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MetricNet Benchmarks

MetricNet
Benchmarks

Peer Group
Benchmarks


Custom Benchmark



Unique Peer Group

Industry
Benchmarks


Industry Benchmarking
Reports by geography


Benchmarking
Data Files


Custom Benchmarking
Data in Excel format

3

MetricNet Peer Group Benchmarking
The IT Service and Support Peer Group Benchmark


4

MetricNet Industry Benchmarks


5

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 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%


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

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7

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


9

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


10

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


11

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!


12

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


13

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.


14

Polling Question


15

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


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

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%


17

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


18

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


19

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


20

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)

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


4

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

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

22

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



23

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!

24

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


Higher

25

Polling Question


26

Polling Question


27

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


28

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

29

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


30

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.

31

Polling Question


32

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


33

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

34

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

35

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


36

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


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


38

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


39

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


40

Communicating Your Value Proposition

41

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!

42

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


HIGHER

43

Perception Is Almost Always Worse Than the Reality
HIGHER

PERCEIVED
VALUE


c
er
P

eiv

dV
e

e=
alu

a
ctu
A

lue
a
lV

A Common (but
Dangerous) Operating
Position

LOWER
LOWER

ACTUAL VALUE
COST


HIGHER

44

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


#1 Operational
Effectiveness

LOWER
LOWER

ACTUAL VALUE
COST


HIGHER

45

From Cost Center to Value Center
HIGHER

PERCEIVED
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

LOWER
LOWER

ACTUAL VALUE
COST


HIGHER

46

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?


47

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


48

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.


49

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

50

The Paradox of IT Service and Support

51

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


52

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


53

Productive Hours Lost per Employee per Year

Returning Productivity to End-Users
70
60
50
40
30
20
10

n = 60


0
0

Support Function
Service Desk

Desktop Support

1

2

Key Performance Indicator

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


4

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

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


55

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


56

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%


57

A Call to Action:
Your Opportunity to Excel!

58

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

59

Visit Our New Website at www.metricnet.com


60

Become a Member: It’s Free!


61

Connect With MetricNet on Social Media

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Call Centers - Group

Company Page

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Service Desks Community

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Satisfaction - Group

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Centers - Community

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62

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63

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For more information on Industry Best Practices, please register for MetricNet’s FREE upcoming webcasts



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



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



Service Desk KPI’s

March 2014




Service Desk Best Practices

February 2014




The Zen of Support

January 2014




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Best Practices in Desktop Support

April 2014


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Register at www.metricnet.com

64

Download Free Content from Our Resource Library
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65

MetricNet Benchmarks

MetricNet
Benchmarks

Peer Group
Benchmarks


Custom Benchmark



Unique Peer Group



Industry
Benchmarks

Diagnostic



Industry Benchmarking

Benchmarking
Data Files


Reports by geography

Data in Excel format



Custom Benchmarking
Unique Peer Group

66

MetricNet Peer Group Benchmarking
The IT Service and Support Peer Group Benchmark


67

MetricNet Industry Benchmarks


68

Benchmarking Data Files
Service Desk Benchmark: Sample Data
Benchmark:
Geography:
Process:
Sector:

Cost
United States
Technical Support
All



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%


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

You Can Reach MetricNet…

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

70

Question and Answer
The Economic Impact of Support

Thank You!
We look forward
to serving you!

72

About MetricNet:
Your Benchmarking Partner

73

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.

74

Benchmarking is MetricNet’s Core Business

Information
Technology





Service Desk
Desktop Support
Field Support



Customer Service
Technical Support
Telemarketing/Telesales
Collections



Price Benchmarking



Employee Satisfaction



Call Centers

Telecom
Satisfaction







75

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


76

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


77

You Can Reach MetricNet…

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

78

Thank You!
We look forward
to serving you!

79

Free Desktop Support Training Series | The Economic Impact of Support | What's Your Value Proposition | MetricNet

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