The Economic Impact of Support
The Road to World Class Performance!
MetricNet Best Practices Series
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MetricNet Benchmarks

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Custom Benchmark

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Unique Peer Group

Industry
Benc...
MetricNet Peer Group Benchmarking
The IT Service and Support Peer Group Benchmark

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Benchmarking Data Files
Service Desk Benchmark: Sample Data
Benchmark:
Geography:
Process:
Sector:

Cost
United States
Tec...
Connect With MetricNet on Social Media

Use
#MetricNetLive
on Twitter to
participate.
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key points,
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The Economic Impact of Support
The Road to World Class Performance!
MetricNet Best Practices Series
Empirical Observations from Our Global Benchmarking Database

Global Database
More than 2,400 IT Service and Support Bench...
10 Mega Trends in End-User Support


The rise of the Strategic Service and Support Organization



Holistic use of KPI’s...
The Paradox of IT Support
End-User Support


4%

Less than 5% of all IT spending is
allocated to end-user support


Serv...
The Cost Center Dilemma in IT Service and Support

VS.

Cost Center

Value Center



Responsible for cost control



Cre...
What is a Value Proposition?
Key Elements of a Value Proposition
1.

A Statement of the Value that Service and Support
wil...
Sample Value Proposition

The XYZ Support Center is committed to quickly
and efficiently resolving customer problems and
s...
Polling Question

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15
The Maturity Continuum in IT Service and Support
Reactive Stage



Newer and less evolved
support organizations
are in th...
Who Has a Value Proposition?
Reactive Stage

Growth Stage

Strategic Stage

(Value Center)

(Tactical Cost Center)

67%

V...
Sources of Value: IT Service and Support
IT Service and Support can create value in a number of ways:


Reducing ticket v...
Case Study Part 1: Root Cause Analysis

The Scenario


An insurance company spending $4.8 million per year
on their servi...
The Result: Cost Savings from Root Cause Analysis
Metric

Beginning of Year

End of Year

Change

End-Users Supported

8,1...
Productive Hours Lost per Employee per Year

Case Study Part 2: Returning Productivity to End-Users
70
60
50
40
30
20
10

...
The Result: Returning Productive Hours to End-Users
33 Hours = Industry Average Lost Productivity per User per Year
-

17 ...
Benchmarking and Performance are Highly Correlated
100%

% Benchmarking Annually

90%

86.7%

80%
70%
60%
46.7%

50%
40%

...
The Benchmarking Methodology
Your Desktop
Support
Performance

COMPARE

Performance of
Benchmarking Peer
Group

Determine ...
The Goal of Benchmarking

Effectiveness/Quality/Customer Satisfaction

Higher

BEST-IN-CLASS
PERFORMANCE CURVE

AFTER BENC...
Polling Question

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26
Polling Question

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Case Study Part 3: Minimizing Service and Support TCO
Support Level

Cost per Ticket

Vendor

$471

Field Support

$196

L...
A Primer on SPOC (Single Point of Contact)
Level 2:
Desktop
Support

User Community

Level 1:
Service Desk

Level 3:
IT Su...
Key SPOC Principles
Key SPOC Principles


Enterprise takes an end-to-end view of user
support



User/Customer has a sin...
Two Metrics You Should Know

First Level Resolution Rate (FLR)
The number of tickets resolved at level 1 divided by all
ti...
Polling Question

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The Effect of Remote Diagnostic Software on FLR
100.0%
90.0%

Average = 77.8% FLR

Net First Level Resolution

80.0%
70.0%...
The Effect of a Mature Knowledge Base on FLR
100.0%
90.0%

Net First Level Resolution

80.0%
70.0%
60.0%
50.0%
40.0%
30.0%...
The Result: Maximizing First Level Resolution Rates
93% = Insurance Company First Level Resolution Rate
-

82% = Industry ...
The Value Proposition: Summing it Up
$ 0.8 Million Estimated Savings from Root Cause Analysis

+

$ 6.5 Million Estimated ...
Cost of Unplanned Downtime
Cost of Unplanned
Downtime

Productivity
Losses
 Lost productivity from
employees who are idle...
Cost of Unplanned Downtime

Cost of Unplanned Downtime
Empirical data shows that the
more an enterprise spends on
outage p...
Cost of Prevention + Downtime

Total Cost of Downtime
The TCO for downtime must
include the costs of
prevention, readiness...
Downtime Mitigation Strategies for Service and Support



Disaster Recovery Drills



Outbound user notifications for pl...
Communicating Your Value Proposition

41
The Role of Communication in IT Support

We’ve all heard the expression…

“Expectations Not Set…
are Expectations Not Met!...
Perception vs. Reality in IT Support
HIGHER

PERCEIVED
VALUE

Perceived Value > Actual Value

e
rc
Pe

iv

dV
e

e=
alu

a...
Perception Is Almost Always Worse Than the Reality
HIGHER

PERCEIVED
VALUE

Perceived Value > Actual Value

c
er
P

eiv

d...
Brand Management in IT Support
HIGHER

e
rc
Pe

iv

dV
e

e=
alu

a
ctu
A

lue
a
lV

#2 Brand
Management

PERCEIVED
VALUE
...
From Cost Center to Value Center
HIGHER

PERCEIVED
VALUE

Perceived Value > Actual Value

Where you Should Be

e
rc
Pe

iv...
Brand Management: The Four W’s
1.

Who – Who are the Key Stakeholder Groups?

2.

What – What are the Key Messages?

3.

W...
Key Success Factors in Marketing IT Support
Timing
Frequent Contact

Log-in messages
Newsletters
Reference Guides
Asset ta...
The Most Common Communication Vehicles
Newsletters

Sort field

Rank

Leave Behinds

Business Unit
Liaisons

Surveys
seque...
Communications Summary


Managing the gap between perception and reality is fairly
straightforward




It doesn’t take ...
The Paradox of IT Service and Support

51
The Paradox of IT Support
End-User Support


4%

Less than 5% of all IT spending is
allocated to end-user support


Serv...
Support Drives Customer Satisfaction for All of IT
90%

84%

% Saying Very Important

80%




70%




60%

n = 1,044
G...
Productive Hours Lost per Employee per Year

Returning Productivity to End-Users
70
60
50
40
30
20
10

n = 60

Performance...
Minimizing Service and Support TCO
Support Level

Cost per Ticket

Vendor

$471

Field Support

$196

Level 3 IT
(apps, ne...
Bottom Line: The Economic Impact of IT Support


IT Service and Support can and should have a positive
ROI !



Develop ...
Who Has a Value Proposition?
Reactive Stage

Growth Stage

Strategic Stage

(Value Center)

(Tactical Cost Center)

67%

V...
A Call to Action:
Your Opportunity to Excel!

58
Five Easy Ways to Get Started
1

Measure

Five Opportunities
to Get Started!
1. Visit Our New Website and
Become a Free Me...
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Benchmarking Data Files
Service Desk Benchmark: Sample Data
Benchmark:
Geography:
Process:
Sector:

Cost
United States
Tec...
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By Phone…
703-992-7559
On Our Website…
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© Metr...
Question and Answer
The Economic Impact of Support
Thank You!
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About MetricNet:
Your Benchmarking Partner

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Your Presenter: Jeff Rumburg
Jeff Rumburg is a co-founder and Managing Partner at MetricNet,
LLC. Jeff is responsible for ...
Benchmarking is MetricNet’s Core Business

Information
Technology





Service Desk
Desktop Support
Field Support



C...
25 Years of IT Service and Support Benchmarking Data

Global Database
More than 2,400 IT Service and Support Benchmarks
70...
Meet a Sampling of Our Clients
MetricNet Conducts benchmarking for IT Service and Support
organizations worldwide, and acr...
You Can Reach MetricNet…

By Phone…
703-992-7559
On Our Website…
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Free Desktop Support Training Series | The Economic Impact of Support | What's Your Value Proposition | MetricNet

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In this presentation, MetricNet reveals the industry’s first ever benchmarking data on the economic value of IT service and support. The corresponding whitepaper is available on our website.

Most IT departments can tell you how much they spend on support. But very few can quantify the economic impact of support. The result is that many support groups are on the defensive when it comes to budgeting and spending, and often struggle just to get the funding needed to deliver adequate levels of support.

In recent years a handful of pioneering organizations have adopted a different strategy when it comes to support – a strategy that emphasizes value over cost – and they routinely deliver benefits far in excess of their costs. Support groups that understand and quantify their value propositions gain a number of important advantages; chief among them is the ability to obtain funding and other resources based on the economic benefits of support.

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Free Desktop Support Training Series | The Economic Impact of Support | What's Your Value Proposition | MetricNet

  1. 1. The Economic Impact of Support The Road to World Class Performance! MetricNet Best Practices Series
  2. 2. Visit Our New Website at www.metricnet.com © MetricNet, LLC, www.metricnet.com 1
  3. 3. Become a Member: It’s Free! © MetricNet, LLC, www.metricnet.com 2
  4. 4. MetricNet Benchmarks MetricNet Benchmarks Peer Group Benchmarks  Custom Benchmark  Unique Peer Group Industry Benchmarks  Industry Benchmarking Reports by geography © MetricNet, LLC, www.metricnet.com Benchmarking Data Files  Custom Benchmarking Data in Excel format 3
  5. 5. MetricNet Peer Group Benchmarking The IT Service and Support Peer Group Benchmark © MetricNet, LLC, www.metricnet.com 4
  6. 6. MetricNet Industry Benchmarks © MetricNet, LLC, www.metricnet.com 5
  7. 7. Benchmarking Data Files Service Desk Benchmark: Sample Data Benchmark: Geography: Process: Sector: Cost United States Technical Support All SAMPLE DATA ONLY. DATA IS NOT ACCURATE! SAMPLE DATA ONLY. DATA IS NOT ACCURATE! Sample Data Values Record Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 Cost per Minute of Inbound Customer Handle Time Satisfaction $1.36 53.7% $3.28 52.5% $3.21 41.9% $0.99 48.5% $1.51 58.2% $0.50 54.8% $4.30 53.0% $4.13 41.8% $4.97 44.6% $1.87 43.0% $1.88 43.6% $0.81 46.1% $2.03 47.4% $1.35 51.4% $2.72 51.3% $3.50 42.8% $1.17 50.3% $0.82 56.6% $2.74 45.4% $3.62 50.3% $3.27 40.8% $4.29 56.5% $3.65 48.4% $3.01 53.1% $3.43 51.1% $1.94 54.5% $4.34 56.2% $3.05 58.1% $3.58 49.3% $1.57 49.2% $3.70 43.3% $3.68 56.8% $4.23 47.8% $3.76 60.1% $4.80 50.0% $2.11 50.1% $1.61 45.6% $5.48 40.6% $5.00 47.4% $1.01 55.4% $1.20 39.0% $1.73 38.6% $4.53 51.4% $4.53 42.5% $3.35 39.9% $4.19 58.0% $1.18 59.7% $5.45 60.4% $2.72 42.0% $4.19 51.1% $2.51 51.3% $2.46 45.6% $3.33 47.5% $1.05 48.9% Agent Utilization 64.2% 34.8% 32.6% 53.8% 26.3% 38.7% 55.2% 64.6% 66.0% 44.1% 56.8% 34.8% 35.2% 50.3% 38.2% 48.7% 67.7% 27.6% 55.6% 62.3% 55.2% 63.4% 65.9% 71.9% 37.2% 32.9% 55.9% 38.6% 31.2% 55.2% 39.3% 34.1% 69.2% 63.6% 42.7% 35.4% 34.7% 61.7% 58.9% 51.5% 60.7% 44.1% 25.5% 67.7% 37.1% 41.5% 31.3% 62.0% 39.4% 59.2% 28.0% 49.5% 35.0% 67.7% Net First Contact Resolution Agent Job Rate Satisfaction 51.1% 43.7% 51.0% 39.8% 50.0% 58.6% 44.5% 40.4% 46.4% 49.6% 54.5% 45.1% 44.9% 57.4% 59.2% 50.8% 57.3% 49.1% 47.4% 58.3% 49.1% 41.8% 48.1% 57.5% 54.1% 57.7% 41.6% 60.1% 49.2% 49.5% 51.2% 50.6% 46.3% 52.5% 48.3% 50.6% 56.5% 56.0% 50.8% 48.6% 60.1% 52.4% 50.8% 45.4% 45.2% 52.5% 60.5% 56.8% 57.8% 47.3% 49.9% 43.0% 50.2% 52.3% 48.4% 64.7% 46.7% 41.8% 50.0% 65.8% 46.6% 37.8% 48.4% 39.3% 56.4% 50.8% 40.9% 61.0% 45.3% 53.4% 48.9% 54.1% 40.0% 43.6% 61.6% 48.7% 42.9% 41.3% 52.2% 59.8% 51.0% 56.2% 57.7% 64.6% 34.3% 30.3% 58.2% 61.4% 55.0% 44.9% 44.4% 46.2% 33.8% 43.0% 42.6% 41.5% 47.8% 48.6% 47.7% 49.0% 46.5% 46.8% 51.1% 48.1% 52.1% 50.4% 53.7% 41.4% Average Speed of Answer (seconds) 83 42 23 61 14 30 30 17 15 36 17 20 8 21 74 93 25 1 19 29 105 85 7 10 22 126 62 56 21 11 52 88 22 127 19 10 33 33 3 25 25 24 15 34 25 56 15 14 27 98 39 20 31 50 Inbound Contacts per Agents as a % of Calls Call Cost per Agent per % of Total Answered in Abandonment Inbound Annual Agent Daily Agent Agent Month Headcount 30 Seconds Rate Call Quality Contact Turnover Absenteeism Occupancy $5.38 80 52.3% 19.1% 11.1% 47.7% 22.8% 7.4% 52.0% $3.31 203 58.8% 42.7% 2.0% 48.9% 17.0% 8.4% 56.8% $12.97 738 49.6% 38.0% 1.5% 48.3% 49.4% 5.5% 55.5% $7.48 168 49.9% 64.2% 4.6% 61.0% 66.7% 8.0% 51.1% $3.64 249 49.4% 61.1% 1.8% 45.8% 29.9% 4.8% 48.3% $6.66 216 45.0% 47.5% 1.8% 48.3% 42.2% 9.2% 60.6% $3.84 588 51.4% 50.7% 2.4% 48.6% 37.0% 5.5% 46.1% $2.34 194 58.4% 45.6% 2.1% 49.5% 29.8% 8.3% 55.3% $23.96 77 47.7% 51.4% 2.5% 48.5% 64.7% 6.1% 36.5% $14.79 170 47.2% 48.1% 3.9% 52.8% 58.7% 7.4% 38.9% $5.49 487 59.2% 54.2% 1.6% 50.5% 30.7% 11.9% 57.3% $3.59 667 47.0% 55.2% 1.1% 48.0% 38.4% 16.8% 49.9% $12.91 318 53.1% 52.8% 2.7% 50.1% 68.3% 7.7% 64.4% $5.39 681 49.9% 53.8% 2.1% 53.6% 40.7% 10.0% 45.6% $1.02 1240 44.9% 39.6% 3.0% 52.1% 35.1% 5.3% 36.5% $5.24 261 49.5% 42.4% 3.2% 44.7% 29.3% 5.7% 43.6% $10.96 54 54.2% 53.6% 2.5% 52.2% 19.6% 7.7% 49.3% $4.02 560 47.4% 49.9% 2.4% 52.2% 42.8% 1.5% 42.2% $20.06 271 43.8% 43.8% 2.3% 49.9% 91.8% 18.3% 67.0% $4.34 468 45.8% 51.3% 4.9% 47.2% 23.8% 6.8% 49.6% $4.53 208 41.0% 50.1% 9.1% 43.3% 66.5% 12.9% 58.7% $12.61 305 45.2% 40.6% 7.6% 52.9% 39.0% 12.6% 52.4% $3.98 363 56.0% 47.9% 2.1% 47.6% 32.0% 2.5% 66.0% $10.93 223 55.3% 40.3% 2.1% 52.4% 27.9% 4.6% 48.7% $6.78 181 50.9% 43.1% 3.0% 46.8% 25.0% 6.2% 45.9% $3.60 464 50.9% 47.8% 5.9% 47.9% 77.8% 18.6% 48.1% $4.96 428 53.2% 28.0% 9.1% 48.7% 8.9% 9.1% 50.5% $8.44 313 45.7% 44.9% 9.2% 39.8% 47.2% 6.5% 45.4% $4.02 825 45.7% 42.5% 1.3% 48.8% 41.0% 1.7% 44.8% $0.75 521 47.4% 47.9% 1.4% 51.6% 56.1% 13.8% 52.4% $8.41 349 47.8% 35.9% 4.9% 46.2% 31.8% 8.6% 51.1% $5.08 314 51.0% 41.5% 4.6% 54.2% 21.5% 5.6% 52.6% $2.10 963 49.7% 30.2% 4.2% 56.4% 26.8% 3.5% 43.7% $1.25 844 53.2% 61.7% 20.0% 57.0% 30.3% 16.4% 59.5% $2.14 290 47.5% 54.2% 1.2% 47.9% 26.5% 10.0% 48.3% $15.49 288 52.2% 59.4% 2.7% 39.5% 58.7% 5.0% 40.9% $5.27 1003 50.3% 47.9% 2.3% 50.8% 51.9% 7.6% 43.9% $3.84 361 54.8% 50.0% 1.6% 51.4% 44.9% 7.3% 38.4% $8.04 141 55.9% 46.0% 1.9% 52.4% 50.4% 7.6% 51.3% $2.01 291 49.6% 42.6% 1.6% 53.7% 61.5% 14.5% 52.4% $8.16 347 55.6% 43.5% 1.1% 54.6% 49.4% 7.0% 56.3% $2.76 1403 51.3% 29.8% 5.8% 56.8% 66.8% 5.6% 31.5% $6.42 293 57.7% 42.6% 3.1% 47.6% 87.9% 13.0% 43.8% $9.81 700 54.3% 35.2% 2.0% 53.5% 21.7% 10.6% 52.0% $11.36 445 45.6% 61.8% 3.2% 50.5% 81.6% 12.1% 45.2% $5.25 591 55.0% 61.6% 7.8% 59.3% 31.9% 8.3% 39.6% $7.35 112 39.9% 63.3% 2.6% 48.0% 52.0% 4.6% 45.8% $2.46 321 47.3% 54.7% 2.1% 46.7% 38.0% 7.9% 44.6% $2.18 687 47.2% 60.0% 9.6% 54.3% 33.4% 4.9% 48.2% $1.66 604 49.8% 75.7% 10.4% 50.2% 13.8% 3.6% 58.3% $22.00 446 38.9% 39.2% 4.8% 49.1% 82.8% 10.1% 37.7% $3.08 559 52.6% 41.4% 2.9% 55.6% 30.8% 8.1% 38.9% $7.05 460 41.3% 46.4% 2.7% 50.6% 14.1% 1.8% 34.7% $3.05 489 47.4% 66.2% 4.9% 51.8% 24.9% 8.8% 59.5% © MetricNet, LLC, www.metricnet.com Agent Schedule Adherence 52.4% 48.0% 55.2% 48.1% 52.6% 48.5% 50.7% 52.9% 51.7% 45.3% 55.6% 54.7% 52.8% 55.0% 48.0% 51.0% 46.0% 42.0% 55.1% 48.0% 47.6% 53.6% 48.5% 50.4% 52.9% 44.3% 47.4% 47.9% 46.2% 56.6% 48.6% 47.2% 49.2% 52.9% 49.7% 49.2% 47.7% 55.6% 52.9% 50.1% 48.6% 59.6% 42.3% 53.0% 46.5% 53.2% 53.4% 52.4% 50.7% 46.7% 56.8% 46.5% 46.6% 45.9% Inbound Contact Handle Time IVR New Agent Annual Agent Agent Tenure (all contacts) Completion Training Training Rate Hours Hours (months) (minutes) 45 3 34.2 4.62 41.2% 76 25 31.7 4.27 21.4% 83 0 16.2 8.05 0.0% 125 16 20.1 10.06 12.3% 116 29 35.0 6.81 7.4% 42 4 40.5 3.95 28.9% 130 50 15.3 1.93 0.0% 70 2 42.3 6.54 14.7% 175 12 14.9 17.88 0.0% 52 29 26.5 8.27 63.3% 125 54 31.5 5.76 0.2% 68 4 41.4 4.41 52.9% 81 10 16.9 9.57 32.8% 61 29 20.2 1.17 17.9% 106 122 51.5 2.84 0.0% 181 5 26.9 6.01 0.0% 375 17 77.5 10.94 30.1% 207 10 31.5 7.19 52.9% 2 17 28.6 10.74 0.0% 132 41 28.5 6.34 22.4% 86 69 30.8 1.92 41.1% 178 3 28.6 19.63 76.1% 98 0 18.1 6.62 24.1% 96 31 44.2 3.52 5.5% 96 19 73.7 7.91 3.9% 75 0 10.3 4.93 8.1% 75 0 64.2 7.98 0.0% 46 15 34.2 9.10 4.6% 168 46 39.5 1.32 83.0% 118 3 17.9 2.30 2.7% 37 3 54.4 16.18 31.4% 46 26 78.6 8.40 62.1% 112 16 21.5 3.00 27.1% 53 16 30.2 3.40 58.6% 137 11 28.3 2.87 40.4% 145 3 11.5 10.01 15.0% 182 2 27.6 3.65 74.0% 33 19 36.8 2.41 0.0% 19 0 23.3 2.21 0.5% 91 0 4.0 3.16 0.0% 231 0 17.8 5.59 0.0% 120 7 11.0 2.33 15.9% 109 5 9.1 7.23 0.0% 121 7 34.3 10.61 8.1% 166 0 29.8 11.88 0.0% 132 30 27.5 6.66 0.0% 159 8 33.1 1.77 0.0% 81 0 28.3 9.04 0.0% 78 2 41.3 1.08 20.0% 196 22 21.1 2.28 0.0% 35 9 5.6 9.21 0.0% 122 4 28.8 3.83 1.8% 257 33 127.6 3.46 12.2% 151 6 41.7 5.45 0.0% 6
  8. 8. Connect With MetricNet on Social Media Use #MetricNetLive on Twitter to participate. Share thoughts, key points, questions or just follow along! © MetricNet, LLC, www.metricnet.com 7
  9. 9. The Economic Impact of Support The Road to World Class Performance! MetricNet Best Practices Series
  10. 10. Empirical Observations from Our Global Benchmarking Database Global Database More than 2,400 IT Service and Support Benchmarks 70+ Key Performance Indicators More than 120 Industry Best Practices © MetricNet, LLC, www.metricnet.com 9
  11. 11. 10 Mega Trends in End-User Support  The rise of the Strategic Service and Support Organization  Holistic use of KPI’s  Benchmarking to Improve Performance  User Self-Help  Marketing Service and Support  Understanding TCO  First Contact and First Level Resolution  Process Rationalization (ITIL, ITSM)  Knowledge Management and Remote Diagnosis  The Emergence of the Value-Centric Support Organization © MetricNet, LLC, www.metricnet.com 10
  12. 12. The Paradox of IT Support End-User Support  4% Less than 5% of all IT spending is allocated to end-user support  Service desk, desktop support, field support  assume that there is little upside 96%: Non support functions  Application Development  Application Maintenance  Network Operations opportunity in IT support  Mainframe and midrange Computing  Desktop Computing This leads many to erroneously  The result is that most support organizations are managed with the  Contract Services goal of minimizing costs (e.g., disaster recovery)  But the most effective support strategies focus on maximizing Corporate IT Spending Breakdown value © MetricNet, LLC, www.metricnet.com 11
  13. 13. The Cost Center Dilemma in IT Service and Support VS. Cost Center Value Center  Responsible for cost control  Creates value  Not responsible for…  Demonstrates value     Revenue generation Profits Investment decisions    Cost savings Cost Benefit Analysis ROI Analysis The vast majority of service and support organizations operate as cost centers  They are expected to control costs, but are not expected to make any explicit financial contribution to the enterprise  The focus in a cost center is on minimizing costs  The focus in a Value Center is on maximizing value! © MetricNet, LLC, www.metricnet.com 12
  14. 14. What is a Value Proposition? Key Elements of a Value Proposition 1. A Statement of the Value that Service and Support will Create for the Enterprise 2. A Quantification of the Value to be Created 3. A Statement of Your Competitive Advantage © MetricNet, LLC, www.metricnet.com 13
  15. 15. Sample Value Proposition The XYZ Support Center is committed to quickly and efficiently resolving customer problems and service requests. We pledge to achieve measurable cost savings of at least two times our annual budget, and remain in the top quartile of all service and support organizations. We will do this while maintaining a 92% or higher customer satisfaction rating. © MetricNet, LLC, www.metricnet.com 14
  16. 16. Polling Question © MetricNet, LLC, www.metricnet.com 15
  17. 17. The Maturity Continuum in IT Service and Support Reactive Stage  Newer and less evolved support organizations are in this category  A reactive “fire-fighting” mentality prevails at this stage   Focus tends to be almost exclusively on service level compliance Support is continuously playing catch-up with user needs and expectations Growth Stage     Heavy investments in training, tools, and metrics characterize this stage A knowledge base of problem solutions is typically established An expert network of problem solvers is developed outside of support User self-help begins: user-enabled password resets, user searchable knowledge base © MetricNet, LLC, www.metricnet.com Strategic Stage     The primary purpose of a strategic support organization is to make end users more productive, and to drive a positive view of IT A preventive, proactive culture prevails Support anticipates user needs and expectations, and provides services accordingly Customer enthusiasm and value creation is the goal! 16
  18. 18. Who Has a Value Proposition? Reactive Stage Growth Stage Strategic Stage (Value Center) (Tactical Cost Center) 67% Val ition s opo e Pr u 16% 4% © MetricNet, LLC, www.metricnet.com 17
  19. 19. Sources of Value: IT Service and Support IT Service and Support can create value in a number of ways:  Reducing ticket volume through technology and Root Cause Analysis  Improving end-user productivity by reducing incident resolution times  Minimizing Total Cost of Ownership (TCO) by maximizing level 1 resolution rates  Mitigating the effects of unplanned downtime through planning, prevention, and aggressive remediation © MetricNet, LLC, www.metricnet.com 18
  20. 20. Case Study Part 1: Root Cause Analysis The Scenario  An insurance company spending $4.8 million per year on their service desk  The service desk supports 8,190 users  And handles 21,300 tickets per month  They embarked upon an aggressive Root Cause Analysis program © MetricNet, LLC, www.metricnet.com 19
  21. 21. The Result: Cost Savings from Root Cause Analysis Metric Beginning of Year End of Year Change End-Users Supported 8,190 8,650 460 Monthly Ticket Volume 21,300 19,100 -2,200 2.60 2.21 -0.39 $4,769,496 $4,226,448 -$543,048 $18.66 $18.44 -$0.22 $582 $489 -$94 Monthly Tickets per User Annual Operating Expense Cost per Ticket Annual Cost per User $ 94 in Savings per User per Year X 8,650 End-Users ========================================= $ 813,100 Estimated Savings from Root Cause Analysis © MetricNet, LLC, www.metricnet.com 20
  22. 22. Productive Hours Lost per Employee per Year Case Study Part 2: Returning Productivity to End-Users 70 60 50 40 30 20 10 n = 60 Performance Quartile 0 0 Support Function Service Desk Desktop Support 1 2 Key Performance Indicator Customer Satisfaction First Contact Resolution Rate Mean Time to Resolve (hours) Customer Satisfaction First Contact Resolution Rate Mean Time to Resolve (hours) Average Productive Hours Lost per Employee per Year 3 1 (top) 93.5% 90.1% 0.8 94.4% 89.3% 2.9 17.1 © MetricNet, LLC, www.metricnet.com 4 Performance Quartile 2 3 84.5% 76.1% 83.0% 72.7% 1.2 3.6 89.2% 79.0% 85.6% 80.9% 4.8 9.4 25.9 37.4 5 4 (bottom) 69.3% 66.4% 5.0 71.7% 74.5% 12.3 46.9 21
  23. 23. The Result: Returning Productive Hours to End-Users 33 Hours = Industry Average Lost Productivity per User per Year - 17 Hours = Insurance Company Estimated Lost Productivity per User ==================================================== 16 Hours in Saved Productivity per User per Year X 8,650 End-Users ==================================================== 138,400 Productive Hours Returned to the Workforce each Year ÷ 1,700 Productive Hours per User per Year ==================================================== 81.4 FTE Headcount Savings per Year X $79,300 Annual Salary and Benefits per User ==================================================== $ 6.5 Million Estimated Annual Savings from Returned Productivity © MetricNet, LLC, www.metricnet.com 22
  24. 24. Benchmarking and Performance are Highly Correlated 100% % Benchmarking Annually 90% 86.7% 80% 70% 60% 46.7% 50% 40% n = 60 30% 20.0% 20% 6.7% 10% 0% 1 2 3 4 Performance Quartile © MetricNet, LLC, www.metricnet.com 23
  25. 25. The Benchmarking Methodology Your Desktop Support Performance COMPARE Performance of Benchmarking Peer Group Determine How Best in Class Achieve Superiority Adopt Selected Practices of Best in Class The ultimate objective of benchmarking Build a Sustainable Competitive Advantage Read MetricNet’s whitepaper on Desktop Support Benchmarking. Go to www.metricnet.com to receive your copy! © MetricNet, LLC, www.metricnet.com 24
  26. 26. The Goal of Benchmarking Effectiveness/Quality/Customer Satisfaction Higher BEST-IN-CLASS PERFORMANCE CURVE AFTER BENCHMARKING AVERAGE PERFORMANCE CURVE STARTING POINT: BEFORE BENCHMARKING Lower Efficiency/Cost per Ticket © MetricNet, LLC, www.metricnet.com Higher 25
  27. 27. Polling Question © MetricNet, LLC, www.metricnet.com 26
  28. 28. Polling Question © MetricNet, LLC, www.metricnet.com 27
  29. 29. Case Study Part 3: Minimizing Service and Support TCO Support Level Cost per Ticket Vendor $471 Field Support $196 Level 3 IT (apps, networking, NOC, etc.) $85 Level 2: Desktop Support $62 Level 1: Service Desk $22 © MetricNet, LLC, www.metricnet.com 28
  30. 30. A Primer on SPOC (Single Point of Contact) Level 2: Desktop Support User Community Level 1: Service Desk Level 3: IT Support Field Support Vendor Support © MetricNet, LLC, www.metricnet.com 29
  31. 31. Key SPOC Principles Key SPOC Principles  Enterprise takes an end-to-end view of user support  User/Customer has a single point of contact for all IT-related incidents, questions, problems, and work requests  The Level 1 Service Desk is the SPOC  Level 1 is responsible for:   Resolution at Level 1 if possible  Effective handoffs to n level support  Resolution coordination and facilitation   Ticket triage Ticket closure Desktop “Drive-bys”, “Fly-bys”, and “Snags” are strongly discouraged © MetricNet, LLC, www.metricnet.com 30
  32. 32. Two Metrics You Should Know First Level Resolution Rate (FLR) The number of tickets resolved at level 1 divided by all tickets that can potentially be resolved at level 1. % Resolved Level 1 Capable (PRLC) The percentage of tickets resolved by desktop support that could have been resolved at level 1 support. © MetricNet, LLC, www.metricnet.com 31
  33. 33. Polling Question © MetricNet, LLC, www.metricnet.com 32
  34. 34. The Effect of Remote Diagnostic Software on FLR 100.0% 90.0% Average = 77.8% FLR Net First Level Resolution 80.0% 70.0% 60.0% Average = 61.4% FLR 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Remote Diagnostic Software No Remote Diagnostic Software © MetricNet, LLC, www.metricnet.com 33
  35. 35. The Effect of a Mature Knowledge Base on FLR 100.0% 90.0% Net First Level Resolution 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 0 1 2 3 4 5 6 KBase Maturity © MetricNet, LLC, www.metricnet.com 34
  36. 36. The Result: Maximizing First Level Resolution Rates 93% = Insurance Company First Level Resolution Rate - 82% = Industry Average First Level Resolution Rate ================================================= 11% Higher First Level Resolution Rate than Industry Average X 19,100 Tickets per Month X 12 Months per Year ================================================= 25,212 More Tickets Resolved at Level 1 each Year vs. Average X $62 per Ticket Escalated Beyond Level 1 ================================================= $ 1.6 Million Estimated Annual Savings by Minimizing TCO © MetricNet, LLC, www.metricnet.com 35
  37. 37. The Value Proposition: Summing it Up $ 0.8 Million Estimated Savings from Root Cause Analysis + $ 6.5 Million Estimated Annual Savings from Returned Productivity + $ 1.6 Million Estimated Annual Savings from Minimizing TCO ==================================================== $ 8.9 Million Estimated Economic Contribution per Year Estimated ROI = $8.9 Million ÷ $4.8 Million = 185% per Year Return Investment © MetricNet, LLC, www.metricnet.com 36
  38. 38. Cost of Unplanned Downtime Cost of Unplanned Downtime Productivity Losses  Lost productivity from employees who are idled or slowed by an IT outage or disruption Business Losses  Lost sales  Lost customers  Product spoilage and shrinkage  Damage to business reputation © 2013 MetricNet, LLC, www.metricnet.com 37
  39. 39. Cost of Unplanned Downtime Cost of Unplanned Downtime Empirical data shows that the more an enterprise spends on outage prevention and readiness, the lower the cost of unplanned downtime will be Cost of Prevention and Readiness © MetricNet, LLC, www.metricnet.com 38
  40. 40. Cost of Prevention + Downtime Total Cost of Downtime The TCO for downtime must include the costs of prevention, readiness, downtime, and recovery Cost of Prevention and Readiness Point of Minimum Total Cost © MetricNet, LLC, www.metricnet.com 39
  41. 41. Downtime Mitigation Strategies for Service and Support  Disaster Recovery Drills  Outbound user notifications for planned outages  Outbound user notifications for major unplanned outages  Recorded messages to inform inbound callers that service and support is aware of and working to resolve any major issues © MetricNet, LLC, www.metricnet.com 40
  42. 42. Communicating Your Value Proposition 41
  43. 43. The Role of Communication in IT Support We’ve all heard the expression… “Expectations Not Set… are Expectations Not Met! So, let’s get serious about proactively communicating our Value Proposition! © MetricNet, LLC, www.metricnet.com 42
  44. 44. Perception vs. Reality in IT Support HIGHER PERCEIVED VALUE Perceived Value > Actual Value e rc Pe iv dV e e= alu a ctu A lue a lV Perceived Value < Actual Value LOWER LOWER ACTUAL VALUE COST © MetricNet, LLC, www.metricnet.com HIGHER 43
  45. 45. Perception Is Almost Always Worse Than the Reality HIGHER PERCEIVED VALUE Perceived Value > Actual Value c er P eiv dV e e= alu a ctu A lue a lV A Common (but Dangerous) Operating Position Perceived Value < Actual Value LOWER LOWER ACTUAL VALUE COST © MetricNet, LLC, www.metricnet.com HIGHER 44
  46. 46. Brand Management in IT Support HIGHER e rc Pe iv dV e e= alu a ctu A lue a lV #2 Brand Management PERCEIVED VALUE Perceived Value > Actual Value #1 Operational Effectiveness Perceived Value < Actual Value LOWER LOWER ACTUAL VALUE COST © MetricNet, LLC, www.metricnet.com HIGHER 45
  47. 47. From Cost Center to Value Center HIGHER PERCEIVED VALUE Perceived Value > Actual Value Where you Should Be e rc Pe iv dV e e= alu a ctu A lue a lV Closing the Perception Gap Where you Are Perceived Value < Actual Value LOWER LOWER ACTUAL VALUE COST © MetricNet, LLC, www.metricnet.com HIGHER 46
  48. 48. Brand Management: The Four W’s 1. Who – Who are the Key Stakeholder Groups? 2. What – What are the Key Messages? 3. When – When are You Going to Communicate Them? 4. Where/How – Where/How do You Reach the Stakeholders? © MetricNet, LLC, www.metricnet.com 47
  49. 49. Key Success Factors in Marketing IT Support Timing Frequent Contact Log-in messages Newsletters Reference Guides Asset tags Surveys • User Liaisons New employee orientation At session log-in During training During the incident At scheduled sessions Messages ne ls • • • • Ch an • Timing Channels Use All Available • • • • • Messages Multiple Messages • • • • • Services Value Proposition Performance Levels FAQ’s Success Stories © MetricNet, LLC, www.metricnet.com 48
  50. 50. The Most Common Communication Vehicles Newsletters Sort field Rank Leave Behinds Business Unit Liaisons Surveys sequence field Brown Bag Sessions Log-in Screens Webcasts FAQ Site Title of List Selected Issues Where is IS failing to meet XXX needs? above Fails 122.1% 216.2% 314.7% 12% 4 13.2% Avg. 5 11.8% 511.8% 710.3% 8 - varriance 8.8% 98.8% 10 7.4% Mean 10 7.4% for ALL 12 4.4% “fails” 12 4.4% 12 4.4% 15 2.9% 15 2.9% Survey Question average 24. Availability of shared resources 30. Your satisfaction with remote access services 17. Continue using the IS Support Center 28. Overall satisfaction with computing/network services 21. The response to requested software changes 29. Satisfaction with the current E-Mail services 09. Current services provided by IS 19. Developers understand your business requirements 23. Reliability of business applications 08. IS communication of products and services 22. The response to requested enhancements 07. IS value compared to the cost of services 14. Value of IS duplicate rank Business Consultants 20. Responsiveness to application maintenance requests below average 12. Acquisition process for IT 18. Applications provide the necessary functionality 2.9 % of XXX’s said issue18. failed to meet expectations. © MetricNet, LLC, www.metricnet.com 49
  51. 51. Communications Summary  Managing the gap between perception and reality is fairly straightforward   It doesn’t take a lot of time, or cost a lot of money But it is critically important  The success of your support organization depends as much on your image, as it does on your actual performance!  The Benefits of effective Internal Marketing include:      The Opportunity to convey your value proposition! Customer loyalty and positive word-of-mouth referrals Credibility, which leverages your ability to Get Things Done! A Positive Image for IT overall High levels of Customer Satisfaction © MetricNet, LLC, www.metricnet.com 50
  52. 52. The Paradox of IT Service and Support 51
  53. 53. The Paradox of IT Support End-User Support  4% Less than 5% of all IT spending is allocated to end-user support  Service desk, desktop support, field support  assume that there is little upside 96%: Non support functions  Application Development  Application Maintenance  Network Operations opportunity in IT support  Mainframe and midrange Computing  Desktop Computing This leads many to erroneously  The result is that most support organizations are managed with the  Contract Services goal of minimizing costs (e.g., disaster recovery)  But the most effective support strategies focus on maximizing Corporate IT Spending Breakdown value © MetricNet, LLC, www.metricnet.com 52
  54. 54. Support Drives Customer Satisfaction for All of IT 90% 84% % Saying Very Important 80%   70%   60% n = 1,044 Global large cap companies Survey type: multiple choice 3 responses allowed per survey 47% 50% 40% 31% 30% 29% 22% 19% 20% 8% 10% 0% Service Desk Desktop Support Network Outages VPN Training Enterprise Applications Desktop Software Factors Contributing to IT Customer Satisfaction  84% cited the service desk as a very important factor in their overall satisfaction with corporate IT  47% cited desktop support as a very important factor in their overall satisfaction with corporate IT © MetricNet, LLC, www.metricnet.com 53
  55. 55. Productive Hours Lost per Employee per Year Returning Productivity to End-Users 70 60 50 40 30 20 10 n = 60 Performance Quartile 0 0 Support Function Service Desk Desktop Support 1 2 Key Performance Indicator Customer Satisfaction First Contact Resolution Rate Mean Time to Resolve (hours) Customer Satisfaction First Contact Resolution Rate Mean Time to Resolve (hours) Average Productive Hours Lost per Employee per Year 3 1 (top) 93.5% 90.1% 0.8 94.4% 89.3% 2.9 17.1 © MetricNet, LLC, www.metricnet.com 4 Performance Quartile 2 3 84.5% 76.1% 83.0% 72.7% 1.2 3.6 89.2% 79.0% 85.6% 80.9% 4.8 9.4 25.9 37.4 5 4 (bottom) 69.3% 66.4% 5.0 71.7% 74.5% 12.3 46.9 54
  56. 56. Minimizing Service and Support TCO Support Level Cost per Ticket Vendor $471 Field Support $196 Level 3 IT (apps, networking, NOC, etc.) $85 Level 2: Desktop Support $62 Level 1: Service Desk $22 © MetricNet, LLC, www.metricnet.com 55
  57. 57. Bottom Line: The Economic Impact of IT Support  IT Service and Support can and should have a positive ROI !  Develop your Value Proposition  Quantify the value you create for the enterprise  Communicate your Value Proposition to the Enterprise © MetricNet, LLC, www.metricnet.com 56
  58. 58. Who Has a Value Proposition? Reactive Stage Growth Stage Strategic Stage (Value Center) (Tactical Cost Center) 67% Val ition s opo e Pr u 16% 4% © MetricNet, LLC, www.metricnet.com 57
  59. 59. A Call to Action: Your Opportunity to Excel! 58
  60. 60. Five Easy Ways to Get Started 1 Measure Five Opportunities to Get Started! 1. Visit Our New Website and Become a Free Member 4 2 Diagnose Customer Enthusiasm 2. Connect with MetricNet on Social Media 3. Register for Future MetricNet Webcasts Implement 3 4. Browse MetricNet’s Resource Library 5. Purchase a MetricNet IT Support Benchmark Prescribe © MetricNet, LLC, www.metricnet.com 59
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  66. 66. Download Free Content from Our Resource Library Download at www.metricnet.com © MetricNet, LLC, www.metricnet.com 65
  67. 67. MetricNet Benchmarks MetricNet Benchmarks Peer Group Benchmarks  Custom Benchmark  Unique Peer Group  Industry Benchmarks Diagnostic  Industry Benchmarking Benchmarking Data Files  Reports by geography Data in Excel format  © MetricNet, LLC, www.metricnet.com Custom Benchmarking Unique Peer Group 66
  68. 68. MetricNet Peer Group Benchmarking The IT Service and Support Peer Group Benchmark © MetricNet, LLC, www.metricnet.com 67
  69. 69. MetricNet Industry Benchmarks © MetricNet, LLC, www.metricnet.com 68
  70. 70. Benchmarking Data Files Service Desk Benchmark: Sample Data Benchmark: Geography: Process: Sector: Cost United States Technical Support All SAMPLE DATA ONLY. DATA IS NOT ACCURATE! SAMPLE DATA ONLY. DATA IS NOT ACCURATE! Sample Data Values Record Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 Cost per Minute of Inbound Customer Handle Time Satisfaction $1.36 53.7% $3.28 52.5% $3.21 41.9% $0.99 48.5% $1.51 58.2% $0.50 54.8% $4.30 53.0% $4.13 41.8% $4.97 44.6% $1.87 43.0% $1.88 43.6% $0.81 46.1% $2.03 47.4% $1.35 51.4% $2.72 51.3% $3.50 42.8% $1.17 50.3% $0.82 56.6% $2.74 45.4% $3.62 50.3% $3.27 40.8% $4.29 56.5% $3.65 48.4% $3.01 53.1% $3.43 51.1% $1.94 54.5% $4.34 56.2% $3.05 58.1% $3.58 49.3% $1.57 49.2% $3.70 43.3% $3.68 56.8% $4.23 47.8% $3.76 60.1% $4.80 50.0% $2.11 50.1% $1.61 45.6% $5.48 40.6% $5.00 47.4% $1.01 55.4% $1.20 39.0% $1.73 38.6% $4.53 51.4% $4.53 42.5% $3.35 39.9% $4.19 58.0% $1.18 59.7% $5.45 60.4% $2.72 42.0% $4.19 51.1% $2.51 51.3% $2.46 45.6% $3.33 47.5% $1.05 48.9% Agent Utilization 64.2% 34.8% 32.6% 53.8% 26.3% 38.7% 55.2% 64.6% 66.0% 44.1% 56.8% 34.8% 35.2% 50.3% 38.2% 48.7% 67.7% 27.6% 55.6% 62.3% 55.2% 63.4% 65.9% 71.9% 37.2% 32.9% 55.9% 38.6% 31.2% 55.2% 39.3% 34.1% 69.2% 63.6% 42.7% 35.4% 34.7% 61.7% 58.9% 51.5% 60.7% 44.1% 25.5% 67.7% 37.1% 41.5% 31.3% 62.0% 39.4% 59.2% 28.0% 49.5% 35.0% 67.7% Net First Contact Resolution Agent Job Rate Satisfaction 51.1% 43.7% 51.0% 39.8% 50.0% 58.6% 44.5% 40.4% 46.4% 49.6% 54.5% 45.1% 44.9% 57.4% 59.2% 50.8% 57.3% 49.1% 47.4% 58.3% 49.1% 41.8% 48.1% 57.5% 54.1% 57.7% 41.6% 60.1% 49.2% 49.5% 51.2% 50.6% 46.3% 52.5% 48.3% 50.6% 56.5% 56.0% 50.8% 48.6% 60.1% 52.4% 50.8% 45.4% 45.2% 52.5% 60.5% 56.8% 57.8% 47.3% 49.9% 43.0% 50.2% 52.3% 48.4% 64.7% 46.7% 41.8% 50.0% 65.8% 46.6% 37.8% 48.4% 39.3% 56.4% 50.8% 40.9% 61.0% 45.3% 53.4% 48.9% 54.1% 40.0% 43.6% 61.6% 48.7% 42.9% 41.3% 52.2% 59.8% 51.0% 56.2% 57.7% 64.6% 34.3% 30.3% 58.2% 61.4% 55.0% 44.9% 44.4% 46.2% 33.8% 43.0% 42.6% 41.5% 47.8% 48.6% 47.7% 49.0% 46.5% 46.8% 51.1% 48.1% 52.1% 50.4% 53.7% 41.4% Average Speed of Answer (seconds) 83 42 23 61 14 30 30 17 15 36 17 20 8 21 74 93 25 1 19 29 105 85 7 10 22 126 62 56 21 11 52 88 22 127 19 10 33 33 3 25 25 24 15 34 25 56 15 14 27 98 39 20 31 50 Inbound Contacts per Agents as a % of Calls Call Cost per Agent per % of Total Answered in Abandonment Inbound Annual Agent Daily Agent Agent Month Headcount 30 Seconds Rate Call Quality Contact Turnover Absenteeism Occupancy $5.38 80 52.3% 19.1% 11.1% 47.7% 22.8% 7.4% 52.0% $3.31 203 58.8% 42.7% 2.0% 48.9% 17.0% 8.4% 56.8% $12.97 738 49.6% 38.0% 1.5% 48.3% 49.4% 5.5% 55.5% $7.48 168 49.9% 64.2% 4.6% 61.0% 66.7% 8.0% 51.1% $3.64 249 49.4% 61.1% 1.8% 45.8% 29.9% 4.8% 48.3% $6.66 216 45.0% 47.5% 1.8% 48.3% 42.2% 9.2% 60.6% $3.84 588 51.4% 50.7% 2.4% 48.6% 37.0% 5.5% 46.1% $2.34 194 58.4% 45.6% 2.1% 49.5% 29.8% 8.3% 55.3% $23.96 77 47.7% 51.4% 2.5% 48.5% 64.7% 6.1% 36.5% $14.79 170 47.2% 48.1% 3.9% 52.8% 58.7% 7.4% 38.9% $5.49 487 59.2% 54.2% 1.6% 50.5% 30.7% 11.9% 57.3% $3.59 667 47.0% 55.2% 1.1% 48.0% 38.4% 16.8% 49.9% $12.91 318 53.1% 52.8% 2.7% 50.1% 68.3% 7.7% 64.4% $5.39 681 49.9% 53.8% 2.1% 53.6% 40.7% 10.0% 45.6% $1.02 1240 44.9% 39.6% 3.0% 52.1% 35.1% 5.3% 36.5% $5.24 261 49.5% 42.4% 3.2% 44.7% 29.3% 5.7% 43.6% $10.96 54 54.2% 53.6% 2.5% 52.2% 19.6% 7.7% 49.3% $4.02 560 47.4% 49.9% 2.4% 52.2% 42.8% 1.5% 42.2% $20.06 271 43.8% 43.8% 2.3% 49.9% 91.8% 18.3% 67.0% $4.34 468 45.8% 51.3% 4.9% 47.2% 23.8% 6.8% 49.6% $4.53 208 41.0% 50.1% 9.1% 43.3% 66.5% 12.9% 58.7% $12.61 305 45.2% 40.6% 7.6% 52.9% 39.0% 12.6% 52.4% $3.98 363 56.0% 47.9% 2.1% 47.6% 32.0% 2.5% 66.0% $10.93 223 55.3% 40.3% 2.1% 52.4% 27.9% 4.6% 48.7% $6.78 181 50.9% 43.1% 3.0% 46.8% 25.0% 6.2% 45.9% $3.60 464 50.9% 47.8% 5.9% 47.9% 77.8% 18.6% 48.1% $4.96 428 53.2% 28.0% 9.1% 48.7% 8.9% 9.1% 50.5% $8.44 313 45.7% 44.9% 9.2% 39.8% 47.2% 6.5% 45.4% $4.02 825 45.7% 42.5% 1.3% 48.8% 41.0% 1.7% 44.8% $0.75 521 47.4% 47.9% 1.4% 51.6% 56.1% 13.8% 52.4% $8.41 349 47.8% 35.9% 4.9% 46.2% 31.8% 8.6% 51.1% $5.08 314 51.0% 41.5% 4.6% 54.2% 21.5% 5.6% 52.6% $2.10 963 49.7% 30.2% 4.2% 56.4% 26.8% 3.5% 43.7% $1.25 844 53.2% 61.7% 20.0% 57.0% 30.3% 16.4% 59.5% $2.14 290 47.5% 54.2% 1.2% 47.9% 26.5% 10.0% 48.3% $15.49 288 52.2% 59.4% 2.7% 39.5% 58.7% 5.0% 40.9% $5.27 1003 50.3% 47.9% 2.3% 50.8% 51.9% 7.6% 43.9% $3.84 361 54.8% 50.0% 1.6% 51.4% 44.9% 7.3% 38.4% $8.04 141 55.9% 46.0% 1.9% 52.4% 50.4% 7.6% 51.3% $2.01 291 49.6% 42.6% 1.6% 53.7% 61.5% 14.5% 52.4% $8.16 347 55.6% 43.5% 1.1% 54.6% 49.4% 7.0% 56.3% $2.76 1403 51.3% 29.8% 5.8% 56.8% 66.8% 5.6% 31.5% $6.42 293 57.7% 42.6% 3.1% 47.6% 87.9% 13.0% 43.8% $9.81 700 54.3% 35.2% 2.0% 53.5% 21.7% 10.6% 52.0% $11.36 445 45.6% 61.8% 3.2% 50.5% 81.6% 12.1% 45.2% $5.25 591 55.0% 61.6% 7.8% 59.3% 31.9% 8.3% 39.6% $7.35 112 39.9% 63.3% 2.6% 48.0% 52.0% 4.6% 45.8% $2.46 321 47.3% 54.7% 2.1% 46.7% 38.0% 7.9% 44.6% $2.18 687 47.2% 60.0% 9.6% 54.3% 33.4% 4.9% 48.2% $1.66 604 49.8% 75.7% 10.4% 50.2% 13.8% 3.6% 58.3% $22.00 446 38.9% 39.2% 4.8% 49.1% 82.8% 10.1% 37.7% $3.08 559 52.6% 41.4% 2.9% 55.6% 30.8% 8.1% 38.9% $7.05 460 41.3% 46.4% 2.7% 50.6% 14.1% 1.8% 34.7% $3.05 489 47.4% 66.2% 4.9% 51.8% 24.9% 8.8% 59.5% © MetricNet, LLC, www.metricnet.com Agent Schedule Adherence 52.4% 48.0% 55.2% 48.1% 52.6% 48.5% 50.7% 52.9% 51.7% 45.3% 55.6% 54.7% 52.8% 55.0% 48.0% 51.0% 46.0% 42.0% 55.1% 48.0% 47.6% 53.6% 48.5% 50.4% 52.9% 44.3% 47.4% 47.9% 46.2% 56.6% 48.6% 47.2% 49.2% 52.9% 49.7% 49.2% 47.7% 55.6% 52.9% 50.1% 48.6% 59.6% 42.3% 53.0% 46.5% 53.2% 53.4% 52.4% 50.7% 46.7% 56.8% 46.5% 46.6% 45.9% Inbound Contact Handle Time IVR New Agent Annual Agent Agent Tenure (all contacts) Completion Training Training Rate Hours Hours (months) (minutes) 45 3 34.2 4.62 41.2% 76 25 31.7 4.27 21.4% 83 0 16.2 8.05 0.0% 125 16 20.1 10.06 12.3% 116 29 35.0 6.81 7.4% 42 4 40.5 3.95 28.9% 130 50 15.3 1.93 0.0% 70 2 42.3 6.54 14.7% 175 12 14.9 17.88 0.0% 52 29 26.5 8.27 63.3% 125 54 31.5 5.76 0.2% 68 4 41.4 4.41 52.9% 81 10 16.9 9.57 32.8% 61 29 20.2 1.17 17.9% 106 122 51.5 2.84 0.0% 181 5 26.9 6.01 0.0% 375 17 77.5 10.94 30.1% 207 10 31.5 7.19 52.9% 2 17 28.6 10.74 0.0% 132 41 28.5 6.34 22.4% 86 69 30.8 1.92 41.1% 178 3 28.6 19.63 76.1% 98 0 18.1 6.62 24.1% 96 31 44.2 3.52 5.5% 96 19 73.7 7.91 3.9% 75 0 10.3 4.93 8.1% 75 0 64.2 7.98 0.0% 46 15 34.2 9.10 4.6% 168 46 39.5 1.32 83.0% 118 3 17.9 2.30 2.7% 37 3 54.4 16.18 31.4% 46 26 78.6 8.40 62.1% 112 16 21.5 3.00 27.1% 53 16 30.2 3.40 58.6% 137 11 28.3 2.87 40.4% 145 3 11.5 10.01 15.0% 182 2 27.6 3.65 74.0% 33 19 36.8 2.41 0.0% 19 0 23.3 2.21 0.5% 91 0 4.0 3.16 0.0% 231 0 17.8 5.59 0.0% 120 7 11.0 2.33 15.9% 109 5 9.1 7.23 0.0% 121 7 34.3 10.61 8.1% 166 0 29.8 11.88 0.0% 132 30 27.5 6.66 0.0% 159 8 33.1 1.77 0.0% 81 0 28.3 9.04 0.0% 78 2 41.3 1.08 20.0% 196 22 21.1 2.28 0.0% 35 9 5.6 9.21 0.0% 122 4 28.8 3.83 1.8% 257 33 127.6 3.46 12.2% 151 6 41.7 5.45 0.0% 69
  71. 71. You Can Reach MetricNet… By Phone… 703-992-7559 On Our Website… www.metricnet.com Or E-mail us… info@metricnet.com © MetricNet, LLC, www.metricnet.com 70
  72. 72. Question and Answer The Economic Impact of Support
  73. 73. Thank You! We look forward to serving you! © MetricNet, LLC, www.metricnet.com 72
  74. 74. About MetricNet: Your Benchmarking Partner 73
  75. 75. Your Presenter: Jeff Rumburg Jeff Rumburg is a co-founder and Managing Partner at MetricNet, LLC. Jeff is responsible for global strategy, product development, and financial operations for the company. As a leading expert in benchmarking and re-engineering, Mr. Rumburg authored a best selling book on benchmarking, and has been retained as a benchmarking expert by such well-known companies as American Express, Hewlett-Packard, and GM. Prior to co-founding MetricNet, Mr. Rumburg was president and founder of The Verity Group, an international management consulting firm specializing in IT benchmarking. While at Verity, Mr. Rumburg launched a number of syndicated benchmarking services that provided low cost benchmarks to more than 1,000 corporations worldwide. Mr. Rumburg has also held a number of executive positions at META Group, and Gartner, Inc. As a vice president at Gartner, Mr. Rumburg led a project team that reengineered Gartner's global benchmarking product suite. And as vice president at META Group, Mr. Rumburg's career was focused on business and product development for IT benchmarking. Mr. Rumburg's education includes an M.B.A. from the Harvard Business School, an M.S. magna cum laude in Operations Research from Stanford University, and a B.S. magna cum laude in Mechanical Engineering. He is author of A Hands-On Guide to Competitive Benchmarking: The Path to Continuous Quality and Productivity Improvement, and has taught graduate-level engineering and business courses. Mr. Rumburg serves on the Strategic Advisory Board for HDI, formerly the Service Desk Institute. © MetricNet, LLC, www.metricnet.com 74
  76. 76. Benchmarking is MetricNet’s Core Business Information Technology    Service Desk Desktop Support Field Support  Customer Service Technical Support Telemarketing/Telesales Collections  Price Benchmarking  Customer Satisfaction Employee Satisfaction  Call Centers Telecom Satisfaction    © MetricNet, LLC, www.metricnet.com 75
  77. 77. 25 Years of IT Service and Support Benchmarking Data Global Database More than 2,400 IT Service and Support Benchmarks 70+ Key Performance Indicators More than 120 Industry Best Practices © MetricNet, LLC, www.metricnet.com 76
  78. 78. Meet a Sampling of Our Clients MetricNet Conducts benchmarking for IT Service and Support organizations worldwide, and across virtually every industry sector. © MetricNet, LLC, www.metricnet.com 77
  79. 79. You Can Reach MetricNet… By Phone… 703-992-7559 On Our Website… www.metricnet.com Or E-mail us… info@metricnet.com © MetricNet, LLC, www.metricnet.com 78
  80. 80. Thank You! We look forward to serving you! © MetricNet, LLC, www.metricnet.com 79

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