Journal of Software Engineering and Applications, 2013, 6, 431-433 Published Online August 2013 ( 431
Issue in Implementing Customer Operations Performance
Center (COPC)
Yingyu Xu1, Xinyuan Xi2, Yuki Todo3*
1China Soft International Technology Service Ltd., Shanghai, China; 2LeLe Mother’s Maternal Store Ltd., Shanghai, China;
3Department of Electrical and Computer Engineering, Kanazawa University, Kanazawa, Japan.
Email: *
Received June 10th, 2013; revised July 12th, 2013; accepted July 19th, 2013
Copyright © 2013 Yingyu Xu et al. This is an open access article distributed under the Creative Commons Attribution License,
which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Customer Operations Performance Center Inc (COPC) is the world’s leading authority on Contact Center Operations
Management. The COPC 2000 Standard is a comprehensive operating model for Contact Centre Operations. It is a
world-wide benchmark and certification for contact centers. As well as an overall performance management system,
COPC is designed to reduce costs, increase revenue, and improve service, qu ality and customer satisfaction. However,
many COPC implementation projects failed. In this study, we first review the process of implementing COPC. Then, we
identify major barriers in implementing COPC. Organizations should take proper measures in overcoming these barriers
to ensure successful implementation of COPC.
Keywords: COPC; IT Management
1. Introduction
COPC-2000® is developed by the purchaser, the provid-
ers and operation management executive of customer-
centric service in 1996. Dissatisfied with current operat-
ing performance and the lack of operating principles,
these persons fill the gap by the joint efforts, and pro-
mote improvements of the industry. The standard de-
scribes the performance management methodology must
be developed by the provider, evaluation indicators which
the provider must evaluate the effectiveness and effici-
ency of their method are defined. It is the provider of a
sustainable performance management framework. The
COPC-2000® framework links provider’s customer-cen-
tric performance objectives of its business processes, ma-
nagement and maintenance processes, and staffs to main-
tain these processes together. These goals, processes and
people in turn with the direction of the declaration and to
promote and maintain these aspects of the strategy linked.
This organic unity ensures that the customer-centric phi-
losophy and efficiency continue to promote the devel-
opment of the performance,behavior and direction [1].
The COPC standard does not set specific performance
targets must be met for each call center. It creates practi-
cal operating requirements of the indicators and criteria
designed to promote the consistently high standard of
customer and employee satisfaction. This allows organi-
zations or departments pursuing certification are called to
develop targets that make sense in the context of their
own operation and the parameters specific to their indus-
try. COPC assess these goals, based on best practices and
customer expectations, and provide guidance. However,
some factors that erode the value of IT services generated
are observed, and become the barriers to the success of
COPC [2].
We first offer a review of COPC, and present the fad
of adoption of COPC, then, acquire the major barriers to
succeeding in COPC by reviewing literature and in-depth
interviews with COPC practitioner and professional. Fi-
nally, some suggestions and managerial implications are
2. Literature Review
2.1. COPC Performance Management System
COPC-2000 Performance Management System is devel-
oped by COPC Inc. and it provides a benchmark for the
buyer. COPC certification provides defined method, mea-
sured metrics and the results highlight qualified suppli-
ers. To become qualified, COPC In c. provides consultin g
services, benchmarking services, training, installation and
*Corresponding author.
Copyright © 2013 SciRes. JSEA
Issue in Implementing Customer Operations Performance Center (COPC)
design process to help enterprises to continuously meas-
ure the performance of the contact center [3].
In order to fulfill the goal of COPC, there are four sig-
nificant dimensions should be considered proactively.
The first dimension is leadership and planning, which are
the major role in COPC framework, which requires an-
nual verification of employee skill sets regularly. The
second dimension is Processes, which requires held busi-
ness meetings and business plans that comply with the
COPC Standard. The third dimension is People which
require semi-annual process audits. The last dimension is
Performance Measurement which requires annual track-
ing and management of staff attrition.
2.2. COPC Goal
The COPC® Performance Management System is a set of
management practices, key metrics or measurements and
training for customer-centric service operations designed
Improve customer satisfaction through improved ser-
vice and quality;
Increase revenue (for centers that are revenue driven);
Reduce the cost of providing excellent service (Fi g-
ure 1 shows COPC benefits clearly) [4].
2.3. The Pervasive Adoption of COPC
Since its introduction, over 120 locations in 16 countries
have become certified to the Standard. The list includes
firms in e-commerce, computer hardware and software,
financial services, healthcare, marketing support services,
A/R management, and collection services. Organizations
such as Levi Strauss, Blue Cross Blue Shield, Bell Can-
ada, Convergys and ClientLogic are among those either
using or certified to the Standard. Also some qualitative
benefits were recognized after implementing COPC:
1) Improved customer satisfaction;
Figure 1. Shows the COPC benefits.
2) Improved morale of service delivery and recipient
3) Reduced staff turnover;
4) Lower costs of training, especially as the COPC
standard become widely adopted;
5) Improved systems/applications availability;
6) Improved IT employee productivity;
7) Reduced cost/incident;
8) Reduced hidden costs that traditionally;
9) Better asset utilization.
3. Barriers to the Success of COPC
While implementing COPC, we may encounter many is-
sues. For example, these quality certification system im-
plemented in the call centers within 100 seats has great
difficulties, it takes a lot of energy, material and human
resources, fell into the red tape of various quality docu-
ments. The quality management system is not suitable for
the company finally and the quality management will
become a mere formality. In addition, regardless of the
cost center-based call center established in, or based on
the profit center to set up the call center, there are checks
and balances between costs and customer satisfaction [5],
companies try to find a solution which can settle up this
embarrassing problem of effective quality management
system or programs. For profit call center, quality man-
agement department needs to be given more profit indi-
cators responsibility, its responsibilities tends to cope
with the operations department to complete profit targets;
Quality control department’s duties will be set for the
call center cost control management, through analyzing,
controlling, and improving call center’s metrics by the
quality control department, it will achieve the balance be-
tween cost and service levels and development indicators
of the call center [6-10].
We conducted in-depth in terviews with industrial pra c-
titioners in two companies, one company is the PC ven-
dor, and another is the IT world-class company. The in-
terviews consisted of interviewing with leader of the cer-
tification team, chief information officers, and the proc-
ess managers.
We adopt four-dimension lens (leadership and plan-
ning, processes, people, performance measurement) from
COPC discipline and the detailed results are discovered
below in Table 1.
4. Discussion
Present study suggests that there are several barriers
which may affect the COPC implementation. First the
COPC 2000 is customized to hope to achieve world-class
level of service enterprises, adhere to high standards and
strict requirements from the outset. Higher performance
standards hinder the expansion of the portion of the call
Copyright © 2013 SciRes. JSEA
Issue in Implementing Customer Operations Performance Center (COPC)
Copyright © 2013 SciRes. JSEA
Table 1. Detailed results discovered from four-dimension
lens. Source: Constructed by the author.
Stages Dimensions Major Barriers
leadership and planningResistance to change
processes Misalignment between process
People Lack of commitment
Measurement inappropriate measurement tool
People Insufficient team allocation
Stage Organization Complexity
center certification. On the other hand, COPC certifica-
tion costs more expensive, which are relatively heavy
burden for call centers. Also COPC certification cycle
takes 9 - 12 months. It will bring some fluctuations to the
call centers in daily work.
From our viewpoint, organizations that regard COPC
as an opportunity to improve their performance and gain
competitiveness should pay attention to those barriers,
which can erode the value of implementation.
In the first phase, the organization should consider all
four aspects. Manager had different skills and there are
no established parameters to ensure a consistent cross-
site management. The commitment barrier includes ma-
nagement of inadequate support and staff incomplete
awareness. As a practitioner pointed out that, we have
taken the bottom-up approach to carry out COPC, from
awareness training. The obstacles relates to technology is
inappropriate management tools, for example, many in-
dicators were not in place or there were no targets, and
the vendor does not investigate performance metric defi-
nitions and data integrity issues is also abundant. COPC
takes a process-oriented approach, if the current process
is rigid and cannot be justified, it will limit the perform-
ance. From the organization view, resistance to change
may lead to a negative view, including increasing over-
load, lack of knowledge. These obstacles will reduce the
value of COPC can produce. Another organization ob-
stacle is lack of resources. IT investment needs the sup-
port from both of financial and human resources.
During the conversion phase, the organizations have
implemented COPC and the previous process has been
redesigned. If there is no appointed project manager, the
project team does not have enough distribution, and IT
staff does not want to learn new skills, values cannot be
fully realized. Another obstacle is the complexity in this
stage of the organizational level. COPC project is much
more complex than others, as it relates to an inter-de-
partmental process and it requires more cooperation and
ommunication. c
5. Conclusion
As some major barriers to the successful implementation
of COPC were described in detail, we recommend that
the organization should first determine what kind of Bar-
riers in the valuation and conversion stages. Secondly,
take the initiative action to deal with them. For valuation
stage, the action can include setting up commitment of
COPC construction, the establishment of cultural change,
to establish clear and ach ievable go als, re-design process,
and acquire financial resources to support. For conver-
sion phase, the action may involve the implementation of
the training program or transaction monitoring program
to improve the skills to deal with complex COPC pro-
jects, and the establish ment of the team assigned to com-
plete the goal. Only when the initiative actions correctly
identify and remove these barriers, the implementatio n of
COPC can fully achieve the desired value.
[1] A. Steinhart and R. M. Tharnish, “COPC-2000®: Pursu-
ing Excellence through Standards Certification.”
[2] Wikipedia, the Free Encyclopedia.
[3] Contact Centers Performance Management Systems—A
Latin American Perspective on COPC.
[4] A. Sergeant and S. Frenkel, “When Do Customer Contact
Employees Satisfy Customers,” Journal of Service Re-
search, Vol. 3, No. 1, 2000, pp. 18-34.
[5] A. M. Susskind, C. P. Borchgrecink and K. Michele Kac-
mar, “Customer Service Employees’ Behavior Intentions
and Attitudes: An Examination of Construct Validity and
a Path Model,” Hospitality Management, Vol. 19, No. 1,
2000, pp. 53-77. doi:10.1016/S0278-4319(99)00030-4
[6] L. Gronholdt, A. Martensen and K. Kristensen, “The Re-
lationship between Customer Satisfaction and Loyalty:
Cross-Industry Differences,” Total Quality Management,
Vol. 11, No. 4, 2000, pp. 509-514.
[7] M. Bruhn and M. A. Grund, “Theory Development and
Implementation of National Customer Satisfaction Indi-
ces: The Swiss Index of Customer Satisfaction (SWI CS),”
Total Quality Management, Vol. 11, No. 7, 2000, pp.
1017-1028. doi:10.1080/09544120050135542
[8] C. M. Cassel, P. Hackl and A. H. Westlund, “On Meas-
urement of Intangible Assets: A Study of Robustness of
Partial Least Squares,” Total Quality Management, Vol.
11, No. 7, 2000, pp. 897-907.
[9] D. R. Allen and T. R. Rao, “Analysis of Customer Satis-
faction Data,” 2000.
[10] J. Disney, “Customer Satisfaction and Loyalty: The Criti-
cal Element of Service Quality,” Total Quality Manage-
ment, Vol. 10, No. 4-5, 1999, pp. 491-497.