下载文档原格式
呼叫中心管理专业术语（Callcenter Management By the Numbers）呼叫中心数字化管理（Call Center）呼叫中心（TSR）从值机员（CSI）客户满意指数（ROI）投资回报率（CLV）客户终生价值（PBX）交换机（ACD）自动呼叫分配系统（IVR）交互语音应答系统（CTI）计算机电话集成系统（CTS）联系跟踪软件（RDBMS）关系管理数据库（ACD自动呼叫分配系统（VNS）语音网络服务（DNS）数据网络服务（LMD）线路监听装置（DTMD）数据终端监听装置（AMD）附带监控系统（CATS）计算机辅助电话调查（Adherence）实际工作率（After Call Work Time or Wrap—up Time）事后处理时间（Percent Calls Handled on the First Call）一次性解决问题的呼叫率（Percent of Calls Placed in Queue）队列放置率（Percent of Calls Transferred）转接呼叫率（Percent Offered Calls Answered）电话响应百分比（Service Level）服务水平（Total Calls Offered）总呼叫数（TSR Turnover）值机员流动率（CLV）客户终生价值（ROI）投资回报率（abandon rate）放弃率（acceptance）接受型客户（behaviorally actionable）可控行为（Beta）回归方程的斜率（Calls per Hour）每小时呼叫次数（Monitoring Scores）监听分值（Occupancy Rate）占有率（Percent Abandon）呼叫放弃率（Percent Agent Utilization）值机员利用率（Percent Attendance）出勤率（Percent Blocked Call）忙音率（rejection）拒绝（sample）样本（sampling frame）取样设计（soft data）软数据（statistical significance）显著性检验（stratified sampling）分组取样（survey cycle time）调查周期时间（total calls offered）总呼叫数（TSR turnover）值机员流动率（word of mouth）口碑（wrap—up time）事后处理时间（Bivariate analysis）统计分析中同时有两个变量起作用的多元分析（Confidence interval）置信度（Cross—tabulation）交差表（customer—centric）以客户为中心（customer lifetime value）客户的终生价值（customer retention）客户保持度（customer share）客户占有率（dependent variable）因变量（external metrics）外部度量标准（internal metrics）内部度量标准（hold time）持线等待时间（independent variable）自变量（negative relationship）负关系（percent of calls handled on the first call）一次性解决问题的呼叫率（（percent of calls placed in queue）队列放置率（positive relationship）正关系（preferred vendor）优先选择的公司（queue time）平均排队时间（random sample）随机抽样（regression）回归分析（Average Abandonment Time）平均放弃时间（Average Cost per Call）平均单呼成本（Cost/FTE）呼叫中心运营成本/全时值机员工作时间（Average Handle Time）平均通话时间（Average Hold Time）平均持线等待时间（Average Number of Ring）平均振铃次数（Average Queue Time）平均排队时间（Average Speed of Answer）平均通话时间（Average Talk Time） average handle time平均通话时间（Average cost per contact）平均单呼成本。
call客中心基本规章制度第一章总则第一条为规范call center的管理和运营，保障客户服务质量，提高工作效率，制定本规章。
第二条本规章适用于call center的工作人员，包括客服人员、管理人员等。
第三条所有call center工作人员应严格遵守本规章制度，忠实履行工作职责，维护公司形象。
第二章工作职责第四条 call center工作人员应遵守工作时间，按时上班，不迟到、早退。
第五条 call center工作人员应保持良好的工作状态，积极主动地处理客户问题，提高客户满意度。
第六条 call center工作人员应具备良好的沟通能力，准确理解客户需求，耐心细致地回答客户问题。
第七条call center工作人员应保守客户信息，严格遵守保密制度，不得擅自泄露客户资料。
第三章工作作风第八条 call center工作人员应保持良好的工作作风，工作期间不得喧哗、聊天，要保持专注。
第九条 call center工作人员应保持良好的团队合作精神，互相协助，共同完成工作任务。
第十条 call center工作人员应保持良好的服务态度，对客户要热情友好、礼貌待人。
第四章工作流程第十一条 call center工作人员应熟悉公司业务流程，准确掌握电话接听、信息录入等操作流程。
第十二条 call center工作人员应按照规定的标准处理客户问题，及时、准确地解决客户疑问。
第十三条 call center工作人员应及时向管理人员汇报工作情况，积极参与培训和学习，不断提升自身业务水平。
第五章工作纪律第十四条 call center工作人员不得擅自离岗或请假，如有特殊情况需事先向领导请假。
第十五条 call center工作人员不得私自接私活或参与其他商业行为，一经发现，将受到处罚。
第十六条 call center工作人员应遵守公司相关规定，不得泄露公司机密信息，一经发现，将受到严厉处理。
第六章处罚措施第十七条对于违反规章制度的call center工作人员，将按照公司管理规定给予相应处罚，包括警告、罚款、停职等。
call center 体系运作流程Call Center体系运作流程一、引言Call Center是现代企业中常见的客服服务体系，其运作流程对于提供高质量的客户服务至关重要。
本文将详细介绍Call Center体系的运作流程。
二、客户呼叫Call Center的运作流程始于客户的呼叫。
当客户遇到问题或需要咨询时，他们会拨打企业提供的客服电话。
这些电话号码通常在企业的网站、产品包装或广告中提供。
三、呼叫分配一旦客户呼叫进入Call Center系统，呼叫将被分配给可用的客服代表。
分配的方式可以是随机的，也可以根据客服代表的专业领域或负荷情况进行智能分配。
四、客服代表接听客服代表接听呼叫后，会首先自我介绍并确认客户的身份。
他们会倾听客户的问题或需求，并尽力提供解决方案或回答疑问。
五、信息记录在通话过程中，客服代表会记录重要的客户信息和对话内容。
这些记录对于后续处理和分析非常重要，能够帮助企业了解和改进客户服务质量。
六、问题解决或转接如果客服代表能够解决客户的问题，他们将提供相应的解决方案或建议。
如果问题复杂或超出客服代表的能力范围，他们将与相关部门或专家进行沟通，并将客户转接至相应的人员。
七、客户回访在问题解决后，Call Center可能会进行客户回访，以确保客户对解决方案满意。
回访可以通过电话、邮件或短信等方式进行，目的是收集客户的反馈和建议。
八、问题记录和统计Call Center会将每个呼叫的相关信息进行记录和统计。
这些数据可以帮助企业了解客户需求、问题类型和服务水平，并进行相应的改进。
九、培训和提升Call Center会定期进行培训和提升，以提高客服代表的专业素养和服务质量。
培训内容可以包括产品知识、沟通技巧、客户心理等方面的内容。
十、质量监控为了确保客户服务质量，Call Center会进行质量监控。
监控可以通过随机抽查通话录音或实时监听来进行，目的是评估客服代表的表现，并提供反馈和改进建议。
How Does YOUR Call Center Stack Up?Call Center KPI’sThe Five Most Important Performance Indicatorsfor Customer Service Call Centers(Part 2 of a 6-part Series on Call Center Benchmarking)By Jeff Rumburg and Eric ZbikowskiManaging Partners at:IntroductionToday’s call center technologies and reporting packages make it easy to capture copious amounts of performance data. Most call center managers can tell you everything from last month’s average speed of answer to yesterday’s average handle time. But what does it all mean? If my abandonment rate goes up, but my cost per call goes down, is that good or bad? Is my call center performing better this month than it was last month? Despite all the data that call center managers have at their fingertips, most cannot answer a very basic question: How is my call center performing? Perhaps worse, many call center managers are unaware of the critical role – beyond mere measurement – that Key Performance Indicators (KPI’s) can and should play in the call center. This includes the ability to track and trend performance, identify, diagnose, and correct performance problems, and to establish performance goals and assign accountability for achieving the goals.An increasing number of progressive call centers recognize that when it comes to performance metrics, less really is more! They have discovered the 80/20 rule as it applies to call center performance measurement. These world-class call centers have learned that the effective application of just five KPI’s is all that is required for measuring, managing, and continuously improving their call center performance.In this article, MetricNet (), a leading source of online benchmarks and a pioneer in call center benchmarking, identifies and defines the five most important performance metrics for customer support call centers. They provide benchmark ranges for these metrics, and offer a creative approach for combining these metrics into a single, all-inclusive measure of call center performance.The Mighty Power of MetricsMany of us have heard the sage advice “You can’t manage what you don’t measure.” This is particularly true in the call center, where effective performance measurement is not just a necessity, but a prerequisite for effective decision-making. Despite the widespread belief in this statement, few call centers use KPI’s to their full potential. In fact MetricNet’s research, gathered from literally thousands of call center benchmarks, suggests that the vast majority of call centers use metrics to track and trend their performance – but nothing more! Unfortunately, in this mode, a call center misses the real value of performance measurement by failing to exploit the diagnostic capabilities of KPI’s.The true potential of KPI’s can only be unlocked when they are used holistically, not just to measure performance, but also to:Track and trend performance over timeBenchmark performance vs. industry peersIdentify strengths and weaknesses in the call centerDiagnose and understand the underlying drivers of performance gapsPrescribe actions to improve performanceEstablish performance goals for both individuals and the call center overallIn short, performance measurement and management is a critical discipline that must be mastered for any call center that aspires to world-class performance.A simple example will serve to illustrate how this discipline is applied. MetricNet recently worked with a 500+ seat bank call center that was struggling with low levels of customer satisfaction. A quick benchmark of the KPI’s showed that the bank’s First Contact Resolution (FCR) – the number of contacts resolved on initial contact with the customer – was low, at only 71%. Given the strong correlation between FCR and Customer Satisfaction (Figure 1 below), the bank initiated a number of initiatives designed to increase the FCR. These included more agent training hours, and the implementation of performance goals for FCR. As a result, over a period of eight months the bank realized a substantial increase in FCR, and hence customer satisfaction (Figure 2 below).The Five Most Important Call Center MetricsThe average customer service call center tracks more than 25 metrics. A list of the most common metrics is shown below (Figure 3). This is a classic example of quantity over quality, where call centers falsely assume that they are doing something productive and good by tracking all of these metrics. The vast majority of these metrics, however, are only marginally relevant – at best! The five that really matter are as follows: Cost per callCustomer SatisfactionFirst Contact Resolution RateAgent UtilizationAggregate Call Center PerformanceThese five metrics represent the 80/20 rule when it comes to call center performance: 80% of the value you receive from performance measurement and management in your call center can be derived from these five simple metrics!How do we know these are the most important metrics? Is it a hunch? Suspicion? An academic exercise? No, it’s none of the above. We know that these are the five metrics that matter most because the empirical evidence from more than a thousand call center benchmarks supports this conclusion. But let us explain why these metrics are socritically important.One goal of every business is to achieve the highest possible quality at the lowest possible cost. It stands to reason, therefore, that cost and quality should be measured on an ongoing basis. In fact, many would argue that cost and quality are the only two things that really matter. In a call center, the most effective cost metric is cost per contact, and the best indicator of quality is customer satisfaction. With this premise in mind, it’s relatively easy to come up with the next two metrics on our list: First Contact Resolution (FCR), and Agent Utilization.Earlier in this article, we talked about the importance of using metrics as a diagnostic tool to improve performance. So we have to ask ourselves, if customer satisfaction is one of the “foundation metrics” in the call center, how can we affect it? How can we improve it? Put another way, if customer satisfaction is suffering, what is the diagnosis?Well, it turns out that customer satisfaction is affected by a whole range of other performance variables, including Average Speed of Answer (ASA), Call Quality, and Handle Time, to name just a few. But the single biggest driver of customer satisfaction – by far – is FCR! The strong correlation between these two metrics was illustrated earlier in Figure 1. Nine times out of ten when customer satisfaction needs to improve, this can be achieved by increasing the FCR. This is why world-class call centers pay so much attention to this metric. They engage in a variety of tactics to continuously improve FCR, including agent training, investments in knowledge bases, and agent incentives tied toimprovements in FCR.But what about Cost per Call, the other foundation metric in the call center? It is common knowledge that labor, i.e. personnel, is the single biggest expense in the call center. In fact, for the average call center, 67% of all costs are labor related: salaries, benefits, incentive pay, and contractors. By definition, then, labor costs are the greatest lever we have to reduce the cost per call.The best measure of labor efficiency is agent utilization. Because labor costs represent the overwhelming majority of call center expenses, if agent utilization is high, the cost per call will inevitably be low. Conversely, when agent utilization is low, labor costs, and hence cost per call, will be high. This is illustrated in Figure 4 below.Just as world-class call centers are obsessive about maintaining a high FCR, they are equally committed to keeping their agent utilization rates high. This, in turn, has the effect of minimizing cost per call as illustrated above. That said, high utilization rates taken to the extreme, can actually increase your costs by driving agent turnover rates higher. Whenever utilization numbers approach 80% - 90%, that call center will see relatively high agent turnover rates because they are pushing the agents too hard. Extremely high utilization leads to burnout, and that, in turn, leads to turnover. Turnover is one of the most costly things that a call center can experience. In order to proactively manage agent turnover, best-in-class contact centers focus on “career pathing,” training, and time off phones to work on projects. The more time spent off the phones, the more training agents receive, and the more career coaching they have, thelower the turnover will be. This has to be leavened, of course, with the need to keep agents productive on the phones.The formula for determining agent utilization is somewhat complicated. It factors in the length of the work day, break times, vacation and sick time, training time and a number of other factors. But there is an easy way to approximate agent utilization without going to all this trouble:Let’s say, for example that the agents in a particular call center handle an average of1,250 calls per month at an average handle time of 5 minutes. Additionally, these agents work an average of 21 days per month, and their work day is 7.5 hours after subtracting lunch and break times. The simplified utilization formula above would work out to the following:Once again, this is not a perfect measure of agent utilization, but it is quick and easy, and gets you within 5% of the true agent utilization figure.We have now discussed four of the five metrics that are most important for managing a call center. What about the fifth metric? What is aggregate call center performance, and how do we measure it? Can a single measure really tell us the overall performance of our call center? The answer is yes, but as the name suggests, it involves aggregating a number of measures to come up with a combined score for call center performance. MetricNet’s research shows that establishing a single, overall score for your call center is critical. We call this measure the Balanced Score because it truly does communicate a balanced picture of call center performance. This is a mechanism that utilizes the key measures tracked in a call center, including such things as cost per call, ASA and call abandonment rate, and rolls them into a single, aggregate measure of call center performance.The value of this metric, when tracked over time, is that it enables call centers to determine whether overall performance is improving or declining. Oftentimes, when a call center attempts to communicate its performance to other stakeholders in the business, particularly to lay people who do not understand call center operations, they quickly become overwhelmed by the minutia of such measures as speed-of-answer and abandonment rate, and they are confused as to how to interpret the results. They are likely to focus in on one, easily-understood measure like abandonment rate or first-call resolution rate, and draw conclusions about overall call center performance from these two (relatively unimportant) measures. This is a classic case of “missing the forest for the trees”. It is therefore absolutely critical to communicate the overall performance of the call center, and the Balanced Score does that for you. It allows the aggregation of a whole series of measures, the normalization of those measures, and the creation a singleall-encompassing indicator of call center performance on a monthly basis. In this way, the call center can track its overall performance, and, in any given month, may see costs go up or customer satisfaction go down or speed of answer increase, but these individual measures take on a secondary level of importance because the Balanced Score provides a more complete and accurate portrait of call center performance.Figure 5 below illustrates how the Balanced Score is determined.Figure 6 below illustrates the Balanced Score for one call center over a twelve month period. Notice how you can see at a glance which months had improving performance (the balanced score goes up), and which months had declining performance (the balanced score goes down). The good news for this call center is that the overall trend is in a positive direction.Metrics that Don’t Matter (as much)Some of the most commonly tracked metrics in the call center, including ASA and Call Abandonment Rate, did not make the cut of the top five. Why is this? Have we missed something? Why are ASA and Call Abandonment Rate, which are so widely followed in this industry, not included in the top five? The answer is simple…they just don’t matter! That’s right; these metrics which are the foundation of so many service level agreements have almost no impact on customer satisfaction. Worse yet, as these metrics are pushed lower (i.e., lower ASA and lower Call Abandonment Rates) the cost per call increases geometrically! These facts fly in the face of almost all call center wisdom, which holds that ASA and Call Abandonment Rate should be driven as low as possible.If nothing else, in this paper we hope to shatter the myth that ASA and Call Abandonment Rate are important metrics. The reality is that these measures can yield unintended results if pushed too low. They will increase your costs without any corresponding increase in customer satisfaction. In the next section of this article, we will provide some guidelines for appropriate ASA and Call Abandonment Rate targets. And, as you probably suspect, they are higher than you might think.As we stated earlier in this article, these conclusions are based on empirical evidence. Figures 7, 8, 9, and 10 below show how little these two metrics affect customersatisfaction, yet how much they can increase your costs if driven too low.Please keep in mind that ASA and Call Abandonment Rate are not the only “low value” metrics tracked by many call centers. Figure 3 above shows 25+ of the most common metrics tracked by call centers, and the vast majority of these metrics fall into the same category as ASA and Call Abandonment: they add little if any value. Again, if you keep in mind the 80/20 rule of call center performance measurement, and focus on the five metrics identified in the previous section, you can operate your call center very efficiently and effectively.Benchmark Performance RangesAs a company that provides online benchmarks to companies worldwide, and across all major industries, MetricNet relies extensively on benchmarking to establish performance goals and targets for its call center clients. For the five most important call center metrics, Figure 11 below provides a number of valuable benchmarks that may be useful in establishing performance targets for your call center.ConclusionMost call centers commit two major mistakes when it comes to performance measurement: 1) they track too many metrics, and 2) they do not exploit the full potential of their performance metrics as a diagnostic tool.In this article we have shown that you can effectively track and trend your call center performance using just five KPI’s. The two “foundation metrics” that every call center should track on an ongoing basis are Cost per Call and Customer Satisfaction. The nexttwo metrics in the top five are the ones that have the greatest influence on cost and customer satisfaction: Agent Utilization and First Contact Resolution. And the final metric, what we call an aggregate metric because it provides an overall measure of call center performance, is the Balanced Score.These five metrics not only allow you to effectively measure your call center performance, but they enable you to:Track and trend performance over timeBenchmark performance vs. industry peersIdentify strengths and weaknesses in the call centerDiagnose and understand the underlying drivers of performance gapsPrescribe actions to improve performanceEstablish performance goals for both individuals, and the call center overall When it comes to call center measurement and management, less really is more! By tracking just five KPI’s, and using these KPI’s diagnostically to affect positive change in the call center, the job of guiding your call center towards world-class performance can be greatly simplified.Due to space limitations, this article barely begins to scratch the surface on the topic of call center performance metrics. In subsequent articles, MetricNet will continue its series on Successful Benchmarking for the Call Center, with articles on:Benchmarking Peer Group Selection: How to Ensure a Fair, Apples-to-Apples Comparison in Your Call Center BenchmarkThe Benchmarking Performance Gap: Diagnosing the Causal Factors Behind Your Call Center’s Performance GapsThe Cost vs. Quality Tradeoff: How Benchmarking Can Help You Achieve the Right Balance Between Cost and Quality in Your Call CenterThe Benchmarking Payoff: How to Build a Hard-Hitting Action Plan From Your Call Center BenchmarkStay tuned for next month’s article!About the AuthorsThe authors of this article, Jeff Rumburg and Eric Zbikowski, are both Managing Partners at MetricNet, the premier provider of performance metrics, benchmarks, performance reports, and scorecards for corporations worldwide.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 IBM, Bank of America, and General Motors. 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 positions of increasing responsibility 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.Eric Zbikowski is a co-founder and Managing Partner at MetricNet, LLC. Eric oversees all of worldwide sales, marketing and operations, and assists in the direction of MetricNet's global enterprise. Mr. Zbikowski is a knowledgeable leader with nearly 15 years experience in operational management, customer service and performance benchmarking. Previously, he was The Director of Operations, Worldwide Sales and Services at MicroStrategy - a leading enterprise software company. There, he ran worldwide sales operations and assisted in the execution of an overall sales strategy. Prior to that, he was Director of Sales and Marketing at The Corporate Executive Board - a global research firm focusing on corporate strategy for senior executives. Previously, he was a Vice President of Consulting at META Group - a leading information technology research and advisory services firm, where he helped create and launch META Group's Call Center Benchmark for Energy Utilities and fulfilled numerous help desk, call center and customer satisfaction engagements for Fortune 2000 companies. Prior to joining META Group, Mr. Zbikowski worked at The Bentley Group, A TSC Company, where he managed and directed the Information Services Division, focusing primarily on customer satisfaction, competitive analysis and performance benchmarking. Mr. Zbikowski also spent 3 1/2 years at Gartner Group, where he was well-published in performance benchmarking. There, he served as a regular speaker at conference seminars and co-created/launched a quality-management, customer-satisfaction benchmarking service used by CIOs of Fortune 500 companies. Mr. Zbikowski is also extensively involved in the community and is Co-Founder and Vice Chairman of The Board and Chairman of The Development Committee at The Computer Corner, a nonprofit community technology center in Washington DC. The Computer Corner continues to be rated "one of the finest small charities Greater Washington has to offer" by The Catalogue for Philanthropy. Mr. Zbikowski graduated cum laude in Economics from The Wharton School at the University of Pennsylvania, with a dual concentration in entrepreneurialmanagement and marketing.For More InformationFor more information on MetricNet, go to , e-mail us at info@, or call us at 703-992-7559.。
Call Center是什么？Call Center（呼叫中心），通过电话系统，在人工座席或计算机应答设备的引导下，把用户的查询与某个电脑资料库连接起来，把有关的信息播送给客户，并取得来自客户的反馈信息。
这种系统就是典型的Call Center。
基于"计算机－语音集成技术（CTI）"的Call Center，可以提供信息咨询、电话销售、在线技术支持、售后服务和电话促销等商务活动。
它是一种用途广泛、使用障碍极少的商务模式。
Call Center是连接企业与市场之间的一种功能强大的纽带。
一个企业，可以把与客户相关的各种电话服务集中于Call Center处理。
比如IBM中国区的Call Center有200个座席，每月处理19万个电话，为各个业务部门的售前售后提供客户服务。
Call Center有企业内部的和外包的2种模式。
联通寻呼的"191生活呼叫"是一种以"B2C"为主的公共呼叫中心平台，它可同时为不同企业提供呼出和呼入服务。
目前已有10余家不同企业应用"191生活呼叫"，提供诸如餐厅订座、机票购买、订水服务、汽车抢修、售后服务、促销活动等。
直效营销和Call Center一对一的营销模式中，电话营销是最有效的即时互动型客户沟通方式之一，它的特点是以呼出业务为主，更以"B2C"见长。
国外Call Center在直效营销中的应用已经相当普遍。
美国Transcom公司是年收入增长达到340％的大型呼叫中心，它的业务90％是B2C的，88％是呼出型的，它主要承担通信、公用事业、资产抵押出租业务。
呼出服务还是Call Center的获利主要来源。
但在中国，这方面的业务障碍还比较多。
联通寻呼的"191生活呼叫"最近为一家大型会员制的商业企业提供呼出服务，开创了一个很好的先例。
在促销活动和电视直销的反馈应接上，常常会有短时间电话呼入的集中高峰。
许乃威28个CALL Center常用KPI指标目录COST (2)每通电话成本 (2)每分钟电话成本 (2)QUALITY： (2)质量分数 (2)客户满意度 (2)重复处理率 (3)PRODUCTIVE (3)处理量/人月 (3)员工利用率（不建议用人员利用率） (3)AGENT (3)工时利用率 (3)人员流失率 (4)考勤 (5)培训时间 (5)客服代表占比 (5)遵时率 (5)员工任用期 (5)员工满意度 (5)SERVICE LEVEL (5)平均应答速度（不建议用平均应答时长） (5)放弃率 (5)服务水平 (6)平均等待时间 (7)平均保留时间 (7)客户耐心度 (7)忙线比 (7)CALL HANDING (7)平均处理时长 (7)通话时长 (7)话后处理时长 (8)一次解决率 (8)自助服务率 (8)转接电话率 (8)COST每通电话成本每分钟电话成本Cost per Call 单位呼叫成本中文词条名单位呼叫成本英文词条名Cost Per Call名词解释指某段统计时间内，呼叫中心的全部成本，包括人工成本，通讯成本以及设备折旧等除以来电处理量。
呼叫中心在进行单呼成本控制时，应该努力在保证客户满意度的情况，使单呼成本不断地降低。
计算公式无应用范围呼叫中心用于成本估算和跟踪时的一个重要指标。
它通常和单位人力成本和单位面积成本一同考量。
一般情况下，单位呼叫成本越低，该呼叫中心运营效率越高。
QUALITY：质量分数客户满意度•英文词条名•Client Satisfaction•名词解释•衡量有多少客户感到满意。
应用范围•客户满意度调查的对象通常为对客户和服务提供商之间的关系有直接影响的人或者是与服务提供商相互影响的人。
对于自建的呼叫中心，客户满意度调查的对象可能是公司的市场部、销售部等与呼叫中心紧密联系的部门负责人。
对于外包呼叫中心，客户满意度调查的对象是发包公司的相关负责人。
•以五分制（三分代表中立意见）的满意度调查为例，高绩效的呼叫中心达到80%-85%的四分和五分。
