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Because it measures what is easy: tickets closed per agent, average handling time, first-response speed. Optimising those produces fast, shallow answers and customers who come back twice.
The figure that matters — did this get solved — is harder to count, so it usually is not.
Reports run off the ticket record: volume by product and cause, resolution against SLA, reopen rate, and CSAT tied to the specific ticket and agent. Every number drills to the tickets it came from.
Reopen rate sits beside close rate deliberately, because closing fast and reopening often is worse than not closing at all.
Support stops being a cost centre argument and becomes a source of product evidence. Ten tickets a week about one confusing screen is a backlog item in Loop with the tickets attached.
Staffing conversations start from arrival patterns rather than from how busy the team feels.
It will not rank agents. The figures are available per agent because that is how you spot somebody struggling, not so a leaderboard can be posted.
CSAT is also not a performance measure on its own. A low score on a ticket where the answer was no is not a failure of the agent.
Nothing here is an integration. Each line is two products reading the same record from different sides.
Reports run off the ticket record: volume by product and cause, resolution against SLA, reopen rate, and CSAT tied to the specific ticket and agent. Every number drills to the tickets it came from.
Support stops being a cost centre argument and becomes a source of product evidence. Ten tickets a week about one confusing screen is a backlog item in Loop with the tickets attached.
It will not rank agents. The figures are available per agent because that is how you spot somebody struggling, not so a leaderboard can be posted.
Fourteen days, every module, no card. Or half an hour with someone who will run it on your own records and tell you where it does not help.