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Creating a World-Class Call Center in North America’s Current Healthcare Environment: Performance Metrics, Operations, Structures and Trends
 

Creating a World-Class Call Center in North America’s Current Healthcare Environment: Performance Metrics, Operations, Structures and Trends

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Contact centers must focus today on how to meet the needs of customers who are increasingly mobile, increasingly connected, and increasingly impatient with slow service. To keep up with competition, ...

Contact centers must focus today on how to meet the needs of customers who are increasingly mobile, increasingly connected, and increasingly impatient with slow service. To keep up with competition, companies must investigate new tools they could adopt in the near future to support a growing variety of customer interaction channels.

Leading organizations are increasingly modernizing technology and expanding connectivity options to optimize customer relations. This benchmarking research study provides participants with current metrics for call center performance in relation to new technology use. The study also examines future trends for call centers.

Best Practices, LLC conducted this benchmarking study to provide participants with critical insights, reliable metrics, and trends data they can use to assess their operations and to help to shape overall strategic direction.

This report provides reliable performance and service metrics call center leaders can use to compare themselves to their industry peers. It also looks at:

-Budget and staff size
-New customer interaction channels
-Innovative uses of social media
-The role of vendors in call center management
-Trends that are driving technology evolution in high-performing contact center organizations.

Participating companies represent biopharmaceutical, OTC (over-the-counter drugs), medical device, diagnostics, and consumer packaged goods companies.

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    Creating a World-Class Call Center in North America’s Current Healthcare Environment: Performance Metrics, Operations, Structures and Trends Creating a World-Class Call Center in North America’s Current Healthcare Environment: Performance Metrics, Operations, Structures and Trends Presentation Transcript

    • Creating a World-Class Call Center in North America’s Current Healthcare Environment: Performance Metrics, Operations, Structures and Trends Best Practices, LLC Strategic Benchmarking Research Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Table of Contents I. Executive Summary      Research Project Overview Participating Companies Key Insights & Benchmark Findings Key Performance Metrics at a Glance Definitions II. Call Center Structure & Focus III. Operations IV. Complaint Management Process V. Performance Metrics VI. Technology Use & Impact VII. Future Trends & Issues 2 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Research Project Overview Best Practices, LLC conducted this benchmarking study to identify performance benchmarks for the size, cost, service delivery efficiency, structure, leadership, processes, technology, and operations of call center organizations within pharmaceutical and related industries. Objectives & Methodology Research Objective:  Provide participants with current metrics for call center performance in the pharmaceutical, medical device, biotech, diagnostics, consumer health, and consumer packaged goods industries Benchmarking Methodology:  Create and deploy custom benchmarking survey  Deploy survey tool online to call center leaders across the industry  Develop key performance metrics and ratios from quantitative survey data  Develop insights through conducting in-depth executive interviews with selected participants 3 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Best Practices, LLC Studied Call Centers at 35 Companies Forty call center leaders from 35 pharmaceutical, biotech, medical device, diagnostic, OTC (Over the Counter), and consumer packaged goods companies participated in this study. Participation was limited to call centers operating in the United States or Canada. Participating Companies: Benchmark Class Participating Companies: Abbott (Molecular & Diabetes Care units), Advanced Sterilization Products, Alcon, Alexion, Amgen, Astellas (US & Canada), Baxter, Biogen Idec, Biosense Webster, Boehringer Ingelheim, Colgate Palmolive, Cordis, Daiichi Sankyo, Endo Health, Ethicon, Genzyme, GlaxoSmithKline, GSK Consumer, Janssen, McKesson, Medtronic, Merck Consumer, Nestle Health Care, Novartis Consumer, Ortho Clinical Diagnostics (2 units), Pfizer, Pfizer Consumer, Procter & Gamble, Reckitt Benckiser, Roche, Shionogi, Shire, Sunovion, Takeda, Teva, UCB, United Therapeutics. 4 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Participating Call Centers: A Brief Profile Industry Nearly half the centers support at least two different industry segments. The percentage of respondents supporting each industry segment is:  55% prescription drug business  40% devices or diagnostics  35% OTC and consumer packaged goods products Structure 45% operate as internal corporate functions, 28% are run by vendors, and 28% are mixed internal/vendor models. Reporting 35% report into Medical Affairs. Others are widely distributed, reporting into functions ranging from Marketing to Technical Services to Safety. Leadership Leaders most often work in director-level positions and report up to senior executives. Focus Area Top focus areas are medical inquiries & medical or technical complaints. Approach 80% have regional/country specific structures. Products Call centers support 160 products on average, with a range from one to 2,534. Location 95% are located in the United States and 5% in Canada. 5 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Key Insights - 2 Additional key insights from data and interviews follow. INVESTMENT: Differing rates of technology adoption across participating call centers may be driven in part by the extent to which executive leadership values the call center’s rich pool of customer data.. Those who will leverage the data to feed other corporate functions are more likely to invest heavily in technology acquisition and upgrades. SELF-SERVICE: Benchmark participants are exploring ways to increase self-service for customers with common call center queries. Knowledge bases and artificial intelligence will expedite this process, increasing consumer access and, potentially, reducing costs. GLOBALIZATION: Benchmark participants anticipate increased globalization of call centers in the next few years to provide standardized service to a global customer base. Those who have already begun globalization noted that a common technology platform and centralized leadership are basic requirements. Regional variations in regulations, however, will continue to create globalization challenges. 6 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • 80% of Centers Have Regional/Country Specific Structures The large majority of benchmarked companies use a regional or country specific structure for call center operations. Q. What type of structure does your call center reflect? (choose one) Call Center Structure Globalized center covering multiple regions/ countries, 15% Other model, 5% Other models: • Regional model for commercial/ Global for clinical trials • Regional with global component Regional/ countryspecific call centers, 80% (n = 40) % of Responses 7 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Call Centers Most Often Report to Medical Affairs Although 35% of participating call centers report into Medical Affairs, the remainder are widely distributed throughout the organizations, reporting into functions ranging from Marketing to Technical Services to Safety. Q. To what function does the leader of your call center report? Function to which Call Center Reports Medical Affairs 30% Marketing 10% Technical Services 10% Medical Information 10% 35% Sales 8% Quality Hybrid with Medical Affairs 8% 5% Other (n = 40) 20% Other: • Commercial Ops • Consumer Relations • Finance • Medical Operations • Operations • Safety • Sales & Marketing % of Responses 8 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Median Call Center Budget Is $2.5 Million Call center budgets for participating companies ranged from a low of $200,000 to a high of $35 million, with a median average of $2.5 million. Q. Call center’s operating budget for the current fiscal year ($US). (Exclude large, one-time capital expenses) Call Center Budget Top Expenses : Interviewed call center leaders cited their top expenses categories as: • Vendor fees, $ Budget • Systems costs • Telecommunications • Ensuring data quality • Training (n = 23) 9 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • SERVICE LEVEL Call Centers Take Median Average of 5,340 Calls per Month The average number of monthly inbound calls ranges from a low of 203 to a high of 140,000 across the benchmark class. Outbound calls are generally a small fraction of the total, although outbound volume exceeds inbound for 6% of centers. High call volume is directly linked to low budget per call. Q. What is your average number of inbound and outbound calls per month? Average Number of Calls per Month 11,500 Average # inbound calls # Calls 5,340 Average # outbound calls (n = 31) Average# Calls/Month < 5K 1,550 456 Percentile Higher average monthly call volume correlates with lower budget per call. For example, companies with more than 5,000 calls per month had an ‘cost per call’ of $21.68—less than onethird of $72.44 cost at centers with less than 5,000 calls Median 233 $ 72.44 10 >5K 1,959 * 75th Volume/Cost Correlation Average Budget/Call $ 21.68 10 n= 25th Percentile * =Top quartile 10 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Two-Thirds of CRMs Have Capability to Capture All Case Types While 67% of participants’ CRM systems have the ability to capture all case types, others must link into separate databases to store different types of records. Q. Which of the following statements best describes the capability of your CRM? (choose one) Customer Relationship Management System Capability CRM needs to link into separate databases to store medical complaints, technical complaints, etc., 33% (n = 33) CRM has ability to capture all case types including medical and technical complaints, medical inquiries, marketing cases, etc., 67% % of Responses 11 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • About Best Practices, LLC Best Practices, LLC is a research and consulting firm that conducts work based on the simple yet profound principle that organizations can chart a course to superior economic performance by studying the best business practices, operating tactics, and winning strategies of world-class companies. Best Practices, LLC 6350 Quadrangle Drive, Suite 200 Chapel Hill, NC 27517 www.best-in-class.com 919-403-0251 best@best-in-class.com Return to Table of Contents 12 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC