisfaction. METRICS uses key performance indicators and a cause-and-effect mapping approach to provide visibility into the drivers of satisfaction across processes, products, and customer experiences. The methodology involves five steps - study, plan, execute, review, and sustain - to transform organizations and align them with business and technology objectives while optimizing client satisfaction. Call centers are provided as an example for applying METRICS to measure performance, identify improvement opportunities, and ensure high quality customer service.

1. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 1
METRICS
Measure Everything That Results In
Client SatisfactionAuthor:
Ivan Luizio
R. G.
Magalhães
e-mail:
ivan_luizio@
hotmail.com
Call Center Application

2. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 2
Agenda
2
Drivers and Inhibitors
METRICS
Approach of METRICS
Indicators
Benefits and Results
Call Center Application
1
2
3
4
5
6

3. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 3
Copyright
Measure Everything That Results In Client
Satisfaction (METRICS) is a methodology
created for Ivan Luizio Magalhães as part of
the evolution of the Strategic Activity System
(SAS) and Value Strategic Management (VSM)
methodologies and integrated with the
Intelligence System (evidence-based
consulting system), having for base many
techniques as processes improvement, total
quality management and the Kano Model.

4. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 4
The major drivers and inhibitors of the Client Satisfaction …
Drivers
Inhibitors
Uncertain
Market Recovery
Unfocused
Value Propositions
Technology as Enabler,
Not Driver
Commoditization
Consolidation
Service
Orientation
Process
Improvement
Offshore/
Nearshore
Move Toward
Standardization
Attitude
of the Operator
01

5. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 5
... in association with a chaotic environment with generally low visibility of the cause-
and-effect relations.
01

6. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 6
The methodology METRICS leaves of three pillars (processes, products and experiences)
to guarantee the maximum satisfaction of the customers …
Process Product
Experience
Client
Satisfaction
02

7. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 7
... by means of the organization of a system of measurement with the aim to give
visibility and transparency to all the cause-and-effect relations that impact in the
satisfaction of the clients …
02

8. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 8
... in order to transform the clients into fan, not only treasurers, but that also they
divulge the products of the organization for its friends and colleagues …
Value Satisfaction Fidelization Promoter
02
Business Value

9. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 9
… with approach based in five steps (Study, Plan, Execute, Review and Sustain) for
organization transformation in alignment with the business and technology drives
(internals and externals).
02
Sustain
Study
PlanExecute
Review
NeedtoTransform
Business Strategy
Regulatory Requirements
Operational Improvement
Mergers & Acquisitions
Sourcing & Partnerships
Changes in Business Landscape
Current Pain Points
METRICS
Source: METRICS

10. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 10
The approach of the METRICS is based on different delivered with the aim to support
the process of decision taking …
Execute
Transformation
in Actions
Process
3 Process
4
System
2
System
1
System
3 System
4
Process
2
Process
1
Plan
Cause-and-Effect
Mapping
Study
Objectives
Definition
Client Satisfaction
Indicators
Data Base
Sustain
Result
Management
Review
Indicators
Monitoring
Cause-and-Effect
Map
Action Plan
Process
Transformation
Executive
Dashboard
Process
Analysis
Evidence Based
Decision Method
03
Source: METRICS

11. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 11
… with foundation in process transformation and is the way for increase the value for
the business ...
03
METRICS is a comprehensive solution that helps
optimize resources, services and financial impact, all
in support of strategic business goals. It provides
powerful tools to anticipate and align the right mix of
physical and virtual resources to meet business
demands, and assess business performance and
costs across organizational infrastructure.
METRICS focus is increase the value of business
processes, ensuring high quality of services as
manage risk and minimize the cost of delivery
services.
METRICS is a methodology client satisfaction
oriented

12. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 12
Cost
Reduction
... to reach different aims by means of the increment of the satisfaction of the client.
Quality
Assurance
Service Level
Increment
Competitive
Increment
Business
Results
03

13. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 13
The METRICS allows to organizational performance management in three levels
(strategic, tactical and operational) …
Strategic Vision
• Management use
• Executive Dashboard
• Business Strategy
impacts
Tactical Vision
• Manage use
• Performance evolution
• Problem resolution
Operational Vision
• Individual performance
• Fails detect
• Event impact
03

14. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 14
... and in four perspectives with Value Strategic Management (VSM) …
Organizational Contribution
Concentration on core business
Capitalizing on new fields of business
Greater potential for creating added value
and increased business value
Revenue increment
Processes
Optimized, transparent and variable costs
Guaranteed savings
Reduction of investments
Time Reduction
Quality Assurance
Innovation
Highest levels of security and availability
Direct & fast access to high-performance
and state-of the art technology
Process automation
Prompt implementation of innovations
Client Orientation
Scalable and efficient workflow
organization
Clear responsibilities and strong service
orientation
Service Level Management
03
Source: Value Strategic Management

15. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 15
... and the definition of the organizational maturity in respect to the attendance of the
client.
State 4State 4State 4State 3State 3State 3State 2State 2State 2State 1State 1State 1
Prevent future
outages and
problem events by
proactively
monitoring and
managing the
services operation
Transform the
overall process
environment to
optimize
performance and
operations
Combining the
technology and
innovation to
provide business
benefits through a
true strategic
partnership
111Responsive
Solutions
333Enterprise
Performance
444Client
Partnership
Resolve client’
most pressing
problems
222Proactive
Management
ClientSatisfaction
Maturity
03
Source: METRICS

16. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 16
METRICS uses a Intelligence System based in a database of metrics, capabilities and
value improvement practices for client view creation …
04
Client View
Event Data
Base
Satsf.
Performance
DB
Call Center
DB
Trouble
Ticketing
Source: Value Strategic Management
Service View
Rec.
Fidel.
Intelligence System

17. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 17
… with lead and lag indicators in order to allow the complete management of the
experience of the client …
04
Lead
Indicators
Lag
Indicators

18. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 18
10% reduction in error volume
25% reduction of critical errors
Increase in change visibility
from 300 to 10,000 changes per
month
Increase in change to incident
correlation detection from 1%
to 30%
25% reduction in Mean Time to
Resolution
Reduction in unplanned
changes from 50% to less than
5% of total changes
75% reduction in time spent on
audit and compliance
15%-35% reduction in cost
99% in service level
achievement
94% in on-time or early delivery
of services
99% in availability
Maximum of 2.3% in turnover
tax
Maximum of 2% repeat defects
… with many best results of the organizations.05
Source: METRICS estimates

19. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 19
Agenda
19
Drivers and Inhibitors
METRICS
Approach of METRICS
Indicators
Benefits and Results
Call Center Application
1
2
3
4
5
6

20. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 20
For to exemplify the application of METRICS, will use a Call Center, main canal of
contact of the clients of an organization, …
06

21. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 21
… allows to answer the innumerable questions regarding the strategies, management,
processes and results …
06
Source: METRICS
Executive Dashboard
Which levels of
services can be
compromised to
our clients?
Which objectives,
indicators and
targets?
Is our performance
competitive and
which reduction cost
techniques for a Call
Center operation?
Which are the
attendance techniques
that will allow
performance better?
How to improve the
productivity of Call
Center clients?
How to reduce the
resolution time
and the amount
of incidents?
Which the strategy of
attendance to be adopted
to develop the satisfaction
of the Call Center clients?
Which the
maturity of our
Call Center and as
to guarantee the
quality of the
attendance?

22. @ Copyright 2009 – Ivan Luizio Magalhães (ivan_luizio@hotmail.com) – Slide 22
... and allows to create a Executive Dashboard with integrate indicators of all Call
Center areas and processes.
Executive Dashboard
Source: Value Strategic Management
06