{"id":6775,"date":"2025-10-13T20:11:57","date_gmt":"2025-10-13T13:11:57","guid":{"rendered":"https:\/\/egcmea.dev\/?p=6775"},"modified":"2025-12-10T14:47:52","modified_gmt":"2025-12-10T13:47:52","slug":"le-taux-de-reiteration-lindicateur-le-plus-sous-estime-de-lexperience-client","status":"publish","type":"post","link":"https:\/\/egcmea.dev\/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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Sur le papier et en pratique, les organisations disposent de nombreux indicateurs pour \u00e9valuer la performance de leur Exp\u00e9rience Client.<\/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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Depuis des ann\u00e9es, le d\u00e9bat est nourri pour identifier le\u00a0m\u00e9ta indicateur<\/em>\u202f: celui qui rend compte de l\u2019exp\u00e9rience v\u00e9cue de la mani\u00e8re la plus juste et la plus compl\u00e8te. Dans cette perspective, Fred Reichheld avait en 2003 propos\u00e9 le NPS (\u00ab\u202fThe one number you need to grow\u202f\u00bb \u2013 HBR, 2003), avant que William Dixon ne tente d\u2019imposer le CES (Customer Effort Score) comme alternative (\u00ab\u202fStop trying to delight your customers\u201d \u2013 HBR, 2010).<\/p>

Si nous n\u2019avons pas la pr\u00e9tention de faire du\u00a0taux de r\u00e9it\u00e9ration\u00a0<\/strong>le successeur du NPS ou du CES, nous souhaitons toutefois attirer l\u2019attention sur ses vertus.<\/p>

\u00c0 l\u2019usage, il se r\u00e9v\u00e8le\u00a0extr\u00eamement puissant pour rendre compte de l\u2019exp\u00e9rience v\u00e9cue<\/strong>, tout en \u00e9tant\u00a0m\u00e9connu<\/strong>\u00a0and\u00a0clairement sous-exploit\u00e9<\/strong>\u00a0dans bon nombre d\u2019organisations, publiques comme priv\u00e9es.<\/p><\/div><\/div>


Qu\u2019est-ce que le taux de r\u00e9it\u00e9ration client<\/strong>?<\/strong><\/h4>
<\/div><\/div>
\u00a0<\/div>

Le taux de r\u00e9it\u00e9ration correspond au\u00a0pourcentage de clients qui contactent plusieurs fois une organisation pour le m\u00eame motif, dans un d\u00e9lai donn\u00e9<\/strong>. On mesure g\u00e9n\u00e9ralement la r\u00e9it\u00e9ration \u00e0 7, 15 ou 30 jours apr\u00e8s un premier \u00e9change.<\/p>

Exemple<\/strong>\u202f: si sur 1\u202f000 contacts entrants dans une semaine, 150 proviennent de clients ayant d\u00e9j\u00e0 contact\u00e9 le service dans les 7 jours pr\u00e9c\u00e9dents pour le m\u00eame sujet, alors le taux de r\u00e9it\u00e9ration \u00e0 7 jours est de 15\u202f%.<\/p>

Pour retranscrire la r\u00e9elle exp\u00e9rience v\u00e9cue par le client, l\u2019indicateur\u00a0doit \u00eatre \u00e9valu\u00e9 dans une approche omnicanale<\/strong>\u00a0(t\u00e9l\u00e9phone, email, chat, formulaires,etc.)<\/p><\/div><\/div><\/div><\/div><\/div><\/div>

\u00a0<\/div>

Pourquoi cet indicateur est-il si int\u00e9ressant<\/strong>?<\/strong><\/h4>
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\u00a0<\/div>
1. Il rend compte de relations client r\u00e9ellement \u00e0 risque<\/strong><\/h5><\/div><\/div>

Lorsqu\u2019un client fait l\u2019effort de recontacter une entreprise sur le m\u00eame motif, c\u2019est le plus souvent, parce que la r\u00e9ponse initiale\u00a0n\u2019a pas permis de r\u00e9soudre son probl\u00e8me<\/strong>. Il ne s\u2019agit donc pas d\u2019un simple d\u00e9tail aga\u00e7ant, mais d\u2019une\u00a0rupture de fluidit\u00e9<\/strong>\u00a0dans le parcours client.<\/p>

Ce type de situation\u00a0laisse une empreinte forte<\/strong>. Qui ne s\u2019est jamais dit\u202f:\u00a0\"<\/em>\u202fJ<\/em>\u2019ai d<\/em>\u00e9j<\/em>\u00e0 appel<\/em>\u00e9, et rien n<\/em>\u2019a boug<\/em>\u00e9<\/em>\u202f<\/em>\"<\/em>\u202f? Et ce ressenti a un impact direct sur la\u00a0satisfaction<\/strong>, l\u2019image de marque<\/strong>\u2026 voire la\u00a0fid\u00e9lit\u00e9<\/strong>.<\/p><\/div><\/div>

2. <\/strong>Il permet d\u2019identifier les causes de la mauvaise exp\u00e9rience<\/strong><\/h5><\/div><\/div>

Coupl\u00e9 \u00e0 une\u00a0analyse des causes racines<\/strong>, le taux de r\u00e9it\u00e9ration devient un outil de compr\u00e9hension des dysfonctionnements sur l\u2019ensemble du parcours client, depuis l\u2019\u00e9mergence du besoin jusqu\u2019au point de rupture. Les raisons peuvent \u00eatre nombreuses\u202fet riches d\u2019enseignements :<\/p><\/div><\/div>

  • Le client n\u2019a pas r\u00e9ussi \u00e0 joindre le service client lors de sa premi\u00e8re sollicitation<\/li>
  • Les r\u00e9ponses apport\u00e9es sont incompl\u00e8tes ou trop techniques\u00a0: le client n\u2019a pas compris la solution<\/li>
  • La r\u00e9ponse a \u00e9t\u00e9 trop rapide, sans personnalisation ou sans empathie \u2013 le client n\u2019a pas \u00e9t\u00e9 rassur\u00e9<\/li>
  • La solution apport\u00e9e n\u2019a pas fonctionn\u00e9 \/ n\u2019est pas pertinente<\/li>
  • Le client a \u00e9t\u00e9 rout\u00e9 vers un canal \/ une solution qu\u2019il n\u2019accepte pas<\/li>
  • Les processus m\u00e9tiers sont d\u00e9faillants\u2026<\/li><\/ul><\/div>


    Ce type d\u2019analyses permet d\u2019adopter une logique\u00a0qualitative<\/strong>, au-del\u00e0 des chiffres et d\u2019alimenter une dynamique salutaire d\u2019animation continue.<\/p><\/div><\/div>

    3. <\/strong>Il r\u00e9v\u00e8le la non-qualit\u00e9\u2026 et son co\u00fbt<\/strong><\/h5><\/div><\/div>

    Par d\u00e9finition, chaque r\u00e9it\u00e9ration (ou presque) n\u2019a pas lieu d\u2019\u00eatre. Elle repr\u00e9sente un co\u00fbt op\u00e9rationnel \u00e0 \u00e9viter. Soit l\u2019entreprise n\u2019a\u00a0pas su r\u00e9soudre efficacement<\/strong>\u00a0le probl\u00e8me, soit elle a\u00a0mal orient\u00e9<\/strong>\u00a0le client vers un canal inadapt\u00e9.<\/p>

    Un mauvais traitement initial peut g\u00e9n\u00e9rer\u00a0plusieurs appels, relances ou mails<\/strong>. En mesurant ce taux, on chiffre concr\u00e8tement la\u00a0non-qualit\u00e9<\/strong>\u00a0et on peut ainsi identifier des leviers d\u2019\u00e9conomies\u202ftout en assurant la satisfaction client : automatiser ce qui peut l\u2019\u00eatre, rediriger intelligemment, ou am\u00e9liorer les comp\u00e9tences de traitement.<\/p><\/div><\/div>

    4. <\/strong>Il est objectif, factuel et contribue \u00e0 la culture client<\/strong><\/h5><\/div><\/div>

    Contrairement \u00e0 des indicateurs d\u00e9claratifs (NPS, CSAT), le taux de r\u00e9it\u00e9ration est\u00a0enti\u00e8rement fond\u00e9 sur des faits<\/strong>. Il mesure une\u00a0r\u00e9action comportementale r\u00e9elle<\/strong>\u00a0du client, et non un ressenti.<\/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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    \u00ab Par cette caract\u00e9ristique, le taux de r\u00e9it\u00e9ration est le meilleur alli\u00e9 de ceux qui en interne se heurtent \u00e0 des collaborateurs ou managers qui remettent en cause la pertinence de la Voix du Client. \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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    Qui parmi vous n\u2019a jamais entendu, lors de pr\u00e9sentation de r\u00e9sultats d\u2019enqu\u00eate de satisfaction client dans l\u2019organisation : \u00ab mais ce que dit le client, c\u2019est la v\u00e9rit\u00e9 ? \u00bb ou \u00ab En France, on sait bien que seuls les clients insatisfaits s\u2019expriment \u00bb.<\/p>\n

    5. Il est facile \u00e0 communiquer<\/h5>\n

    Le taux de r\u00e9it\u00e9ration est facile \u00e0 expliquer, \u00e0 visualiser et \u00e0 partager.<\/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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    \u00ab Il peut \u00eatre utilis\u00e9 dans les comit\u00e9s qualit\u00e9, les formations ou les points \u00e9quipes. Il rend concrets les irritants, tout en valorisant les r\u00e9ussites. \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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    Il alimente une culture de la r\u00e9solution durable plut\u00f4t que de la gestion \u00e0 la cha\u00eene.<\/p>\n

    6. Il r\u00e9v\u00e8le la maturit\u00e9 IA de la relation client de l\u2019entreprise<\/h5>\n

    L\u2019essor de l\u2019intelligence artificielle et des bots conversationnels bouscule la lecture du taux de r\u00e9it\u00e9ration.<\/p>\n

    D\u2019un c\u00f4t\u00e9, les bots permettent de d\u00e9sengorger les canaux traditionnels en traitant automatiquement des demandes simples et r\u00e9p\u00e9titives (FAQ, suivi de commande, modification d\u2019informations personnelles\u2026). Mais de l\u2019autre, ils peuvent g\u00e9n\u00e9rer des r\u00e9it\u00e9rations en cascade si leur r\u00e9ponse est incompl\u00e8te, mal comprise ou hors sujet \u2013 le client est alors d\u00e9sempar\u00e9, dans une boucle d\u2019insatisfaction.<\/p>\n

    Suivre le taux de r\u00e9it\u00e9ration post bot est ainsi une opportunit\u00e9 pour \u00e9valuer la maturit\u00e9 IA de la relation client et entra\u00eener efficacement le bot pour apporter de la valeur aux clients.<\/p>\n

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    Un indicateur au service de la construction d\u2019une v\u00e9ritable satisfaction client<\/strong><\/h4>\n
    <\/div>\n<\/div>\n
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    Le taux de r\u00e9it\u00e9ration n\u2019est pas qu\u2019un chiffre. C\u2019est un\u00a0thermom\u00e8tre de la satisfaction silencieuse<\/strong>\u00a0\u2013 celle qui ne s\u2019exprime pas dans les enqu\u00eates, mais qui se traduit par des comportements concrets.<\/p>\n

    Un client qui r\u00e9it\u00e8re, c\u2019est\u00a0un client en attente, d\u00e9\u00e7u ou inquiet<\/strong>. Le suivre, c\u2019est passer d\u2019une logique de\u00a0r\u00e9paration<\/strong>\u00a0\u00e0 une logique de\u00a0pr\u00e9vention<\/strong>. C\u2019est mesurer non pas seulement la vitesse ou la courtoisie, mais\u00a0la capacit\u00e9 r\u00e9elle \u00e0 r\u00e9soudre un probl\u00e8me d\u00e8s le premier contact<\/strong>.<\/p>\n

    En somme, int\u00e9grer le taux de r\u00e9it\u00e9ration dans vos indicateurs, c\u2019est faire un pas de plus vers\u00a0une exp\u00e9rience client plus durable<\/strong>. Et vous, qu\u2019en pensez-vous\u00a0?<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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    Pourquoi est-il peu utilis\u00e9<\/strong>?<\/strong><\/h4>\n
    <\/div>\n<\/div>\n
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    Malgr\u00e9 tous ces atouts, le taux de r\u00e9it\u00e9ration n\u2019est pas syst\u00e9matiquement\u00a0int\u00e9gr\u00e9 dans les tableaux de bord de pilotage<\/strong>. Plusieurs freins peuvent l\u2019expliquer\u202f:<\/p>\n<\/div>\n<\/div>\n

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    • Faible notori\u00e9t\u00e9 de l\u2019indicateur\u00a0:\u00a0<\/strong>en comparaison de la CSAT, du NPS voire du CES<\/li>\n
    • Complexit\u00e9 de la mesure<\/strong>\u202f: elle exige un SI fiable, des identifiants clients uniques, et un bon param\u00e9trage des motifs de contact<\/li>\n
    • Vision omnicanale lacunaire<\/strong>\u00a0: l\u2019int\u00e9gration entre les SI canaux est rarement compl\u00e8te et les solutions de pilotage sont souvent silot\u00e9es<\/li>\n
    • Difficult\u00e9s d\u2019interpr\u00e9tation\u00a0:\u00a0<\/strong>en lien avec le d\u00e9lai \u00e0 prendre en consid\u00e9ration pour d\u00e9finir une r\u00e9it\u00e9ration, l\u2019existence de r\u00e9it\u00e9rations \u00ab normales \u00bb (ex : un client qui rappelle pour souscrire parce qu\u2019il souhaitait faire un tour du march\u00e9\u2026<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
      \n
      \u00a0<\/div>\n
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      Quels sont les seuils de performance<\/strong>?<\/strong><\/h4>\n
      <\/div>\n<\/div>\n
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      Les niveaux de performance varient selon les secteurs, les canaux et la complexit\u00e9 des demandes. A 7 jours, on peut consid\u00e9rer qu\u2019un taux inf\u00e9rieur \u00e0 10%, \u00e0 fortiori \u00e0 5% est une bonne voire une tr\u00e8s bonne performance. A l\u2019inverse, un taux sup\u00e9rieur \u00e0 15% doit interroger les d\u00e9cideurs.<\/p>\n

      Dans des secteurs \u00e0\u00a0forte complexit\u00e9<\/strong>\u00a0(sant\u00e9, \u00e9nergie, assurance), un taux plus \u00e9lev\u00e9 peut \u00eatre acceptable. Dans des contextes\u00a0plus simples<\/strong>\u00a0(e-commerce, retail), l\u2019exigence doit \u00eatre plus \u00e9lev\u00e9e et les seuils abaiss\u00e9s.<\/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":"

      Sur le papier et en pratique, les organisations disposent de nombreux indicateurs pour \u00e9valuer la performance de leur Exp\u00e9rience Client.
      \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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