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COLLECTION CALLS In a 2003 Survey of 800 consumer bankruptcy attorneys across the USA, The DAAN Group asked how did the attorney's clients perceive collection calls. The respondents answers fell into three (3) categories with fully 99.8% reporting collection calls were a "problem" for their clients, the only difference being the "degree" of problem: A. 20.3% of clients felt the calls were a "Minor" problem in their lives B. 65.4% of clients felt the calls were a "Major" problem in their lives C. 14.1% of clients felt the calls were a "Unbearable" problem in their lives ****************************************************
The 2005
Federal Trade Commission's Report on the Fair Debt Collection Practices
Act CUSTOMER SATISFACTION According to a survey by SWR Della Volpe for eSupportNow, 93.7 % of online shoppers consider Customer Service important in choosing a web site, making it the single most important factor among those surveyed. (Cited in Call Center Management Review, November 2000, www.ccmreview.com SWR Della Swope, 11-1-2000
A survey by Amdocs -- a provider of software and services to enable
integrated customer management -- revealed that consumers are more likely
to stick with a telecom provider based on the quality of the customer
experience than on the cost of its service. More than half (57%)
**************************************************** A survey sponsored by Mobius, a provider of customer service application solutions, reports that 34% of consumers cited poor customer service as the reason they cancelled an account. Mobius, cited by eMarketer, 2-1-2002 ****************************************************
A recent study by Portland Research Group showed much room for improvement
in customer satisfaction and loyalty among U.S. call centers. Key findings
include:
· Only
half (50%) of customers calling into a U.S. company are likely to
Customer loyalty drops by 76 percentage points when a contactor is less
than satisfied **************************************************** A recent customer service study by Coldwell Banker revealed a strong correlation between the quality of a company's customer service and its long-term success. According to the study's findings, a typical consumer switched businesses they dealt with twice in the past three years due to "bad service." When asked to define the differences between great and bad, consumers said the top characteristics of companies with "great service" were: · Resolving questions and problems (66 percent) · Knowledge of the product or service (49 percent) · Being easy to reach (35 percent) · Understanding requirements (35 percent) Coldwell Banker, 1-23-05 **************************************************** An increasing number of Americans report being extremely upset with how a “serious” complaint of theirs was handled by customer service, according to a survey by the Customer Care Alliance. Specific findings include: · 73% of customers that had a product or service problem experienced what the CCA termed “customer rage,” a five percentage-point increase from the group's 2003 report. · Only 16% of the respondents said they felt completely satisfied or received more than they asked for. More than half of the complainants felt that they received nothing from the companies that caused their problems. · More than half of the respondents decided never to do business with the company again, or threatened to talk with management. A quarter yelled or raised their voice, while 6% cursed or used profanity. Customer Care Alliance, 11-14-04 **************************************************** According to a consumer survey, customers – regardless of industry, geography, or product/service -- want the service they receive to be…
AchieveGlobal, 9-1-2004 **************************************************** In a study conducted by consulting firm Creative Strategies, 93% of customers surveyed indicated that satisfaction with any form of service is a key factor to maintaining healthy brand/customer relationships. Creative Strategies, 7-5-2004 **************************************************** CUSTOMER RELATIONS MANAGEMENT A survey conducted by consulting and systems integration firm BearingPoint, Inc. revealed the following findings regarding CRM initiatives in financial institutions: · Only 22 percent of the financial services executives surveyed believe that their customers would actively promote their company to family and friends, despite the billions of dollars spent on CRM. · 92 percent of respondents acknowledge that there is a significant opportunity to enhance customer loyalty by improving the quality of their customers' experience. · 50 percent of respondents invest less than a million dollars annually in developing the customer experience. BearingPoint, Inc. (cited in Call Center Management Review, 4-1-2004 ) **************************************************** CALL CENTER COSTS U.S. financial service call centers studied by e-Satisfy/TARP had a median cost per agent handled phone call of $0.67 per minute, with a range from $0.40 to $1.02. In general, lower costs were correlated with lower customer satisfaction. (Cited in Call Center Management Review, June 2001, www.ccmreview.com) e-Satisfy/TARP, 6-1-2001 **************************************************** According to supportindustry .com and Help Desk 2000, the average cost per call for 75% of the support organizations they surveyed is $25 or less. The analysts expect this cost to fall to $18 per call within three years as a result of e-support technologies. (Cited in Call Center Management Review, November 2000, www.ccmreview.com ) supportindustry.com, 11-1-2000 **************************************************** According to a study by Hackett Benchmarking & Research, leading call centers significantly out-perform others not only on customer service measures, but in cost per contact. Agents at leading centers are far more productive, handling 2.5 calls to every one call by an FTE at an average company. Cost per contact in first- quartile call centers averaged $4.73, compared to $14.73 at average centers. Leading centers' wage costs are 14% less than those at average centers, and 80% of the staff are hourly in the top centers, vs. 59% at average centers. (Cited in Call Center Management Review, October 2000, www.ccmreview.com ) Hackett Benchmarking & Research, 10-1-2000 **************************************************** Speech recognition capability in interactive voice response (IVR) units was found by Purdue University to shorten banking calls by 35% compared to using touchtone interaction. Calls using speech recognition had a unit cost of $0.45 versus nearly $4 for calls handled by agents. **************************************************** According to eMarketer's CRM Report, only about one out of ten interactions a company has with a customer is a transaction, with the balance consisting of various forms of communication. eMarketer, 5-8-2001 **************************************************** INCENTIVES / SALES An incentive plan which pays an average of 3% provides a net return of 134%, according to a study conducted for the American Compensation Association. Higher- paying plans tended to provide higher returns for the company. The top-quartile firms in the study had a net return of 378%. (Cited in Call Center Management Review, April 2001, www.ccmreview.com ) Incoming Calls Management Institute (ICMI), 4-1-2001
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