Want FREE Templates on Strategy & Transformation? Download our FREE compilation of 50+ slides. This is an exclusive promotion being run on LinkedIn.







Flevy Management Insights Case Study
Travel Industry Call Center Optimization in North America


There are countless scenarios that require Call Center. Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Call Center to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, best practices, and other tools developed from past client work. Let us analyze the following scenario.

Reading time: 9 minutes

Consider this scenario: A travel services firm in North America is struggling with high customer service call volumes that lead to long wait times and customer dissatisfaction.

Despite the adoption of a new CRM system, the company's call center has not seen an improvement in operational efficiency. The organization is facing increasing pressure to improve customer experience, reduce call handling times, and increase first call resolution rates without significantly raising costs.



In response to the challenges faced by the travel services firm, an initial hypothesis could center on insufficient training of call center staff, which may be impacting their ability to leverage the new CRM system effectively. Additionally, the current call routing system might not be optimized to match customer inquiries with the most knowledgeable agents. Lastly, there could be an underutilization of self-service options, forcing customers to rely on agent interactions for issues that could be resolved through automated systems.

Strategic Analysis and Execution Methodology

The resolution of the call center inefficiencies can follow a robust 5-phase methodology that brings clarity to the underlying issues and provides a roadmap for improvement. This established process, commonly used by leading consulting firms, ensures a holistic approach to problem-solving and helps in achieving sustainable performance enhancements.

  1. Diagnostic Assessment: Evaluate the current state of the call center, including technology, processes, and workforce capabilities. This phase involves:
    • Assessing agent performance metrics such as Average Handle Time (AHT) and Customer Satisfaction (CSAT) scores.
    • Identifying process bottlenecks and technology gaps that impede efficiency.
    • Collecting feedback from agents and customers to gain qualitative insights.
  2. Process Reengineering: Redesign call center workflows to remove inefficiencies and integrate best practices. This includes:
    • Implementing a skills-based routing system to improve first call resolution.
    • Streamlining call scripts and knowledge bases for faster issue resolution.
    • Optimizing the use of the CRM system through targeted training programs.
  3. Technology Enablement: Leverage technology to automate routine tasks and support complex inquiries. Focus areas are:
    • Expanding self-service options through AI-driven chatbots and IVR systems.
    • Integrating advanced analytics for real-time decision-making support.
    • Upgrading communication channels to include omnichannel support.
  4. Performance Management: Develop a robust framework to measure and manage agent performance. Key activities include:
    • Creating a balanced scorecard that includes efficiency and quality metrics.
    • Implementing regular coaching and feedback sessions to drive continuous improvement.
    • Establishing recognition programs to incentivize high performance.
  5. Continuous Improvement: Ensure the call center's operations are sustainable and adaptable to future changes. This involves:
    • Setting up a governance structure to oversee ongoing process improvements.
    • Conducting periodic reviews to align call center goals with overall business objectives.
    • Encouraging a culture of innovation and agility within the call center team.

Learn more about Process Improvement Balanced Scorecard Continuous Improvement

For effective implementation, take a look at these Call Center best practices:

Call Center - Implementation Toolkit (Excel workbook and supporting ZIP)
Contact Center Workforce Management - Implementation Toolkit (Excel workbook and supporting ZIP)
Contact Center Solution - Implementation Toolkit (Excel workbook and supporting ZIP)
Multichannel Contact Center Strategy (27-slide PowerPoint deck)
View additional Call Center best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Call Center Implementation Challenges & Considerations

One consideration might be the integration of new technologies without disrupting current operations. It is crucial to plan for a phased implementation to minimize downtime and ensure a smooth transition. Another aspect is the change management required to foster adoption of new processes among call center agents. This involves clear communication, training, and possibly adjustments to incentive structures. Lastly, executives may be concerned about the upfront investment required for such an overhaul. It is essential to stress that while there are initial costs, the long-term benefits include improved customer satisfaction, increased agent productivity, and cost savings from enhanced efficiency.

Upon successful implementation of the methodology, the organization can expect a reduction in Average Handle Time by up to 20%, an increase in Customer Satisfaction scores by at least 10 points , and a rise in first call resolution rates by 15-25%. Additionally, the organization should see a decrease in employee turnover rates due to greater job satisfaction and better performance incentives.

Implementation challenges may include resistance to change from staff accustomed to existing workflows, technical glitches during the transition to new systems, and the need for ongoing training and support for call center agents.

Learn more about Change Management Customer Satisfaction Call Center

Call Center KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Measurement is the first step that leads to control and eventually to improvement.
     – H. James Harrington

  • Average Handle Time (AHT): Lower AHT indicates improved efficiency in call handling.
  • First Call Resolution (FCR) Rate: Higher FCR rates reflect better problem-solving capabilities and customer satisfaction.
  • Customer Satisfaction (CSAT) Score: A critical metric for gauging the effectiveness of customer service interactions.
  • Employee Turnover Rate: A reduction in turnover can signal a more satisfied and stable workforce.
  • Cost Per Call: Monitoring this metric helps in understanding the financial impact of call center operations.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

During the implementation, it was observed that a significant amount of calls could be deflected through better-designed self-service options. According to Gartner, by 2022, 85% of customer service interactions will start with self-service. This insight supports the investment in automated systems like chatbots and IVR to handle routine inquiries, freeing up agents for more complex issues.

Another insight is the importance of data in managing call center operations. Real-time analytics can provide supervisors with the information needed to make immediate staffing adjustments and identify training needs. This proactive approach to performance management is instrumental in achieving operational excellence.

Learn more about Operational Excellence Performance Management

Call Center Deliverables

  • Operational Assessment Report (PDF)
  • Technology Implementation Roadmap (PowerPoint)
  • Agent Training Program (PDF)
  • Performance Management Framework (Excel)
  • Continuous Improvement Playbook (MS Word)

Explore more Call Center deliverables

Call Center Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Call Center. These resources below were developed by management consulting firms and Call Center subject matter experts.

Call Center Case Studies

A renowned hospitality company implemented a similar call center optimization strategy, resulting in a 30% reduction in call volume through effective self-service channels and a 50% improvement in customer satisfaction scores.

An international airline revamped its call center operations using this methodology, leading to a 40% decrease in Average Handle Time and a 20% increase in agent productivity through better use of CRM and analytics tools.

A leading retail firm applied these strategies and saw a 25% increase in first call resolution rates, alongside a 10% reduction in operational costs due to more efficient call handling and routing systems.

Explore additional related case studies

Ensuring Agent Adoption of New Technologies

The successful implementation of new technologies is contingent on user adoption rates. To mitigate the risk of low adoption, it is imperative to execute a comprehensive change management strategy. This strategy should encompass not only training but also a clear articulation of the benefits to agents' daily routines. For instance, Accenture's research highlights that 75% of successful transformations occur when staff understand the benefits and are engaged in the process.

Furthermore, incorporating agent feedback in the design and rollout phases can lead to higher engagement levels. A collaborative approach ensures that the tools developed are user-friendly and actually address the pain points experienced by agents. As agents begin to experience the tangible benefits of the new system, such as reduced call handling times and lower stress levels, their buy-in and adoption rates are likely to increase, driving the overall success of the technology implementation.

Measuring the Impact on Customer Experience

While operational metrics such as Average Handle Time and First Call Resolution are important, they must be balanced with measures that directly reflect customer experience. Bain & Company reports that companies excelling at customer experience grow revenues 4-8% above their market. It is critical to implement a Voice of the Customer (VoC) program to capture and analyze customer feedback across various touchpoints. This program can yield insights into customer sentiment and identify specific areas of the call center experience that require improvement.

Additionally, Net Promoter Score (NPS) can be used to gauge the likelihood of customers to recommend the company's services based on their call center interactions. Tracking NPS over time, and correlating changes with specific operational modifications, can provide a clear picture of the impact on customer experience. A positive trend in NPS is often a leading indicator of future revenue growth and customer loyalty.

Learn more about Customer Experience Customer Loyalty Voice of the Customer

Alignment with Broader Organizational Goals

Call center optimization efforts must be aligned with the broader strategic objectives of the organization. For example, if a company is aiming to position itself as a leader in customer service, the call center's performance metrics should reflect this priority. According to McKinsey, companies that align their customer service operations with their strategic vision see a 30% increase in customer satisfaction and a significant impact on brand perception.

In ensuring this alignment, executive leadership should work closely with call center management to set appropriate Key Performance Indicators (KPIs) that support the overall business strategy. This alignment ensures that the call center's contributions are not viewed in isolation but as integral to the company's success. Additionally, regular strategy sessions between call center leadership and executive management can foster a shared understanding of goals and facilitate the necessary support for call center initiatives.

Learn more about Customer Service Key Performance Indicators

Cost Implications of Call Center Optimization

Cost considerations are paramount in any optimization initiative. It is essential to conduct a thorough cost-benefit analysis to justify the investment in call center improvements. Deloitte's studies suggest that a well-executed call center transformation can lead to a 20-30% cost reduction while maintaining or improving service quality. By identifying and quantifying the expected cost savings from efficiencies and the potential revenue uplift from improved customer satisfaction, executives can make informed decisions about the investment.

It is also important to consider the Total Cost of Ownership (TCO) when implementing new technologies. This includes not just the upfront investment but also ongoing maintenance, support, and training costs. A long-term perspective on costs and benefits will ensure that the call center optimization delivers value and supports sustainable growth. Executives should also remain open to adjusting the scope of the project in response to early wins or unforeseen challenges, ensuring that the initiative remains within budget and delivers the expected return on investment.

Learn more about Return on Investment

Additional Resources Relevant to Call Center

Here are additional best practices relevant to Call Center from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Reduced Average Handle Time (AHT) by 20% through process reengineering and targeted training programs.
  • Increased Customer Satisfaction (CSAT) scores by 12 points by implementing skills-based routing and enhancing self-service options.
  • Raised first call resolution rates by 18% with the integration of advanced analytics and omnichannel support.
  • Decreased employee turnover rate by 15% due to improved job satisfaction and performance incentives.
  • Achieved a 25% reduction in cost per call by leveraging technology to automate routine tasks and support complex inquiries.

The initiative to optimize the call center operations of the travel services firm has yielded significant improvements across key performance indicators, demonstrating the effectiveness of the strategic analysis and execution methodology employed. The reduction in Average Handle Time and the increase in Customer Satisfaction scores are particularly noteworthy, as they directly impact customer experience and operational efficiency. The rise in first call resolution rates further underscores the success of the technology enablement and process reengineering efforts. However, while the decrease in employee turnover indicates enhanced job satisfaction, it also highlights the ongoing challenge of ensuring that all staff are fully trained and able to adapt to new technologies and processes. The unexpected level of success in cost reduction per call suggests that there might have been underexploited opportunities in process optimization and technology utilization prior to the initiative. An alternative strategy could have included a more aggressive initial rollout of self-service options, potentially yielding even greater efficiency gains and customer satisfaction improvements.

Given the results and insights gained from the implementation, the recommended next steps should focus on consolidating the gains while addressing the areas of underperformance. Firstly, an expanded investment in continuous training and development programs for call center agents is crucial to sustain the improvements in AHT and CSAT scores. Secondly, further enhancement of self-service capabilities, using customer feedback and usage data, can drive down call volumes and free up agents for more complex inquiries. Lastly, a regular review of the technology and processes in place, with an eye towards emerging customer service technologies, will ensure that the call center remains at the forefront of operational efficiency and customer satisfaction.

Source: Travel Industry Call Center Optimization in North America, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.