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Beyond Call Center Metrics

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Home Page > Business > International Business > Beyond Call Center Metrics

Beyond Call Center Metrics

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Posted: Mar 06, 2010 |Comments: 0
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In order to sustain client relationships, call centers need to think beyond call center metrics. They must strive to understand their clients’ exact needs. Besides inquiring about call volume and hours of operation, centers should ask questions such as:

What are your outsourcing objectives?
Do you have any sales targets/goals for us?
Who are your competitors?
What are your current sales/support targets?
What can we do to create the best ROI?

While utilizing call centers calls for new thinking on the client’s part, the call center must also understand each client’s unique needs. Here are some practical steps for success:

Stay abreast of new marketing strategies
Attend tradeshows and develop contacts with other vendors
Provide business consulting, especially for clients new to using call centers
Provide current data on the client’s competitors
Offer a clear picture of what the client can expect
Help each client understand their goals and how to achieve them

Not every business is looking for the lowest cost option. Many clients are willing to invest in a call center that fully understands their business needs and creates profit. They need a call center with a track record of producing great ROI. More importantly, they need a center that is fully committed to their success and strives to exceed their expectations on all levels.

It is the call center’s responsibility to frequently update clients on its progress. The center should devise incentive programs to reward customer loyalty and attract new customers. Surprisingly, clients often fail to inform the call center of their concerns. If call centers do not communicate with clients regularly, they may lose their client base. So every call center must take the initiative to communicate with clients regularly, even if things are going well.

The call center can also use service calls to gauge customer satisfaction. This can mean asking:

What can we do to make things better?
Are you interested in any other product of ours?
Was the infomercial interesting?

When this information is passed on, clients can make improvements and be more competitive.

Choosing the right call center can be confusing for any client. So it is very important that call centers be prepared to go the extra mile for their clients. Any good call center understands the importance of call center metrics. But not many are willing, or even able to go the extra mile.

It’s the call center’s responsibility to be committed to its clients’ success and increase their bottom line. For any call center that fully understands this commitment, it means going beyond call center metrics. This ensures the most coveted prize – success.

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Timm Johnson -
About the Author:

INSO – International Inbound Call Center & Outbound Call Center, It provides 99% up time call center Services for Inbound Outbound Call Center and Outbound Call Center. Customer Support Services, Answering Services and Technical Support Services with 100% customer satisfaction. Visit our Website www.inso.us for Your feed back comment and suggestions.

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Model Metrics Utilizes Salesforce.com’s Force.com Platform to Deliver a Mobile Education System for Wonder-Space Mobile

Model Metrics Utilizes Salesforce.com’s Force.com Platform to Deliver a Mobile Education System for Wonder-Space Mobile
CHICAGO, IL–(Marketwire – 11/04/10) – Model Metrics , the leader in cloud computing services for the enterprise, today announced its successful implementation of Wonder – Space Mobile’s (WSM) new custom mobile education application. Built using Force.com, salesforce.com’s enterprise cloud computing platform, the new system is designed to enable this leader in the emerging field of education via …

Read more on Marketwire via Yahoo! Finance

Be the first to comment - What do you think? Posted by - November 6, 2010 at 12:59 pm

Categories: Call Center Applications Tags: Deliver, Education, Force.com, Metrics, Mobile, Model, Platform, Salesforce.com's, system, Utilizes, WonderSpace

Improving Your Call Center: The Super Seven Ways Of Performance Metrics

Innovative software, industry expertise and proven business practices are deployed by every call center but only some of these are able to kick it up a notch while some others become a dampened squib. Despite of every mandatory infrastructure, performance levels of the success and results of call centers differ hugely. To remain viable and stand apart in this outsourcing call center industry, it is necessary to evaluate the performance and maintain the qualitative yardsticks across the processes.

These performance metrics can give you wonderful insights and knowledge into the realms of customer service and experience.

1) First Call Resolution(FCR)
A recent research has established the value of FCR all over again. Even one percent of improvement can bounce the efficacy of services of call centers. Also, you can enjoy several benefits such as reduced operational costs, lower revenue risks, higher employee and customer satisfaction.

2) Service Level and Response Time
Classics never die. Same is true for service level and response time metrics. In today”??s modern time these older techniques are still effective as new. With these, you can know your reach and accessibility to the customers or the actual volume of received and answered calls.

3) Schedule Adherence
The management of log in time and taking calls of an agent during his shift can be a critical tool to gauge the quality of the services being provided in your contact centers. Agents cannot control the volume and influx of calls but management can regulates the time being spent on line and wasted. With this you can come to know the actual productivity per agent by taking an account of the numbers of calls one takes.

4) Forecasting Accuracy
This performance metrics is decided on a comparison between the number of calls received and forecasted by an inbound call center within a definite period of time. This helps to determine a BPO to evaluate the number of staffers employed in terms of understaffing or overstaffing.

5) Accessibility and Self Service
This helps you to determine how actually helpful is IVR and other interactive web applications are in comparison with Live agents? Are customers really approaching them or their deployed off load services are putting them off?

6) Contact Quality
How your agents are receiving your customers? Are they using proper pleasantries or just skipping it off and being rude. Are they polite or fake? Through proper monitoring or live.

Be the first to comment - What do you think? Posted by - September 2, 2010 at 12:26 pm

Categories: Outsourced Call Center Tags: call, center, Improving, Metrics, performance, Seven, super, Ways

Measuring Customer Service Performance – CRM Metrics

The headlines scream about another CEO or CFO defrauding the company or being disgraced. Why is it happening so often? Believe it or not what you are seeing might be reflected in the Customer Service given by the front line personnel to the company’s clients.

Consider this. Executives’ compensation packages are often based on salary and bonuses which are paid out in stock options. The stock options are often so lucrative that the salary looks infinitesimal by comparison. The executive is then motivated to, above all else, see the stock prices go up even if it means alienating customers or even bankrupting the company. When the stock goes up the Executive sells it. Some companies have tried to curtail these practices by disallowing the sale of stock by employees. Of course then the motivation becomes to inflate the stock as much as possible, even temporarily, quit, then sell the stock.

So how does this reflect in Customer Service Performance? A company whose KPI are primarily incentive based will usually infuse that philosophy throughout the corporate structure. Thus Customer Service becomes as incentive based as the CEO’s stock options or the commission paid to the sales staff.

An order comes down from the executive offices that no call should take longer than 7 minutes to complete or that Call Center employees’ bonuses are based on clearing the maximum number of calls quickly and “efficiently.” That’s fine until a major issue comes up that takes longer than 20 minutes and then, suddenly the previously helpful call center rep is doing everything possible to hustle the caller off the line. Soon the call center reps are hanging up on customers in order to inflate their calls/shift ratio.

As long as Customer Service Performance KPI are based on the quantifiable rather than the true level of satisfaction of the Customer, these scenarios will continue to frustrate the buying public. That’s why some companies have introduced more reliable systems of measuring Customer Service Performance. These new KPI more accurately reflect whether or not the Customer actually feels that they’ve received a level of service that meets their needs. These models look something like this: When the clients’ questions have been answered a series of questions are asked by the Customer Service rep. “Are you satisfied with the responses to your queries?” “Were your questions answered adequately and professionally?” “Is there anything else we can help you with today?” Sometimes these questions are asked by the rep themselves and sometimes a follow up call is made by a supervisor or another rep. The Customer’s response to those qualitative questions becomes the primary Customer Service Performance KPI. By shifting the KPI from quantity to quality personnel are more inclined to leave a Customer truly satisfied.

If you are interested in customer service metrics, check this web-site to learn more about CRM metrics.

Be the first to comment - What do you think? Posted by - July 25, 2010 at 12:27 pm

Categories: Call Center CRM Tags: Customer, Measuring, Metrics, performance, Service

Call Center Metrics That Measure Up

Call center operations are generally characterized by large volumes of telephone calls that are either inbound or outbound. An inbound call center company is designed or equipped to provide product support or to handle inquiries or complaints from customers. On the other hand, an outbound call center contacts potential customers usually for the intention of selling or surveying. A common call center set-up involves individual work stations for each agent. Individual headsets or telephone sets are provided for each employee. A large percentage of call centers are outsourced companies. They offer their services to other companies that require additional manpower to interact with their customers. Some of these companies are mail order catalogue companies, computer hardware and software companies and utility firms.

A common concept used in optimizing call center operations is the queuing theory which is the central idea used in distributing and forecasting calls. Management usually considers the minimum number of agents needed to provide certain service levels. Through accurate call forecasting, a call center is able to handle a significant volume of calls coming in at the same time. These calls are screened and are forwarded to the agents. It is during the customers’ interaction with the agents that most issues or product inquiries are handled and resolved. To continually monitor the performance of call center agents, aspects like proficiency level, customer service and quality control are looked into.

Most call centers use metrics or performance measures which are easily obtained as the primary basis of agent performance evaluation. Some of these include average talk time (ATT), mean dialing time, service level percentages, average handling time (AHT), or the number of calls that are handled by an agent. Different software applications and technologies are also used to measure different facets of agent performance. In the matter of choosing the performance metrics that are to be used, managements of call centers are faced with a dilemma. With the numerous metrics that can be used, it is difficult to determine which are more important than the others. In line with this, some companies choose to use a Balanced Scorecard, a management concept introduced by Robert S. Kaplan and David P. Norton in 1992. This allows call center managers to focus on those areas that are critical to the success of the entire organization.

According to industry experts, only five call center metrics really matter. These key performance indicators (KPIs) are identified as aggregate call performance, agent utilization, cost per call, customer satisfaction and first contact resolution (FCR) rate. FCR, in particular, is highly regarded as statistics reveal that the higher this percentage is, the higher the customer satisfaction rate. Metrics may differ from one company to another due to difference in organizational objectives. Nevertheless, the metrics that should be chosen should measure those activities or processes that will help the company achieve its vision and strategic objectives.

If you are interested in call center metrics, check this web-site to learn more about call center kpi.

Be the first to comment - What do you think? Posted by - June 23, 2010 at 12:51 pm

Categories: Call Center Management Tags: call, center, Measure, Metrics

Four Metrics Define Data Center Greenness

Denver, CO – Broomfield, CO – January 3, 2008 — Corporations and business leaders are feeling economic pressures as the cost of energy rises. This not only impacts their data center operation costs, but also their plans for supporting new pieces of IT equipment. They, along with public policy makers, also realize that energy consumption as a whole is a critical issue. This, combined with the move towards reduced carbon emissions has all involved looking for ways to move towards defining the metrics of a “green data center.”

This white paper, written by Uptime Institute, provides decision makers with a senior-level view of four key metrics that can be used for planning, setting objectives and creating a green data center strategy.

Green data center strategies can meet IT availability and performance requirements while impacting the “bottom line” through the reduction of power/energy needs and a more effective use of existing IT equipment. The result is a more profitable data center that achieves or exceeds many if not all corporate environmental sustainability objectives.

This White Paper Presents:

What is a Green Data Center?

Four Metrics to Determine Data Center Greenness:

-IT systems design and architecture

-IT hardware asset utilization

-IT hardware efficiency

-Site physical infrastructure overhead

Data Center and Power Efficiency
Power vs. Energy
Free Cooling
Answers to Common Questions- How can I maximize my IT assets? How can I maximize the amount of useful power/energy?

Team Effort – how a collective practice for information sharing and distributing tasks into manageable pieces can improve implementation results

Moving Forward – encouraging collaboration, vendor innovations, enhanced IT productivity, and the advancement of energy and environmental goals

Click this link to download this white paper.http://www.42u.com/green-data-center-download.htm

About DirectNET, Inc.

DirectNET (http://www.directnet.us), founded in 1995, is comprised of three independent companies/business units: 42U (www.42u.com), the leading value-added reseller (VAR) of enterprise KVM Switch Solutions; KVM Switches Online (www.kvm-switches-online.com), the largest KVM Switch e-commerce store in the US; and Server Racks Online (www.server-racks-online.com), the largest “click and build” online rack superstore.

Be the first to comment - What do you think? Posted by - June 19, 2010 at 2:17 pm

Categories: Call Center Equipment Tags: center, Data, Define, Four, Greenness, Metrics

Manage Call-Center Performance With Business Metrics

Today’s call center is not something about phone calls, it’s a separate business that can… no it MUST generate revenue. It must provide company with fresh ideas, must help company to get new customers and archive business goals, it must work 24 hours a day, live response must be accessible within few seconds. Finally, the operator’s response must solve customer problems immediately, must save customers that wished to cancel service and must generate revenue.

There are various viewpoints on call center – operator view point, customer view point and management viewpoint. Customer wishes the problem to be solved. Operators’ job is to solve the problem, actually operators’ job is to find correct information quickly and provide it with customer in an easy to follow way. What about management? These people always make things working properly. So what is the best thing that call center manager can do? How to manage call center efficiently? The Balanced Scorecard approach is the best answer to these questions.

Balanced Scorecard is nothing, but the concept. It’s not a software tool, it is not a database, it is not an ERP system. Think about Balanced Scorecard as a combination of metrics and the rules of metrics management.

The key rule for managing metrics is to put them in proper order. Metrics must represent actual business (calls, operators, expenses and revenues), metrics must be grouped. It’s bad idea to create too many metrics and there must be some golden number of metrics suitable for your business. Let’s think about call center in terms of Balanced Scorecard and in terms of metrics.

The Balanced Scorecard concept suggests to use four perspectives to describe any business. Let’s discuss the most important perspectives and metrics associated with these perspectives.

Financial perspective. The key idea here is “call center must generate revenue”. It’s a good idea to measure revenue per successful call and the cost of call. Financial perspective will give you an idea about conversion rate. Making more and more calls is not a good goal. Good goal is: “Make 20% more calls, keeping conversion rate about 4% and keeping our costs flat”.

Balanced Scorecard concept is about measuring. So when you have some metrics, describe the way you will measure them, specify the target values you wish to achieve.

The next perspective is Internal process perspective. How the phone call is handled inside the call center? Do you segment in some way your incoming customers? What is the average call-handling time? Is your call center service available 24 hours a day?

Learning and growth perspective. Coaching is what makes call center working efficiently. Team leader must spend time on coaching, manage must measure and control this time. Team leader must use different coaching methods, such as remote listening, sharing practices with agents, role-playing exercises. It’s good idea to measure these activities. Today call center management systems provides efficient technical background for a call center, coaching is what makes all this software systems work.

Finally, don’t forget about customer. From customer perspective consider measuring response time quality, customer loose rate and first-call resolution rate. It sounds simple, but these key indicators will help to re-think call center and make it performing better.

Call-center MUST generate sales, it must save customers and must return investments. The key concept is to measure and control call center performance with call center metrics and Balanced Scorecard concept. What tool to use to manage your metrics? Anything you like, in this case any spreadsheet software will work better than thousand-dollars business systems.

If you are interested in call center metrics and measuring business performance with Balanced Scorecard try Sam Miller web-site.

Be the first to comment - What do you think? Posted by - June 17, 2010 at 1:28 pm

Categories: Call Center Management Tags: Business, callcenter, manage, Metrics, performance

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Posts Tagged ‘Metrics’

Beyond Call Center Metrics

Model Metrics Utilizes Salesforce.com’s Force.com Platform to Deliver a Mobile Education System for Wonder-Space Mobile

Improving Your Call Center: The Super Seven Ways Of Performance Metrics

Measuring Customer Service Performance – CRM Metrics

Call Center Metrics That Measure Up

Four Metrics Define Data Center Greenness

Manage Call-Center Performance With Business Metrics

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