Free Desktop Support Training | Unleashing the Enormous Power of Desktop Support KPIs

Unleashing the Enormous Power
of Desktop Support KPI’s
Desktop Support Best Practices Series

Visit MetricNet’s Resource Library at www.metricnet.com
© MetricNet, LLC, www.metricnet.com 1
1

Become a MetricNet Premium Member: It’s Free!

MetricNet Benchmarks
MetricNet
Benchmarks
Peer Group
Benchmarks
Industry
Benchmarks
Benchmarking
Data Files
 Custom Benchmark
 Unique Peer Group
 Industry Benchmarking
Reports by geography
 Custom Benchmarking
Data in Excel format

Learn more at metricnet.com/path-to-world-class-performance
Did you know? Industry data shows that organizations that conduct
benchmarking at least once a year are far more likely to achieve
world-class performance. In fact, there is a virtual 1:1
correspondence between organizations that perform benchmarking
on an annual basis, and those that achieve world-class performance.
“

5© MetricNet, LLC, www.metricnet.com
Connect With MetricNet on Social Media
5
Use
#MetricNetLive
on Twitter to
participate.
Share thoughts,
key points,
questions or just
follow along!

MetricNet Best Practices Series
Benchmark 2014
Global Results for Desktop Support

27 Years of IT Service and Support Benchmarks
More than 3,000 IT Service and Support Benchmarks
Global Database
70+ Key Performance Indicators
More than 120 Industry Best Practices

8
2014 Benchmarking Data: 138 Data Records from 31 Countries
© MetricNet, LLC, www.metricnet.com

The Benchmarking Methodology
Samanage Customer
Service Desk
Performance
Performance of
Benchmarking Peer
Group
Determine How
Best in Class
Achieve Superiority
Adopt Selected
Practices of
Best in Class
Build a Sustainable
Competitive
Advantage
The ultimate
objective of
benchmarking
COMPARE

The Goal of Benchmarking
Cost per Ticket
Quality
HigherLower
Higher
BEST-IN-CLASS
PERFORMANCE CURVE
AVERAGE PERFORMANCE CURVE
AFTER BENCHMARKING
STARTING POINT: BEFORE
BENCHMARKING

POLLING QUESTION

KPI’s Used in MetricNet Desktop Support Benchmarks
 Cost per Ticket
 Cost per Incident
 Cost per Service Request
Cost ProductivityService Level
Quality
Ticket Handling
Technician
 Average Incident Response
Time (minutes)
 % of Incidents Resolved in
1 Business Day
 Mean Time to Resolve
Incidents (business hours)
 Mean Time to Complete
Service Requests (business
days)
 Technician Utilization
 Tickets per Technician-
Month
 Incidents per Technician-
Month
 Service Requests per
Technician-Month
 Ratio of Technicians to
Total Headcount
 Customer Satisfaction
 First Contact Resolution Rate
(Incidents
 % Resolved Level 1 Capable
 Technician Satisfaction
 New Technician Training
Hours
 Annual Technician Training
Hours
 Annual Technician Turnover
 Technician Absenteeism
 Technician Tenure (months)
 Average Incident Work
Time (min)
 Average Service Request
Work Time (min)
 Average Travel Time per
Ticket (min)
Workload
 Tickets per Seat per Month
 Incidents per Seat per
Month
 Service Requests per Seat
per Month
 Incidents as a % of Total
Ticket Volume

Tickets, Incidents, and Service Requests
Incident Volume + Service Request Volume = Ticket Volume
Tickets
Incidents Service Requests
 Unplanned work that
requires a physical
touch to a device
 Hardware break/fix
 Device failure
 Connectivity failure
 Planned work that
requires a physical touch
to one or more devices
 Move/Add/Change
 Hardware or software
upgrade
 Device refresh
 Device set-up

Benchmarking Results Organized Into Three Categories
High Density
Medium Density
Field Services

Benchmarking Data Summary: High Density
Average Min Median Max
Cost per Ticket $84.42 $31.98 $82.03 $179.33
Cost per Incident $69.79 $18.27 $69.35 $148.92
Cost per Service Request $118.10 $48.89 $102.56 $260.27
Tickets per Technician per Month 142.8 54.4 124.9 276.4
Incidents per Technician per Month 100.2 19.2 88.4 230.7
Service Requests per Technician per Month 42.6 10.8 41.5 100.1
Technicians as a Percent of Total FTE's 85.5% 74.8% 84.6% 94.8%
Technician Utilization 54.8% 33.8% 56.5% 70.9%
Mean Time to Resolve Incidents (business hours) 6.5 1.0 5.0 24.1
% of Incidents Resolved in 1 Business Day 74.9% 18.7% 79.0% 94.8%
Mean Time to Fulfill Service Requests (business days) 2.9 1.0 2.6 5.7
% of Service Requests Fulfilled in 3 Business Days 56.3% 16.8% 59.2% 82.5%
Customer Satisfaction 83.6% 54.9% 86.5% 95.8%
Incident First Visit Resolution Rate 83.7% 66.7% 84.3% 97.2%
% Resolved Level 1 Capable 20.2% 3.8% 19.8% 35.4%
Annual Technician Turnover 31.4% 13.1% 27.8% 58.0%
Daily Technician Absenteeism 4.6% 0.8% 4.1% 11.4%
New Technician Training Hours 57 0 48 140
Annual Technician Training Hours 9 0 3 61
Technician Tenure (months) 43.6 17.6 43.9 88.4
Technician Job Satisfaction 78.9% 67.3% 79.7% 89.3%
Average Incident Work Time (minutes) 24.1 8.0 19.9 53.7
Average Service Request Work Time (minutes) 46.3 20.0 40.0 140.0
Travel Time per Ticket (minutes) 9.4 7.0 8.5 19.0
Tickets per Seat per Month 0.54 0.20 0.47 1.01
Incidents per Seat per Month 0.38 0.11 0.35 0.86
Service Requests per Seat per Month 0.16 0.04 0.14 0.42
Incidents as a % of Total Ticket Volume 68.0% 33.6% 69.6% 91.6%
2014 Benchmarking Statistics (High Density)
Cost
Productivity
Workload
Metric Type Key Performance Indicator (KPI)
Service Level
Quality
Technician
Ticket Handling

Benchmarking Data Summary: Medium Density
Cost per Ticket $125.13 $56.46 $116.46 $288.99
2014 Benchmarking Statistics (Medium Density)
Cost
Productivity
Workload
Service Level
Quality
Technician
Ticket Handling

Benchmarking Data Summary: Field Services
Cost per Ticket $249.27 $97.12 $243.90 $508.45
2014 Benchmarking Statistics (Field Services)
Cost
Productivity
Workload
Service Level
Quality
Technician
Ticket Handling

Benchmarking Data Summary: Comparative Averages
High Density Medium Density Field Services
Cost per Ticket $84.42 $125.13 $249.27
Cost per Incident $69.79 $112.42 $232.62
Cost per Service Request $118.10 $158.84 $282.58
Tickets per Technician per Month 142.8 88.1 46.6
Incidents per Technician per Month 100.2 65.1 31.4
Service Requests per Technician per Month 42.6 22.9 15.1
Technicians as a Percent of Total FTE's 85.5% 85.1% 85.0%
Technician Utilization 54.8% 55.8% 57.7%
Mean Time to Resolve Incidents (business hours) 6.5 9.6 13.9
% of Incidents Resolved in 1 Business Day 74.9% 35.7% 24.3%
Mean Time to Fulfill Service Requests (business days) 2.9 5.1 7.3
% of Service Requests Fulfilled in 3 Business Days 56.3% 26.2% 16.4%
Customer Satisfaction 83.6% 85.1% 81.4%
Incident First Visit Resolution Rate 83.7% 84.9% 83.4%
% Resolved Level 1 Capable 20.2% 21.5% 19.7%
Annual Technician Turnover 31.4% 25.3% 27.8%
Daily Technician Absenteeism 4.6% 4.7% 4.7%
New Technician Training Hours 57 62 62
Annual Technician Training Hours 9 13 10
Technician Tenure (months) 43.6 53.9 47.3
Technician Job Satisfaction 78.9% 81.1% 79.6%
Average Incident Work Time (minutes) 24.1 21.2 19.8
Average Service Request Work Time (minutes) 46.3 45.1 44.7
Travel Time per Ticket (minutes) 9.4 37.6 99.4
Tickets per Seat per Month 0.54 0.56 0.53
Incidents per Seat per Month 0.38 0.42 0.36
Service Requests per Seat per Month 0.16 0.13 0.16
Incidents as a % of Total Ticket Volume 68.0% 73.0% 66.5%
2014 Benchmarking Averages
Cost
Productivity
Workload
Service Level
Quality
Technician
Ticket Handling

Key Metrics Magnified
High Density Medium Density Field Services
Cost per Ticket $84.42 $125.13 $249.27
Travel Time per Ticket (minutes) 9.4 37.6 99.4
Average Incident Work Time (minutes) 24.1 21.2 19.8
Average Service Request Work Time (minutes) 46.3 45.1 44.7
Customer Satisfaction 83.6% 85.1% 81.4%
Tickets per Technician per Month 142.8 88.1 46.6
Technician Utilization 54.8% 55.8% 57.7%
Mean Time to Resolve Incidents (business hours) 6.5 9.6 13.9
Mean Time to Fulfill Service Requests (business days) 2.9 5.1 7.3
% Resolved Level 1 Capable 20.2% 21.5% 19.7%
Tickets per Seat per Month 0.54 0.56 0.53
2014 Benchmarking Averages
Key Performance Indicator (KPI)

The Desktop Support Balanced Scorecard
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance metric,
the highest and lowest
performance levels in the
benchmark are recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for each
metric is then
calculated: (worst case
– actual performance) /
(worst case – best
case) X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
21
Worst Case Best Case
Cost per Incident 15.0% $312.00 $19.00 $48.00 90.1% 13.5%
Cost per Service Request 15.0% $556.00 $41.00 $113.00 86.0% 12.9%
Customer Satisfaction 25.0% 67.0% 94.0% 83.0% 59.3% 14.8%
Technician Utilization 15.0% 36.0% 84.0% 59.0% 47.9% 7.2%
First Contact Resolution Rate (incidents) 15.0% 38.0% 84.0% 61.0% 50.0% 7.5%
% of Incidents Resolved in 24 Hours 5.0% 19.0% 71.0% 58.0% 75.0% 3.8%
Mean Time to Complete Service Requests (days) 5.0% 18.4 1.8 5.8 75.9% 3.8%
Technician Satisfaction 5.0% 59.0% 93.0% 84.0% 73.5% 3.7%
Total 100.0% N/A N/A N/A N/A 67.1%
Balanced
Score
Your Actual
Performance
Metric
Score
Performance RangeMetric
WeightingPerformance Metric

The Scorecard Allows a Fair Benchmarking Comparison
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
DesktopSupportBalancedScores
High 86.2%
Average ----- 51.9%
Median 50.1%
Low 16.0%
Your Score 67.1%
Desktop Support Balanced Scores
Key Statistics

Desktop Support Scorecard Trend
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
DesktopSupportBalancedScore
12 Month Average Monthly Score

Empirical Observations from the Best-in-Class
1. Performance Measurement and Management as a Holistic Discipline
2. Annual Benchmarking – 1:1 Correspondence
3. Significant Investments in Technician Training
4. Understanding and Exploiting TCO and First Level Resolution
5. Selective Investments in Technology – Remote Control and Knowledge
Management
6. Process Optimization (ITIL, ITSM)
7. Driving Accountability to Technician Level
8. Marketing Service and Support
9. The Widespread Adoption of ROI Analysis
10. Managing Service and Support as a Business

Management

Metrics as a Fundamental Building Block in IT Support
METRICS
PEOPLE
PROCESS
TECH

10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 2 3 4 5
Metrics Maturity Ranking
DesktopSupportBalancedScore
The Evidence for Metrics as a Foundation Discipline
n = 143

Two Paradigms for Desktop Support KPI’s
The Historical Approach The Holistic Approach
Measurement
(75%)
Analysis
(15%)
Prescription
(7.5%)
Action
(2.5%)
Measurement
(5%)
Analysis
(20%)
Prescription
(30%)
Action
(45%)
IncreasingValue!

The 80/20 Rule for Desktop Support KPI’s
 Cost per TicketCost
Productivity
Quality
Call Handling
 Technician Utilization
 Customer satisfaction
 First contact resolution rate (incidents)
Technician  Technician Satisfaction
Aggregate  Balanced scorecard
TCO  % Resolved Level 1 Capable
Service Level  Mean Time to Resolve

Cost and Quality: Nothing Else Matters!
Lower Cost
Cost per Ticket (Efficiency)
CustomerSatisfaction
(Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
World-Class
Desktop
Support
Peer Group
Higher Cost
Lower
Quality
Higher
Quality

Desktop Support KPI’s: Cause-and-Effect
Cost per Ticket Customer Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Coaching Career Path Training Hours
SL’s
MTTR
Work/
Travel Time
Techs/
Total FTE’s
Absenteeism/
Turnover
% Resolved
Level 1
Capable
Scheduling
Efficiency
Service
Levels: MTTR

Management

Desktop Support KPI’s: Cause-and-Effect
Cost per Ticket Customer Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Coaching Career Path Training Hours
SL’s
MTTR
Work/
Travel Time
Techs/
Total FTE’s
Absenteeism/
Turnover
% Resolved
Level 1
Capable
Scheduling
Efficiency
Service
Levels: MTTR

New Technician Training Hours vs. Technician Satisfaction
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.0 50.0 100.0 150.0 200.0 250.0
New Technician Training Hours
TechnicianSatisfaction

Annual Training Hours vs. Technician Job Satisfaction
40%
50%
60%
70%
80%
90%
100%
0 20 40 60 80 100 120 140
Annual Technician Training Hours
TechnicianSatisfaction

Management

Cost of Resolution: North American Averages
Support Level Cost per Ticket
Vendor
Level 2: Desktop Support
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 1: Service Desk
$471
$196
$85
$62
$22

38

The Tao of SPOC (Single Point of Contact)
User Community
Level 1
Service Desk
Desktop
Support
Field
Support
Level 2 IT
Support
Vendor
Support
39

Key SPOC Principles
Key SPOC Principles
 Enterprise takes an end-to-end view of user
support
 User/Customer has a single point of contact
for all IT-related incidents, questions,
problems, and work requests
 The Level 1 Service Desk is the SPOC
 Level 1 is responsible for:
 Ticket triage
 Resolution at Level 1 if possible
 Effective handoffs to n level support
 Resolution coordination and facilitation
 Ticket closure
 Desktop “Drive-bys”, “Fly-bys”, and “Snags”
are strongly discouraged

SPOC Support Reduces Total Cost of Ownership
0%
5%
10%
15%
20%
25%
30%
35%
40%
%ResolvedLevel1Capable
% Resolved Level 1 Capable with SPOC % Resolved Level 1 Capable without SPOC
Average = 22.8%
Average = 15.3%

Management

Two Metrics You Should Know
% Resolved Level 1 Capable (PRLC)
The percentage of tickets resolved by desktop support that could
have been resolved at level 1 support.
First Level Resolution Rate (FLR)
The number of tickets resolved at level 1 divided by all tickets that
can potentially be resolved at level 1.

POLLING QUESTION

0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
NetFirstLevelResolution
Remote Diagnostic Software No Remote Diagnostic Software
The Effect of Remote Control Software on FLR
Average = 77.8% FLR
Average = 61.4% FLR

The Effect of a Mature Knowledge Base on FLR
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
0 1 2 3 4 5 6
KBase Maturity
NetFirstLevelResolution

Management

Driving Individual Accountability: The Technician Scorecard
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance metric,
the highest and lowest
performance levels in the
benchmark are recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for each
metric is then
calculated: (worst case
– actual performance) /
(worst case –best case)
X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
49
Worst Case Best Case
Customer Satisfaction 20.0% 67.0% 94.0% 83.0% 59.3% 11.9%
First Contact Resolution Rate (Incidents) 20.0% 38.0% 84.0% 61.0% 50.0% 10.0%
Incidents Closed this Month 15.0% 19.9 76.9 59.8 69.9% 10.5%
Service Requests Closed This Month 15.0% 15.6 42.2 28.5 48.6% 7.3%
Unplanned Absenteeism 7.5% 0.0% 22.0% 19.0% 86.4% 6.5%
Teamwork 7.5% 0.0 5.0 3.5 69.9% 5.2%
Initiative 7.5% 0.0 5.0 5.0 100.0% 7.5%
Mentoring 7.5% 0.0 5.0 4.5 90.0% 6.7%
Total 100.0% N/A N/A N/A N/A 43.7%
Balanced
Score
Your Actual
Performance
Metric
Score
Performance RangeMetric
WeightingPerformance Metric

Monthly Technician Performance Postings
Sep Aug Jul Jun May Apr
11 1 95.8% 98.0% 97.1% 95.7% 98.3% 97.3% 97.0%
32 2 92.8% 92.1% 90.3% 89.3% 84.6% 92.2% 90.2%
21 3 91.5% 88.5% 83.2% 94.0% 93.7% 93.5% 90.7%
35 4 91.0% 86.8% 85.2% 78.5% 80.5% 68.2% 81.7%
14 5 89.5% 89.1% 90.0% 90.1% 92.3% 92.1% 90.5%
26 6 83.8% 84.4% 90.2% 86.5% 77.8% 63.9% 81.1%
25 7 83.0% 73.6% 81.9% 72.1% 84.8% 87.9% 80.5%
15 8 70.4% 66.6% 53.3% 56.3% 56.6% 39.0% 57.0%
20 9 64.9% 66.5% 70.1% 56.9% 40.9% 72.7% 62.0%
31 10 62.3% 47.4% 22.7% 38.4% 26.0% 93.0% 48.3%
16 11 61.0% 62.8% 54.5% 45.9% 41.7% 62.7% 54.8%
17 12 57.9% 42.1% 32.3% 71.6% 60.3% 60.3% 54.1%
33 13 56.8% 75.5% 64.8% 80.3% 79.7% 73.5% 71.8%
13 14 52.2% 34.9% 61.0% 52.8% 58.9% 48.7% 51.4%
24 15 48.9% 66.7% 86.9% 87.7% 83.6% 74.5% 74.7%
28 16 46.4% 45.5% 19.3% 40.3% 28.8% 32.4% 35.4%
27 17 43.7% 26.5% 31.5% 24.3% 22.2% 17.2% 27.6%
19 18 41.5% 28.4% 50.1% 48.1% 71.1% 81.0% 53.4%
23 19 39.1% 52.3% 57.1% 86.4% 87.7% 88.9% 68.6%
22 20 36.8% 18.7% 19.3% 52.9% 66.4% 64.3% 43.1%
12 21 36.6% 43.2% 33.1% 65.7% 69.0% 86.0% 55.6%
30 22 36.3% 22.6% 23.5% 85.8% 81.5% 70.3% 53.3%
29 23 34.1% 44.9% 50.2% 28.3% 48.9% 36.9% 40.5%
34 24 33.4% 37.9% 23.1% 21.7% 29.7% 22.6% 28.0%
18 25 32.6% 68.4% 80.4% 88.4% 83.8% 91.6% 74.2%
59.3% 58.5% 58.0% 65.5% 66.0% 68.4% 62.6%
Monthly
Ranking
Monthly Average
Technician
Number
Monthly Scorecard Performance Six Month
Average

Management

Perception vs. Reality in Service and Support
LOWER COST HIGHERACTUAL VALUE
PERCEIVED
VALUE
HIGHER
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value
Perceived Value = Actual Value

53
Where Does Your Desktop Support Operate?
PERCEIVED
VALUE
HIGHER
LOWER
A Common (but
Dangerous) Operating
Position

54
Operational Effectiveness First!
PERCEIVED
VALUE
HIGHER
LOWER
#1 Operational
Effectiveness
#2Brand
Management

55
Closing the Perception vs. Reality Gap
PERCEIVED
VALUE
HIGHER
LOWER
Closing
the
Perception
Gap
Where you Should Be
Where you Are

Image Management: The Five W’s
1. Who – Who are the Key Stakeholder Groups?
2. What – What are the Key Messages?
3. When – When are You Going to Communicate Them?
4. Where/How – Where/How do You Reach the Stakeholders?
5. Why – Why are We Doing This?

Key Success Factors in Desktop Image Management
MessagesTiming
Channels
Timing
Frequent Contact
• New employee orientation
• At log-in
• During training
• During the incident
• At scheduled sessions
Messages
Multiple Messages
• Services
• Major initiatives
• Performance Levels
• FAQ’s
• Success Stories
Channels
Use All Available
• User liaisons
• Newsletters
• Reference Guides
• Surveys
• Log-in messages

Why are We Doing This?
We’ve all heard the expression…
“Expectations Not Set…
are Expectations Not Met!
So, let’s get serious about proactively
managing expectations!

Marketing Summary
 Managing the gap between perception and reality is fairly
straightforward
 It doesn’t take a lot of time, or cost a lot of money
 But it is critically important
 The success of Level 1 and Desktop Support depends as much on your
image, as it does on your actual performance!
 The Benefits of effective Image Management Include:
 Customer loyalty and positive word-of-mouth referrals
 Credibility, which leverages your ability to Get Things Done!
 A Positive Image for IT overall
 High levels of Customer Satisfaction

Management

62© MetricNet, LLC, www.metricnet.com 62
The Paradox of IT Support
 Less than 5% of all IT spending is
allocated to end-user support
 Service desk, desktop support,
field support
 This leads many to erroneously
assume that there is little upside
opportunity in IT support
 The result is that most support
organizations are managed with the
goal of minimizing costs
 But the most effective support
strategies focus on maximizing
valueCorporate IT Spending Breakdown
4%
96%: Non support functions
End-User Support
 Application
Development
 Application
Maintenance
 Network
Operations
 Mainframe and
midrange Computing
 Desktop Computing
 Contract Services
(e.g., disaster
recovery)

Support Level Cost per Ticket
Vendor
Level 2: Desktop Support
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 1: Service Desk
$471
$196
$85
$62
$22
Support Has an Opportunity to Minimize TCO

64

0
10
20
30
40
50
60
70
0 1 2 3 4 5
ProductiveHoursLostperEmployeeperYear
Quality of Support Drives End-User Productivity
1 (top) 2 3 4 (bottom)
First Contact Resolution Rate 90.1% 83.0% 72.7% 66.4%
Mean Time to Resolve (hours) 0.8 1.2 3.6 5.0
First Contact Resolution Rate 89.3% 85.6% 80.9% 74.5%
Mean Time to Resolve (hours) 2.9 4.8 9.4 12.3
Service Desk
Desktop Support
Performance Quartile
Support Function Key Performance Indicator
37.4 46.9Average Productive Hours Lost per Employee per Year 17.1 25.9
Performance Quartile n = 60

84%
47%
31% 29%
22%
19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Service Desk Desktop
Support
Network
Outages
VPN Training Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
%SayingVeryImportant
 n = 1,044
 Global large cap companies
 Survey type: multiple choice
 3 responses allowed per survey
 84% cited the service desk as a very important factor in their overall satisfaction with corporate IT
 47% cited desktop support as a very important factor in their overall satisfaction with corporate IT
Desktop Support Drives Customer Satisfaction for All of IT

What We Learned from Benchmark 2014
 Desktop Support is now being managed as a strategic asset within the
enterprise
 One that can reduce the overall cost of IT
 Dramatically improve the productivity of end-users
 And drive a positive view of IT
 World-Class Desktop Support organizations have a number of success
factors in common
1. Part of an end-to-end support process
2. An understanding of the economics of TCO for user support
3. Active efforts to maximize First Contact, and First Level resolution rates
4. Use performance metrics diagnostically and prescriptively
5. Invest in technician training, coaching, and career pathing
6. Have active internal marketing efforts
7. And aggressively promote and communicate the value delivered by
Desktop Support

A Call to Action:
Your Opportunity to Excel!
68

Five Ideas to Get You Started!
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement
4. Browse MetricNet’s
Resource Library
1. Visit Our Website and
Become a Free Member
2. Connect with MetricNet on
Social Media
5. Participate in a MetricNet IT
Support Benchmark
3. Register for Future
MetricNet Webcasts
Five Opportunities
to Get Started!

Visit MetricNet’s Resource Library at www.metricnet.com
70

Become a Member: It’s Free!

Connect With MetricNet on Social Media
Company Page
Best Practices in
Call Centers - Group
Best Practices in Customer
Satisfaction - Group
Best Practices in Desktop
Support - Group
Best Practices in Service
Desks - Group
Company PageBest Practices in
Service Desks -
Community
Best Practices in Desktop
Support - Community
Best Practices in Customer
Satisfaction - Community
Best Practices in Call
Centers - Community

MetricNet on Social Media
 Like us on Facebook:
 http://www.facebook.com/metricnet | Mention us using @MetricNet
 Follow us on Twitter:
 http://www.twitter.com/metricnet | Mention us using @MetricNet or #MetricNet
 Follow our LinkedIn Company Page:
 http://www.linkedin.com/company/metricnet
 Become a Member of our MetricNet Certified LinkedIn Groups:
 http://www.linkedin.com/groups/Best-Practices-in-Call-Centers-1801665
 http://www.linkedin.com/groups/Best-Practices-in-Customer-Satisfaction-1825753
 http://www.linkedin.com/groups/Best-Practices-in-Desktop-Support-4034463
 http://www.linkedin.com/groups/Best-Practices-in-Service-Desks-1801657
 Subscribe to YouTube:
 http://www.youtube.com/metricnet
 Follow our Google+ Company Page:
 http://plus.google.com/u/0/b/111056508365533897358/111056508365533897358/posts
Mention us using +MetricNet
 Become a Member of our Google+ Communities:
 http://plus.google.com/u/0/b/111056508365533897358/communities/111509357790346291238

74© MetricNet, LLC, www.metricnet.com© MetricNet, LLC, www.metricnet.com
Upcoming MetricNet Webcasts
 June 2015
 Call Center Key Performance Indicators
 June 2015
 The Role of IT Leadership in Service and Support
 July 2015
 Service Desk Best Practices
 September 2015
 Benchmarking Roundup: Summary of 2015 Service
and Support Benchmarks
 October 2015
 The Zen of Support
For more information on Industry Best Practices, please register for MetricNet’s FREE upcoming webcasts
Register at www.metricnet.com

Download Free Content from Our Resource Library
Download at www.metricnet.com

MetricNet Benchmarks
MetricNet
Benchmarks
Peer Group
Benchmarks
Industry
Benchmarks
Benchmarking
Data Files
 Custom Benchmark
 Diagnostic
 Industry Benchmarking
Reports by geography
 Custom Benchmarking
Data in Excel format

Learn more at metricnet.com/path-to-world-class-performance
Did you know? Industry data shows that organizations that conduct
benchmarking at least once a year are far more likely to achieve
world-class performance. In fact, there is a virtual 1:1
correspondence between organizations that perform benchmarking
on an annual basis, and those that achieve world-class performance.
“

You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com

81
About MetricNet
Your Benchmarking Partner

82
Your Speaker: Jeff Rumburg
 Co Founder and Managing Partner,
MetricNet, LLC
 Winner of the 2014 Ron Muns
Lifetime Achievement Award
 Former CEO, The Verity Group
 Former Vice President, Gartner
 Founder of the Service Desk
Benchmarking Consortium
 Author of A Hands-On Guide to
Competitive Benchmarking
 Harvard MBA, Stanford MS

Benchmarking is MetricNet’s Core Business
Call Centers
Telecom
Information
Technology
Satisfaction
 Customer Service
 Technical Support
 Telemarketing/Telesales
 Collections
 Service Desk
 Desktop Support
 Field Support
 Price Benchmarking
 Customer Satisfaction
 Employee Satisfaction

27 Years of IT Service and Support Benchmarking Data
More than 3,000 IT Service and Support Benchmarks
Global Database
70+ Key Performance Indicators
More than 120 Industry Best Practices

Meet a Sampling of Our Clients
MetricNet Conducts benchmarking for IT Service and Support
organizations worldwide, and across virtually every industry sector.

You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com

Free Desktop Support Training | Unleashing the Enormous Power of Desktop Support KPIs

More Related Content

What's hot (20)

Similar to Free Desktop Support Training | Unleashing the Enormous Power of Desktop Support KPIs (20)

Recently uploaded (20)

Free Desktop Support Training | Unleashing the Enormous Power of Desktop Support KPIs