OrderlyQ ROI Calculator

On this page we present a quantified analysis of the benefits OrderlyQ can bring a busy call centre, and provide an estimate of the ROI you can expect to leverage with the OrderlyQ system

We've produced a second-by-second call centre analysis using actual call centre data to highlight the problems facing a typical Sales line.

Value of Answered Calls

In order to calculate the return on investment generated by answering more calls, we first must value the calls that are already being answered. This is easily done on a Sales line where the value of sales is known.

Over the course of a working day, the sales team makes on average 1098 sales from the 2191 answered calls. The sales for the day totaled £12,928.00, giving an average value per call of £5.91.

Note: If you're entering your own figures and do not know the Number of Sales figure, just leave it as-is. The calculator can work out the Value of Calls without it.

Note: If you're deploying OrderlyQ on a non-sales (e.g. Customer Services) line, then the value of the calls is harder to quantify - but you can use Cost of Staffing for Peaks to find out how much it would cost to hire additional staff to answer the calls, which should give you a good idea of their value.

Cost of Unanswered Calls

Now that we know the value of each answered call, it's easy to calculate the revenue lost for each unanswered call:

In this example, the team has an abandonment rate of 13%, so the number of Unanswered calls is given by the Number of Answered Calls * 13 / (100 - 13) = 327

Cost of Staffing for Peaks

In order to recover the lost revenue from these calls, extra staff will be needed when a standard on-hold queue is used. We've run our analytical second-by-second call centre model with various levels of staff to find out how many calls are answered. The results are shown in the following graph:

The graph flattens at the top, which implies there is a law of diminishing returns on adding extra staff. This is because of the peaks and troughs in call volume, which result in idle time when staff levels are high.

Our sales line is answering 87% of its calls. It has a maximum team size of 45 seats staffed at any one time. Because agents work in shifts, however, there are 72 agents on payroll to man these seats.

Looking at the graph, this means it only has 62% of the staffed agent-seats it would need in order to answer all the incoming calls.

When staffed for peaks, this call centre will need 76 staffed agent-seats in the morning, and 68 staffed agent-seats in the afternoon, or an average of 27 extra manned agent-seats, if it is not to drop any of its calls.

This means the call centre will need an additional 27 * 1.6 = 44 extra agents on payroll to staff the agent-seats required, which is a significant increase in the total size of the call centre.

Furthermore, The overall cost of running a call centre scales with the number of agents, so that agent salaries account for 70% of staff centre costs, on average (Source: DTI). The extra cost of running this sales line with enough agents to handle the calls can therefore be calculated as follows:

As can be readily seen, this is greater than the value of the dropped calls themselves. Staffing for peaks is therefore simply not a cost-effective strategy.