Aarkstore Enterprise--- Evolving Medical Information Call Centers through Performance Measurement and Process Improvement
Posted Sep 13 2010 1:52am
Reinvent Your Medical Information Call Centers:
Are your call loads decreasing because customers seek information via new avenues? Do you face info-sharing competition within your own organization? What new areas demand medical information expertise?
Evolving Medical Information Call Centers addresses these questions — and more — to give your company the boost needed to correct your call centers’ mistakes and evolve the group into new territories. Our study contains real-world data and best practices from top pharmaceutical companies’ medical information call center operations.
With customers able to find product information on the Internet or from other sources -- and with internal teams encroaching on territory previously owned by medical information groups -- call center leaders now face a number of potentially function-changing challenges.
Top teams combat the evolving landscape by tightening their own ships – which means enacting performance metrics and process improvements to become more efficient and to strengthen customer relationships. Additionally, medical information call centers continue to move into new areas, adding tasks where their skill sets translate well.
Medical Information Structures, Headcounts and Budgets – As the first major point of contact between patients and doctors and the company, call centers set the tone between customers and the firm. For medical information teams to deliver the highest quality service, they must be structured well and own sufficient headcounts and budgets. This chapter investigates structure and staffing choices while determining how these influence call center budgets.
Call Center Performance Measurement – Surprisingly, metrics tracking is a largely under-utilized practice in medical information call centers. In this threatening environment, however, the first step toward improvement is tracking and measuring call center metrics. This chapter examines what measures companies currently track -- and which ones all centers should be tracking. Benchmarks help call centers compare themselves against centers at top pharma companies.
Call Center Process Improvement – Pharmaceutical companies that focus on making their call centers efficient, available and easy to navigate will earn customer raves. To ensure that customers have good experiences, medical information leaders build sound processes into their call centers. This chapter provides details of call center processes such as answering systems, agent availability, triage systems as well as response methodologies and internal communication.
Table of Contents : Executive Summary 11
Study Methodology 14
Profiled Companies 15
Medical Information Call Centers: Five Principles for Success 16
Medical Information Structures, Headcounts and Budgets 25
Medical Information Structures 26
Medical Information Call Center Headcounts 34
Medical Information Budgets 40
Call Center Performance Measurement: Tracking Key Metrics 47
Metrics Tracking Systems 66
Call Center Process Improvement 69
Initial Contact with the Call Center 70
Responding to Inquiries 83
Monitoring Customer Satisfaction 94
CHARTS AND GRAPHICS
Executive Summary Figure E.1: Percentage of Companies with Internal or Outsourced or Both Types of 14 Call Centers Figure E.2: Call Center Metrics Tracked 18 Medical Information Structures, Headcounts and Budgets Figure 1.1: Medical Information Reporting Lines 24 Medical Information Structures Figure 1.2: Percentage of Companies with Centralized and Decentralized Structures 25 Figure 1.3: Percentage of Companies with Internal or Outsourced or Both Types of 26 Call Centers Figure 1.4: Percentage of Companies with Internal Medical Information Call Centers 27 in Place Figure 1.5: Percentage of Companies with Outsourced Medical Information Call 28 Centers in Place Figure 1.6: Percentage of Companies with Internally Run Call Centers (by Country) 29 Figure 1.7: Percentage of Outsourced Call Center Operations in US versus Ex-US 29 Figure 1.8: Level of Executive Level Leading Medical Information Department 30 Medical Information Call Center Headcounts Figure 1.9: Call Center Staffing 33 Figure 1.10: Average Total Monthly Calls per FTE 33 Figure 1.11: Levels of Education Represented in Medical Information Call Centers 34 Figure 1.12: Mix of Education Levels in Tiered Call Centers 35 Figure 1.13: Source of Medical Information Budgets 38 Medical Information Budgets Figure 1.14: 2008 US Medical Information Budgets 39 Figure 1.15: 2008 US Budget per FTE 39 Figure 1.16: Percentage of Medical Information Budget Allocated to Salaries 40 Figure 1.17: Brand-Level Medical Information Spending 41 Figure 1.18: Percentage of Medical Information Departments that Provide Written 42 Information on Investigational Products
CHARTS AND GRAPHICS
Call Center Performance Measurement: Tracking Key Metrics Figure 2.1: Call Center Metrics Tracked 47 Figure 2.2: Average Total Number of Monthly Calls per Call Center 48 (Inbound and Outbound) Figure 2.3: Average Total Number of Annual Calls per Call Center 49 (Inbound and Outbound) Figure 2.4: Average Total Monthly Calls per FTE 49 Figure 2.5: Average Total Annual Calls per FTE 50 Figure 2.6: Average Inbound Calls vs. Outbound Calls 51 Figure 2.7: Inbound vs. Outbound Calls 52 Figure 2.8: Average Number of Inbound Calls Received per Month (per Call Center) 53 Figure 2.9: Average Number of Inbound Calls Received per Month per FTE 53 (per Call Center) Figure 2.10: Average Number of Outbound Calls Performed per Month 53 (per Call Center) Figure 2.11: Average Number of Outbound Calls Received per Month per FTE 55 (per Call Center) Figure 2.12: Expected versus Actual Turn-Around Time 56 Figure 2.13: Percentage Actual Turn-Around Time Runs Over Expected Turn-Around 57 Time Figure 2.14: Average On-Hold Times 58 Figure 2.15: Average Abandonment Rates 59 Figure 2.16: Average Customer Satisfaction Rating 60 Figure 2.17: Cost per Call 62 Figure 2.18: Number of Written Responses Disseminated per FTE Annually 63