2011_ContactBabel - Syntellect

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THE STRUCTURE OF THE DATASETS The data provided by the 209 contact centers interviewed in this study were broken down into discrete segments: Vertical markets • Finance - 22 • Insurance - 20 • IT - 21 • Medical - 14 • Outsourcing - 49 • Public Sector - 18 • Retail & Distribution - 16 • Services - 16 • Telecoms - 10 • Transport & Travel - 10 • Utilities - 9 • Others (not included in vertical analysis): 4 Size bands • Small (10 to 50 agent positions) - 59 • Medium (51 to 200 agent positions) - 66 • Large (200+ agent positions) – 83 • No response - 1 Inbound / outbound • Mostly inbound (75%+ inbound) - 129 • Mixed (between 25% and 75% inbound and outbound) - 46 • Mostly outbound (75%+ outbound) – 32 • No response - 2. 14
DISTRIBUTION AND USE OF THIS REPORT This report is written for the community of people interested in the present and future performance of the US contact center industry. Amongst others, these may include: • Contact center managers and directors • HR managers and directors • Operations managers and directors • Customer service directors and those involved in contact center strategy • IT managers and directors • Contact center solution providers: hardware, software & services • Outsourcers • Consultants • Training providers • New entrants to the US contact center industry • Government bodies • Academic institutions • Contact center industry organizations. No sharing, swapping, gifting, photocopying or other dissemination of this report must occur without prior written permission from ContactBabel. All content is strictly © ContactBabel 2010. ContactBabel is not responsible for the content of outside agencies that are linked to via this report. All external files are downloaded at the risk of the user. 15
Page 1 and 2: THE US CONTACT CENTER DECISION-MAKE
Page 3 and 4: At Syntellect, we help our customer
Page 5 and 6: Changes in contact center size, ope
Page 7 and 8: LIST OF TABLES FIGURE 1: VERTICAL M
Page 9 and 10: FIGURE 83: AVERAGE TIME TAKEN TO RE
Page 11 and 12: INTRODUCTION AND METHODOLOGY The "U
Page 13: SIZE BAND Almost every survey quest
Page 17 and 18: QUALITY MANAGEMENT AND IMPROVEMENT
Page 19 and 20: Smaller contact centers are much le
Page 21 and 22: • Demonstrating the investment a
Page 23 and 24: Figure 5: Supervisor activities Sup
Page 25 and 26: way, the real-time call statistics
Page 27 and 28: functionality, in some form, althou
Page 29 and 30: Management information systems inte
Page 31 and 32: Public sector and outsourcing conta
Page 33 and 34: Figure 13: Inhibitors to scripting
Page 35 and 36: The following table shows how custo
Page 37 and 38: The following figure shows that res
Page 39 and 40: Despite customer satisfaction being
Page 41 and 42: Looking in more depth about how dis
Page 43 and 44: COMPLAINTS John Seddon uses the ter
Page 45 and 46: can see customers calling into the
Page 47 and 48: Virtual queuing and call-back, when
Page 49 and 50: INDUCTION COURSE TRAINING METHODS R
Page 51 and 52: TIME REQUIRED TO BECOME FULLY-PRODU
Page 53 and 54: INDUCTION COURSE COSTS The cost of
Page 55 and 56: ONGOING TRAINING AND COACHING Once
Page 57 and 58: Quite apart from the time spent on
Page 59 and 60: MAXIMIZING EFFICIENCY AND AGENT OPT
Page 61 and 62: CONTACT CENTER PERFORMANCE METRICS
Page 63 and 64: Customer loyalty / lifetime value /
Page 65 and 66:
Average call duration varies betwee
Page 67 and 68:
CALL ABANDONMENT Call abandonment r
Page 69 and 70:
Figure 38: Average speed to answer,
Page 71 and 72:
FIRST-CALL RESOLUTION The ability t
Page 73 and 74:
message, the business has less oppo
Page 75 and 76:
CALL TRANSFERS This metric indicate
Page 77 and 78:
BUDGET This section looks at how co
Page 79 and 80:
CHANGES IN CONTACT CENTER SIZE, OPE
Page 81 and 82:
Respondents expect the next 12 mont
Page 83 and 84:
Looking at the change in capital ex
Page 85 and 86:
VIRTUAL CONTACT CENTERS The applica
Page 87 and 88:
Linking contact centers together ca
Page 89 and 90:
Figure 52: Benefits of virtualizing
Page 91 and 92:
HOMEWORKING AND TELECOTTAGES Homewo
Page 93 and 94:
center respondents are concerned ab
Page 95 and 96:
"Data security issues are a concern
Page 97 and 98:
"Many staff would not have anywhere
Page 99 and 100:
Knowledge workers can be incorporat
Page 101 and 102:
choose the applications that exactl
Page 103 and 104:
Figure 60: Current use of IP, by co
Page 105 and 106:
Figure 62: Main drivers for moving
Page 107 and 108:
INCREASING EFFICIENCY AND EFFECTIVE
Page 109 and 110:
Such an approach can have severe pr
Page 111 and 112:
The following table shows the knowl
Page 113 and 114:
VOICE BIOMETRICS Until a few years
Page 115 and 116:
The amount of time required to auth
Page 117 and 118:
THE FUTURE OF IDENTITY AUTHENTICATI
Page 119 and 120:
CTI, CALL ROUTING AND SCREEN POPPIN
Page 121 and 122:
control is of great value to any bu
Page 123 and 124:
Fulfilling service levels while man
Page 125 and 126:
Figure 74: Use of workforce managem
Page 127 and 128:
HEADSETS There are various factors
Page 129 and 130:
HEADSET REPLACEMENT AND COST Around
Page 131 and 132:
IP headsets and homeworkers The hom
Page 133 and 134:
Channel Current use Drivers Inhibit
Page 135 and 136:
“A satisfied customer is the best
Page 137 and 138:
physical store. Of course, not all
Page 139 and 140:
SMS and web collaboration - are sti
Page 141 and 142:
Email response handling times have
Page 143 and 144:
MULTIMEDIA BLENDING There is no gen
Page 145 and 146:
MULTIMEDIA BLENDING AND ATTRITION R
Page 147 and 148:
NICHE CHANNELS Apart from email, wh
Page 149 and 150:
CUSTOMER REACTION TO SMS Customer r
Page 151 and 152:
VIDEO AND IVVR Away from the self-s
Page 153 and 154:
Figure 90: Advantages and disadvant
Page 155 and 156:
Although self-service is in widespr
Page 157 and 158:
The utilities sector is a leader in
Page 159 and 160:
FROM TOUCHTONE IVR TO AUTOMATED SPE
Page 161 and 162:
SOCIAL NETWORKING Second Life and t
Page 163 and 164:
Customer communities In her book, T
Page 165 and 166:
• Firms with already strong brand
Page 167 and 168:
Figure 94: What effect will social
Page 169 and 170:
The business objective of CRM is to
Page 171 and 172:
and insurance respondents were keen
Page 173 and 174:
HOSTED AND MANAGED SOLUTIONS Buildi
Page 175 and 176:
WHAT TYPES OF COMPANY SHOULD CONSID
Page 177 and 178:
DRIVERS FOR HOSTED AND MANAGED SOLU
Page 179 and 180:
o o Low-risk ability to start up or
Page 181 and 182:
o Network solutions can provide bac
Page 183 and 184:
CHECKLIST WHEN CHOOSING A HOSTED/NE
Page 185 and 186:
OUTBOUND AUTOMATION The traditional
Page 187 and 188:
Vertical market patterns are very d
Page 189 and 190:
EFFECTS OF LEGISLATION The Do-Not-C
Page 191 and 192:
THE ROLE OF MOBILE TELEPHONY ON OUT
Page 193 and 194:
Figure 105: Agent positions by US d
Page 195 and 196:
DIVISIONAL RATINGS The cost-effecti
Page 197 and 198:
It is controversial, and worse, ris
Page 199 and 200:
• Adverse affect on contact cente
Page 201 and 202:
Around half of contact centers have
Page 203 and 204:
It is the medium and large operatio
Page 205 and 206:
The inbound sector has experienced
Page 207 and 208:
METHODS OF MOTIVATING AND RETAINING
Page 209 and 210:
DESTINATIONS OF DEPARTING AGENTS De
Page 211 and 212:
The medical and outsourcing sectors
Page 213 and 214:
RECRUITMENT Rather than just asking
Page 215 and 216:
Figure 123: The effectiveness of re
Page 217 and 218:
MOST IMPORTANT ATTRIBUTES OF A SUCC
Page 219 and 220:
SALARIES The human element to conta
Page 221 and 222:
NEW AGENT SALARIES Mean average sta
Page 223 and 224:
SALARIES BY CONTACT CENTER ACTIVITY
Page 225 and 226:
Small contact centers tend to pay b
Page 227 and 228:
STRATEGIC DIRECTIONS Most of this r
Page 229 and 230:
THE USE OF TACTICAL AND OPERATIONAL
Page 231 and 232:
“Flexibility of quickly adding ag
Page 233 and 234:
• Outsourcer's key IT supplier re
Page 235 and 236:
Other areas that have grown in impo
Page 237 and 238:
Increasing the levels of self-servi
Page 239:
APPENDIX: ABOUT CONTACTBABEL Contac
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2011_ContactBabel - Syntellect

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