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The Zen of Support
The Path to Strategic Enlightenment!
MetricNet Best Practices Series

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1© MetricNet, LLC, www.metricnet.com

Session 101: The Economic Impact of Support
Wednesday April 17th 10:15 am
Session 408: Cause-and-Effect for Desktop Support KPI’s
Thursday April 18th at 10:00 am
Visit MetricNet at the Annual HDI Conference in Las Vegas

Empirical Observations from Our Global Benchmarking Database
More than 2,000 IT Service and Support Benchmarks
Global Database
70+ Key Performance Indicators
More than 120 Industry Best Practices

5
 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
 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!
 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
Reactive Stage Growth Stage Strategic Stage
The Maturity Continuum in IT Support
© MetricNet, LLC, www.metricnet.com

IT Support as a Business Enterprise
Create Value
Metrics Focused
Proactive
Marketing

4
3
2
1
The Business
of IT Support
A Business Model for IT Support
Value
Proactive
Metrics
Marketing
Model
Component Description
1. Value
Leverage end-
user productivity
and TCO
2. Metrics
Holistic and
diagnostic
application of
KPI’s
3. Proactive
Anticipate user
needs and
expectations
4. Marketing
Actively manage
stakeholder
perceptions

4
3
2
1
The Business
of IT Support
Value: A Business Model for IT Support
Value
Proactive
Metrics
Marketing
Model
1. Value
Leverage end-
user productivity
and TCO
2. Metrics
Holistic and
diagnostic
application of
KPI’s
3. Proactive
Anticipate user
needs and
expectations
4. Marketing
Actively manage
stakeholder
perceptions

84%
47%
31% 29%
22%
19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Service Desk Desktop
Support
Network
Outages
VPN Training Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
%SayingVeryImportant
 n = 1,044
 Global large cap companies
 Survey type: multiple choice
 3 responses allowed per survey
 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
Support Drives Customer Satisfaction for All of IT
Value

0
10
20
30
40
50
60
70
0 1 2 3 4 5
ProductiveHoursLostperEmployeeperYear
Quality of Support Drives End-User Productivity
1 (top) 2 3 4 (bottom)
Customer Satisfaction 93.5% 84.5% 76.1% 69.3%
First Contact Resolution Rate 90.1% 83.0% 72.7% 66.4%
Mean Time to Resolve (hours) 0.8 1.2 3.6 5.0
Service Desk
Desktop Support
Performance Quartile
Support Function Key Performance Indicator
37.4 46.9Average Productive Hours Lost per Employee per Year 17.1 25.9
Performance Quartile n = 60
Value

Support Has an Opportunity to Minimize TCO
Support Level Cost per Ticket
Vendor
Level 2: Desktop Support
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 1: Service Desk
$471
$196
$85
$62
$22
Value

POLLING QUESTION

4
3
2
1
The Business
of IT Support
Metrics: A Business Model for IT Support
Value
Proactive
Metrics
Marketing
Model
1. Value
Leverage end-
user productivity
and TCO
2. Metrics
Holistic and
diagnostic
application of
KPI’s
3. Proactive
Anticipate user
needs and
expectations
4. Marketing
Actively manage
stakeholder
perceptions

The Premise Behind Support KPI’s
We’ve all heard the expression…
“If you’re not measuring it…
you’re not managing it!”
But there’s more to the story…Lots more!
Metrics

Some Common Service Desk Metrics
 Cost per Ticket
 First Level Resolution Rate
Cost
Service Level
Quality
Call HandlingAgent
 Average speed of answer
(ASA)
 Call abandonment rate
 % Answered within 30
Seconds
 Average hold time
 Average time to abandon
 Percent of calls blocked
 Contacts per Agent per
Month
 Agent Utilization
 Agents as % of Total
FTE’s
 Customer Satisfaction
 Call Quality
 First Contact Resolution Rate
 Agent Occupancy
 Annual Agent Turnover
 Daily Absenteeism
 New Agent Training Hours
 Annual Agent Training Hours
 Schedule Adherence
 Agent Tenure
 Agent Job Satisfaction
 Contact Handle Time
 % Escalated Level 1
Resolvable
 User Self-Service
Completion Rate
And there are hundreds more!!
Productivity
Metrics

Some Common Desktop Support Metrics
 Cost per Ticket
 Cost per Incident
 Cost per Service Request
Cost Productivity
Service Level
Quality
Ticket Handling
Technician Average Incident Response
Time (min)
 % of Incidents Resolved in
24 Hours
 Mean Time to Resolve
Incidents (hours)
 Mean Time to Complete
Service Requests (days)
 Technician Utilization
 Tickets per Technician-
Month
 Incidents per Technician-
Month
 Service Requests per
Technician-Month
 Ratio of Technicians to
Total Headcount
(Incidents)
 % Resolved Level 1 Capable
 % of Tickets Re-opened
 Technician Satisfaction
 New Technician Training
Hours
 Annual Technician Training
Hours
 Annual Technician Turnover
 Technician Absenteeism
 Technician Tenure (months)
 Technician Schedule
Adherence
 Average Incident Work
Time (min)
 Average Service Request
Work Time (min)
 Average Travel Time per
Ticket (min)
And there are hundreds more!!
Workload
 Tickets per Seat per Month
 Incidents per Seat per
Month
 Service Requests per Seat
per Month
 Incidents as a % of Total
Ticket Volume
Metrics

The Dilemma with IT Support KPI’s
Lots and Lots of data
 But not enough analysis…
 Not enough Insight…
 And not enough Action!!
Metrics

Two Paradigms for IT Support Metrics
The Historical Approach The Holistic Approach
Measurement
(75%)
Analysis
(15%)
Prescription
(7.5%)
Action
(2.5%)
Measurement
(5%)
Analysis
(20%)
Prescription
(30%)
Action
(45%)
IncreasingValue!
Metrics

Service Desk KPI’s: Which Ones Really Matter?
 Cost per TicketCost
Productivity
Quality
Call Handling
Agent  Agent Job Satisfaction
Aggregate  Balanced scorecard
TCO  First Level Resolution Rate
Read MetricNet’s whitepapers on IT Support KPI’s. Go to www.metricnet.com to download your copy!
Metrics

Desktop Support KPI’s: Which Ones Really Matter?
Productivity
Quality
Call Handling
 Technician Utilization
 Customer satisfaction
 First contact resolution rate (incidents)
Technician  Technician Satisfaction
TCO  % Resolved Level 1 Capable
Service Level  Mean Time to Resolve
© MetricNet, LLC, www.metricnet.com 20
Metrics

Productivity
Quality
Call Handling
Metrics

Aggregate Metrics: The Balanced Scorecard
Step 1
Six critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance metric,
the highest and lowest
performance levels in the
benchmark are recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for each
metric is then calculated:
(worst case – actual
performance) / (worst
case – best case) X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
22
Metrics
Worst Case Best Case
Cost per Contact 25.0% $55.28 $9.15 $21.83 72.5% 18.1%
Customer Satisfaction 25.0% 63.7% 97.5% 77.2% 39.9% 10.0%
Agent Utilization 15.0% 30.9% 64.4% 47.0% 48.0% 7.2%
Net First Contact Resolution Rate 15.0% 51.8% 87.5% 70.2% 51.4% 7.7%
Agent Job Satisfaction 10.0% 53.5% 91.5% 73.4% 52.4% 5.2%
Average Speed of Answer 10.0% 192 13 60 73.5% 7.3%
Total 100.0% N/A N/A N/A N/A 55.6%
Performance RangeMetric
WeightingPerformance Metric
Balanced
Score
Your
Performance
Metric
Score

Benchmarking Your Overall Performance
Metrics
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
BalancedScores
High 86.5%
Average ----- 50.3%
Median 50.3%
Low 13.8%
Your Score 55.6%
Balanced Scores
Key Statistics
High 86.5%
Average ----- 50.3%
Median 50.3%
Low 13.8%
Your Score 55.6%
Balanced Scores
Key Statistics

The Performance Trend in IT Support
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ITSupportBalancedScore
12 Month Average Monthly Score
Metrics

Question & Answer

Productivity
Quality
Call Handling
Metrics

Your IT Support
Performance
Performance of
Benchmarking Peer
Group
Determine How
Best in Class
Achieve Superiority
Adopt Selected
Practices of
Best in Class
Build a Sustainable
Competitive
Advantage
The ultimate
objective of
benchmarking
COMPARE
The Benchmarking Methodology
Read MetricNet’s whitepaper on IT Support Benchmarking. Go to www.metricnet.com to download your copy!
Metrics

Cost per Ticket HigherLower
Higher
AFTER BENCHMARKING
STARTING POINT: BEFORE
BENCHMARKING
BEST-IN-CLASS
PERFORMANCE CURVE
AVERAGE PERFORMANCE CURVE
The Goal of Benchmarking
Metrics

POLLING QUESTION

Benchmarking Performance Summary
Read MetricNet’s whitepaper on Service Desk Benchmarking. Go to www.metricnet.com to get your copy!
Sample Data Only! Not Intended for Benchmarking Purposes!
Metrics
Average Min Median Max
Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44
First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0%
Contacts/Agent-Month 429 504 373 487 699
Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1%
Average Speed of Answer (ASA) in seconds 18 45 12 34 187
Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0%
Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2%
Call Quality 68.4% 79.9% 43.8% 75.8% 94.5%
Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6%
Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0%
Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8%
New Agent Training Hours 36 79 20 69 241
Ongoing Agent Annual Training Hours 12 34 0 20 130
Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5%
Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4%
Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55
First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1%
IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8%
Agent
Call Handling
Cost
Productivity
Service Level
Quality
Metric
Type Key Performance Indicator (KPI)
Your
Score
Peer Group

The Foundation Metrics: Cost and Quality
Cost/Contact
(Efficiency)
Customer Satisfaction
(Effectiveness)
Metrics

34
Foundation Metrics: Cost vs. Quality
Lower Cost
Cost (Efficiency)
Quality(Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
Your Service
Desk
Peer Group
Higher Cost
Lower
Quality
Higher
Quality
Metrics
© MetricNet, LLC, www.metricnet.com

Agent Utilization and First Contact Resolution Rate
Cost/Contact Customer Satisfaction
Agent
Utilization
First Contact
Resolution
Metrics

Agent Utilization Drives Cost per Contact
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
20% 30% 40% 50% 60% 70% 80%
Agent Utilization
CostperContact
Metrics

Agent Utilization Defined
 Agent Utilization is a measure of the actual time agents spend providing direct customer
support in a month, divided by total time at work during the month
 It takes into account both inbound and outbound contacts handled by the Agents, and
includes all contact types: voice, voice mail, email, web chat, walk-in, etc.
 But the calculation for Agent Utilization does not make adjustments for sick days, holidays,
training time, project time, or idle time
 By calculating Agent Utilization in this way, all Service Desks worldwide are measured in
exactly the same way, and can therefore be directly compared for benchmarking purposes
Agent
Utilization
((Average number of inbound Contacts handled by an Agent in a month) X (Average inbound handle time in minutes) +
(Average number of outbound Contacts handled by an Agent in a month) X (Average outbound handle time in minutes))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
=
Metrics

Example: Service Desk Agent Utilization
 Inbound Contacts per Agent per Month = 375
 Outbound Contacts per Agent per Month = 225
 Average Inbound Contact Handle Time = 10 minutes
 Average Outbound Contact Handle Time = 5 minutes
Agent
Utilization
((375 Inbound Contacts per Month) X (10 minutes) + (225 Outbound Contacts per Month) X (5 minutes)
(21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr)
= =
50.4%
Agent
Utilization
Agent
Utilization
((Average number of inbound Contacts handled by an Agent in a month) X (Average inbound handle time in minutes) +
(Average number of outbound Contacts handled by an Agent in a month) X (Average outbound handle time in minutes))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
=
Metrics

First Contact Resolution Drives Customer Satisfaction
20%
40%
60%
80%
100%
20% 40% 60% 80% 100%
First Contact Resolution
CustomerSatisfaction
Metrics

Service Levels: ASA and Abandonment Rate
Agent
Utilization
First
Contact
Resolution
Training Hours
Scheduling
Efficiency
Service Levels:
ASA and AR
Metrics

ASA Drives Cost per Contact
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
0 50 100 150 200 250
Average Speed of Answer (sec)
CostperContact
Metrics

Call Abandonment Rate Also Drives Cost per Contact
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
$45.00
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Call Abandonment Rate
CostperContact
Metrics

ASA vs. Customer Satisfaction
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
0 5% 10% 15% 20%
ASA as a % of Total Handle Time
Metrics

Call Abandonment Rate vs. Customer Satisfaction
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
Call Abandonment Rate
Metrics

Training Hours Impact First Contact Resolution Rate
Agent
Utilization
First
Contact
Resolution
Training Hours
Scheduling
Efficiency
Service Levels:
ASA and AR
Metrics

New Agent Training Hours vs. First Contact Resolution
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 50 100 150 200 250 300 350
New Agent Training Hours
FirstContactResolutionRate
Metrics

Annual Agent Training vs. First Contact Resolution
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 20 40 60 80 100 120 140
Annual Agent Training Hours
FirstContactResolutionRate
Metrics

A Summary of Service Desk KPI Correlations
Agent
Utilization
First
Contact
Resolution
Agent
Satisfaction
Coaching Career Path Training Hours
Call
Quality
Handle
Time
Agents/
Total FTE’s
Absenteeism/
Turnover
First Level
Resolution
Scheduling
Efficiency
Service Levels:
ASA and AR
Metrics

Benchmarking Performance Summary
Read MetricNet’s whitepaper on Service Desk Benchmarking. Go to www.metricnet.com to get your copy!
Sample Data Only! Not Intended for Benchmarking Purposes!
Metrics
Average Min Median Max
Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44
First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0%
Contacts/Agent-Month 429 504 373 487 699
Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1%
Average Speed of Answer (ASA) in seconds 18 45 12 34 187
Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0%
Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2%
Call Quality 68.4% 79.9% 43.8% 75.8% 94.5%
Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6%
Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0%
Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8%
New Agent Training Hours 36 79 20 69 241
Ongoing Agent Annual Training Hours 12 34 0 20 130
Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5%
Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4%
Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55
First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1%
IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8%
Agent
Call Handling
Cost
Productivity
Service Level
Quality
Metric
Type Key Performance Indicator (KPI)
Your
Score
Peer Group

4
3
2
1
The Business
of IT Support
Proactive: A Business Model for IT Support
Value
Proactive
Metrics
Marketing
Model
1. Value
Leverage end-
user productivity
and TCO
2. Metrics
Holistic and
diagnostic
application of
KPI’s
3. Proactive
Anticipate user
needs and
expectations
4. Marketing
Actively manage
stakeholder
perceptions

A Proactive Culture in IT Support
Some Common Proactive Behaviors
 Root Cause Analysis / Closed Ticket Analysis
 Marketing / Brand Management
 Business Case Analysis for New Investments
 Benchmarking
 Goal-based Training
 Cause-and-Effect Decision-making
 Manage Agent Morale / Agent Job Satisfaction
 Agent Scorecards
Proactive

Some Common Proactive Behaviors
 Root Cause Analysis / Closed Ticket Analysis
 Marketing / Brand Management
 Business Case Analysis for New Investments
 Benchmarking
 Goal-based Training
 Cause-and-Effect Decision-making
 Manage Agent Morale / Agent Job Satisfaction
 Agent Scorecards
A Proactive Culture in IT Support
Proactive

POLLING QUESTION

Managing Agent Morale and Job Satisfaction
Cost per Ticket Customer Satisfaction
Agent
Utilization
First
Contact
Resolution
Agent
Satisfaction
Call
Quality
Handle
Time
Agents/
Total FTE’s
Absenteeism/
Turnover
First Level
Resolution
Scheduling
Efficiency
Service Levels:
ASA and AR
Proactive

Agent Job Satisfaction vs. Customer Satisfaction
40%
50%
60%
70%
80%
90%
100%
40% 50% 60% 70% 80% 90% 100%
Agent Job Satisfaction
CutomerSatisfaction
Proactive

Agent Job Satisfaction vs. Agent Turnover
0%
10%
20%
30%
40%
50%
60%
70%
80%
40% 50% 60% 70% 80% 90% 100%
Agent Job Satisfaction
AnnualAgentTurnover
Proactive

Managing Agent Morale and Job Satisfaction
Cost per Ticket Customer Satisfaction
Agent
Utilization
First
Contact
Resolution
Agent
Satisfaction
Call
Quality
Handle
Time
Agents/
Total FTE’s
Absenteeism/
Turnover
First Level
Resolution
Scheduling
Efficiency
Service Levels:
ASA and AR
Proactive

40%
50%
60%
70%
80%
90%
100%
0 10 20 30 40 50 60 70 80 90 100
Annual Agent Training Hours
AgentJobSatisfaction
Agent Training Hours vs. Agent Job Satisfaction
Proactive

40%
50%
60%
70%
80%
90%
100%
AgentJobSatisfaction
Agent Satisfaction with Career Path Agent Satisfaction without Career Path
Average = 72.3%
Average = 80.7%
Proactive
The Impact of Career Path on Agent Job Satisfaction

Question & Answer

4
3
2
1
The Business
of IT Support
Marketing: A Business Model for IT Support
Value
Proactive
Metrics
Marketing
Model
1. Value
Leverage end-
user productivity
and TCO
2. Metrics
Holistic and
diagnostic
application of
KPI’s
3. Proactive
Anticipate user
needs and
expectations
4. Marketing
Actively manage
stakeholder
perceptions

The Role of Marketing in IT Support
We’ve all heard the expression…
“Expectations Not Set…
are Expectations Not Met!
So, let’s get serious about proactively managing
expectations!
Marketing

Perception vs. Reality in IT Support
LOWER COST HIGHERACTUAL VALUE
PERCEIVED
VALUE
HIGHER
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value
Marketing

Perception Is Almost Always Worse Than the Reality
PERCEIVED
VALUE
HIGHER
LOWER
A Common (but
Dangerous) Operating
Position
Marketing

Brand Management in IT Support
PERCEIVED
VALUE
HIGHER
LOWER
#1 Operational
Effectiveness
#2Brand
Management
Marketing

Closing the Perception Gap
PERCEIVED
VALUE
HIGHER
LOWER
Closing
the
Perception
Gap
Where you Should Be
Where you Are
Marketing

Brand Management: The Five 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?
5. Why – Why are We Doing This?
Marketing

Key Success Factors in Marketing IT Support
Messages
Timing
Timing
Frequent Contact
• New employee orientation
• At session log-in
• During training
• During the incident
• At scheduled sessions
Messages
Multiple Messages
• Services
• Major initiatives
• Performance Levels
• FAQ’s
• Success Stories
Channels
Use All Available
• Log-in messages
• Newsletters
• Reference Guides
• Asset tags
• Surveys
• User Liaisons
Timing
Marketing

The Most Common Communication Vehicles
Marketing
Where is IS failing to meet XXX needs?
Rank Fails Survey Question
1 - 22.1% 24. Availability of shared resources
2 - 16.2% 30. Your satisfaction with remote access services
3 - 14.7% 17. Continue using the IS Support Center
4 - 13.2% 28. Overall satisfaction with computing/network services
5 - 11.8% 21. The response to requested software changes
5 - 11.8% 29. Satisfaction with the current E-Mail services
7 - 10.3% 09. Current services provided by IS
8 - 8.8% 19. Developers understand your business requirements
9 - 8.8% 23. Reliability of business applications
10 - 7.4% 08. IS communication of products and services
10 - 7.4% 22. The response to requested enhancements
12 - 4.4% 07. IS value compared to the cost of services
12 - 4.4% 14. Value of IS Business Consultants
12 - 4.4% 20. Responsiveness to application maintenance requests
15 - 2.9% 12. Acquisition process for IT
15 - 2.9% 18. Applications provide the necessary functionality
12%
Avg.
2.9 % of XXX’s said issue18. failed to meet expectations.
Mean
for ALL
“fails”
Sort field
sequence
field
varriance
duplicate rank
Title of List
above
average
below
average
Selected Issues
Newsletters
Brown Bag
Sessions
Leave Behinds
Business Unit
Liaisons
Surveys Log-in Screens Webcasts FAQ Site

Marketing
So Why Are We Doing This?

84%
47%
31% 29%
22%
19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Support
Network
Outages
Applications
Desktop
Software
 n = 1,044
Marketing

Marketing 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 Image Management Include:
 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
Marketing

The Paradox of IT Support
 Less than 5% of all IT spending is
allocated to end-user support
 Service desk, desktop support,
field support
 This leads many to erroneously
assume that there is little upside
opportunity in IT support
 The result is that most support
organizations are managed with the
goal of minimizing costs
 But the most effective support
strategies focus on maximizing
value
Corporate IT Spending Breakdown
4%
96%: Non support functions
End-User Support
 Application
Development
 Application
Maintenance
 Network
Operations
 Mainframe and
midrange Computing
 Desktop Computing
 Contract Services
(e.g., disaster
recovery)

84%
47%
31% 29%
22%
19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Support
Network
Outages
Applications
Desktop
Software
 n = 1,044

0
10
20
30
40
50
60
70
0 1 2 3 4 5
ProductiveHoursLostperEmployeeperYear
Quality of Support Drives End-User Productivity
1 (top) 2 3 4 (bottom)
Service Desk
Desktop Support
Performance Quartile
Support Function Key Performance Indicator
37.4 46.9Average Productive Hours Lost per Employee per Year 17.1 25.9
Performance Quartile n = 60

Support Level Cost per Ticket
Vendor
Level 2: Desktop Support
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 1: Service Desk
$471
$196
$85
$62
$22
Support Has an Opportunity to Minimize TCO

A Call to Action:
Your Opportunity to Excel!
78

Five Easy Ways to Get Started
Five Suggestions
to Get You Started!
1. Connect with MetricNet on
Social Media
2. Attend our Presentations at
the HDI Conference in April
3. Sign Up for Future
Webcasts
4. Download MetricNet’s Best
Practices Whitepapers
5. Sign up for a MetricNet
Benchmark
4
3
2
1
The Business
of IT Support
Value
Proactive
Metrics
Marketing

Connect With MetricNet on Social Media
Company Page
Best Practices in
Call Centers - Group
Best Practices in Customer
Satisfaction - Group
Best Practices in Desktop
Support - Group
Best Practices in Service
Desks - Group
Company PageBest Practices in
Service Desks -
Community
Best Practices in Desktop
Support - Community
Best Practices in Customer
Satisfaction - Community
Best Practices in Call
Centers - Community

MetricNet on Social Media
 Like us on Facebook:
 http://www.facebook.com/metricnet | Mention us using @MetricNet
 Follow us on Twitter:
 http://www.twitter.com/metricnet | Mention us using @MetricNet or #MetricNet
 Follow our LinkedIn Company Page:
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 Subscribe to YouTube:
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 Follow our Google+ Company Page:
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Mention us using +MetricNet
 Become a Member of our Google+ Communities:
 http://plus.google.com/u/0/b/111056508365533897358/communities/111509357790346291238

Upcoming MetricNet Webcasts
Register at www.metricnet.com
 April 9
 Service Desk and Desktop Collaboration
 May 7
 Service Desk KPI’s
 June 11
 Desktop Support KPI’s
 July 9
 Call Center KPI’s
 August 6
 Service Desk Best Practices
 September 10
 Best Practices in Desktop Support
For more information on Industry Best Practices, please register for MetricNet’s FREE upcoming webcasts
83

Download MetricNet’s Best Practices Whitepapers
Download at www.metricnet.com

Sign Up for a MetricNet Service Desk or Desktop Support Benchmark
The Service Desk Performance Benchmark

You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com

Question & Answer

Thank You!
We look forward
to serving you!

About MetricNet:
Your Benchmarking Partner
89

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 Help Desk Institute.
Your Presenter: Jeff Rumburg

Benchmarking is MetricNet’s Core Business
Call Centers
Telecom
Information
Technology
Satisfaction
 Customer Service
 Technical Support
 Telemarketing/Telesales
 Collections
 Service Desk
 Desktop Support
 Field Support
 Price Benchmarking
 Employee Satisfaction

25 Years of IT Service and Support Benchmarking Data
More than 2,000 IT Service and Support Benchmarks
Global Database
70+ Key Performance Indicators
More than 120 Industry Best Practices

Meet a Sampling of Our Clients
MetricNet Conducts benchmarking for IT Service and Support
organizations worldwide, and across virtually every industry sector.

You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com

Thank You!
We look forward
to serving you!

Free Desktop Support Training Series | The Zen of Support - The Path to Strategic Enlightenment | MetricNet Certified

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