A process-centric performance management in a call center

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dc.authoridDogan, Onur/0000-0003-3543-4012
dc.authorwosidDogan, Onur/HPC-1959-2023
dc.contributor.authorDogan, Onur
dc.date.accessioned2023-03-22T19:47:19Z
dc.date.available2023-03-22T19:47:19Z
dc.date.issued2023
dc.departmentBelirleneceken_US
dc.description.abstractDiscovering valuable information needs some extra focuses on business processes. Although data-centric techniques yield useful results, they are insufficient to explain the causes of the problems in the process. This study aims to reveal the relationship between customer satisfaction and other key performance indicators (KPIs) affected by the activities performed during the call process. The research applies process mining, a pragmatic analysis to obtain meaningful insights through event logs. Several statistical analyses also support the process mining to test the statistical significance. The study showed that customer satisfaction is positively affected by average handle time and first call resolution, whereas staff mistakes diminish it. Moreover, problem solving is much more important than waiting in the system. Waitlisted and Waitlisted back activities are crucial elements of a call center system. Moreover, the research presents an insight for customers who give the same score after the call. It explains not only KPIs' effects but also reasons for giving satisfaction scores based on call process. Additionally, in previous studies, the customer satisfaction indicator was mainly emphasized, but other KPIs' effects on satisfaction level were ignored. This paper evaluates the impact of the identified KPIs on satisfaction in a process-oriented manner.en_US
dc.identifier.doi10.1007/s10489-022-03740-9
dc.identifier.endpage3317en_US
dc.identifier.issn0924-669X
dc.identifier.issn1573-7497
dc.identifier.issue3en_US
dc.identifier.scopus2-s2.0-85130819174en_US
dc.identifier.scopusqualityQ2en_US
dc.identifier.startpage3304en_US
dc.identifier.urihttps://doi.org/10.1007/s10489-022-03740-9
dc.identifier.urihttps://hdl.handle.net/20.500.14034/621
dc.identifier.volume53en_US
dc.identifier.wosWOS:000805519100002en_US
dc.identifier.wosqualityQ2en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherSpringeren_US
dc.relation.journalApplied Intelligenceen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectProcess miningen_US
dc.subjectCustomer satisfactionen_US
dc.subjectPerformance indicatorsen_US
dc.subjectCall centeren_US
dc.subjectCustomer relationsen_US
dc.subjectCustomer Satisfactionen_US
dc.subjectServiceen_US
dc.subjectVoiceen_US
dc.subjectTrackingen_US
dc.titleA process-centric performance management in a call centeren_US
dc.typeArticleen_US

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