Problem: Current Metrics Force Guesswork

The root causes of overspending $24 billion per year in Customer Service (Contact) Center operations are:

  • The reliance on metrics incapable of explaining how they are achieved, only what. The most troubling are metrics derived from other metrics. Customer Service metrics have all kinds of units of measure e.g. minutes, seconds, percentages, numeric count, but none have direct line of sight to their cost. Only in the most basic, and near useless, instances e.g. cost per customer, cost per contact, are financial measures used.
  • No exact, real time ROI on decisions due to extreme difficulty in accurately and continuously translating those same metrics into cost, at all/any levels of the operation.
  • The lack of a single metric to benchmark and align performance with absolute equality — for any level. Current metrics are biased by differences in team size, payroll, experience, and variability in both channels or queues supported at any given time.

"Does is it ever feel like interpreting Customer Service metrics is like speaking a foreign language.
What if you could see these metrics in dollars?"

Click on the job role to see familiar symptoms of guesswork.

Staff justifying missed Customer Service goals, budget overruns.

No direct line of sight from Customer Service metrics to spending.

Home grown metrics that cannot be directly benchmarked against the competition.

Goals based on metrics too unique or complicated for management to understand and execute consistently. Metrics based on other metrics are most troublesome.


Reliance on passive measures e.g. CSAT, Cost per Call, or First Call Resolution.

No direct line of sight from Customer Service metrics to spending.

Being asked for more training, more technology, and more operations to solve problems.

Lack of a continuous, actionable ROI by line of business, product, campaign, and Manager.

Relying on predictive analytics, ad hoc reports, or custom metrics to manage the here and now.


Building defense sheets to justify performance, and/or spending.

Relying on predictive analytics, ad hoc reports, or custom metrics to manage the here and now.

Applying broad process change vs. pinpoint solutions.

Benchmarking teams using such measures as Average Handle Time, Occupancy, Utilization, and Turnover - measures falsely altered by differences in team size, payroll, experience, and training. Renders benchmarking doomed to failure.

ROI measurement is ad hoc, and at a high level, and based on shifting variables.


Striving to achieve goals based on metrics that have no clear line of sight to their achievement.

Battling turnover and lost productivity.

Can’t accurately benchmark Agent performance because current metrics are fundamentally altered by differences in payroll, experience, and training.


Striving to achieve goals that conflict with each other e.g. AHT and FCR.

Training imbalance — not getting what’s needed most.

Supporting queues requiring different systems, skills, and processes.

Unable to demonstrate productivity in a way that levels the playing field, regardless of experience, training, skills, and salary.


Problems Everyone Will Recognize

Compensation and Incentives

Has it ever happened where compensation fails to retain staff, or to sustain customer excellence?

Consider a situation where 2 Managers achieve identical scores on Customer Satisfaction, First Call Resolution, and Average Handle Time.

Should they receive identical compensation?

Is their experience or tenure a factor? What about team size, payroll, or experience?

When compensation fails, good employees leave, perhaps to the competition. Other staff may follow.

Click on solution to learn how to avoid this problem.


Cost of Customer Service Operations

Most Senior Leaders want to know the cost to support a line of business, marketing campaign, product, customer, channel, and queue(s).

There hasn't been a bankable answer because of the complex nature of contact centers — incoming contacts arriving at various times, in various quantities, assigned to various queues and channels, and being routed to various agents in various teams with various payroll.

Just as critical as cost is the desire to know how efficiently the the operation spent those monies.

It's one thing to say it cost $2.5 million to support a line of business, but another to say that money was spent with 50% efficiency.

Click solution to see the answer to both cost and efficiency problems.