One important finding was that most sites have fairly good technology and feel themselves to be reasonably (if not
exceptionally) well managed, using reasonable analytics. On the more technical side, for most organisations poor phone numbers
are not the number one problem in gaining good dialler effectiveness, nor for most is getting reasonable connect rates daytime
To summarise the results of the survey, we produced two overall charts. One was our assessment of how well equipped
and how well managed each site appears to be from its response.
For systems – how well implemented, how good the system, how good the automated management information;
For management – how well the queues and the calling are structured, how well staff are managed and incentivised,
and how technically capable the organisation is in managing the dialler programmes and optimising connect rates.
This first positioning chart showed most respondents in the upper part of the chart with strong clustering in the
centre and top right sections– most organisations had a good foundation in systems and technology, and reasonable analytical
management. This clustering was unsurprising - the respondees were mainly large and reasonably well-equipped organisations.
The strong systems / installation bias was also unsurprising - many of the respondees were on their second generation of dialler
the main clustering, four organisations stood out on the chart as being ‘best ranking’ both for systems and in
good analytic management.
expected to see all of this carried through to the second chart which showed actual positioning by quantative measures (daily
success in working through the download volumes, and also collector cost efficiency). Unlike
the first chart, this second was entirely objective, from calculations
based on hard data from detailed responses (including calls
per hour, right party contacts, daily spin rate and connect rates).
But this second chart, but
the actual ‘hard achievement’ results did not show the same picture as the first chart, with its four apparent
strong players. Only two of these four performed at the top end. Most
operations were running well below these leaders. As in the first chart there was clustering, but now it was in the bottom
left hand quadrant, suggesting that for many organisations “action needs to be taken”. Additionally there were some distinctive ‘outlying’ organisations
with individual difficulties or unusual set-ups.
The yellow boxes
attempt to summarise the overall position of organisations in each sector.
Actual Dialler Performance (showing movement after 18 months)