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Random freezes, missing sound and display glitches usually trace back to one bad driver. Find and replace yours safely.Free scan · under a minuteCompetitor comparisons can reveal customer-service gaps, but a score alone rarely explains how to close one. Compare equivalent customer journeys, use consistent measures, and investigate the processes behind different results. Then adapt a relevant practice to your customers and test whether it improves the outcome you care about.
What customer-service benchmarking can tell you
Customer experience benchmarking compares customer perceptions, service performance, and supporting practices with internal groups, peers, standards, or high-performing organizations to identify gaps and improvement opportunities. APQC distinguishes between performance benchmarking, which shows where results differ, and practice or process benchmarking, which helps explore why they differ. Used together, the two approaches help organizations prioritize improvements. APQC explains the three types of benchmarking.
A comparison is a diagnostic, not a verdict. If one team has faster replies or higher satisfaction, that difference is a clue to investigate—not proof that a particular tool, staffing model, or script caused it. Technology, training, staffing, business rules, leadership support, and process design may all contribute.
Choose the right comparison method
| Method | What you compare | What it can reveal | Main caution |
|---|---|---|---|
| Internal benchmarking | Teams, locations, brands, or channels within your organization | Variation in results and practices under a shared organizational context | Units may still serve different customers or handle different kinds of work. |
| Competitive benchmarking | Your service with direct competitors | How your customer-facing outcomes or practices compare with industry peers | Publicly visible features and scores rarely explain the operating process behind them. |
| External or cross-industry benchmarking | Your process with peer organizations or strong performers in other sectors | Practices that may transfer when organizations execute a comparable process well | A famous company is not automatically a fair comparison; the process must be comparable. |
| Performance benchmarking | Quantitative outcomes, such as satisfaction or response time | Where a measurable gap exists | It identifies a difference, not its cause. |
| Practice or process benchmarking | How work is designed, staffed, supported, and carried out | Possible drivers of a performance difference | A practice that works elsewhere may not fit your customer base or constraints. |
These are complementary choices, not mutually exclusive categories. A useful project can begin with an internal comparison, add outside performance data, and then study practices at organizations with a comparable journey.
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Compare a customer journey, not a vague company-wide score
Start with a specific customer task: resolving a technical issue, joining a service, or getting an answer through a support channel. Broad averages can hide meaningful differences between tasks and channels. For instance, a fast first reply does not necessarily mean a customer’s issue was resolved, and an overall satisfaction score may obscure a difficult onboarding journey.
McKinsey’s 2017 article describes an analysis of one European energy utility’s “I join” journey in which four operational drivers explained 75 percent of journey satisfaction. That is a specific reported example, not a general benchmark or a prediction for other companies. Its practical lesson is to connect customer perceptions to the operations of a defined journey rather than treating an overall score as an explanation. Read McKinsey’s customer-experience discussion.
Select measures that support a decision
Pair customer perceptions with operational measures that plausibly influence them. Depending on the journey, useful comparisons include:
- Customer outcomes: satisfaction, complaints, service failures, and whether the customer’s issue was resolved.
- Speed and effort: first reply time, handling time, and the number of contacts needed to complete the task.
- Resolution: first-contact resolution and whether customers have to repeat information across channels.
- Operating performance: contact volume, cost per contact, and workforce productivity.
- Interaction and channel quality: interaction quality and consistency when customers move between channels.
Do not collect metrics simply because another organization reports them. Decide which customer journey and improvement decision the measure will inform. Define each metric consistently—including its start and end points, population, channel, and time window—and check that the underlying data are reliable. A “first reply” or “resolution” figure is not meaningfully comparable if organizations calculate it differently.
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Customer feedback and operational data provide different kinds of evidence. Salesforce’s March 17, 2026 guidance recommends combining them and balancing quantitative measures with open-ended comments or conversation evidence. As a software provider, Salesforce offers a useful measurement perspective, but its guidance is not an independent benchmark. See Salesforce’s customer-service metrics guidance.
Investigate why results differ
Once a comparison identifies a gap, look beneath the number before proposing a fix. Examine the conditions surrounding the journey:
- Process design: How many handoffs or steps does the customer encounter? Can an issue be resolved in the first interaction?
- Staffing and workload: Are coverage hours, skills, or workload different? Do teams handle comparable volumes and case complexity?
- Training and knowledge: Do agents have the knowledge and authority to resolve the issue without unnecessary escalation?
- Technology: Do support systems make relevant customer history and answers available across interactions?
- Business rules: Do policies, approval requirements, or refund rules add friction?
- Leadership support: Are teams given clear priorities and the resources to follow the intended process?
Ask what evidence supports each explanation. A rival’s visible chat option, for example, does not establish that its service performs better; the customer journey, staffing, rules, and resolution process behind that channel matter too.
Use benchmarks and software as inputs, not answers
Several organizations publish resources that can help with definitions, comparisons, or measurement. Their scope and point of view matter:
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- Gartner: Describes peer-based benchmarking and a Customer Service & Support Score maturity assessment. Gartner says it collects data on more than 300 customer-service and support metrics for research, tools, and custom reporting; the surfaced page does not state the year for that figure, and detailed tools are presented as Gartner client resources. Gartner’s customer service and support research.
- APQC: Offers guidance on performance, practice, and process benchmarking, as well as KPI benchmark resources. APQC says its Measuring Customer Service research drew on insights from 200 large organizations; the surfaced page does not state the year. Its key-benchmarks collection was last updated July 10, 2025. APQC benchmarking resources and APQC customer-service key benchmarks.
- Institute of Customer Service: Describes the UK Customer Satisfaction Index (UKCSI) as an independent national customer-satisfaction benchmark published twice a year since 2008. It is a UK measure, not a universal or US-specific score; check the latest release and its coverage before using a current result. Institute of Customer Service UKCSI information.
- Zendesk: Its vendor benchmark resource lists customer satisfaction, first reply time, request volume, help-center articles, automation features, and apps among comparison fields. Treat it as a vendor resource rather than an independent industry-wide finding. Zendesk’s benchmark resource.
Benchmark services may supply comparison data, and customer-service software may help collect or organize measurements. Neither determines whether a practice suits your customers. Keep the source, measurement definition, date, and coverage attached to any external figure you use.
Turn a comparison into a practical test
- Define the customer task. Select one journey or service problem and specify the channel or channels in scope.
- Choose paired measures. Select at least one customer outcome and the operational measures that may help explain it. Write down how each is calculated and the period it covers.
- Choose a fair comparison group. Start with internal teams where useful, then select competitors, peers, or cross-industry organizations that handle a comparable process.
- Validate the difference. Check data quality, definitions, customer mix, workload, and channel scope before treating a result as a genuine gap.
- Investigate operating practices. Look at process design, staffing, training, technology, business rules, and leadership support to identify plausible drivers.
- Adapt and monitor a change. Translate a relevant practice into a change that fits your customers and constraints. Monitor both customer outcomes and operational effects; the comparison itself does not guarantee a return or prescribe a universal implementation sequence.
Keep the project narrow enough to act on. A focused comparison that connects one gap to a plausible operational driver and a measurable decision is more useful than a broad ranking with no explanation.
Frequently Asked Questions
Can benchmarking help identify gaps in customer service?
Yes. Performance comparisons can show where outcomes differ, while practice and process comparisons help investigate possible reasons. The gap is a starting point for inquiry, not proof of its cause.
What is customer experience benchmarking?
It is the comparison of customer perceptions, service performance, and supporting practices with internal groups, peers, standards, or high-performing organizations to identify gaps and improvement opportunities.
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Which type of benchmarking is best for identifying customer-service gaps?
Performance benchmarking is the direct way to identify outcome differences. Pair it with practice or process benchmarking to investigate what might explain them.
Should a small business compare itself with a company in another industry?
It can, if the organizations execute a genuinely comparable process. The relevant comparison is the task and operating practice—not the size or fame of the company.
How should a company treat a customer-service statistic from a vendor?
Identify the vendor context and check the measure’s definition, date, population, and coverage before comparing it with your own results. A vendor’s benchmark resource can be useful input without serving as an independent industry-wide standard.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Frequently Asked Questions
Can benchmarking help identify gaps in customer service?
Yes. Performance comparisons can show where outcomes differ, while practice and process comparisons help investigate possible reasons. The gap is a starting point for inquiry, not proof of its cause.
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What is customer experience benchmarking?
It is the comparison of customer perceptions, service performance, and supporting practices with internal groups, peers, standards, or high-performing organizations to identify gaps and improvement opportunities.
Which type of benchmarking is best for identifying customer-service gaps?
Performance benchmarking is the direct way to identify outcome differences. Pair it with practice or process benchmarking to investigate what might explain them.
Should a small business compare itself with a company in another industry?
It can, if the organizations execute a genuinely comparable process. The relevant comparison is the task and operating practice—not the size or fame of the company.
How should a company treat a customer-service statistic from a vendor?
Identify the vendor context and check the measure’s definition, date, population, and coverage before comparing it with your own results. A vendor’s benchmark resource can be useful input without serving as an independent industry-wide standard.
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