Using a scale from 1 to 7, the customer effort score evaluates the ease with which a company’s products and services are used by its clientele. Score 1 for a company that makes it hard to conduct business, and 7 for one that makes it simple. The CES should be maximised, or said another way, it should be as high as feasible. Within the field of customer experience (CX), the Customer Effort Score (CES) survey is classified as a transactional survey since it measures the various encounters customers have with a business. There are many different types of customer service encounters and processes that might trigger a CES survey.

Define “effort score,” please.

Companies utilise a single statistic called the Customer Effort Score to evaluate the amount of work a customer must put in to complete a certain task, such as problem solving, obtaining what they want, finding answers to their questions, or making a return. Customers are polled using the statement, “[Name of the Organization] made it easy for me to handle my issue,” to calculate a score called the customer effort score (CES). One number per customer rating, from 1 (strongly disagree) to 7 (strongly agree), is provided (strongly agree). In its most basic version, the CES survey provides a quantitative assessment of how easy or difficult it is to do business with a certain company.

How can you figure out how much effort a consumer put forth?

The cumulative average score (CES) is calculated by adding together all of the responses. To do this, tally up the total number of points given for answers and then divide that number by the total number of responses: The CES is calculated as (the total number of responses) x (sum of response ratings). The vast majority of companies fall between between 5 and 5.5 on the CES scale. On the Customer Effort Score’s 10-point scale, a score of 6 or above is generally considered to be above average.

Customer Loyalty Can Be More Accurately Predicted Thanks to CES’s Benefits

Matt Dixon, a senior executive at the prestigious consulting firm Corporate Executive Board (CEB) in 2008, introduced the notion of the Customer Effort Score (CES), a metric for quantifying the customer experience.


Instead than concentrating on offering outstanding experiences at individual client touchpoints, the CEB found that reducing the amount of friction experienced by customers was one of the most successful strategies to enhance customer loyalty. Considering the human tendency toward pessimism, this view seems compelling. Nonetheless, as Dixon has noted, companies are increasingly preoccupied with the production of extraordinary individual experiences despite the fact that doing so comes at a substantial financial outlay and yields negligible additional benefits. Compared to customer satisfaction ratings, the Customer Effort Score (CES) is 1.8 times more predictive of customer loyalty, according to research by CEB.