This document describes a case study of implementing a capacity model at a 55-seat call center that handles 750,000 calls per year. The call center was performing well but the VP felt they could be more productive. A capacity model was created that set goals and projections for agents based on call volume, sales, revenue, talk time, and other key performance indicators. The model took agent tenure into account to set appropriate goals. After implementing the capacity model and publicizing daily performance against the goals, the call center saw improvements including a 19.6% increase in revenue per call, 12.4% increase in annual revenue, and 11.3% decrease in headcount expenses while improving productivity.

1. Moving the Performance Needle, by Installing
Capacity Models
Case Study: Good Sam Call Center
Clint Britt – May 9th, 2011
CCNG Executive Summit

2. 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…”

3. 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?”

4. Are you receiving reports without goals
and projections??
3
Group Name Calls
Ans.
Total Rev. Total
Orders
Order
Conv.
Avg
Order
Avg Rev
Per Call
Total
Units
Avg
Units
Per
Order
Gross
Product
Rev.
PC
Join
PC Join
Conversi
on
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

5. 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

6. 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”

7. 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 0-30
2. Sophomore 31-60
3. Junior 61-90
4. Seasoned 91+
Tenure
Calls
Answered Talk Time AHT
Daily
Unit Goal
Reveue
per Sale
Goal
AR
Conversion
Goal
VISA
Transfers
Daily
GMAC
Transfers
Daily
Monthly
Unit Goal
Daily
Revenue
Goal
Monthly
Revenue
Goal
Sales
Conversi
on
Rookie 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%

8. 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

9. Sales Cap Model
Goals
Driven:
(by
tenure)
Business Day
Projections

10. Transfers Model
• Business Day
• Team
• Tenure
• Daily Goal
• Monthly Goal
• Monthly Projections

11. Productivity Model
• Business Day
• Team
• Tenure
• Daily Goal
• Monthly Goal
• Monthly Projections

12. SCOREBOARD
1 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

13. Tales of the tape…
What I did do:
1. Rolled out model; attainable
goals and increased slowly
2. Developed internally. Involved
the management team
3. Increased moral showing
agents they have a roadmap
4. 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 do
1. Fire all poor performers
2. Hire a vendor to build and
purchase expensive software
3. Kept agents in the dark; not
celebrating success
4. 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