Moving the Performance Needle, by Installing Capacity Models

Case Study: Good Sam Call CenterClint Britt – May 9th, 2011

CCNG Executive Summit

Case Study – Member Service Case Study: 55 seat, primarily inbound

750,000 Calls per year Service & Sales Teams by call type Some outbound Solid Agent Tenure (+-24 months) 4 VP’s in last 4 years $13mm in annual sales

“I am told we are performing well, but I’m just not certain… Workforce stats seem okay QA results seem good Comp plan feels right Sales reports look okay Calls handled/ AHT etc. reports feels okay.”

“I feel like we could be more productive. Just not sure how…”

How’s your Capacity model treating you?

• “What kind of Capacity model do you have the agent’s on? and how effective is it?”

– “Say what?”

Are you receiving reports without goals and projections??

3

Group Name Calls

Ans.

Total Rev. Total Order

s

Order Conv.

Avg Order

Avg Rev Per Call

Total Units

Avg Units Per

Order

Gross Product

Rev.

PC Join

PC Join Conver

sion

PC Rene

w

TEAM CONRAD  

TOM BUCKBERRY                  11 $1,129.85 5 45.45%

$225.97 $102.71 9 1.8

$1,234.63 1 20.0% 3

MATTHEW KIRBY                  75 $2,646.95 23 30.67%

$115.08 $35.29 60 2.6

$3,261.65 0 0.0% 4

CHERYL LEWI                    73 $2,231.44 20 27.40%

$111.57 $30.57 48 2.4

$2,517.46 1 5.0% 1

CHERYL LYNN CASTRO             84 $2,204.50 23 27.38% $95.85 $26.24 59 2.6

$2,447.09 3 13.0% 10

TAYLOR SORRELL                 89 $3,517.05 22 24.72%

$159.87 $39.52 54 2.5

$3,935.38 0 0.0% 3

AMELIA ELDER                   86 $2,274.62 20 23.26%

$113.73 $26.45 32 1.6

$2,532.59 2 10.0% 2

AISHA MORROW                   61 $4,103.98 14 22.95%

$293.14 $67.28 40 2.9

$4,742.66 0 0.0% 2

What is a Call Center Capacity Model?

A Capacity Model projects outputs, based upon preset KPI’s.

Effective in most any center environment Inbound Sales / Service Outbound Sales / Appointment Setting / Welcome Calls / Collections Blended In and Out At home

…can be designed for any Agent (CSR) KPI Calls Handled # of Sales Sold Revenue Talk Time Transfers Schedule Adherence # of Quotes or contacts

2

Why are KPI models important?

4

Motivates at all levels Communicates desired behavior Roadmap (monthly) Competitive

Agent -> Supervisor -> Manager -> Site Low cost.

It will “move the performance needle”

How do I go about this?

1. Define Agent (CSR) Success What kinds of numbers does a successful Agent (CSR) put up? (Daily) What KPI’s are you looking for from your ‘seasoned’ Agents? 10/70/20 – Jack Welch Set goals at 90% of full capacity; B+ agent

2. Develop Agent (CSR) Tenures How long does it take to come up to full speed? ie:

1. Rookie 0-302. Sophomore 31-603. Junior 61-904. Seasoned 91+

TenureCalls

Answered Talk Time AHTDaily

Unit Goal

Reveue per Sale

Goal

AR Conversion

Goal

VISA Transfers

Daily

GMAC Transfers

DailyMonthly Unit Goal

Daily Revenue

Goal

Monthly Revenue

Goal

Sales Conversi

onRookie 60 4 5.0 15 $ 67.00 24.00% 0.3 0.5 345 1,005.00$ 23,115.00$ 22%Sophomore 63 4.5 4.8 16 $ 69.00 26.00% 0.4 0.75 368 1,104.00$ 25,392.00$ 23%Junior 66 4.8 4.5 17 $ 71.00 28.00% 0.6 1 391 1,207.00$ 27,761.00$ 24%Seasoned 69 5.0 4.15 19 $ 74.00 30.00% 0.8 1.25 437 1,406.00$ 32,338.00$ 25%Blended 75 5.3 4 22 $ 74.00 30.00% 0.8 1.25 506 1,628.00$ 37,444.00$ 25%Team Lead 4 0.4 5.0 1.5 $ 74.00 30.00% 0.05 0.05 35 111.00$ 2,553.00$ 25%Sup 2 0.25 5.0 0.5 $ 74.00 30.00% 0.01 0.01 12 37.00$ 851.00$ 25%

How do I go about this?

3. Team Structure ‘Draft’ Agent (CSRs) to Supervisors. Keep different call types

balanced.

4. Merge KPI goals with ACD/CRM Data Sort by top agents to bottom (projected % to goal) Cumulative MTD

5. Publicize daily Agent & Supervisors want to see their names in lights Comment daily on top agents and areas of Team opportunity

Sales Cap Model

Goals Driven: (by tenure)

Business Day

Projections

Transfers Model

• Business Day• Team• Tenure• Daily Goal• Monthly Goal• Monthly Projections

Productivity Model

• Business Day• Team• Tenure• Daily Goal• Monthly Goal• Monthly Projections

SCOREBOARD1 Year Tested – Daily KPI’s

08-09 Before Cap. Model• Calls Answered: 59.1• Sales: 16.5• Rev/sale*: $68.71• Rev/Call: $19.57• AHT: 4:50• Daily Talk Time: 4:03

• FTE’s: 53 with 77% SL (20)

• Total Rev: $13,154,987

2010 - After Cap. Model• Calls Answered: 68.4• Sales: 19.6• Rev/sale*: $75.24• Rev/Call: $23.41• AHT: 4:40• Daily Talk Time: 4:57

• FTE’s: 47 with 81% SL (20)

• Total Rev: $14,791,543

Tales of the tape…

What I did do:1. Rolled out model; attainable

goals and increased slowly2. Developed internally. Involved

the management team3. Increased moral showing

agents they have a roadmap4. Increased rev/call by 19.6%5. Increased annual rev +

$1.6mm (+12.4%)6. Decreased HC expense

$240,000 (-11.3%) by improving total productivity

What I didn’t do1. Fire all poor performers2. Hire a vendor to build and

purchase expensive software3. Kept agents in the dark; not

celebrating success4. Hire a expensive sales trainer

and scared the quality out of the Agents

5. Purchase an agent assessment package to hire better sales Agents

6. Hire more agents to meet SL’s