Start from the actual numbers
If your site gets a few visitors a day, an assistant will produce a handful of conversations a week, and some of those will be you testing it. That is the real starting position and it is worth stating plainly before deciding what to expect.
It is not a reason not to have one. It is a reason to be clear about which benefits scale down and which do not. Anything statistical does not: rates, percentages, trends, comparisons between weeks. Anything qualitative does: what individual people asked, whether they got what they wanted, what you learned about how they describe your business.
What ten conversations cannot tell you
They cannot tell you a rate of anything. Two refusals out of ten is not a refusal rate, it is two events, and next week's two events could easily be zero or five for no reason connected to anything you did.
They cannot tell you whether a change worked. If you adjust the caution setting and the following week looks different, you have learned nothing, because the week would have looked different anyway. Small numbers move for their own reasons.
They cannot tell you what your customers in general want, only what these particular people wanted. That distinction matters when you are deciding what to write next, because a single unusual visitor can send you off writing material for a question nobody else will ever ask.
What ten conversations can tell you
They can tell you, definitively, that a question was asked. One person asking whether you deliver to their area is proof that the question exists and that your site did not answer it. You do not need a second data point to justify writing that page.
They can tell you the vocabulary real visitors use, which is almost always different from yours and is directly useful for headings, page titles and search. Ten conversations is plenty for this.
They can tell you whether your material holds up. Reading ten answers against your own documents will find the dropped conditions, the ambiguous pages and the contradictions faster than any audit, because a real question is a better test than an imagined one.
And they can tell you what people expect the business to do, which sometimes reveals that your positioning is being read differently from how it was written.
Why the deflection metric is meaningless here
Deflection is a ratio, and ratios need volume to mean anything. At this scale the numerator and denominator are both small enough that ordinary randomness dominates, and any figure you calculate will be a description of noise.
Worse, it will be a misleading description, because the direction of the noise is not neutral. A quiet week with one abandoned conversation produces a terrible number. A quiet week where the only visitor was you produces a wonderful one. Neither describes anything about the system.
Do not build a report you cannot interpret. If somebody asks for one, the honest answer is that the site does not produce enough events to support a percentage, and here is what it produces instead: a list of the actual questions people asked this month. That is more useful information than a rate would have been even if the rate were reliable.
The two real reasons to run one anyway
The first is coverage in time. A small business is unavailable most of the hours in a week, and a meaningful share of website visits happen in those hours. Somebody looking at three suppliers at ten at night gets an answer from you and a contact form from the other two. That advantage does not require volume to be worth having.
The second is that it tells you what people ask, and a small business usually has no other source for that. There is no support queue to analyse, no research budget, and the questions that reach the owner by phone are filtered by whoever was willing to phone. A record of what anonymous visitors typed is genuinely new information.
A third, smaller reason: it forces you to write down things that only existed in your head. Most small operators find the setup process more valuable than they expected, because it is the first time anyone has made them articulate their own delivery terms.
What to do instead of measuring
Read every conversation. At this volume that is a few minutes a week, and it replaces the entire analytics function with something better.
Keep a running list of questions asked, with a tally. Not a dashboard, a list. After three months you will have a genuine picture of demand built from complete data rather than from a sample, which is a luxury larger operations do not have.
Set a review date rather than a threshold. Look at the list quarterly and ask whether anything on it has been asked enough times to be worth writing a page about. Two or three is often enough at this scale, because the questions that recur among very few visitors tend to be structural rather than accidental.
And revisit the whole question of measurement only if traffic grows by a large multiple. Until then, reading is the measurement.