More Related Content Similar to Free Desktop Support Training Series | The Economic Impact of Support | What's Your Value Proposition | MetricNet (20) Free Desktop Support Training Series | The Economic Impact of Support | What's Your Value Proposition | MetricNet1. The Economic Impact of Support
The Road to World Class Performance!
MetricNet Best Practices Series
2. Visit Our New Website at www.metricnet.com
© MetricNet, LLC, www.metricnet.com
1
5. MetricNet Peer Group Benchmarking
The IT Service and Support Peer Group Benchmark
© MetricNet, LLC, www.metricnet.com
4
7. Benchmarking Data Files
Service Desk Benchmark: Sample Data
Benchmark:
Geography:
Process:
Sector:
Cost
United States
Technical Support
All
SAMPLE DATA ONLY. DATA IS NOT ACCURATE!
SAMPLE DATA ONLY. DATA IS NOT ACCURATE!
Sample Data Values
Record
Number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
Cost per
Minute of
Inbound
Customer
Handle Time Satisfaction
$1.36
53.7%
$3.28
52.5%
$3.21
41.9%
$0.99
48.5%
$1.51
58.2%
$0.50
54.8%
$4.30
53.0%
$4.13
41.8%
$4.97
44.6%
$1.87
43.0%
$1.88
43.6%
$0.81
46.1%
$2.03
47.4%
$1.35
51.4%
$2.72
51.3%
$3.50
42.8%
$1.17
50.3%
$0.82
56.6%
$2.74
45.4%
$3.62
50.3%
$3.27
40.8%
$4.29
56.5%
$3.65
48.4%
$3.01
53.1%
$3.43
51.1%
$1.94
54.5%
$4.34
56.2%
$3.05
58.1%
$3.58
49.3%
$1.57
49.2%
$3.70
43.3%
$3.68
56.8%
$4.23
47.8%
$3.76
60.1%
$4.80
50.0%
$2.11
50.1%
$1.61
45.6%
$5.48
40.6%
$5.00
47.4%
$1.01
55.4%
$1.20
39.0%
$1.73
38.6%
$4.53
51.4%
$4.53
42.5%
$3.35
39.9%
$4.19
58.0%
$1.18
59.7%
$5.45
60.4%
$2.72
42.0%
$4.19
51.1%
$2.51
51.3%
$2.46
45.6%
$3.33
47.5%
$1.05
48.9%
Agent
Utilization
64.2%
34.8%
32.6%
53.8%
26.3%
38.7%
55.2%
64.6%
66.0%
44.1%
56.8%
34.8%
35.2%
50.3%
38.2%
48.7%
67.7%
27.6%
55.6%
62.3%
55.2%
63.4%
65.9%
71.9%
37.2%
32.9%
55.9%
38.6%
31.2%
55.2%
39.3%
34.1%
69.2%
63.6%
42.7%
35.4%
34.7%
61.7%
58.9%
51.5%
60.7%
44.1%
25.5%
67.7%
37.1%
41.5%
31.3%
62.0%
39.4%
59.2%
28.0%
49.5%
35.0%
67.7%
Net First
Contact
Resolution
Agent Job
Rate
Satisfaction
51.1%
43.7%
51.0%
39.8%
50.0%
58.6%
44.5%
40.4%
46.4%
49.6%
54.5%
45.1%
44.9%
57.4%
59.2%
50.8%
57.3%
49.1%
47.4%
58.3%
49.1%
41.8%
48.1%
57.5%
54.1%
57.7%
41.6%
60.1%
49.2%
49.5%
51.2%
50.6%
46.3%
52.5%
48.3%
50.6%
56.5%
56.0%
50.8%
48.6%
60.1%
52.4%
50.8%
45.4%
45.2%
52.5%
60.5%
56.8%
57.8%
47.3%
49.9%
43.0%
50.2%
52.3%
48.4%
64.7%
46.7%
41.8%
50.0%
65.8%
46.6%
37.8%
48.4%
39.3%
56.4%
50.8%
40.9%
61.0%
45.3%
53.4%
48.9%
54.1%
40.0%
43.6%
61.6%
48.7%
42.9%
41.3%
52.2%
59.8%
51.0%
56.2%
57.7%
64.6%
34.3%
30.3%
58.2%
61.4%
55.0%
44.9%
44.4%
46.2%
33.8%
43.0%
42.6%
41.5%
47.8%
48.6%
47.7%
49.0%
46.5%
46.8%
51.1%
48.1%
52.1%
50.4%
53.7%
41.4%
Average
Speed of
Answer
(seconds)
83
42
23
61
14
30
30
17
15
36
17
20
8
21
74
93
25
1
19
29
105
85
7
10
22
126
62
56
21
11
52
88
22
127
19
10
33
33
3
25
25
24
15
34
25
56
15
14
27
98
39
20
31
50
Inbound
Contacts per Agents as a
% of Calls
Call
Cost per
Agent per
% of Total Answered in Abandonment
Inbound
Annual Agent Daily Agent
Agent
Month
Headcount
30 Seconds
Rate
Call Quality
Contact
Turnover
Absenteeism Occupancy
$5.38
80
52.3%
19.1%
11.1%
47.7%
22.8%
7.4%
52.0%
$3.31
203
58.8%
42.7%
2.0%
48.9%
17.0%
8.4%
56.8%
$12.97
738
49.6%
38.0%
1.5%
48.3%
49.4%
5.5%
55.5%
$7.48
168
49.9%
64.2%
4.6%
61.0%
66.7%
8.0%
51.1%
$3.64
249
49.4%
61.1%
1.8%
45.8%
29.9%
4.8%
48.3%
$6.66
216
45.0%
47.5%
1.8%
48.3%
42.2%
9.2%
60.6%
$3.84
588
51.4%
50.7%
2.4%
48.6%
37.0%
5.5%
46.1%
$2.34
194
58.4%
45.6%
2.1%
49.5%
29.8%
8.3%
55.3%
$23.96
77
47.7%
51.4%
2.5%
48.5%
64.7%
6.1%
36.5%
$14.79
170
47.2%
48.1%
3.9%
52.8%
58.7%
7.4%
38.9%
$5.49
487
59.2%
54.2%
1.6%
50.5%
30.7%
11.9%
57.3%
$3.59
667
47.0%
55.2%
1.1%
48.0%
38.4%
16.8%
49.9%
$12.91
318
53.1%
52.8%
2.7%
50.1%
68.3%
7.7%
64.4%
$5.39
681
49.9%
53.8%
2.1%
53.6%
40.7%
10.0%
45.6%
$1.02
1240
44.9%
39.6%
3.0%
52.1%
35.1%
5.3%
36.5%
$5.24
261
49.5%
42.4%
3.2%
44.7%
29.3%
5.7%
43.6%
$10.96
54
54.2%
53.6%
2.5%
52.2%
19.6%
7.7%
49.3%
$4.02
560
47.4%
49.9%
2.4%
52.2%
42.8%
1.5%
42.2%
$20.06
271
43.8%
43.8%
2.3%
49.9%
91.8%
18.3%
67.0%
$4.34
468
45.8%
51.3%
4.9%
47.2%
23.8%
6.8%
49.6%
$4.53
208
41.0%
50.1%
9.1%
43.3%
66.5%
12.9%
58.7%
$12.61
305
45.2%
40.6%
7.6%
52.9%
39.0%
12.6%
52.4%
$3.98
363
56.0%
47.9%
2.1%
47.6%
32.0%
2.5%
66.0%
$10.93
223
55.3%
40.3%
2.1%
52.4%
27.9%
4.6%
48.7%
$6.78
181
50.9%
43.1%
3.0%
46.8%
25.0%
6.2%
45.9%
$3.60
464
50.9%
47.8%
5.9%
47.9%
77.8%
18.6%
48.1%
$4.96
428
53.2%
28.0%
9.1%
48.7%
8.9%
9.1%
50.5%
$8.44
313
45.7%
44.9%
9.2%
39.8%
47.2%
6.5%
45.4%
$4.02
825
45.7%
42.5%
1.3%
48.8%
41.0%
1.7%
44.8%
$0.75
521
47.4%
47.9%
1.4%
51.6%
56.1%
13.8%
52.4%
$8.41
349
47.8%
35.9%
4.9%
46.2%
31.8%
8.6%
51.1%
$5.08
314
51.0%
41.5%
4.6%
54.2%
21.5%
5.6%
52.6%
$2.10
963
49.7%
30.2%
4.2%
56.4%
26.8%
3.5%
43.7%
$1.25
844
53.2%
61.7%
20.0%
57.0%
30.3%
16.4%
59.5%
$2.14
290
47.5%
54.2%
1.2%
47.9%
26.5%
10.0%
48.3%
$15.49
288
52.2%
59.4%
2.7%
39.5%
58.7%
5.0%
40.9%
$5.27
1003
50.3%
47.9%
2.3%
50.8%
51.9%
7.6%
43.9%
$3.84
361
54.8%
50.0%
1.6%
51.4%
44.9%
7.3%
38.4%
$8.04
141
55.9%
46.0%
1.9%
52.4%
50.4%
7.6%
51.3%
$2.01
291
49.6%
42.6%
1.6%
53.7%
61.5%
14.5%
52.4%
$8.16
347
55.6%
43.5%
1.1%
54.6%
49.4%
7.0%
56.3%
$2.76
1403
51.3%
29.8%
5.8%
56.8%
66.8%
5.6%
31.5%
$6.42
293
57.7%
42.6%
3.1%
47.6%
87.9%
13.0%
43.8%
$9.81
700
54.3%
35.2%
2.0%
53.5%
21.7%
10.6%
52.0%
$11.36
445
45.6%
61.8%
3.2%
50.5%
81.6%
12.1%
45.2%
$5.25
591
55.0%
61.6%
7.8%
59.3%
31.9%
8.3%
39.6%
$7.35
112
39.9%
63.3%
2.6%
48.0%
52.0%
4.6%
45.8%
$2.46
321
47.3%
54.7%
2.1%
46.7%
38.0%
7.9%
44.6%
$2.18
687
47.2%
60.0%
9.6%
54.3%
33.4%
4.9%
48.2%
$1.66
604
49.8%
75.7%
10.4%
50.2%
13.8%
3.6%
58.3%
$22.00
446
38.9%
39.2%
4.8%
49.1%
82.8%
10.1%
37.7%
$3.08
559
52.6%
41.4%
2.9%
55.6%
30.8%
8.1%
38.9%
$7.05
460
41.3%
46.4%
2.7%
50.6%
14.1%
1.8%
34.7%
$3.05
489
47.4%
66.2%
4.9%
51.8%
24.9%
8.8%
59.5%
© MetricNet, LLC, www.metricnet.com
Agent
Schedule
Adherence
52.4%
48.0%
55.2%
48.1%
52.6%
48.5%
50.7%
52.9%
51.7%
45.3%
55.6%
54.7%
52.8%
55.0%
48.0%
51.0%
46.0%
42.0%
55.1%
48.0%
47.6%
53.6%
48.5%
50.4%
52.9%
44.3%
47.4%
47.9%
46.2%
56.6%
48.6%
47.2%
49.2%
52.9%
49.7%
49.2%
47.7%
55.6%
52.9%
50.1%
48.6%
59.6%
42.3%
53.0%
46.5%
53.2%
53.4%
52.4%
50.7%
46.7%
56.8%
46.5%
46.6%
45.9%
Inbound
Contact
Handle Time
IVR
New Agent Annual Agent
Agent Tenure (all contacts) Completion
Training
Training
Rate
Hours
Hours
(months)
(minutes)
45
3
34.2
4.62
41.2%
76
25
31.7
4.27
21.4%
83
0
16.2
8.05
0.0%
125
16
20.1
10.06
12.3%
116
29
35.0
6.81
7.4%
42
4
40.5
3.95
28.9%
130
50
15.3
1.93
0.0%
70
2
42.3
6.54
14.7%
175
12
14.9
17.88
0.0%
52
29
26.5
8.27
63.3%
125
54
31.5
5.76
0.2%
68
4
41.4
4.41
52.9%
81
10
16.9
9.57
32.8%
61
29
20.2
1.17
17.9%
106
122
51.5
2.84
0.0%
181
5
26.9
6.01
0.0%
375
17
77.5
10.94
30.1%
207
10
31.5
7.19
52.9%
2
17
28.6
10.74
0.0%
132
41
28.5
6.34
22.4%
86
69
30.8
1.92
41.1%
178
3
28.6
19.63
76.1%
98
0
18.1
6.62
24.1%
96
31
44.2
3.52
5.5%
96
19
73.7
7.91
3.9%
75
0
10.3
4.93
8.1%
75
0
64.2
7.98
0.0%
46
15
34.2
9.10
4.6%
168
46
39.5
1.32
83.0%
118
3
17.9
2.30
2.7%
37
3
54.4
16.18
31.4%
46
26
78.6
8.40
62.1%
112
16
21.5
3.00
27.1%
53
16
30.2
3.40
58.6%
137
11
28.3
2.87
40.4%
145
3
11.5
10.01
15.0%
182
2
27.6
3.65
74.0%
33
19
36.8
2.41
0.0%
19
0
23.3
2.21
0.5%
91
0
4.0
3.16
0.0%
231
0
17.8
5.59
0.0%
120
7
11.0
2.33
15.9%
109
5
9.1
7.23
0.0%
121
7
34.3
10.61
8.1%
166
0
29.8
11.88
0.0%
132
30
27.5
6.66
0.0%
159
8
33.1
1.77
0.0%
81
0
28.3
9.04
0.0%
78
2
41.3
1.08
20.0%
196
22
21.1
2.28
0.0%
35
9
5.6
9.21
0.0%
122
4
28.8
3.83
1.8%
257
33
127.6
3.46
12.2%
151
6
41.7
5.45
0.0%
6
8. Connect With MetricNet on Social Media
Use
#MetricNetLive
on Twitter to
participate.
Share thoughts,
key points,
questions or just
follow along!
© MetricNet, LLC, www.metricnet.com
7
9. The Economic Impact of Support
The Road to World Class Performance!
MetricNet Best Practices Series
10. Empirical Observations from Our Global Benchmarking Database
Global Database
More than 2,400 IT Service and Support Benchmarks
70+ Key Performance Indicators
More than 120 Industry Best Practices
© MetricNet, LLC, www.metricnet.com
9
11. 10 Mega Trends in End-User Support
The rise of the Strategic Service and Support Organization
Holistic use of KPI’s
Benchmarking to Improve Performance
User Self-Help
Marketing Service and Support
Understanding TCO
First Contact and First Level Resolution
Process Rationalization (ITIL, ITSM)
Knowledge Management and Remote Diagnosis
The Emergence of the Value-Centric Support Organization
© MetricNet, LLC, www.metricnet.com
10
12. The Paradox of IT Support
End-User Support
4%
Less than 5% of all IT spending is
allocated to end-user support
Service desk, desktop support,
field support
assume that there is little upside
96%: Non support functions
Application
Development
Application
Maintenance
Network
Operations
opportunity in IT support
Mainframe and
midrange Computing
Desktop Computing
This leads many to erroneously
The result is that most support
organizations are managed with the
Contract Services
goal of minimizing costs
(e.g., disaster
recovery)
But the most effective support
strategies focus on maximizing
Corporate IT Spending Breakdown
value
© MetricNet, LLC, www.metricnet.com
11
13. The Cost Center Dilemma in IT Service and Support
VS.
Cost Center
Value Center
Responsible for cost control
Creates value
Not responsible for…
Demonstrates value
Revenue generation
Profits
Investment decisions
Cost savings
Cost Benefit Analysis
ROI Analysis
The vast majority of service and support organizations operate as cost centers
They are expected to control costs, but are not expected to make any explicit financial
contribution to the enterprise
The focus in a cost center is on minimizing costs
The focus in a Value Center is on maximizing value!
© MetricNet, LLC, www.metricnet.com
12
14. What is a Value Proposition?
Key Elements of a Value Proposition
1.
A Statement of the Value that Service and Support
will Create for the Enterprise
2.
A Quantification of the Value to be Created
3.
A Statement of Your Competitive Advantage
© MetricNet, LLC, www.metricnet.com
13
15. Sample Value Proposition
The XYZ Support Center is committed to quickly
and efficiently resolving customer problems and
service requests. We pledge to achieve
measurable cost savings of at least two times our
annual budget, and remain in the top quartile of all
service and support organizations. We will do this
while maintaining a 92% or higher customer
satisfaction rating.
© MetricNet, LLC, www.metricnet.com
14
17. The Maturity Continuum in IT Service and Support
Reactive Stage
Newer and less evolved
support organizations
are in this category
A reactive “fire-fighting”
mentality prevails at this
stage
Focus tends to be almost
exclusively on service
level compliance
Support is continuously
playing catch-up with
user needs and
expectations
Growth Stage
Heavy investments in
training, tools, and
metrics characterize this
stage
A knowledge base of
problem solutions is
typically established
An expert network of
problem solvers is
developed outside of
support
User self-help begins:
user-enabled password
resets, user searchable
knowledge base
© MetricNet, LLC, www.metricnet.com
Strategic Stage
The primary purpose of a
strategic support
organization is to make end
users more productive, and
to drive a positive view of IT
A preventive, proactive
culture prevails
Support anticipates user
needs and expectations, and
provides services
accordingly
Customer enthusiasm
and value creation is the
goal!
16
18. Who Has a Value Proposition?
Reactive Stage
Growth Stage
Strategic Stage
(Value Center)
(Tactical Cost Center)
67%
Val
ition
s
opo
e Pr
u
16%
4%
© MetricNet, LLC, www.metricnet.com
17
19. Sources of Value: IT Service and Support
IT Service and Support can create value in a number of ways:
Reducing ticket volume through technology and Root Cause
Analysis
Improving end-user productivity by reducing incident resolution
times
Minimizing Total Cost of Ownership (TCO) by maximizing level 1
resolution rates
Mitigating the effects of unplanned downtime through planning,
prevention, and aggressive remediation
© MetricNet, LLC, www.metricnet.com
18
20. Case Study Part 1: Root Cause Analysis
The Scenario
An insurance company spending $4.8 million per year
on their service desk
The service desk supports 8,190 users
And handles 21,300 tickets per month
They embarked upon an aggressive Root Cause
Analysis program
© MetricNet, LLC, www.metricnet.com
19
21. The Result: Cost Savings from Root Cause Analysis
Metric
Beginning of Year
End of Year
Change
End-Users Supported
8,190
8,650
460
Monthly Ticket Volume
21,300
19,100
-2,200
2.60
2.21
-0.39
$4,769,496
$4,226,448
-$543,048
$18.66
$18.44
-$0.22
$582
$489
-$94
Monthly Tickets per User
Annual Operating Expense
Cost per Ticket
Annual Cost per User
$ 94 in Savings per User per Year
X 8,650 End-Users
=========================================
$ 813,100 Estimated Savings from Root Cause Analysis
© MetricNet, LLC, www.metricnet.com
20
22. Productive Hours Lost per Employee per Year
Case Study Part 2: Returning Productivity to End-Users
70
60
50
40
30
20
10
n = 60
Performance Quartile
0
0
Support Function
Service Desk
Desktop Support
1
2
Key Performance Indicator
Customer Satisfaction
First Contact Resolution Rate
Mean Time to Resolve (hours)
Customer Satisfaction
First Contact Resolution Rate
Mean Time to Resolve (hours)
Average Productive Hours Lost per Employee per Year
3
1 (top)
93.5%
90.1%
0.8
94.4%
89.3%
2.9
17.1
© MetricNet, LLC, www.metricnet.com
4
Performance Quartile
2
3
84.5%
76.1%
83.0%
72.7%
1.2
3.6
89.2%
79.0%
85.6%
80.9%
4.8
9.4
25.9
37.4
5
4 (bottom)
69.3%
66.4%
5.0
71.7%
74.5%
12.3
46.9
21
23. The Result: Returning Productive Hours to End-Users
33 Hours = Industry Average Lost Productivity per User per Year
-
17 Hours = Insurance Company Estimated Lost Productivity per User
====================================================
16 Hours in Saved Productivity per User per Year
X 8,650 End-Users
====================================================
138,400 Productive Hours Returned to the Workforce each Year
÷ 1,700 Productive Hours per User per Year
====================================================
81.4 FTE Headcount Savings per Year
X
$79,300 Annual Salary and Benefits per User
====================================================
$ 6.5 Million Estimated Annual Savings from Returned Productivity
© MetricNet, LLC, www.metricnet.com
22
24. Benchmarking and Performance are Highly Correlated
100%
% Benchmarking Annually
90%
86.7%
80%
70%
60%
46.7%
50%
40%
n = 60
30%
20.0%
20%
6.7%
10%
0%
1
2
3
4
Performance Quartile
© MetricNet, LLC, www.metricnet.com
23
25. The Benchmarking Methodology
Your Desktop
Support
Performance
COMPARE
Performance of
Benchmarking Peer
Group
Determine How
Best in Class
Achieve Superiority
Adopt Selected
Practices of
Best in Class
The ultimate
objective of
benchmarking
Build a Sustainable
Competitive
Advantage
Read MetricNet’s whitepaper on Desktop Support Benchmarking. Go to www.metricnet.com to receive your copy!
© MetricNet, LLC, www.metricnet.com
24
26. The Goal of Benchmarking
Effectiveness/Quality/Customer Satisfaction
Higher
BEST-IN-CLASS
PERFORMANCE CURVE
AFTER BENCHMARKING
AVERAGE PERFORMANCE CURVE
STARTING POINT: BEFORE
BENCHMARKING
Lower
Efficiency/Cost per Ticket
© MetricNet, LLC, www.metricnet.com
Higher
25
29. Case Study Part 3: Minimizing Service and Support TCO
Support Level
Cost per Ticket
Vendor
$471
Field Support
$196
Level 3 IT
(apps, networking, NOC, etc.)
$85
Level 2: Desktop Support
$62
Level 1: Service Desk
$22
© MetricNet, LLC, www.metricnet.com
28
30. A Primer on SPOC (Single Point of Contact)
Level 2:
Desktop
Support
User Community
Level 1:
Service Desk
Level 3:
IT Support
Field
Support
Vendor
Support
© MetricNet, LLC, www.metricnet.com
29
31. Key SPOC Principles
Key SPOC Principles
Enterprise takes an end-to-end view of user
support
User/Customer has a single point of contact
for all IT-related incidents, questions,
problems, and work requests
The Level 1 Service Desk is the SPOC
Level 1 is responsible for:
Resolution at Level 1 if possible
Effective handoffs to n level support
Resolution coordination and facilitation
Ticket triage
Ticket closure
Desktop “Drive-bys”, “Fly-bys”, and “Snags”
are strongly discouraged
© MetricNet, LLC, www.metricnet.com
30
32. Two Metrics You Should Know
First Level Resolution Rate (FLR)
The number of tickets resolved at level 1 divided by all
tickets that can potentially be resolved at level 1.
% Resolved Level 1 Capable (PRLC)
The percentage of tickets resolved by desktop support
that could have been resolved at level 1 support.
© MetricNet, LLC, www.metricnet.com
31
34. The Effect of Remote Diagnostic Software on FLR
100.0%
90.0%
Average = 77.8% FLR
Net First Level Resolution
80.0%
70.0%
60.0%
Average = 61.4% FLR
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Remote Diagnostic Software
No Remote Diagnostic Software
© MetricNet, LLC, www.metricnet.com
33
35. The Effect of a Mature Knowledge Base on FLR
100.0%
90.0%
Net First Level Resolution
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
0
1
2
3
4
5
6
KBase Maturity
© MetricNet, LLC, www.metricnet.com
34
36. The Result: Maximizing First Level Resolution Rates
93% = Insurance Company First Level Resolution Rate
-
82% = Industry Average First Level Resolution Rate
=================================================
11% Higher First Level Resolution Rate than Industry Average
X 19,100 Tickets per Month X 12 Months per Year
=================================================
25,212 More Tickets Resolved at Level 1 each Year vs. Average
X $62 per Ticket Escalated Beyond Level 1
=================================================
$ 1.6 Million Estimated Annual Savings by Minimizing TCO
© MetricNet, LLC, www.metricnet.com
35
37. The Value Proposition: Summing it Up
$ 0.8 Million Estimated Savings from Root Cause Analysis
+
$ 6.5 Million Estimated Annual Savings from Returned Productivity
+
$ 1.6 Million Estimated Annual Savings from Minimizing TCO
====================================================
$ 8.9 Million Estimated Economic Contribution per Year
Estimated ROI = $8.9 Million ÷ $4.8 Million = 185% per Year
Return
Investment
© MetricNet, LLC, www.metricnet.com
36
38. Cost of Unplanned Downtime
Cost of Unplanned
Downtime
Productivity
Losses
Lost productivity from
employees who are idled
or slowed by an IT
outage or disruption
Business Losses
Lost sales
Lost customers
Product spoilage and
shrinkage
Damage to business
reputation
© 2013 MetricNet, LLC, www.metricnet.com
37
39. Cost of Unplanned Downtime
Cost of Unplanned Downtime
Empirical data shows that the
more an enterprise spends on
outage prevention and
readiness, the lower the cost
of unplanned downtime will be
Cost of Prevention and Readiness
© MetricNet, LLC, www.metricnet.com
38
40. Cost of Prevention + Downtime
Total Cost of Downtime
The TCO for downtime must
include the costs of
prevention, readiness,
downtime, and recovery
Cost of Prevention and Readiness
Point of Minimum
Total Cost
© MetricNet, LLC, www.metricnet.com
39
41. Downtime Mitigation Strategies for Service and Support
Disaster Recovery Drills
Outbound user notifications for planned outages
Outbound user notifications for major unplanned outages
Recorded messages to inform inbound callers that
service and support is aware of and working to resolve
any major issues
© MetricNet, LLC, www.metricnet.com
40
43. The Role of Communication in IT Support
We’ve all heard the expression…
“Expectations Not Set…
are Expectations Not Met!
So, let’s get serious about proactively
communicating our Value Proposition!
© MetricNet, LLC, www.metricnet.com
42
44. Perception vs. Reality in IT Support
HIGHER
PERCEIVED
VALUE
Perceived Value > Actual Value
e
rc
Pe
iv
dV
e
e=
alu
a
ctu
A
lue
a
lV
Perceived Value < Actual Value
LOWER
LOWER
ACTUAL VALUE
COST
© MetricNet, LLC, www.metricnet.com
HIGHER
43
45. Perception Is Almost Always Worse Than the Reality
HIGHER
PERCEIVED
VALUE
Perceived Value > Actual Value
c
er
P
eiv
dV
e
e=
alu
a
ctu
A
lue
a
lV
A Common (but
Dangerous) Operating
Position
Perceived Value < Actual Value
LOWER
LOWER
ACTUAL VALUE
COST
© MetricNet, LLC, www.metricnet.com
HIGHER
44
46. Brand Management in IT Support
HIGHER
e
rc
Pe
iv
dV
e
e=
alu
a
ctu
A
lue
a
lV
#2 Brand
Management
PERCEIVED
VALUE
Perceived Value > Actual Value
#1 Operational
Effectiveness
Perceived Value < Actual Value
LOWER
LOWER
ACTUAL VALUE
COST
© MetricNet, LLC, www.metricnet.com
HIGHER
45
47. From Cost Center to Value Center
HIGHER
PERCEIVED
VALUE
Perceived Value > Actual Value
Where you Should Be
e
rc
Pe
iv
dV
e
e=
alu
a
ctu
A
lue
a
lV
Closing
the
Perception
Gap
Where you Are
Perceived Value < Actual Value
LOWER
LOWER
ACTUAL VALUE
COST
© MetricNet, LLC, www.metricnet.com
HIGHER
46
48. Brand Management: The Four W’s
1.
Who – Who are the Key Stakeholder Groups?
2.
What – What are the Key Messages?
3.
When – When are You Going to Communicate Them?
4.
Where/How – Where/How do You Reach the Stakeholders?
© MetricNet, LLC, www.metricnet.com
47
49. Key Success Factors in Marketing IT Support
Timing
Frequent Contact
Log-in messages
Newsletters
Reference Guides
Asset tags
Surveys
•
User Liaisons
New employee orientation
At session log-in
During training
During the incident
At scheduled sessions
Messages
ne
ls
•
•
•
•
Ch
an
•
Timing
Channels
Use All Available
•
•
•
•
•
Messages
Multiple Messages
•
•
•
•
•
Services
Value Proposition
Performance Levels
FAQ’s
Success Stories
© MetricNet, LLC, www.metricnet.com
48
50. The Most Common Communication Vehicles
Newsletters
Sort field
Rank
Leave Behinds
Business Unit
Liaisons
Surveys
sequence
field
Brown Bag
Sessions
Log-in Screens
Webcasts
FAQ Site
Title of List
Selected Issues
Where is IS failing to meet XXX needs? above
Fails
122.1%
216.2%
314.7%
12% 4 13.2%
Avg. 5 11.8%
511.8%
710.3%
8 - varriance
8.8%
98.8%
10 7.4%
Mean
10 7.4%
for ALL
12 4.4%
“fails”
12 4.4%
12 4.4%
15 2.9%
15 2.9%
Survey Question
average
24. Availability of shared resources
30. Your satisfaction with remote access services
17. Continue using the IS Support Center
28. Overall satisfaction with computing/network services
21. The response to requested software changes
29. Satisfaction with the current E-Mail services
09. Current services provided by IS
19. Developers understand your business requirements
23. Reliability of business applications
08. IS communication of products and services
22. The response to requested enhancements
07. IS value compared to the cost of services
14. Value of IS
duplicate rank Business Consultants
20. Responsiveness to application maintenance requests below
average
12. Acquisition process for IT
18. Applications provide the necessary functionality
2.9 % of XXX’s said issue18. failed to meet expectations.
© MetricNet, LLC, www.metricnet.com
49
51. Communications Summary
Managing the gap between perception and reality is fairly
straightforward
It doesn’t take a lot of time, or cost a lot of money
But it is critically important
The success of your support organization depends as much on your
image, as it does on your actual performance!
The Benefits of effective Internal Marketing include:
The Opportunity to convey your value proposition!
Customer loyalty and positive word-of-mouth referrals
Credibility, which leverages your ability to Get Things Done!
A Positive Image for IT overall
High levels of Customer Satisfaction
© MetricNet, LLC, www.metricnet.com
50
53. The Paradox of IT Support
End-User Support
4%
Less than 5% of all IT spending is
allocated to end-user support
Service desk, desktop support,
field support
assume that there is little upside
96%: Non support functions
Application
Development
Application
Maintenance
Network
Operations
opportunity in IT support
Mainframe and
midrange Computing
Desktop Computing
This leads many to erroneously
The result is that most support
organizations are managed with the
Contract Services
goal of minimizing costs
(e.g., disaster
recovery)
But the most effective support
strategies focus on maximizing
Corporate IT Spending Breakdown
value
© MetricNet, LLC, www.metricnet.com
52
54. Support Drives Customer Satisfaction for All of IT
90%
84%
% Saying Very Important
80%
70%
60%
n = 1,044
Global large cap companies
Survey type: multiple choice
3 responses allowed per survey
47%
50%
40%
31%
30%
29%
22%
19%
20%
8%
10%
0%
Service Desk
Desktop
Support
Network
Outages
VPN
Training
Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
84% cited the service desk as a very important factor in their overall satisfaction with corporate IT
47% cited desktop support as a very important factor in their overall satisfaction with corporate IT
© MetricNet, LLC, www.metricnet.com
53
55. Productive Hours Lost per Employee per Year
Returning Productivity to End-Users
70
60
50
40
30
20
10
n = 60
Performance Quartile
0
0
Support Function
Service Desk
Desktop Support
1
2
Key Performance Indicator
Customer Satisfaction
First Contact Resolution Rate
Mean Time to Resolve (hours)
Customer Satisfaction
First Contact Resolution Rate
Mean Time to Resolve (hours)
Average Productive Hours Lost per Employee per Year
3
1 (top)
93.5%
90.1%
0.8
94.4%
89.3%
2.9
17.1
© MetricNet, LLC, www.metricnet.com
4
Performance Quartile
2
3
84.5%
76.1%
83.0%
72.7%
1.2
3.6
89.2%
79.0%
85.6%
80.9%
4.8
9.4
25.9
37.4
5
4 (bottom)
69.3%
66.4%
5.0
71.7%
74.5%
12.3
46.9
54
56. Minimizing Service and Support TCO
Support Level
Cost per Ticket
Vendor
$471
Field Support
$196
Level 3 IT
(apps, networking, NOC, etc.)
$85
Level 2: Desktop Support
$62
Level 1: Service Desk
$22
© MetricNet, LLC, www.metricnet.com
55
57. Bottom Line: The Economic Impact of IT Support
IT Service and Support can and should have a positive
ROI !
Develop your Value Proposition
Quantify the value you create for the enterprise
Communicate your Value Proposition to the Enterprise
© MetricNet, LLC, www.metricnet.com
56
58. Who Has a Value Proposition?
Reactive Stage
Growth Stage
Strategic Stage
(Value Center)
(Tactical Cost Center)
67%
Val
ition
s
opo
e Pr
u
16%
4%
© MetricNet, LLC, www.metricnet.com
57
59. A Call to Action:
Your Opportunity to Excel!
58
60. Five Easy Ways to Get Started
1
Measure
Five Opportunities
to Get Started!
1. Visit Our New Website and
Become a Free Member
4
2
Diagnose
Customer
Enthusiasm
2. Connect with MetricNet on
Social Media
3. Register for Future
MetricNet Webcasts
Implement
3
4. Browse MetricNet’s
Resource Library
5. Purchase a MetricNet IT
Support Benchmark
Prescribe
© MetricNet, LLC, www.metricnet.com
59
61. Visit Our New Website at www.metricnet.com
© MetricNet, LLC, www.metricnet.com
60
63. Connect With MetricNet on Social Media
Best Practices in
Call Centers - Group
Company Page
Best Practices in
Service Desks Community
Best Practices in Customer
Satisfaction - Group
Best Practices in Call
Centers - Community
Best Practices in Desktop
Support - Group
Best Practices in Service
Desks - Group
Best Practices in Customer
Satisfaction - Community
Best Practices in Desktop
Support - Community
Company Page
© MetricNet, LLC, www.metricnet.com
62
64. MetricNet on Social Media
Like us on Facebook:
Follow us on Twitter:
http://www.twitter.com/metricnet | Mention us using @MetricNet or #MetricNet
Follow our LinkedIn Company Page:
http://www.facebook.com/metricnet | Mention us using @MetricNet
http://www.linkedin.com/company/metricnet
Become a Member of our MetricNet Certified LinkedIn Groups:
http://www.linkedin.com/groups/Best-Practices-in-Customer-Satisfaction-1825753
http://www.linkedin.com/groups/Best-Practices-in-Desktop-Support-4034463
http://www.linkedin.com/groups/Best-Practices-in-Call-Centers-1801665
http://www.linkedin.com/groups/Best-Practices-in-Service-Desks-1801657
Subscribe to YouTube:
http://www.youtube.com/metricnet
Follow our Google+ Company Page:
http://plus.google.com/u/0/b/111056508365533897358/111056508365533897358/posts
Mention us using +MetricNet
Become a Member of our Google+ Communities:
http://plus.google.com/u/0/b/111056508365533897358/communities/111509357790346291238
http://plus.google.com/u/0/b/111056508365533897358/communities/117245911462171588332
http://plus.google.com/u/0/b/111056508365533897358/communities/114421701803292354205
http://plus.google.com/u/0/b/111056508365533897358/communities/109121315816446874775
© MetricNet, LLC, www.metricnet.com
63
65. Upcoming MetricNet Webcasts
For more information on Industry Best Practices, please register for MetricNet’s FREE upcoming webcasts
November 12
December 10
Service Desk KPI’s
March 2014
Service Desk Best Practices
February 2014
The Zen of Support
January 2014
Call Center Best Practices
Best Practices in Desktop Support
April 2014
Desktop Support KPI’s
Register at www.metricnet.com
64
66. Download Free Content from Our Resource Library
Download at www.metricnet.com
© MetricNet, LLC, www.metricnet.com
65
68. MetricNet Peer Group Benchmarking
The IT Service and Support Peer Group Benchmark
© MetricNet, LLC, www.metricnet.com
67
70. Benchmarking Data Files
Service Desk Benchmark: Sample Data
Benchmark:
Geography:
Process:
Sector:
Cost
United States
Technical Support
All
SAMPLE DATA ONLY. DATA IS NOT ACCURATE!
SAMPLE DATA ONLY. DATA IS NOT ACCURATE!
Sample Data Values
Record
Number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
Cost per
Minute of
Inbound
Customer
Handle Time Satisfaction
$1.36
53.7%
$3.28
52.5%
$3.21
41.9%
$0.99
48.5%
$1.51
58.2%
$0.50
54.8%
$4.30
53.0%
$4.13
41.8%
$4.97
44.6%
$1.87
43.0%
$1.88
43.6%
$0.81
46.1%
$2.03
47.4%
$1.35
51.4%
$2.72
51.3%
$3.50
42.8%
$1.17
50.3%
$0.82
56.6%
$2.74
45.4%
$3.62
50.3%
$3.27
40.8%
$4.29
56.5%
$3.65
48.4%
$3.01
53.1%
$3.43
51.1%
$1.94
54.5%
$4.34
56.2%
$3.05
58.1%
$3.58
49.3%
$1.57
49.2%
$3.70
43.3%
$3.68
56.8%
$4.23
47.8%
$3.76
60.1%
$4.80
50.0%
$2.11
50.1%
$1.61
45.6%
$5.48
40.6%
$5.00
47.4%
$1.01
55.4%
$1.20
39.0%
$1.73
38.6%
$4.53
51.4%
$4.53
42.5%
$3.35
39.9%
$4.19
58.0%
$1.18
59.7%
$5.45
60.4%
$2.72
42.0%
$4.19
51.1%
$2.51
51.3%
$2.46
45.6%
$3.33
47.5%
$1.05
48.9%
Agent
Utilization
64.2%
34.8%
32.6%
53.8%
26.3%
38.7%
55.2%
64.6%
66.0%
44.1%
56.8%
34.8%
35.2%
50.3%
38.2%
48.7%
67.7%
27.6%
55.6%
62.3%
55.2%
63.4%
65.9%
71.9%
37.2%
32.9%
55.9%
38.6%
31.2%
55.2%
39.3%
34.1%
69.2%
63.6%
42.7%
35.4%
34.7%
61.7%
58.9%
51.5%
60.7%
44.1%
25.5%
67.7%
37.1%
41.5%
31.3%
62.0%
39.4%
59.2%
28.0%
49.5%
35.0%
67.7%
Net First
Contact
Resolution
Agent Job
Rate
Satisfaction
51.1%
43.7%
51.0%
39.8%
50.0%
58.6%
44.5%
40.4%
46.4%
49.6%
54.5%
45.1%
44.9%
57.4%
59.2%
50.8%
57.3%
49.1%
47.4%
58.3%
49.1%
41.8%
48.1%
57.5%
54.1%
57.7%
41.6%
60.1%
49.2%
49.5%
51.2%
50.6%
46.3%
52.5%
48.3%
50.6%
56.5%
56.0%
50.8%
48.6%
60.1%
52.4%
50.8%
45.4%
45.2%
52.5%
60.5%
56.8%
57.8%
47.3%
49.9%
43.0%
50.2%
52.3%
48.4%
64.7%
46.7%
41.8%
50.0%
65.8%
46.6%
37.8%
48.4%
39.3%
56.4%
50.8%
40.9%
61.0%
45.3%
53.4%
48.9%
54.1%
40.0%
43.6%
61.6%
48.7%
42.9%
41.3%
52.2%
59.8%
51.0%
56.2%
57.7%
64.6%
34.3%
30.3%
58.2%
61.4%
55.0%
44.9%
44.4%
46.2%
33.8%
43.0%
42.6%
41.5%
47.8%
48.6%
47.7%
49.0%
46.5%
46.8%
51.1%
48.1%
52.1%
50.4%
53.7%
41.4%
Average
Speed of
Answer
(seconds)
83
42
23
61
14
30
30
17
15
36
17
20
8
21
74
93
25
1
19
29
105
85
7
10
22
126
62
56
21
11
52
88
22
127
19
10
33
33
3
25
25
24
15
34
25
56
15
14
27
98
39
20
31
50
Inbound
Contacts per Agents as a
% of Calls
Call
Cost per
Agent per
% of Total Answered in Abandonment
Inbound
Annual Agent Daily Agent
Agent
Month
Headcount
30 Seconds
Rate
Call Quality
Contact
Turnover
Absenteeism Occupancy
$5.38
80
52.3%
19.1%
11.1%
47.7%
22.8%
7.4%
52.0%
$3.31
203
58.8%
42.7%
2.0%
48.9%
17.0%
8.4%
56.8%
$12.97
738
49.6%
38.0%
1.5%
48.3%
49.4%
5.5%
55.5%
$7.48
168
49.9%
64.2%
4.6%
61.0%
66.7%
8.0%
51.1%
$3.64
249
49.4%
61.1%
1.8%
45.8%
29.9%
4.8%
48.3%
$6.66
216
45.0%
47.5%
1.8%
48.3%
42.2%
9.2%
60.6%
$3.84
588
51.4%
50.7%
2.4%
48.6%
37.0%
5.5%
46.1%
$2.34
194
58.4%
45.6%
2.1%
49.5%
29.8%
8.3%
55.3%
$23.96
77
47.7%
51.4%
2.5%
48.5%
64.7%
6.1%
36.5%
$14.79
170
47.2%
48.1%
3.9%
52.8%
58.7%
7.4%
38.9%
$5.49
487
59.2%
54.2%
1.6%
50.5%
30.7%
11.9%
57.3%
$3.59
667
47.0%
55.2%
1.1%
48.0%
38.4%
16.8%
49.9%
$12.91
318
53.1%
52.8%
2.7%
50.1%
68.3%
7.7%
64.4%
$5.39
681
49.9%
53.8%
2.1%
53.6%
40.7%
10.0%
45.6%
$1.02
1240
44.9%
39.6%
3.0%
52.1%
35.1%
5.3%
36.5%
$5.24
261
49.5%
42.4%
3.2%
44.7%
29.3%
5.7%
43.6%
$10.96
54
54.2%
53.6%
2.5%
52.2%
19.6%
7.7%
49.3%
$4.02
560
47.4%
49.9%
2.4%
52.2%
42.8%
1.5%
42.2%
$20.06
271
43.8%
43.8%
2.3%
49.9%
91.8%
18.3%
67.0%
$4.34
468
45.8%
51.3%
4.9%
47.2%
23.8%
6.8%
49.6%
$4.53
208
41.0%
50.1%
9.1%
43.3%
66.5%
12.9%
58.7%
$12.61
305
45.2%
40.6%
7.6%
52.9%
39.0%
12.6%
52.4%
$3.98
363
56.0%
47.9%
2.1%
47.6%
32.0%
2.5%
66.0%
$10.93
223
55.3%
40.3%
2.1%
52.4%
27.9%
4.6%
48.7%
$6.78
181
50.9%
43.1%
3.0%
46.8%
25.0%
6.2%
45.9%
$3.60
464
50.9%
47.8%
5.9%
47.9%
77.8%
18.6%
48.1%
$4.96
428
53.2%
28.0%
9.1%
48.7%
8.9%
9.1%
50.5%
$8.44
313
45.7%
44.9%
9.2%
39.8%
47.2%
6.5%
45.4%
$4.02
825
45.7%
42.5%
1.3%
48.8%
41.0%
1.7%
44.8%
$0.75
521
47.4%
47.9%
1.4%
51.6%
56.1%
13.8%
52.4%
$8.41
349
47.8%
35.9%
4.9%
46.2%
31.8%
8.6%
51.1%
$5.08
314
51.0%
41.5%
4.6%
54.2%
21.5%
5.6%
52.6%
$2.10
963
49.7%
30.2%
4.2%
56.4%
26.8%
3.5%
43.7%
$1.25
844
53.2%
61.7%
20.0%
57.0%
30.3%
16.4%
59.5%
$2.14
290
47.5%
54.2%
1.2%
47.9%
26.5%
10.0%
48.3%
$15.49
288
52.2%
59.4%
2.7%
39.5%
58.7%
5.0%
40.9%
$5.27
1003
50.3%
47.9%
2.3%
50.8%
51.9%
7.6%
43.9%
$3.84
361
54.8%
50.0%
1.6%
51.4%
44.9%
7.3%
38.4%
$8.04
141
55.9%
46.0%
1.9%
52.4%
50.4%
7.6%
51.3%
$2.01
291
49.6%
42.6%
1.6%
53.7%
61.5%
14.5%
52.4%
$8.16
347
55.6%
43.5%
1.1%
54.6%
49.4%
7.0%
56.3%
$2.76
1403
51.3%
29.8%
5.8%
56.8%
66.8%
5.6%
31.5%
$6.42
293
57.7%
42.6%
3.1%
47.6%
87.9%
13.0%
43.8%
$9.81
700
54.3%
35.2%
2.0%
53.5%
21.7%
10.6%
52.0%
$11.36
445
45.6%
61.8%
3.2%
50.5%
81.6%
12.1%
45.2%
$5.25
591
55.0%
61.6%
7.8%
59.3%
31.9%
8.3%
39.6%
$7.35
112
39.9%
63.3%
2.6%
48.0%
52.0%
4.6%
45.8%
$2.46
321
47.3%
54.7%
2.1%
46.7%
38.0%
7.9%
44.6%
$2.18
687
47.2%
60.0%
9.6%
54.3%
33.4%
4.9%
48.2%
$1.66
604
49.8%
75.7%
10.4%
50.2%
13.8%
3.6%
58.3%
$22.00
446
38.9%
39.2%
4.8%
49.1%
82.8%
10.1%
37.7%
$3.08
559
52.6%
41.4%
2.9%
55.6%
30.8%
8.1%
38.9%
$7.05
460
41.3%
46.4%
2.7%
50.6%
14.1%
1.8%
34.7%
$3.05
489
47.4%
66.2%
4.9%
51.8%
24.9%
8.8%
59.5%
© MetricNet, LLC, www.metricnet.com
Agent
Schedule
Adherence
52.4%
48.0%
55.2%
48.1%
52.6%
48.5%
50.7%
52.9%
51.7%
45.3%
55.6%
54.7%
52.8%
55.0%
48.0%
51.0%
46.0%
42.0%
55.1%
48.0%
47.6%
53.6%
48.5%
50.4%
52.9%
44.3%
47.4%
47.9%
46.2%
56.6%
48.6%
47.2%
49.2%
52.9%
49.7%
49.2%
47.7%
55.6%
52.9%
50.1%
48.6%
59.6%
42.3%
53.0%
46.5%
53.2%
53.4%
52.4%
50.7%
46.7%
56.8%
46.5%
46.6%
45.9%
Inbound
Contact
Handle Time
IVR
New Agent Annual Agent
Agent Tenure (all contacts) Completion
Training
Training
Rate
Hours
Hours
(months)
(minutes)
45
3
34.2
4.62
41.2%
76
25
31.7
4.27
21.4%
83
0
16.2
8.05
0.0%
125
16
20.1
10.06
12.3%
116
29
35.0
6.81
7.4%
42
4
40.5
3.95
28.9%
130
50
15.3
1.93
0.0%
70
2
42.3
6.54
14.7%
175
12
14.9
17.88
0.0%
52
29
26.5
8.27
63.3%
125
54
31.5
5.76
0.2%
68
4
41.4
4.41
52.9%
81
10
16.9
9.57
32.8%
61
29
20.2
1.17
17.9%
106
122
51.5
2.84
0.0%
181
5
26.9
6.01
0.0%
375
17
77.5
10.94
30.1%
207
10
31.5
7.19
52.9%
2
17
28.6
10.74
0.0%
132
41
28.5
6.34
22.4%
86
69
30.8
1.92
41.1%
178
3
28.6
19.63
76.1%
98
0
18.1
6.62
24.1%
96
31
44.2
3.52
5.5%
96
19
73.7
7.91
3.9%
75
0
10.3
4.93
8.1%
75
0
64.2
7.98
0.0%
46
15
34.2
9.10
4.6%
168
46
39.5
1.32
83.0%
118
3
17.9
2.30
2.7%
37
3
54.4
16.18
31.4%
46
26
78.6
8.40
62.1%
112
16
21.5
3.00
27.1%
53
16
30.2
3.40
58.6%
137
11
28.3
2.87
40.4%
145
3
11.5
10.01
15.0%
182
2
27.6
3.65
74.0%
33
19
36.8
2.41
0.0%
19
0
23.3
2.21
0.5%
91
0
4.0
3.16
0.0%
231
0
17.8
5.59
0.0%
120
7
11.0
2.33
15.9%
109
5
9.1
7.23
0.0%
121
7
34.3
10.61
8.1%
166
0
29.8
11.88
0.0%
132
30
27.5
6.66
0.0%
159
8
33.1
1.77
0.0%
81
0
28.3
9.04
0.0%
78
2
41.3
1.08
20.0%
196
22
21.1
2.28
0.0%
35
9
5.6
9.21
0.0%
122
4
28.8
3.83
1.8%
257
33
127.6
3.46
12.2%
151
6
41.7
5.45
0.0%
69
71. You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com
© MetricNet, LLC, www.metricnet.com
70
75. Your Presenter: Jeff Rumburg
Jeff Rumburg is a co-founder and Managing Partner at MetricNet,
LLC. Jeff is responsible for global strategy, product development,
and financial operations for the company. As a leading expert in
benchmarking and re-engineering, Mr. Rumburg authored a best
selling book on benchmarking, and has been retained as a
benchmarking expert by such well-known companies as American
Express, Hewlett-Packard, and GM. Prior to co-founding
MetricNet, Mr. Rumburg was president and founder of The Verity
Group, an international management consulting firm specializing in
IT benchmarking. While at Verity, Mr. Rumburg launched a
number of syndicated benchmarking services that provided low
cost benchmarks to more than 1,000 corporations worldwide.
Mr. Rumburg has also held a number of executive positions at META Group, and Gartner, Inc. As
a vice president at Gartner, Mr. Rumburg led a project team that reengineered Gartner's global
benchmarking product suite. And as vice president at META Group, Mr. Rumburg's career was
focused on business and product development for IT benchmarking. Mr. Rumburg's education
includes an M.B.A. from the Harvard Business School, an M.S. magna cum laude in Operations
Research from Stanford University, and a B.S. magna cum laude in Mechanical Engineering. He
is author of A Hands-On Guide to Competitive Benchmarking: The Path to Continuous Quality
and Productivity Improvement, and has taught graduate-level engineering and business courses.
Mr. Rumburg serves on the Strategic Advisory Board for HDI, formerly the Service Desk Institute.
© MetricNet, LLC, www.metricnet.com
74
76. Benchmarking is MetricNet’s Core Business
Information
Technology
Service Desk
Desktop Support
Field Support
Customer Service
Technical Support
Telemarketing/Telesales
Collections
Price Benchmarking
Customer Satisfaction
Employee Satisfaction
Call Centers
Telecom
Satisfaction
© MetricNet, LLC, www.metricnet.com
75
77. 25 Years of IT Service and Support Benchmarking Data
Global Database
More than 2,400 IT Service and Support Benchmarks
70+ Key Performance Indicators
More than 120 Industry Best Practices
© MetricNet, LLC, www.metricnet.com
76
78. Meet a Sampling of Our Clients
MetricNet Conducts benchmarking for IT Service and Support
organizations worldwide, and across virtually every industry sector.
© MetricNet, LLC, www.metricnet.com
77
79. You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com
© MetricNet, LLC, www.metricnet.com
78