The Contact Center in a Profit-Centric Service Organization: Shoring Up the Foundation of Service Delivery

  • ID: 1843694
  • May 2011
  • Region: Global
  • 29 Pages
  • Aberdeen Group
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While newer support channels such as social media and chat dominate the headlines, contact center based interactions still dominate the core of the service and support economy. A significant number of service requests come directly to the contact center and call volumes have increased nearly 8% over the previous five years. As a result, effective resolution of service issues in the contact center becomes extremely vital in driving customer-facing, operational and financial performance. For an organization to aspire to be Best-in-Class in overall service and support, a lack of focus on this bread-and-butter medium could lead to dire consequences.

In March and April 2011, the Aberdeen Group surveyed over 150 service professionals around the management of their service and support contact centers. Those defined as Best-in-Class exhibited the following:

- 92% current performance in customer retention (65% for all others) and a 8% decrease in service costs over the previous 12 months
- 86% level of agent utilization (67% for all others) and a 21% increase in workforce productivity over the previous 12 months
- 87% first-call resolution performance (57% for all others)

Key Report Benefits:

- Grow Customer Retention
- Improve Agent Utilization
- Decrease Service Costs

Aberdeen's Research Benchmarks provide an in-depth and comprehensive look into process, procedure, methodologies, and technologies with best practice identification and actionable recommendations.

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Executive Summary
- Best-in-Class Performance
- Competitive Maturity Assessment
- Required Actions

Chapter One: Benchmarking the Best-in-Class
- The Backbone of the Service Organization
- The Current Assessment - How Do Contact Center Capabilities Stack Up?
- The Maturity Class Framework
- The Best-in-Class PACE Model
- Best-in-Class Strategies

Chapter Two: Benchmarking Requirements for Success
- Competitive Assessment
- Capabilities and Enablers

Chapter Three: Required Actions
- Laggard Steps to Success
- Industry Average Steps to Success
- Best-in-Class Steps to Success

Appendix A: Research Methodology
Appendix B: Related Aberdeen Research

List of Figures
Figure 1: The Rise in Call Volumes Over the Past Five Years
Figure 2: An Effective Call Center has Big Customer Impact
Figure 3: Driving Improved Performance

List of Charts
Table 1: Ignore at Your Own Risk
Table 2: Performance Management
Table 3: Top Performers Earn Best-in-Class Status
Table 4: The Best-in-Class PACE Framework
Table 5: Shoring Up Contact Center Performance
Table 6: The Competitive Framework
Table 7: Making a Case for Escalation Protocols
Table 8: Empowering the Contact Center Agents
Table 9: Ownership of Results
Table 10: Enabling Contact Center Excellence
Table 11: The PACE Framework Key
Table 12: The Competitive Framework Key
Table 13: The Relationship Between PACE and the Competitive Framework

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