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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
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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- Fall '08