{"id":31868,"date":"2021-06-18T03:34:05","date_gmt":"2021-06-18T03:34:05","guid":{"rendered":"https:\/\/inmoment.com\/xi-terms\/customer-effort-score\/"},"modified":"2024-08-19T11:12:32","modified_gmt":"2024-08-19T17:12:32","slug":"customer-effort-score","status":"publish","type":"glossary-terms","link":"https:\/\/inmoment.com\/en-sg\/xi-terms\/customer-effort-score\/","title":{"rendered":"Customer Effort Score (CES)"},"content":{"rendered":"

In the world of customer experience (CX), the CES survey is a transactional survey, meaning it gauges the distinct experiences customers have with a particular business. CES surveys are triggered upon specific interactions and processes between a customer and a business.<\/p>\n\n

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\"Relationship<\/figure>\n<\/div>\n\n

CES Benefits<\/h2>\n

More Predictive of Customer Loyalty<\/h3>\n

The Customer Effort Score (CES) is a customer experience metric that Matt Dixon, a senior leader then at the prestigious Corporate Executive Board (CEB) consulting firm, introduced in 2008.<\/p>\n

In 2003, Fred Reichheld introduced the Net Promoter Score (NPS)<\/a> at Bain & Company in order to come up with a metric with more predictive power over customer loyalty than the pervasive CSAT (Customer Satisfaction) score<\/a>. The Corporate Executive Board introduced the CES with a similar motive.<\/p>\n

Through their research, the CEB found that reducing customer friction is actually a better driver of customer loyalty than creating exceptional experiences at single customer touchpoints. Given our brain\u2019s negative bias<\/a>, this notion seems pretty intuitive. Yet Dixon observed that companies have been obsessing over creating exceptional individual experiences at a very high cost with no ROI for that extra investment. According to the CEB analysis, Customer Effort Score (CES) predicts customer loyalty<\/a> 1.8x better than customer satisfaction scores.<\/p>\n

The CES\u2019 claim to fame\u2014similar to NPS\u2014was significantly boosted after Dixon and his colleagues at CEB published their findings in a 2010 Harvard Business Review<\/a> article. At the time, they were going against the pervasive and accepted trend of creating amazing experiences and moments of delight for customers.<\/p>\n

\u201cOur research shows, loyalty has a lot more to do with how well companies deliver on their basic, even plain-vanilla promises than on how dazzling the service experience might be\u201d \u2014 Stop trying to delight your customers<\/a> HBR, July 2010<\/p>\n

Like other customer experience metrics, the correlation between loyalty and the CX metric is stronger at the extreme. As CEB points out<\/a>, 96% of customers who are forced to exert a lot of effort in service interactions are more disloyal than those who don\u2019t have to.<\/p>\n\n

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\n WHITE PAPER <\/h5>\n \n

\n Effort & Ease in Customer Experience <\/h4>\n \n
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Read more about customer effort and ease questions and best practices for implementing them in surveys\u2014and how to take action on their insights!<\/p>\n<\/p>\n <\/div>\n \n \n \n Download Whitepaper <\/span>\n <\/a>\n \n <\/div>\n\n <\/div>\n\n <\/div>\n<\/div>\n\n<\/section>\n\n\n

ROI of Effortless Experience<\/h3>\n

The CEB published a few statistics<\/a> to explain the ROI of reducing customer effort. Here is a summary of their findings:<\/p>\n

Positive Impact:<\/strong><\/p>\n