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Unformatted text preview: characteristics, i.e., it is logical to compare banks with banks, insurance companies with insurance companies, and the like. By contrast, call center benchmarking is relatively new and was first initiated at Purdue University by the author in 1995 with a grant from IBM. After more than a decade of research, the Purdue/BenchmarkPortal database of almost one terabyte of performance metrics is constantly being enhanced by new participants, and is now outsourced for data management, maintenance, and information distribution to BenchmarkPortal, Inc. (Web site at <>). The primary reasons to benchmark a call center are as follows: 1. Comparisons help to reduce the typical barriers to change. For instance, if you know you are 50 pounds overweight as compared to your human peer group, i.e., people with the same age, gender, and ethnicity, it is more likely that you will take some action to lose weight. 2. Secondly, you can further magnify performance gaps by calculating the dollar value of poor performance. For instance, it is much less likely that you will get management’s attention if you publish a performance gap in average talk time of 1.5 minutes per call. It is much more likely that you will get immediate management attention if you instead show that a performance gap of 1.5 minutes for each call compared to your peer group adds up to over a million dollars of excess cost each year. 3. And finally, the main purpose of benchmarking is to help you select the one initiative that commits a minimum of company resources to achieve the best performance goals and objectives. Said in the modern vernacular, benchmarking helps you select the “low hanging fruit.” Call centers that wish to participate in benchmarking their performance can log into the BenchmarkPortal Web site and enter their data, click on the Peer Group Benchmarking link, and then receive the “In Depth RealityCheck™ Peer Group Report,” a complete set of benchmark reports similar to the examples discussed in this case study. This case study is about a real bank in North America that participated in the Purdue/BenchmarkPortal benchmark research, and that has given their permission to use their data without revealing the identity of the bank. The purpose of the next four sections will be: (a) to show the reports used by the bank’s benchmark team, (b) interpret the results as they did, (c) to understand the initiatives selected by the benchmarking team, and finally, (d) to report on the final actual improvements in performance that resulted six months later. © Copyright 2005 BenchmarkPortal, Inc. 112 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 T he In-Depth RealityCheck ™ P eer Group Performance Matrix The first report is called the Peer Group Performance Matrix and is shown below. © BenchmarkPortal, Inc Figure 50. Peer Group Performance Matrix The RealityCheck™ Peer Group Performance Matrix positions call centers in your Peer Group on a 2-by-2 matrix by plotting their efficiency and effectiveness indices. The Efficiency Ind...
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This note was uploaded on 02/22/2012 for the course CSR 309 taught by Professor Staff during the Fall '08 term at Purdue.

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