2011_ContactBabel - Syntellect

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CHOOSING A LOCATION ..................................................................................................................................... 192 THE US CONTACT CENTER INDUSTRY STRUCTURE BY DIVISION .............................................................................................. 192 DIVISIONAL RATINGS .................................................................................................................................................... 195 HR MANAGEMENT ............................................................................................................................................. 198 ATTRITION ................................................................................................................................................................. 198 Agent attrition by vertical market ..................................................................................................................... 200 Agent attrition by contact center size ................................................................................................................ 202 Agent attrition by contact center activity type .................................................................................................. 204 Causes of staff attrition ..................................................................................................................................... 206 Methods of motivating and retaining agents .................................................................................................... 207 Destinations of departing agents ...................................................................................................................... 209 ABSENCE ................................................................................................................................................................... 210 RECRUITMENT ............................................................................................................................................................ 213 Recruitment methods ........................................................................................................................................ 213 The cost and purpose of recruitment ................................................................................................................. 216 Most important attributes of a successful contact center agent....................................................................... 217 SALARIES ................................................................................................................................................................... 219 Salaries by vertical market ................................................................................................................................. 220 New agent salaries ............................................................................................................................................ 221 Experienced agent salaries ................................................................................................................................ 221 Team leader salaries .......................................................................................................................................... 222 Contact center manager salaries ....................................................................................................................... 222 Salaries by contact center activity type and size ............................................................................................... 223 Bonuses .............................................................................................................................................................. 225 STRATEGIC DIRECTIONS ..................................................................................................................................... 227 OUTSOURCING ........................................................................................................................................................... 228 The use of tactical and operational outsourcing ............................................................................................... 229 Drivers for tactical and project-based outsourcing ............................................................................................ 230 Choosing an outsourcer ..................................................................................................................................... 232 PLANNED IT EXPENDITURE ............................................................................................................................................ 234 PRESSING MANAGERIAL ISSUES ...................................................................................................................................... 235 INDUSTRY TRENDS ....................................................................................................................................................... 236 THE CONTACT CENTER IN 5 YEARS' TIME .......................................................................................................................... 237 APPENDIX: ABOUT CONTACTBABEL ................................................................................................................... 239
LIST OF TABLES FIGURE 1: VERTICAL MARKET DEFINITIONS ............................................................................................................................. 12 FIGURE 2: WHAT DOES 'QUALITY' REALLY MEAN WITHIN YOUR CONTACT CENTER? ........................................................................ 17 FIGURE 3: WHAT IS THE BIGGEST CHALLENGE TO QUALITY IMPROVEMENT THAT YOU FACE? ............................................................. 18 FIGURE 4: QA METHODS.................................................................................................................................................... 19 FIGURE 5: SUPERVISOR ACTIVITIES ....................................................................................................................................... 23 FIGURE 6: HOW TRUE? 'IT'S OFTEN DIFFICULT TO ALIGN AGENTS' PERFORMANCE TARGETS WITH CORPORATE OBJECTIVES' .................... 25 FIGURE 7: HOW TRUE? 'IT IS TOO COSTLY AND COMPLEX TO INTEGRATE OUR DATA SOURCES TO PROVIDE A FULL VIEW OF WHAT IS HAPPENING IN THE CONTACT CENTER' ........................................................................................................................... 26 FIGURE 8: HOW TRUE? 'OUR PERFORMANCE MANAGEMENT SOLUTION CAN IDENTIFY TRAINING NEEDS RIGHT DOWN TO AN INDIVIDUAL'S LEVEL' ..................................................................................................................................................................... 27 FIGURE 9: MOST DESIRED IMPROVEMENTS TO MANAGEMENT INFORMATION SYSTEMS ................................................................... 29 FIGURE 10: DO YOU USE SCRIPTING? ................................................................................................................................... 30 FIGURE 11: USE OF SCRIPTING, BY CONTACT CENTER SIZE ......................................................................................................... 31 FIGURE 12: THE EFFECTIVENESS OF SCRIPTING ........................................................................................................................ 32 FIGURE 13: INHIBITORS TO SCRIPTING................................................................................................................................... 33 FIGURE 14: PROPORTION OF CUSTOMERS GIVING MAXIMUM CUSTOMER SATISFACTION RATING ...................................................... 35 FIGURE 15: EFFECTIVENESS OF CUSTOMER SATISFACTION SURVEY TECHNIQUES ............................................................................. 37 FIGURE 16: HOW DO CONTACT CENTER STAFF GET REWARDED? ................................................................................................ 39 FIGURE 17: CUSTOMER SATISFACTION MEASUREMENT, IN-DEPTH .............................................................................................. 40 FIGURE 18: IMMEDIATE RESPONSE TO DISSATISFIED CUSTOMERS, BY VERTICAL MARKET .................................................................. 41 FIGURE 19: HOW DO YOU BENCHMARK YOUR CUSTOMER SATISFACTION SCORES? ......................................................................... 42 FIGURE 20: PROPORTION OF CALLS RECEIVED THAT ARE COMPLAINTS / TARGET OF COMPLAINTS, BY VERTICAL MARKET (SORTED BY LARGEST PROPORTION OF COMPLAINTS ABOUT THE CONTACT CENTER - HIGH-TO-LOW) ....................................................................... 44 FIGURE 21: REASONS GIVEN FOR DISLIKE OF CONTACT CENTER QUEUING ..................................................................................... 45 FIGURE 22: USE OF WEBSITE 'CALL-ME' BUTTONS AND CALL-BACK OPTIONS, BY CONTACT CENTER ACTIVITY TYPE ................................. 47 FIGURE 23: EFFECTIVENESS OF INDUCTION COURSE TRAINING METHODS ..................................................................................... 49 FIGURE 24: NUMBER OF WEEKS FOR A NEW AGENT TO BECOME FULLY PRODUCTIVE, BY CONTACT CENTER ACTIVITY TYPE ...................... 51 FIGURE 25: NUMBER OF WEEKS FOR A NEW AGENT TO BECOME FULLY PRODUCTIVE, BY VERTICAL MARKET ......................................... 52 FIGURE 26: COST OF INDUCTION COURSE BY HEAD, BY VERTICAL MARKET .................................................................................... 53 FIGURE 27: COST OF INDUCTION COURSE PER HEAD, BY CONTACT CENTER ACTIVITY TYPE ................................................................ 54 FIGURE 28: COST OF INDUCTION COURSE PER HEAD, BY CONTACT CENTER SIZE ............................................................................. 54 FIGURE 29: TYPE OF ONGOING TRAINING TIME, BY VERTICAL MARKET ......................................................................................... 55 FIGURE 30: TYPE OF ONGOING TRAINING TIME, BY CONTACT CENTER ACTIVITY TYPE ....................................................................... 56 FIGURE 31: TYPES OF ONGOING TRAINING, BY VERTICAL MARKET (HOURS PER AGENT PER WEEK) ..................................................... 57 FIGURE 32: MONTHLY HOURS OF COACHING AND DEVELOPMENT FOR TEAM LEADERS, BY VERTICAL MARKET ...................................... 58 FIGURE 33: CONTACT CENTER METRICS ................................................................................................................................. 61 FIGURE 34: AGENT ACTIVITY BY VERTICAL MARKET .................................................................................................................. 63 FIGURE 35: AVERAGE CALL DURATION (SERVICE & SALES), BY VERTICAL MARKET ........................................................................... 65 FIGURE 36: CALL ABANDONMENT RATES BY VERTICAL MARKET .................................................................................................. 67 FIGURE 37: CALL ABANDONMENT RATES, BY CONTACT CENTER SIZE ............................................................................................ 68 FIGURE 38: AVERAGE SPEED TO ANSWER, BY VERTICAL MARKET ................................................................................................. 69 FIGURE 39: AVERAGE SPEED TO ANSWER, BY CONTACT CENTER SIZE ........................................................................................... 70 7
Page 1 and 2: THE US CONTACT CENTER DECISION-MAKE
Page 3 and 4: At Syntellect, we help our customer
Page 5: Changes in contact center size, ope
Page 9 and 10: FIGURE 83: AVERAGE TIME TAKEN TO RE
Page 11 and 12: INTRODUCTION AND METHODOLOGY The "U
Page 13 and 14: SIZE BAND Almost every survey quest
Page 15 and 16: DISTRIBUTION AND USE OF THIS REPORT
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
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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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