• Share
  • Email
  • Embed
  • Like
  • Private Content
Building a World-Class Call Center: Performance Metrics, Operations, Structures and Trends at Consumer/OTC Companies
 

Building a World-Class Call Center: Performance Metrics, Operations, Structures and Trends at Consumer/OTC Companies

on

  • 1,337 views

Contact centers must focus on how to meet the needs of customers who are increasingly mobile, increasingly connected, and increasingly impatient with slow service. The need to support a growing ...

Contact centers must focus on how to meet the needs of customers who are increasingly mobile, increasingly connected, and increasingly impatient with slow service. The need to support a growing variety of customer interaction channels and tools is driving call centers to modernize their technology and expand connectivity options.

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 for consumers/ OTC companies within pharmaceutical and related industries.

The study also provides participants with current metrics for call center performance in the pharmaceutical, medical device, biotech, diagnostics, consumer health, and consumer packaged goods industries.

Statistics

Views

Total Views
1,337
Views on SlideShare
1,337
Embed Views
0

Actions

Likes
0
Downloads
32
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Building a World-Class Call Center: Performance Metrics, Operations, Structures and Trends at Consumer/OTC Companies Building a World-Class Call Center: Performance Metrics, Operations, Structures and Trends at Consumer/OTC Companies Presentation Transcript

    • Building a World-Class Call Center: Performance Metrics, Operations, Structures & Trends at Consumer/OTC Companies 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 for consumers/ OTC companies 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 Nine call center leaders from 9 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: Alcon, Colgate Palmolive, GSK Consumer, Merck Consumer, Nestle Health Care, Novartis Consumer, Pfizer Consumer, Procter & Gamble, Reckitt Benckiser 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:  78% OTC  44% consumer packaged goods products and devices or diagnostics  33% prescription drug business Structure 44% operate as internal corporate functions, 22% are run by vendors, and 33% are mixed internal/vendor models. Reporting 33% report into Medical Affairs and Marketing Others are widely distributed, reporting into functions ranging from Sales 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 and safety. Approach 66% have regional/country specific structures. Products Call centers support 141 products on average, with a range from 45 to 213. . Location 100% are located in the United States. 5 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Key Insights • AMBIGUITY IN LEADERSHIP COMPOSITION OF OTC CALL CENTERS: While more than 75% of OTC call centers focus on medical inquiries and drug safety, there seems to be low representation in the leadership team for both Drug Safety and Medical Affair. Only 22% of those groups have direct reporting members on the leadership team. This is especially unusual for Medical Affairs since one-third of all the call centers report to Medical Affairs. • COMPLAINT RESOLUTION: OTC products are usually a cross between prescription drug and FMCG products and are present in market from the past several years. The technical information for these products is readily available and accessible to the first-line agents. Consequently, about twothirds of calls are handled by first-line agents. And the first-line agents successfully resolve 89% of the complaints during the first call, This highlights the efficiency of OTC call center agents in working with customers. • PREVENT RECURRING PROBLEMS: Of complaints that are not resolved in the first call, 50% of the OTC segment manages them in the call center itself . Another 13% of companies send the callers to a specialized complaint resolution group. In line with this, 14% of calls handled by call centers fall in Tier 2-3 that get escalated to call center leads or subject matter experts. Use of regular reporting and trending is considered to be the best approach to identify and prevent recurring issues by all the benchmark partners in OTC benchmark class. 6 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • 66% of Centers Have Regional/Country Specific Structures The 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 A globalized center covering multiple regions/ countries, 34% Regional/ country- specific call centers, 66% (n = 8) % of Responses 7 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Call Centers Most Often Report to Medical Affairs or Marketing One-third of participating call centers report either into Medical Affairs or Marketing, the remainder are widely distributed throughout the organizations, reporting into functions ranging from Sales 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 33% Marketing 33% Sales 11% Other (n = 9) 22% % of Responses 8 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Majority Have Back-Up Centers in Place for High Call Volume Back-up call centers, separate from the primary centers, are in place at 62% of participating companies to handle large fluctuations in call volume. In all, 38% of companies use vendors to provide back-up services, while 25% provide back-up internally. Q. Do you have a back-up call center—separate from your primary center—in place to handle unexpected situations (such as a recall) that cause large fluctuations in call volume? (choose one) Back-Up Center No, 38% Yes, back-up provided by a vendor, 38% 63% Yes, back-up provided internally, 25% (n = 33) % of Responses 9 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • Complaints Often Owned and Managed by Call Centers Half of participating call centers own and manage complaints that are not resolved during the first call, while 38% route difficult complaints to specialized resolution groups or assign specialist agents to manage them. Q. For complaints that are not resolved during the first call, what approach best describes your company's system for tracking and resolving complaints? (choose one) Complaint Resolution Approaches 50% Call center owns and manages complaints Customer service handles simple complaints and sends more difficult complaints to resolution 38% Complaints are exported to a specialized complaint resolution group 13% Account representatives handle complaint resolution for their accounts 0% Customers and their complaints are segmented by customer value or complaint severity and exported to complaint resolution groups 0% Assign specific agents to own individual complaints until resolved 0% Other 0% (n = 8) % of Responses 10 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • RATIO Cost per Call Averages $14 for Total Benchmark Class Participating call centers spend an average of $14 per call they handle, based on the ratio of annual budget to total calls. Cost ($ Budget) per Call Segment Analysis $29 $16 $14 $12 $9 $6 Max 75th Percentile Mean Median 25th Percentile Min (n = 6) 11 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC
    • SERVICE LEVEL Call Centers Take Median Average of 24,025 Calls per Month The average number of monthly inbound calls ranges from a low of 298 to a high of 100,000 across the benchmark class. Outbound calls are generally a small fraction of the total. 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 Average # inbound calls 24,750 Volume/Cost Correlation 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 Average # outbound calls # Calls 24,025 Average# Calls/Month < 5K 728 75th Percentile (n = 8) 483 Mean $ 72.44 10 >5K 5,625 Average Budget/Call $ 21.68 10 n= 163 * 25th Percentile * =Top quartile 12 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 13 Copyright © Best Practices, LLC BEST PRACTICES, ® LLC