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Contact centers must focus today on how to meet the needs of customers who are increasingly mobile, increasingly connected, and increasingly impatient with slow service. To keep up with competition, companies must investigate new tools they could adopt in the near future to support a growing variety of customer interaction channels. Leading organizations are increasingly modernizing technology and expanding connectivity options to optimize customer relations. This benchmarking research study provides participants with current metrics for call center performance in relation to new technology use. The study also examines future trends for call centers. Best Practices, LLC conducted this benchmarking study to provide participants with critical insights, reliable metrics, and trends data they can use to assess their operations and to help to shape overall strategic direction. This report provides reliable performance and service metrics call center leaders can use to compare themselves to their industry peers. It also looks at: -Budget and staff size -New customer interaction channels -Innovative uses of social media -The role of vendors in call center management -Trends that are driving technology evolution in high-performing contact center organizations. Participating companies represent biopharmaceutical, OTC (over-the-counter drugs), medical device, diagnostics, and consumer packaged goods companies.
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BEST PRACTICES,
®
LLC
Best Practices, LLC
Strategic Benchmarking Research
Creating a World-Class Call Center
in North America’s Current
Healthcare Environment: Performance Metrics, Operations, Structures and
Trends
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
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
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 within pharmaceutical and related industries.
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Copyright © Best Practices, LLC
BEST PRACTICES,
®
LLC
Best Practices, LLC Studied Call Centers at 35 Companies
Participating Companies: Benchmark Class
Forty call center leaders from 35 pharmaceutical, biotech, medical device, diagnostic, 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.
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Copyright © Best Practices, LLC
Participating Companies: Abbott (Molecular & Diabetes Care units), Advanced Sterilization Products, Alcon, Alexion, Amgen, Astellas (US & Canada),
Baxter, Biogen Idec, Biosense Webster, Boehringer Ingelheim, Colgate Palmolive, Cordis, Daiichi Sankyo, Endo Health, Ethicon, Genzyme, GlaxoSmithKline,
GSK Consumer, Janssen, McKesson, Medtronic, Merck Consumer, Nestle Health Care, Novartis Consumer, Ortho Clinical Diagnostics (2 units), Pfizer,
Pfizer Consumer, Procter & Gamble, Reckitt Benckiser, Roche, Shionogi, Shire, Sunovion, Takeda, Teva, UCB, United Therapeutics.
BEST PRACTICES,
®
LLC
5
Copyright © Best Practices, LLC
Call centers support 160 products on average, with
a range from one to 2,534.
Participating Call Centers: A Brief Profile
Reporting 35% report into Medical Affairs. Others are widely distributed, reporting into
functions ranging from Marketing to Technical Services to Safety.
Leadership Leaders most often work in director-level
positions and report up to senior executives.
95% are located in the United States and 5% in Canada.
45% operate as internal corporate functions, 28% are run by vendors, and 28%
are mixed internal/vendor models.
80% have regional/country specific structures. Approach
Nearly half the centers support at least two different industry segments.
The percentage of respondents supporting each industry segment is:
55% prescription drug business
40% devices or diagnostics
35% OTC and consumer packaged goods products
Industry
Top focus areas are medical inquiries & medical
or technical complaints.
Focus
Area
Structure
Products
Location
BEST PRACTICES,
®
LLC
6
Copyright © Best Practices, LLC
Key Insights - 2
INVESTMENT: Differing rates of technology adoption across
participating call centers may be driven in part by the extent to
which executive leadership values the call center’s rich pool of
customer data.. Those who will leverage the data to feed other
corporate functions are more likely to invest heavily in
technology acquisition and upgrades.
SELF-SERVICE: Benchmark participants are exploring ways
to increase self-service for customers with common call center
queries. Knowledge bases and artificial intelligence will
expedite this process, increasing consumer access and,
potentially, reducing costs.
GLOBALIZATION: Benchmark participants anticipate
increased globalization of call centers in the next few years to
provide standardized service to a global customer base. Those
who have already begun globalization noted that a common
technology platform and centralized leadership are basic
requirements. Regional variations in regulations, however, will
continue to create globalization challenges.
Additional key insights from data and interviews follow.
BEST PRACTICES,
®
LLC
7
Copyright © Best Practices, LLC
80% of Centers Have Regional/Country Specific Structures
The large 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
(n = 40)
Other models:
• Regional model for commercial/
Global for clinical trials
• Regional with global component
Regional/ country-
specific call centers,
80%
Globalized center
covering multiple regions/
countries, 15%
Other model, 5%
% of Responses
BEST PRACTICES,
®
LLC
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Copyright © Best Practices, LLC
20%
5%
8%
8%
10%
10%
10%
30%
Other
Hybrid with Medical Affairs
Quality
Sales
Medical Information
Technical Services
Marketing
Medical Affairs
Call Centers Most Often Report to Medical Affairs
Q. To what function does the leader of your call center report?
% of Responses (n = 40)
Other:
• Commercial Ops
• Consumer Relations
• Finance
• Medical Operations
• Operations
• Safety
• Sales & Marketing
Function to which Call Center Reports
Although 35% of participating call centers report into Medical Affairs, the remainder are widely
distributed throughout the organizations, reporting into functions ranging from Marketing to
Technical Services to Safety.
35%
BEST PRACTICES,
®
LLC
9
Copyright © Best Practices, LLC
Median Call Center Budget Is $2.5 Million
(n = 23)
Call Center Budget
$ B
ud
get
Q. Call center’s operating budget for the current fiscal year ($US). (Exclude large, one-time capital expenses)
Call center budgets for participating companies ranged from a low of $200,000 to a high of $35 million,
with a median average of $2.5 million.
Top Expenses :
Interviewed call center
leaders cited their top
expenses categories as:
• Vendor fees,
• Systems costs
• Telecommunications
• Ensuring data quality
• Training
BEST PRACTICES,
®
LLC
Call Centers Take Median Average of 5,340 Calls per Month
Q. What is your average number of inbound and outbound calls per month?
The average number of monthly inbound calls ranges from a low of 203 to a high of 140,000 across
the benchmark class. Outbound calls are generally a small fraction of the total, although outbound
volume exceeds inbound for 6% of centers. High call volume is directly linked to low budget per call.
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 one-
third of $72.44 cost at centers
with less than 5,000 calls
Volume/Cost Correlation
Average#
Calls/Month
Average
Budget/Calln=
< 5K 72.44$ 10
>5K 21.68$ 10
SE
RV
ICE
LE
VE
L
11,500
5,340
1,550 1,959
456 233
75thPercentile
Median 25thPercentile
Average # inbound calls
Average # outbound calls
# C
all
s
(n = 31)
10
Copyright © Best Practices, LLC
Average Number of Calls per Month
=Top quartile *
*
BEST PRACTICES,
®
LLC
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Copyright © Best Practices, LLC
Two-Thirds of CRMs Have Capability to Capture All Case Types
(n = 33)
Customer Relationship Management System Capability
% of Responses
Q. Which of the following statements best describes the capability of your CRM? (choose one)
CRM has ability to capture all case types including medical and technical complaints,
medical inquiries, marketing cases, etc.,
67%
CRM needs to link into separate
databases to store medical
complaints, technical complaints, etc.,
33%
While 67% of participants’ CRM systems have the ability to capture all case types, others must link
into separate databases to store different types of records.
BEST PRACTICES,
®
LLC
Best Practices, LLC 6350 Quadrangle Drive, Suite 200
Chapel Hill, NC 27517
www.best-in-class.com
919-403-0251
About Best Practices, LLC
12
Copyright © 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.
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