GLOBAL SERVICE OPERATIONS

Comfort Class Transport

Managing the Customer Contact Center

Kelompok 2

MORGAN PARLINDUNGAN – 1806161481

MUHAMAD ARDIKA – 1806161506
MUHAMMAD FARIZ TIOWIRADIN - 1806161544
 Comfort Class Transport
Objectives
 Analyze problems in call center using
data- driven approaches
 Analyze improved capacity (staffing)
plans.
 Identify other business drivers and
solutions of the customer service
problems.
 How does CCT compete?
Service qualifiers/winners

How is CCT doing on each competitive

dimension?

 How competitive is this industry?

 What are qualitative symptoms of
customer service problems?
• Customers complaining about long wait times to
manager and on company web site.
• Increasing number of abandoned calls.
• Internal sales report that 30% customers who
abandoned calls were lost.
• Trial call results i n two m in ute wait time.

Is this an overreaction to anecdotal accounts or can

we document a problem?
 What types of variability do we see in the data?
Exhibit 3: Two months Call Center data by half-hour intervals
Half-Hour Number ASA Number Average Average CSR
Ending of Calls (Seconds) Abandoned Talk TimeHold Time Staffing*

8:30 AM 5 7 0 75 14 6.2
9:00 AM 7 6 0 79 12 6.2
9:30 AM 21 8 1 78 13 6.2
10:00 AM 22 10 1 81 15 6.2
10:30 AM 24 11 2 80 17 6.2
11:00 AM 31 32 4 102 21 6.2
11:30 AM 32 40 11 111 22 4.2
12:00 PM 36 45 16 108 15 4.2
12:30 PM 22 50 8 109 14 4.2
1:00 PM 20 49 7 106 13 4.2
1:30 PM 25 38 6 107 11 4.2
2:00 PM 29 42 8 106 16 4.2
2:30 PM 40 48 12 122 19 6.2
3:00 PM 51 57 14 119 20 6.2
3:30 PM 46 50 12 96 21 6.2
4:00 PM 34 22 8 80 16 6.2
4:30 PM 20 10 1 79 15 6.2
5:00 PM 14 6 0 77 12 6.2
5:30 PM 13 6 0 75 13 6.2
6:00 PM 4 5 0 78 14 6.2
Total or Avg 496 32.0 111 97.1 16.7 112

* Not counting the administrative assistant, and averaging CSR 40 hours of

work plus 4 lunch hours per week in most weeks across five 10-hour work days
 What are quantitative indications that
there is a customer service problem?
Performance Comfort Class Industry Standard
ASA 32 sec. (6-57 sec) 10 sec
Avg Abandonment Rate 22.4% (0-44%) 5%
Avg Talk Time 97.1 (75-122)
Avg Capacity Utilization 21.7% (5.1%-37.7%)
Avg Not Available Time 50.3% (38.6-62.6%)
Total Service Factor 62% 95% (Exhibit 2)

1) Why is there so much variation in the performance metrics?

2) Why are the capacity utilization metrics so low?
3) If you want a low abandonment rate, what is the best capacity utilization rate?
4) When do the performance metrics seem to be the worst?
5) Why does average talk time increase during the busy periods?
Exhibit 3: Two months Call Center data by half-hour
intervals
Half-Hour Number ASA Number Percentage Average Average CSR
Ending of Calls (Seconds) Abandoned Abandoned Talk Time Hold Time Staffing*

8:30 AM 5 7 0 0% 75 14 6.2
9:00 AM 7 6 0 0% 79 12 6.2
9:30 AM 21 8 1 5% 78 13 6.2
10:00 AM 22 10 1 5% 81 15 6.2
10:30 AM 24 11 2 8% 80 17 6.2
11:00 AM 31 32 4 13% 102 21 6.2
11:30 AM 32 40 11 34% 111 22 4.2
12:00 PM 36 45 16 44% 108 15 4.2
12:30 PM 22 50 8 36% 109 14 4.2
1:00 PM 20 49 7 35% 106 13 4.2
1:30 PM 25 38 6 24% 107 11 4.2
2:00 PM 29 42 8 28% 106 16 4.2
2:30 PM 40 48 12 30% 122 19 6.2
3:00 PM 51 57 14 27% 119 20 6.2
3:30 PM 46 50 12 26% 96 21 6.2
4:00 PM 34 22 8 24% 80 16 6.2
4:30 PM 20 10 1 5% 79 15 6.2
5:00 PM 14 6 0 0% 77 12 6.2
5:30 PM 13 6 0 0% 75 13 6.2
6:00 PM 4 5 0 0% 78 14 6.2
Total or Avg 496 32.0 111 22% 97.1 16.7 112

* Not counting the administrative assistant, and averaging CSR 40 hours of

work plus 4 lunch hours per week in most weeks across five 10-hour work days
 What is average call time?

Exhibit TN-1: Calls taken by frequency and type (includes "hold" time) Freq Seconds Weighted Seconds
· 21% straightforward transfer reservations 0.21 84 17.64
· 20% inquiries about available services, vehicles, and packages 0.20 134 26.8
· 18% followup reservations based on previous information 0.18 100 18
·requests
20% change of vehicle or transfer package 0.20 111 22.2
· 3% cancel reservations 0.03 34 1.02
· 8% question/dispute regarding bill or credit card charge 0.08 261 20.88
· 2% difficulty finding pickup point or driver 0.02 82 1.64
· 8% other 0.08 70 5.6

1.00 113.78
What is average utilization?
Exhibit TN-2: Two months Call Center data by half-hour intervals
Half-Hour Number Number Calls CSR Cap Util Lunch
Ending of Calls Abandoned Taken Staffing (calls only)** break

8:30 AM 5 0 5 6.2 5.1%

9:00 AM 7 0 7 6.2 7.1%
9:30 AM 21 1 20 6.2 20.4%
10:00 AM 22 1 21 6.2 21.4%
10:30 AM 24 2 22 6.2 22.4%
11:00:00 AM 31 4 27 6.2 27.5%
peak
11:30:00 AM 32 11 21 4.2 31.6% 1, 2
peak 12:00 PM 36 16 20 4.2 30.1% 1, 2
12:30 PM 22 8 14 4.2 21.1% 3, 4
1:00 PM 20 7 13 4.2 19.6% 3, 4
1:30 PM 25 6 19 4.2 28.6% 5, 6
2:00 PM 29 8 21 4.2 31.6% 5, 6
2:30:00 PM 40 12 28 6.2 28.5%
peak
3:00:00 PM 51 14 37 6.2 37.7%
peak
3:30:00 PM 46 12 34 6.2 34.7%
peak 4:00 PM 34 8 26 6.2 26.5%
4:30 PM 20 1 19 6.2 19.4%
5:00 PM 14 0 14 6.2 14.3%
5:30 PM 13 0 13 6.2 13.3%
6:00 PM 4 0 4 6.2 4.1%
Sum or avg 496 111 385 112 21.7%
Average per csr 79.7 17.8 61.9
* Not counting the administrative assistant
** Based on Weighted average call duration (includes hold time) = 113.78
 How do CSR’s Use Their Time?

Exhibit TN-5: Daily Totals by Individual Rep, February 25, 2011 (all times in seconds)
Sum Time
Calls Talk Hold NR Wait DN In Time On DN Out Time On Logged Unavail % Wait % Reported Reported
Rep # Answered Time Time Time Time # Calls DN In # Calls DN Out In time % 9 hrs
1 0 0 0 0 0 0 0 0 0 0
2 76 8,456 660 8,228 13,908 5 4,578 51 8,254 34,446 47.8% 31.5% 44,084 136.1%
3 53 6,825 996 7,210 5,296 10 6,609 41 8,149 24,448 62.6% 15.1% 35,085 108.3%
4 57 4,916 1,174 3,962 5,276 13 4,858 12 7,852 19,416 59.5% 18.8% 28,038 86.5%
5 52 3,824 590 4,532 7,058 15 6,686 46 1,721 23,468 53.0% 28.9% 24,411 75.3%
6 81 9,472 616 5,786 8,776 10 3,327 18 4,481 27,932 41.9% 27.0% 32,458 100.2%
7 83 7,249 1,336 2,988 11,118 6 2415 20 7,008 25,720 38.6% 34.6% 32,114 99.1%
Total 402 40,742 5,372 32,706 51,432 59 28,473 188 37,465 155,430 50.3% 26.2% 196,190 100.9%
Average 67 6,790 895 5,451 8,572 10 4,746 31 6,244 25,905
% reported time 26.2% 3.5% 21.0% 33.1% 18.3% 24.1% 100.0%
Unavailable time = NR, DN in, DN out

Note Rep’s 2+3 report that they are working more than 100% of the time
Reps 4+ 5 have not accounted for some time.
 What are possible causes of the
problem?
• Scheduling
• Staffing levels are too low
• Upset customers spend more time on phone.
• Call center procedures
– Lack of management control: workers do their own
thing
– Too many non-call “offline” activities
–
Poor training about log-in system
–
Poor monitoring by Donovan
–
Complex and confusing incentive system
 One Staffing Solution

• Cap Utilization = 22% or less is associated with

Abandonment Rates of 5 % or less and ASA of 10
seconds or less
• Need an avg of 7.6 staff members vs. 5.6 staff
members with old schedule.
• Additional revenue gained: 111 abandoned
calls/day *$54.80/call *260 days/yr = $1,581,528.
Annual Contribution Margin = $11,427,280 * 0.48 = $5,485.094
# calls /day = 385. #calls/yr = 385*260 days/yr = 100,100 calls/yr
Avg contribution /call = $54.80
 Max Capacity Utilization = 22%
Half-Hour Number CSR Cap Util
Ending of Calls Staffing* (calls only)**
Actual New New # Req
8:30 AM 5 2 15.8% 1.436616
9:00 AM 7 2 22.1% 2.011263
9:30 AM 21 6 22.1% 6.033788
10:00 AM 22 7 19.9% 6.321111
10:30 AM 24 7 21.7% 6.895758
11:00:00 AM peak 31 9 21.8% 8.90702
11:30:00 AM peak 32 10 20.2% 9.194343
12:00 PM 36 11 20.7% 10.34364
12:30 PM 22 7 19.9% 6.321111
1:00 PM 20 6 21.1% 5.746465
1:30 PM 25 8 19.8% 7.183081
2:00 PM 29 9 20.4% 8.332374
2:30:00 PM peak 40 12 21.1% 11.49293
3:00:00 PM peak 51 15 21.5% 14.65348
3:30:00 PM peak 46 14 20.8% 13.21687
4:00 PM 34 10 21.5% 9.76899
4:30 PM 20 6 21.1% 5.746465
5:00 PM 14 4 22.1% 4.022525
5:30 PM 13 4 20.5% 3.735202
6:00 PM 4 2 12.6% 1.149293
Sum 496 151
Average* 7.6 20.8%

*Weighted average call duraction: 113.78

**Average capacity utilization uses "Number of Calls," assumes zero abandoned
 Max Capacity Utilization = 25%
Exhibit TN-4: Simply adding CSR's needed
Half-Hour Number CSR Cap Util
Ending of Calls Staffing* (calls only)**
Actual New New # Req
8:30 AM 5 2 15.8% 1.264222
9:00 AM 7 2 22.1% 1.769911
9:30 AM 21 6 22.1% 5.309733
10:00 AM 22 6 23.2% 5.562578
10:30 AM 24 7 21.7% 6.068267
11:00:00 AM peak 31 8 24.5% 7.838178
11:30:00 AM peak 32 9 22.5% 8.091022
12:00 PM 36 10 22.8% 9.1024
12:30 PM 22 6 23.2% 5.562578
1:00 PM 20 6 21.1% 5.056889
1:30 PM 25 7 22.6% 6.321111
2:00 PM 29 8 22.9% 7.332489
2:30:00 PM peak 40 11 23.0% 10.11378
3:00:00 PM peak 51 13 24.8% 12.89507
3:30:00 PM peak 46 12 24.2% 11.63084
4:00 PM 34 9 23.9% 8.596711
4:30 PM 20 6 21.1% 5.056889
5:00 PM 14 4 22.1% 3.539822
5:30 PM 13 4 20.5% 3.286978
6:00 PM 4 2 12.6% 1.011378
Sum 496 138
Average* 6.9 22.7%

*Weighted average call duraction: 113.78

**Average capacity utilization uses "Number of Calls," assumes zero abandoned

 What Solutions Would You
Recommend?
• Room for additional CSR’s: 12 max (3-4 pm will
be a problem)
• Create a virtual queue to give equal priority to
asynchronous communications.
•
Increase utilization by reducing # of tasks
• contributing to NR.
Increase utilization by hiring back room
• workers
for “off line”work
•
Revamp incentives (25% phone proficiency)
Better training and monitoring
 Summary

1. Proper management of
customer service
2. centers can have strategic
implications.
3. Telecommunications have
made customer
service centers data-rich.
Better staffing levels is one solution to the
problem, but job design and incentive
systems must be aligned.