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Unformatted text preview: The reports required for the audit and travel expenses are billed separately. Figure 49. Example of Certificate of Center of Excellence awarded by Purdue University’s Center for Customer-Driven Quality. Signed by Dr. Jon Anton Copyright © 105 2005 BenchmarkPortal, Inc. This report is for internal Aspect use only. Distribution of this Report outside of Aspect is strictly forbidden. This report is for internal Aspect use only. Distribution of this Report outside of Aspect is strictly forbidden. CHAPTER 9: BENCHMARKING METHODOLOGY: A CASE STUDY Copyright © 107 2005 BenchmarkPortal, Inc. This report is for internal Aspect use only. Distribution of this Report outside of Aspect is strictly forbidden. This report is for internal Aspect use only. Distribution of this Report outside of Aspect is strictly forbidden. Chapter 9: Benchmarking Methodology: A Case Study I ntroduction Over the past decade, the call center has moved from a back-office cost center to the front line of the current corporate customer relationship management (also know as “CRM”) strategy. In this migration to CRM, the importance of the telephone service representative (often referred to as a “TSR” or “agent”) has gone from the need for individuals with minimum skills at minimum pay to the need for the sophisticated “knowledge worker” of the present and future. In parallel with this evolution, technology has opened several additional channels of communication between customer and companies. The two most popular with customers are e-mail and the corporate Web site. Management of customer relationships through these additional channels has added an “e” to CRM, namely electronic customer relationship management (now called “e-CRM”). With the additional management challenge of these new channels, the call center itself is in a transitory state as it moves more and more to becoming the e-business center of the future. Now that top executives are convinced that the e-business center is a strategic weapon for: (a) getting customers, (b) keeping customers, and (c) growing profitable customers, the importance of performance benchmarking (defined below) has become mission critical. This chapter describes, in detail, a case study where benchmarking was able to determine important gaps in call center performance, and then pinpoint areas of improvement in human resource management. The case study focuses on a bank call center handling predominately inbound, customer service calls. D efinition of Case Study Terminology The following are definitions of terms used in this case study presentation: An Inbound Customer Service Call Center is any group of agents whose inbound calls are routed by an automatic call distributor (also known as an “ACD”). The ACD automatically routes each inbound call to the agent based on one or both of the following routing rules: (a.) the next available agent, and/or (b) the next available agent who has the proper skills and knowledge to best handle the caller’s issues. Human Resource Management (or H...
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