Importance of daily interface

The indicators relate to customer-specific SLAs, usually for large customers.
These SLAs are often subject to financial penalties in case of non-compliance, so of course they need to be closely monitored.
95% of all customer-specific SLAs is the bar I use, and anything below 90% is a red herring.
Anything above this level is fine, but 100% in any given period is the goal and expectation.
The above operational metrics have been found to be great indicators of customer satisfaction.
The overall satisfaction of the client, or the overall “”temperature”” of the client, is an indication of the overall satisfaction of the client. Of course, there are many things that can affect the satisfaction level of a particular client.
You need a process and a means to measure customer satisfaction.
We need to measure customer satisfaction and develop a plan to improve any dissatisfaction.
We don’t like to do elaborate customer satisfaction surveys in managed services, but we do want to get an A-F rating or a numerical rating of 1-5 from our customer’s decision makers.
And the goal is a B or B+; anything in the C range or below is a red state from an overall perspective.
So the goal is to have a complete picture of customer satisfaction and to get an overall rating of B or better.
This overall rating is the metric that should be tracked in this section.
Client management is the daily interface between key client situations and the daily interface between key client issues and opportunities that need to be identified and addressed. These efforts need to be reflected in the ratings each client gives you and in your overall cumulative rating.

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