{"id":6775,"date":"2025-10-13T20:11:57","date_gmt":"2025-10-13T13:11:57","guid":{"rendered":"https:\/\/www.eurogroupconsulting.com\/?p=6775"},"modified":"2026-01-15T14:22:35","modified_gmt":"2026-01-15T13:22:35","slug":"the-reiteration-rate-the-most-underestimated-indicator-of-customer-experience","status":"publish","type":"post","link":"https:\/\/www.eurogroupconsulting.com\/en\/publications\/article\/le-taux-de-reiteration-lindicateur-le-plus-sous-estime-de-lexperience-client","title":{"rendered":"The repeat rate: the most underestimated Customer Experience indicator"},"content":{"rendered":"
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On paper and in practice, organizations have many indicators at their disposal to assess the performance of their Customer Experience.<\/h3>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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For years now, there has been a lively debate on the identification of the\u00a0meta indicator<\/em>the one that gives the most accurate and complete account of the customer's experience. With this in mind, Fred Reichheld proposed the NPS in 2003 (\u00abThe one number you need to grow\u00bb - HBR, 2003), before William Dixon attempted to impose the CES (Customer Effort Score) as an alternative (\u00abStop trying to delight your customers\u201d - HBR, 2010).<\/p>

If we don't claim to make\u00a0reiteration rate\u00a0<\/strong>the successor to NPS or CES, we would nevertheless like to draw attention to its virtues.<\/p>

In use, it proves\u00a0extremely powerful for reporting on lived experience<\/strong>, while being\u00a0unrecognized<\/strong>\u00a0and\u00a0clearly under-exploited<\/strong>\u00a0in many organizations, both public and private.<\/p><\/div><\/div>


What is the customer repeat rate?<\/strong>?<\/strong><\/h4>
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The repeat rate corresponds to the\u00a0percentage of customers who contact an organization several times for the same reason, within a given timeframe<\/strong>. Repeat business is generally measured 7, 15 or 30 days after a first exchange.<\/p>

Example<\/strong>If out of 1,000 incoming contacts in a week, 150 come from customers who have already contacted the service in the previous 7 days for the same subject, then the 7-day repeat rate is 15 %.<\/p>

To capture the real customer experience, the indicator\u00a0must be evaluated in an omnichannel approach<\/strong>\u00a0(telephone, email, chat, forms, etc.)<\/p><\/div><\/div><\/div><\/div><\/div><\/div>

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Why this indicator is so interesting<\/strong>?<\/strong><\/h4>
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1. It reports on customer relationships that are truly at risk<\/strong><\/h5><\/div><\/div>

When a customer makes the effort to contact a company again for the same reason, it's most often because the initial response\u00a0did not solve his problem<\/strong>. So it's not just an annoying detail, but a real one.\u00a0fluidity break<\/strong>\u00a0in the customer journey.<\/p>

This type of situation\u00a0leaves a strong imprint<\/strong>. Who has never said :\u00a0\"<\/em>J<\/em>\u2019I have<\/em>ej<\/em>on call<\/em>\u00e9, and nothing<\/em>\u2019a boug<\/em>\u00e9<\/em>\u202f<\/em>\"<\/em>? And this feeling has a direct impact on the\u00a0satisfaction<\/strong>, l\u2019brand image<\/strong>... or even\u00a0loyalty<\/strong>.<\/p><\/div><\/div>

2. <\/strong>It helps identify the causes of the bad experience<\/strong><\/h5><\/div><\/div>

Coupled with a\u00a0root cause analysis<\/strong>, reiteration rate becomes a tool for understanding malfunctions throughout the entire customer journey, from the emergence of the need to the breaking point. The reasons for this can be numerous and rich in information:<\/p><\/div><\/div>

  • The customer has not been able to reach customer service on the first occasion.<\/li>
  • Incomplete or overly technical answers: the customer didn't understand the solution<\/li>
  • The response was too quick, without personalization or empathy - the customer was not reassured<\/li>
  • The solution didn't work \/ isn't relevant<\/li>
  • The customer has been routed to a channel\/solution he does not accept<\/li>
  • Business processes are failing...<\/li><\/ul><\/div>


    This type of analysis makes it possible to adopt a logical\u00a0qualitative<\/strong>, Our aim is to go beyond the numbers and fuel a healthy dynamic of continuous animation.<\/p><\/div><\/div>

    3. <\/strong>It reveals non-quality... and its cost<\/strong><\/h5><\/div><\/div>

    By definition, every repetition (or almost every repetition) is unnecessary. It represents an operational cost to be avoided. Either the company has\u00a0failed to solve the problem effectively<\/strong>\u00a0the problem, or it has\u00a0misdirected<\/strong>\u00a0the customer to an unsuitable channel.<\/p>

    Poor initial treatment can lead to\u00a0several calls, reminders or e-mails<\/strong>. Measuring this rate gives a concrete figure for the\u00a0non-quality<\/strong>\u00a0and we can identify cost-saving levers while ensuring customer satisfaction: automate what can be automated, redirect intelligently, or improve processing skills.<\/p><\/div><\/div>

    4. <\/strong>It is objective, factual and contributes to customer culture.<\/strong><\/h5><\/div><\/div>

    In contrast to declarative indicators (NPS, CSAT), the rate of repeat offences is\u00a0entirely based on facts<\/strong>. It measures a\u00a0actual behavioral response<\/strong>\u00a0not a feeling.<\/p><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \u00abBecause of this characteristic, the reiteration rate is the best ally for those who internally come up against employees or managers who question the relevance of the Voice of the Customer.\u00bb<\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    Who among you hasn't heard, when presenting the results of a customer satisfaction survey within the organization: \u00abBut what the customer says is the truth?\u00bb or \u00abIn France, we know that only dissatisfied customers express themselves\u00bb.<\/p>\n

    5. It's easy to communicate<\/h5>\n

    The repeat rate is easy to explain, visualize and share.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \u00abIt can be used in quality committees, training sessions or team meetings. It makes irritants concrete, while highlighting successes.\u00bb<\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    It fosters a culture of sustainable resolution rather than assembly-line management.<\/p>\n

    6. It reveals the AI maturity of the company's customer relations.<\/h5>\n

    The rise of artificial intelligence and conversational bots is changing the way repeat business is interpreted.<\/p>\n

    On the one hand, bots make it possible to unclog traditional channels by automatically handling simple, repetitive requests (FAQ, order tracking, modification of personal information...). But on the other, they can generate a cascade of repetitions if their response is incomplete, misunderstood or irrelevant - leaving the customer at a loss, in a loop of dissatisfaction.<\/p>\n

    Tracking the post-bot reiteration rate is thus an opportunity to assess the AI maturity of the customer relationship and effectively train the bot to bring value to customers.<\/p>\n

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    An indicator for building genuine customer satisfaction<\/strong><\/h4>\n
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    The repeat offender rate is not just a figure. It is a\u00a0silent satisfaction thermometer<\/strong>\u00a0- that which is not expressed in surveys, but which translates into concrete behavior.<\/p>\n

    A repeat customer means\u00a0an expectant, disappointed or worried customer<\/strong>. Following him means moving from a logic of\u00a0repair<\/strong>\u00a0to a logic of\u00a0prevention<\/strong>. This means measuring not just speed or courtesy, but also\u00a0real ability to solve a problem from the very first contact<\/strong>.<\/p>\n

    In short, integrating the reiteration rate into your indicators means taking a further step towards\u00a0a more sustainable customer experience<\/strong>. And what do you think?<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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    Why is it rarely used<\/strong>?<\/strong><\/h4>\n
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    Despite all these advantages, the reiteration rate is not systematically\u00a0integrated into management dashboards<\/strong>. There are several reasons for this:<\/p>\n<\/div>\n<\/div>\n

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      \n
    • Low awareness of the indicator :\u00a0<\/strong>compared to CSAT, NPS or CES<\/li>\n
    • Measurement complexity<\/strong>It requires a reliable information system, unique customer identifiers, and the right settings for contact reasons.<\/li>\n
    • A lack of omnichannel vision<\/strong>\u00a0integration between IS channels is rarely complete, and management solutions are often siloed<\/li>\n
    • Interpretation difficulties :\u00a0<\/strong>in relation to the period of time to be taken into account to define a repeat, the existence of \u00abnormal\u00bb repeat business (e.g. a customer who calls back to subscribe because he wanted to shop around...<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
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      What are the performance thresholds?<\/strong>?<\/strong><\/h4>\n
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      Performance levels vary according to sector, channel and complexity of requests. At 7 days, a rate of less than 10%, let alone 5%, can be considered a good or even very good performance. Conversely, a rate in excess of 15% should raise questions among decision-makers.<\/p>\n

      In areas with\u00a0high complexity<\/strong>\u00a0(health, energy, insurance), a higher rate may be acceptable. In contexts\u00a0simpler<\/strong>\u00a0(e-commerce, retail), the requirements must be higher and the thresholds lowered.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

      On paper and in practice, organizations have many indicators at their disposal to assess the performance of their Customer Experience.
      \nDepuis des ann\u00e9es, le d\u00e9bat est nourri pour identifier le m\u00e9ta indicateur\u202f: celui qui rend compte de l\u2019exp\u00e9rience v\u00e9cue de la mani\u00e8re la plus juste et la plus compl\u00e8te.<\/p>","protected":false},"author":1,"featured_media":6786,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[32],"tags":[],"class_list":["post-6775","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article"],"acf":[],"yoast_head":"\nLe taux de r\u00e9it\u00e9ration : l\u2019indicateur le plus sous-estim\u00e9 de l\u2019Exp\u00e9rience Client<\/title>\n<meta name=\"description\" content=\"Le taux de r\u00e9it\u00e9ration r\u00e9v\u00e8le l\u2019exp\u00e9rience client r\u00e9elle, identifie les causes d\u2019insatisfaction, r\u00e9duit les co\u00fbts et am\u00e9liore durablement la qualit\u00e9 du service.\" \/>\n<meta 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