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Purpose How can customer service be so bad in an era when companies collect endless data on customer interactions? The purpose of this paper is to contribute to the important challenge of elevating customer service delivery by providing guidelines for when and how to select optimal measures of customer service measurement using a new decision framework. Design/methodology/approach The paper uses a comprehensive, multi-dimensional review of extant literature related to customer service, journey mapping and performance measurement and applied a qualitative, taxonomic approach for model development. Findings A process model and customer journey mapping framework can facilitate the selection and application of appropriate and relevant customer service experience metrics to enhance customer service experience strategies, creation and delivery. Research limitations/implications The taxonomy of customer service metrics is limited to current publicly and commercially available metrics. The dynamic nature of the customer service environment necessitates continuous updates of the model and framework. Practical implications Selection of customer service performance measures should match relevant stages of the customer journey; use perception-based, operational and outcome-based metrics that track employee and customer behaviours; improve omni-channel measurement; and integrate data-sharing and benchmark measurement initiatives through collaboration with customer service communities. Originality/value A reimagined perspective is offered to the complex challenge of measuring and improving customer service, providing a new decision-making framework for customer service experience measurement and guidance for future research.

Marketing managers face increasing demands for effectiveness measurement including more rigorous assessment of the match between marketing communication objectives and results. This study provides an analysis of current objective-setting practices and a comparison with past industry practices by applying a traditional communication task model to marketing communications award competition entries. The results indicate that there is still room for improvement in communication objective-setting practices. Suggestions for improving these practices include (1) making a commitment to assessment, (2) offering actionable objective-setting education, (3) increasing attention to the impact of new media, and (4) expanding the role of agencies. The authors conclude that the study of the objectives and results aspect of marketing communication management will create new opportunities for integrated marketing communications scholars and practitioners to increase the effectiveness of promotional activities.