What is CXI and Why Every Customer Experience Leader Should Measure it?

By Oran Aviv, Head of Growth

A few days ago, I chatted with Drift’s service agent using their website chat. Their Chrome extension blocked my Gmail autocomplete function, which means I had to write each person’s email address without any algorithm autocompleting it for me (Tip: do not try this at home and definitely not at the office).

The agent gave me instructions on how to remove the plug-in, which was nothing new — I just couldn’t find the Drift icon on my plug-in’s list. It had a different color than their usual white-thunder-on-black-background one. It was something purple-ish, which for my autopiloting eyes, was completely off-brand. Couldn’t see the damn thing for a solid five minutes, until the miserable agent sent me a screenshot with a circle mark around their icon. After apologizing for being blind, I explained that I didn’t recognize the purple icon.

Now what am I trying to convey here and what does this have to do with the customer experience impact metric?

Customer service chats are full of CX gold. It has insights on product features, usability malfunctions, and more petty things such as plug-in icon colors. It’s very granular, but I guess I’m not the only one who found it hard to locate that icon. Imagine how many tickets they can save by changing it to their familiar black version. For huge companies, it’s a major thing.

How major? When I was a flight attendant back in the day, I noticed that the olives, which were usually served with the breakfast trays, were removed. A colleague explained, “They’re doing some budget cuts. I understood that this saved more than $250K per year.” It sounds strange, but it was true. When you’re part of a large ship, every small change may have an enormous impact.

Back to tech. By streaming product data to the product team, you can impact the entire organization. There’s a great podcast episode of Be Customer Led, when they interview Paul Teshima, the Chief Client Experience Officer at Wealthsimple, who has a product background, he discusses the strong link between CS and product and why these two should communicate on a much larger scale. This comes intuitively to someone who experiences both worlds such as Paul; this is why I strongly recommend you to listen to this podcast episode and get inside his multidisciplinary brain.

However, the possibilities of leveraging your CS don’t end there. Sales are the lifeblood of every company, which is why some salespeople get paid more than the CEO. Now here’s the way I see it: A customer service ticket is an inbound lead. It’s a customer, who most likely has a problem that can vary from a small technical issue to an infuriating destroyer-of-world issue, but technically, it’s an inbound lead, and if you train your agents to treat it as such, you may experience the following remarkable things:

By upselling and cross-selling when handling service tickets and by retaining customers, you’re impacting your customer’s LTV, reducing churn, pushing marketing promotions, and increasing product feature adoption. Boosting sales revenue and gaining product insights are two ways in which your service organization can optimize other divisions in your company. And this, my friends, is the customer experience impact metric that you should start tracking.

Now you’re probably saying: “Another metric to track? No thank you.” Well, let me just say this: by proving that your team is not just “cost of sales”, but rather another money-making machine that complements sales and marketing and boosts product retention, you’ll find yourself receiving more resources in return.

If you made it this far and you’re half-convinced, you probably want to know how you can actually track this impact. This will be the subject of my next post, which I hope you’ll read too!

We care about customer care.