CFI Group Launches the Call Center Satisfaction Index (CCSI) Linking Satisfaction to the Bottom-line

Call centers earned a new level of industry respect for their impact on financial performance with the release of the inaugural Call Center Satisfaction Index (CCSI) in June, 2007. The CCSI study looks at the most important aspects of the customer experience with call centers, current levels of performance, and the extent of the call center’s impact on the future behavior of customers. Analysis of the CCSI reveals noteworthy evidence that call centers are more than a necessary cost of business -- they are a critical point of customer engagement powerful enough to secure loyalty and drive financial outcomes.

CFI Group applied the patented methodology of the American Customer Satisfaction Index (ACSI) explicitly to call centers across six major industries.  Results demonstrate that call center performance varies considerably by industry. Call Center Satisfaction scores range by 16 points from Catalog Retail (80) to Personal Computers (64). 

 “This broad range indicates that contact center operations are still evolving,” notes program director and partner Sheri Teodoru.  “The industry is in need of much attention when it comes to satisfying customers.” 

* As measured by the Call Center Customer Satisfaction Index
** As measured by the American Customer Satisfaction Index (ACSI), using the same methodology.
+ Score represents ACSI for retail industry overall, not just catalog retailers
++ Includes health, P&C, and life insurance

Satisfaction scores are modeled to comply with the ACSI’s 100-point scale, allowing for comparison between the overall measures of firm performance (the ACSI) and performance as it relates to call centers (the CCSI).  As the table above displays, industries with higher Call Center Satisfaction scores also have higher ACSI scores overall (retail and banking), while lower scoring CCSI industries tend to have lower ACSI scores as well (cell phone service, cable and satellite television, and insurance).  A notable exception is the PC (Personal Computer) industry, which scores above average in the ACSI, but shows the lowest CCSI of all industries measured.  Notably, Personal Computers decreased by 2.6% in the ACSI release this quarter.

Current CCSI results investigate the financial impact of three crucial factors driving customer satisfaction with the call center experience: 

• problem resolution
• customer service representatives
• quality of offshore services

Problem resolution has the greatest leverage on satisfaction across all industries measured.  Customers with unresolved issues average 46 satisfaction points lower than those who achieved problem resolution, and are eight times more likely to defect (see table below). Interestingly, nearly a quarter of callers to PC call centers hang up with their issue unresolved, resulting in low scores for PC customer service representatives and a low CCSI for the PC industry.  This is in stark contrast to catalog retailers who have only 9% of customers ending the call with an unresolved issue, and have subsequently high CCSI as a result. 

As the front-line employees responsible for resolving customer issues, customer service representatives are critical to the success of the contact center.  Similarly, off shoring is also an issue for the contact center industry, but this is primarily because off shore contact centers do a poor job resolving customer issues. 

The Risk

The CCSI results confirm the financial implications of call center performance on companies as whole. Nearly one-quarter of all callers consider leaving a company as a result of their experience with a call center.  Not only are firms likely to lose the business of those dissatisfied callers, 76% of these dissatisfied customers are out there spreading the negative word to family and friends (and probably anyone else who will listen). 

In closing, it should be abundantly clear that companies have a bit to learn (and improve) by listening to the voice of their customers.  After years of refining technology to improve efficiency in the call center, it is time to talk to the customers to get a read on the effectiveness of these actions.

To learn more about the CCSI results, customer service representative ratings, and the effect of offshore call centers, see the white paper: “Satisfaction with Contact Centers Drives Customer Loyalty” by Sheri Teodoru.  Teodoru sheds light on the significant role of contact centers in securing customer loyalty, promoting positive recommendations, and netting a return on the company’s investment.