InformationBenchmarkPortal.comPlease send detailed questions to:Dr. Jon Anton Purdue UniversityPrincipal InvestigatorCall Center Performance Benchmark ReportThis report generated on June 29, 2001Report ID# 1347 Center for Customer-Driven QualityCONFIDENTIAL INFORMATIONCopyright 2001Purdue Research Foundation, West Lafayette, In 47907.Used pursuant to license. All rights reserved.This report may not be copied, scanned or reproduced without the written permission of BenchmarkPortal, Inc. Additional copies may be purchased at a reasonable price from BenchmarkPortal by calling (805) 614-0123 ext. 10 or by emailing InformationBenchmarkPortal.comGR14-062901Table of Contents Executive Summary 2 Introduction 4 Partial List of Benchmark Participants in North America 7 List of Participating Countries in the Benchmark Research 11 Comparison to All Participants 13 Benchmarking Methodology A Case Study of a Bank Call Center 26 Principal Investigator 38 CRM Bookstore Items 41 Certified Call Center Auditors 43 About Our Sponsor 47 Copyright 2001, BenchmarkPortal, Inc.Page 1 of 48Executive SummaryExecutive SummaryCopyright 2001, BenchmarkPortal, Inc.Page 2 of 48Executive SummaryYou are doing best in the following areas compared to all participants:Dear Sample User,Your Positive GapsWhat is your average data entry error rate per thousand calls? Errors per 1,000 entries2,187%What are your inbound call center service level statistics? Average abandoned in percent501%What are your inbound call center service level statistics? 80% of your calls are answered in how many seconds212%What is the annual turnover of your inbound TSR staff? Full-time137%What are your inbound call center service level statistics? Average speed of answer in seconds118%You are doing worst in the following areas compared to all participants: Your Negative GapsWhat are your inbound call center service level statistics? Average inbound calls per 8-hour shift per TSR-216%What are your inbound call center service level statistics? Cost per call in dollars-54%What percentage of your ongoing costs is for: Telecommunications Equipment-13%What percentage of your ongoing costs is for: Human Resources - salary, benefits, etc.-8%What are your inbound call center service level statistics? Average time before abandoning in seconds-7%Copyright 2001, BenchmarkPortal, Inc.Page 3 of 48IntroductionIntroductionCopyright 2001, BenchmarkPortal, Inc.Page 4 of 48IntroductionThe Importance of Benchmark Research In the next few years, companies in most industries will be moving their low- tech call centers from back office support to the front-line of the enterprise. In this migration, call centers become e-business centers, and are being outfitted with the latest in high-tech hardware and software in both voice and data applications. In addition, the focus is moving from only telephone calls to all forms of customer access including e-mail, fax-mail, kiosk, and the Internet. These electronic customer “touch points” are evolving rapidly, and being integrated into the e- business centers of the future. Driving e-business center development is the growing awareness that managing customer relationships is a key driver of bottom-line profits. Todays customers greatly value timely accessibility. In fact, the vision of the customer e- business center of the future is to allow customers access to information: at any time from anywhere in any form, and for free. This ease of customer access is fast emerging as the critical element of global business strategy. In the not-too-distant future, customers will deal preferentially with those companies that are deemed to be most accessible in terms of mission critical information seamlessly integrated throughout all customer touch points. As the “lightning rod” for customer interactions, world-class e-business centers are becoming the single point of contact for customers. According to research conducted at Purdue University, over 90% of customer interactions will occur through e-business centers and the Internet by the year 2005. Fueled by tremendous advances in the integration of telephone and computer technologies, the e-business center has the potential for being the companys most potent weapon for maintaining long-term customer relationships. For many companies, global competition has reduced products to mere commodities that are difficult to differentiate through features, functions, or price. Having reached parity, where price and quality are the “table stakes“ of doing business, the paradigm shift is definitely toward customer accessibility. Copyright 2001, BenchmarkPortal, Inc.Page 5 of 48IntroductionExecutives are beginning to recognize the potential of the e-business center as a significant revenue generator, perhaps one of the surest investments they can make in enhancing and creating customer value and bottom-line profits. The return on investments made in customer accessib