| Traditional ROI calculations use the level of profit | | | | business for instance. Repeat business is something |
| generated by an asset divided by the value of the | | | | that our accounting and CRM system will be |
| asset and expressed as a percentage. That's fine but | | | | monitoring so we can get a value for that. The |
| when we seek to ascribe a value to non-profit | | | | customer survey and feedback groups will also give |
| generating assets we need to look at ways in which | | | | an indication as to how important our customer |
| we can quantify the value that the call center is | | | | service is in winning repeat business orders and that |
| contributing to overall business operations. | | | | will in turn allow us to infer a value for that |
| Call center data management and manipulation has | | | | proportion of repeat business that is attributable to |
| lent itself particularly well to KPI metric and Balanced | | | | the call center efforts. |
| Scorecard methodology. KPI/Balanced Scorecard | | | | We are now close to being able to perform an ROI |
| techniques are a mainstay of the management of | | | | calculation in that we have determined a value that is |
| any call center and using the metrics that are being | | | | created for the expense of our customer service |
| produced from these management information tools | | | | efforts made by the call center. |
| allows to start calculating an approximation for ROI. | | | | Using such attributable value calculations for ROI is |
| If we move away from the idea of profit centers | | | | not flawless but it does provide a valuable tool for |
| that need to be maximized and cost centers that | | | | tracking the value of a non-revenue division that is |
| need to be cut so logically increasing profit, we can | | | | being contributed to overall business success. |
| start thinking of the different business components | | | | Tracking ROI of this nature over time, as long as the |
| as contributing value. | | | | calculation is made on a consistent basis will help |
| What is the value that we can ascribe to a call | | | | indicate and highlight the relative success of initiatives |
| center it doesn't create anything? | | | | and investment in the call center. |
| First, lets look at a revised ROI calculation, we can | | | | Calculating an overall ROI can be done by a broader |
| pretty easily work out a cost for the call center | | | | attribution of value that is created by the call center |
| which is going to be used in the ROI calculation if we | | | | and the total expense that is incurred by it. Used |
| use that as asset value of the ROI number crunching. | | | | alone such an ROI calculation is not going to be of |
| Second, if we look at the relative contribution of call | | | | much help but the use of the incremental ROI that |
| center activities we can start ascribing a value based | | | | can be calculated for discrete costs and further |
| on the effect on our financial and management | | | | investment in the call center is very useful for helping |
| accounting information. Linking information from | | | | to justify whether incremental investment should be |
| customer service feedback and focus groups will | | | | made or not. |
| allow us to develop an idea of the impact on repeat | | | | |