Using Performance Metrics and Voice of the Customer Data To Improve Customer Satisfaction in Call Centers

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"Using Performance Metrics and Voice of the Customer Data To Improve Customer Satisfaction in Call Centers"

STUDY OVERVIEW
Many call centers face the challenge of successfully increasing efficiencies in their call center processes with the goal of higher customer satisfaction. On the one hand, this study examines how call centers can increase customer satisfaction by applying appropriate performance metrics and exceeding performance targets for those metrics. On the other hand, the study probes how actively call centers are incorporating Voice of the Customer data into their process improvement initiatives to reflect customer needs and increase customer satisfaction and loyalty.

Customer service and call center executives will find this study valuable as it provides them with metrics and qualitative insights, allowing them to conduct their own gap analyses and identify ways they can better align their customer service function within the call center to continuously meet and exceed customer needs.

KEY TOPICS

• Call Center Call Types & Communication Channels
• Volume of Interactions & Call Center Budget
• Performance Management
• Customer Satisfaction Measurement
• Voice of the Customer Data Implementation

• Call Center Size and Number of Services Provided
• Number of Companies Applying Different Communication Channels
• Number of Companies Handling Different Call Types
• Total Customer Interactions and Interactions per Budgeted CSR
• Call Center Budget as % of Total Sales
• Number of Companies Using Different Performance Metrics
• Targets and Actuals for Individual Performance Metrics (Call Abandon Rate, First Call Resolution, Call Answer Time, Average Handle Time, Post Call Work and Others)
• Number of Companies Applying Different Customer Satisfaction Metrics and Metric Effectiveness Ratings
• Example Call Center Process Changes Implemented as a Result of Voice of the Customer Data
• Number of Companies Segmenting Their Customer Base and Differentiated Service Levels Offered

• Call center interactions varied greatly based on the size of participating companies. The annual median number of interactions per call center is 355,000. Each Customer Service Representative (CSR) handled around 9,000 interactions a year.
• Call abandon rate and speed of answer are the most frequently used performance metrics. On average call centers experience a 4% abandon rate and 74% of calls are answered within 20 seconds.
• 2/3 of benchmarked companies improve call center processes and introduce differentiated services based on customer needs/VOC data.

Industries Profiled:
Insurance; Retail; Automobile; Utilities; Professional Services; Consumer Products; Telecommunications; Financial Services; Shipping; Health Care; Pharmaceutical; Computer Hardware; Computers; High Tech; Manufacturing; Computer Software; Research; Academic; Government; Medical Device


Companies Profiled:
Accident Fund Company; FreshDirect; ASMC; American Electric Power; Beutler Corporation; Aramark; Bharti Airtel Ltd.; Becton-Dickinson; Business Improvement Company; Boehringer-Ingelheim; Coach; Current; Columbia Management; Emery-Waterhouse; CURRENT; Farm Credit Canada; Embarq; FedEx; Europea Seguros De Viaje; GE Money; Federal Reserve Bank of Kansas City; GE Healthcare; HickoryTech; GlaxoSmithKline; InterMedia Marketing Solutions; Hewlett-Packard; Irwin Industrial Tools; Honeywell; Magotteaux International; Intuit; Research Products Corporation; Jonas Software; Spansion; Inc.; LexisNexis; SSM Health Care; Massey University; State of Michigan; Medrad; SunTrust Bank; Medtronic; NCCI; QUALCOMM; Schering-Plough; Toshiba; W.R. Grace

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