Performance Analysis, Cost Implications & Data Literacy in Business Management Assignment Sample

Task 1: Performance Analysis of call center agents

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Introduction: Quantitative Methods For Business Management

Matrix enterprises support, sell, manufacture and design pieces of equipment for computer networks. This company has around 40 distributors throughout Spain, France, Germany and UK. They also provide support for consumer interaction with direct channels.

Figure 1: Column chart of call handler and frequency

The total number of the call handler is 5040 and all of them are valid. Emma is one of the call handlers with a frequency of 871 and the percentage is 17.3. The cumulative percentage of Emma is also 17.3. The frequency of Gemma is 808 with 16.0 per cent and the cumulative percentage is 33.3 (Eren and Ciceklioglu, 2020). The percentage of Greg, a call handler is 16.4 and with 826 frequency. John has a frequency of 745 and the percentage is 14.8 with cumulative percentages of 64.5. Liz and Mary have a frequency of 912 and 878 and the percentage is 18.1 and 17.4, respectively.

Figure 2: Column chart of issue and frequency

The frequency of ACC is 29 with 0.6 percentage and the cumulative percentage is 0.6. CAN issue has a frequency of 249 with a 4.9 per cent and the cumulative percentage is 5.5. The DEAD issue’s frequency is 230 and the percentage is 4.6 with cumulative percentages of 10.1. The percentage of DEL issues is 11.2 with a 562 frequency and DOA has a frequency 131 with 2.6 per cent. The frequency of MIS is 45 with 0.9 percentage and the percentage of ORD is 28.9 with 1455 frequency. 1455 and 28.9 are the frequency and percentage of the ORD issue. 6.0 and 303 are respective of the percentage and frequency of PAY issues (Obukhova et al. 2020). PROD issue has 710 and 14.1 frequency with 73.7 cumulative percentage. 654 and 672 are the respective frequency of SET and UNEX with respectively 13.0 and 13.3 percentages.

Figure 3: Column chart of Resolution and frequency

The resolution frequency of ACCORD and BSPT are 298 and 120 with 5.9 and 2.4 percentage frequently. The cumulative percentage of thyme is 5.9 and 8.3 respectively. 167 is the frequency of CANCEL with 3.3 and 11.6 percentage and cumulative percentage, respectively. 562 and 34 are the frequency of DELI and FIN with 11.2 and 0.7 per cent respectively. 672, 761, 37 and 687 are the frequency and 13.3, 15.1, 0.7 and 13.6 are the percentage of FOLL, ORDER, PSPT and PTREE, respectively (Dogan et al. 2019). 19, 694, 452, 82 and 455 are the frequency and 0.4, 13.8, 9.0, 1.6 and 9.0 are the percentage of RETN, SALES, SSPT, SUB and TC, respectively. The valid percentage is equal to the percentage.

The best and least performing call centre agents are Liz and John. There are a lot of issues regarding ORD among the 5040 issues. Among the 5040 resolutions, the ORDER has the most number.

Task 2: Cost implications of the new initiative

Section 1 – Equation for calculating the total costs

The employees are getting £12.00 for every hour and the total working hour is 8. In case the team size is 6 then the total cost per day for the team is £576. They work five days a week then the cost will be per month is £12672. The administrative cost of an employee is £150 per month and 20% decrease when the employee number exceeds 6 (Dogan et al. 2019). Then the cost will be per month in case 6 members team is £13572. In case the team has 12 members then the total cost per month will be £26784.

Section 2 – Cost Estimation

The business utilizes an external training giver and the cost one of one mandatory training is £300. The training will go on for about two months then the total additional cost will be for two months for every new agent recruitment will be £18000 (Obukhova et al. 2020). Through the forecasting sheet, the company will understand the upper and lower bounds of the cost. They can also estimate the future cost through the forecasting sheet.

Section 3 – Trend Line

 The call centre average gets around 40 calls per day and a total of 5040 calls in a month. Among the 6 members of the team, Liz attended around 912 calls and her valid percentage of her is 187.1. The lowest valid percentage is 14.8 and that is John’s record with 745 frequency and he is the lowest one to attend the call in the team (Obukhova et al. 2020). More members are needed to recruit in order to decrease the pressure among the team member.

Section 4 – Summary Report

Per day cost for a 6 members team will be £576 and the cost for 12 members will be £1152. The monthly cost for the 6 members and 12 members teams will be £12672 and £25344, respectively. The cost after adding the administrative cost will be £13572 and £26784 for the 6 members and 12 members team. On average, a member per day takes at least 40 calls that create pressure upon the team, and to reduce that the organization decided to hire new agents and determine 30 calls per agent. They have to train the new agents and that will create an extra cost for the company. These can be estimated through the forecasting sheet. The training will go for 2 months and the cost will be for every individual £18000.

Task 3: Data Literacy

Figure 4: Total early-stage Entrepreneurial Activity (TEA) and Established Business Ownership (EBO)

The economy of a country also relies on entrepreneurship and this management of business qualification provides essential skills and knowledge to a person to start their business. Variation is observed in the entrepreneurial activity level throughout the economy of 2021. 47 economies participated in the Global Entrepreneurship Monitor (GEM) Adult Population Survey (APS) in the year 2021 and they plotted Established Business Ownership (EBO) and Total early-stage Entrepreneurial Activity (TEA) levels in figure 4 (gemconsortium.org, 2022). The TEA range reduces with the level of income and the TEA’s spread starts from 6% in Morocco and ends at 42% in the Dominican Republic in the C group level. In the B group level, it begins at 2% in Poland and finishes at 30% in Chile. 4% in Norway is the starting range in the A group level that ends at 20% in Canada (emconsortium.org, 2022). The highest rate of entrepreneurship is observed in the Dominican Republic and here at least 2 people out of 5 are beginning new businesses. Poland has the lowest rate where only 1 person out of 50 is indulging themselves in starting a new business.

Figure 5: Percentage of the countries for Fear of failure rate

Most of the time people do not want to start a new business because they think that they will fail miserably and can go bankrupt because of that. This fear of failure dominates the potential of a person's entrepreneurship. In many studies, it is observed that the percentage of this fear is different in various countries (Martins et al. 2018). Among all the countries on the earth, Belarus has the highest percentage of fear of failure and that is 56.01 in the year 2021. Kazakhstan has the lowest rate among all the nations that is 12.08 in 2021 (Vatavu et al. 2022). Most countries fear about to fail the business, the percentage is staying within 50 to 40 percent in the 2021 survey.

Perceived opportunities refer to the outcome of a resource mixture that creates the emergence’s essence of new ventures. It stated the remaining opportunities number for a person and it is related to the opportunity identification of the general business. Among those 47 countries, the citizen does not see the perceived opportunities in their country equally. Saudi Arabia has the greatest opportunity that can be perceived by the citizen of that country and the percentage is 95.38 according to the 2021 report (Doran et al, 2018). Japan has the lowest opportunity among these countries and that is 11.74%.

Perceived capabilities is also different in the various countries and in the 2021 study, it also came in front of the global citizen. Saudi Arabia has the capability to perceive entrepreneurship and the percentage is 90.51 among the 47 countries (Doran et al. 2018). Japan has the lowest capability to perceive entrepreneurship and the percentage is 12.26. Most of the countries among these 47 countries falls between the percentage of 70 to 40. 

The intention of entrepreneurship also varies in different countries. Kazakhstan has the greatest intention of entrepreneurship with a percentage of 55.34 among the 47 countries (Sherkat and Chenari, 2022). In the second and third place, Egypt and Dominican Republic are situated with 55.29 and 54.79 percent, respectively. Poland is in the last place with 2.85 percent of entrepreneurial intentions (Kaki et al. 2022). Among these 417 countries, most of them place between 30 to 10 percent.

References

Journals

Dogan, O., Ayyar, B. and Cagil, G., 2019, September. Process-oriented evaluation of customer satisfaction: Process mining application in a call center. In 10th International Symposium on Intelligent Manufacturing and Service Systems.

Doran, J., McCarthy, N. and O’Connor, M., 2018. The role of entrepreneurship in stimulating economic growth in developed and developing countries. Cogent Economics & Finance, 6(1), p.1442093.

Doran, J., McCarthy, N. and O’Connor, M., 2018. The role of entrepreneurship in stimulating economic growth in developed and developing countries. Cogent Economics & Finance, 6(1), p.1442093.

Eren, A.S. and Ciceklioglu, H., 2020. The impact of knowledge management capabilities on innovation: Evidence from a Turkish banking call center sector. European Journal of Social Sciences, 60(3), pp.184-209.

Kaki, R.S., Mignouna, D.B., Aoudji, A.K. and Adéoti, R., 2022. Entrepreneurial intention among undergraduate agricultural students in the Republic of Benin. Journal of African Business, pp.1-18.

Martins, I., Monsalve, J.P.P. and Martinez, A.V., 2018. Self-confidence and fear of failure among university students and their relationship with entrepreneurial orientation: Evidence from Colombia. Academia Revista Latinoamericana de Administración.

Obukhova, A., Merzlyakova, E., Ershova, I. and Karakulina, K., 2020. Introduction of digital technologies in the enterprise. In E3S Web of Conferences (Vol. 159, p. 04004). EDP Sciences.

Sherkat, A. and Chenari, A., 2022. Assessing the effectiveness of entrepreneurship education in the universities of Tehran province based on an entrepreneurial intention model. Studies in Higher Education, 47(1), pp.97-115.

Vatavu, S., Dogaru, M., Moldovan, N.C. and Lobont, O.R., 2022. The impact of entrepreneurship on economic development through government policies and citizens’ attitudes. Economic Research-Ekonomska Istraživanja, 35(1), pp.1604-1617.