Cost of Waiting Benchmark
How many Customers are
you losing to waiting?
How many Customers are
you losing to waiting?
Four answers. Your number, what it would be if nobody waited, and the gap between them in money. Every assumption on screen. No email to see any of it.
Show the maths
20,000 conversations a month × 25% exposed to a wait × 32% who leave after one bad experience = 1,600 a month. The comparison swaps the exposure share for 10%, the fastest band in the same table.
The wait-exposure share comes from the resolution time you selected. The churn rate is PwC's finding that roughly a third of customers stop doing business with a brand they love after one bad experience, so 32 of every 100 who hit a bad experience walk.
Conversations are counted, not unique customers, so repeat contacts from the same person are not removed. That inflates the figure and is why it is a ceiling, not a forecast.
Nothing here is an AutomatiCworX figure or an AutomatiCworX customer. If a number cannot survive your CFO, tell us and we will change it.
Tell us four things
You are already at the fastest band in this model. The remaining 1440 a month is exposure that speed alone will not remove, which is what the third limit below is about.
The comparison uses the fastest band in the same table you just answered from, under an hour to resolution. AutomatiCworX runs under sixty seconds, which sits below that floor, so the gap above is the conservative version rather than the flattering one.
One deliberate simplification: conversations are not deduplicated to unique customers, and one unhappy customer often writes in three times. That pushes the figure up, which is why we call it a ceiling and not a forecast. Divide by your own contacts-per-customer if you know it.
Copy a link to your result
Waiting is not a staffing problem.
It is a structural one. No amount of hiring fixes it, because people sleep, queue and quit. The number above does not shrink by working harder.
Waiting is not a staffing problem.
It is a structural one. No amount of hiring fixes it, because people sleep, queue and quit. The number above does not shrink by working harder.
Six of thirty
The five that fill a travel queue
The five that fill a travel queue
These are the contact types that make up most of the volume in your sector, and which still need a person. Take this whether or not you ever speak to us.
These are the contact types that make up most of the volume in your sector, and which still need a person. Take this whether or not you ever speak to us.
01
Booking confirmation and e-tickets
Automatable today
01
Booking confirmation and e-tickets
Automatable today
02
Date and itinerary amendments
Automatable today
03
Refund status on cancelled travel
Automatable today
04
Visa and document status
Automatable today
05
Complaints and compensation claims
Needs a person
Schedule changes driven by an airline or supplier are the single largest driver of peak-season volume.
02
Date and itinerary amendments
Automatable today
03
Refund status on cancelled travel
Automatable today
04
Visa and document status
Automatable today
05
Complaints and compensation claims
Needs a person
Schedule changes driven by an airline or supplier are the single largest driver of peak-season volume.
Want this written up
properly?
Everything above is yours already. If it is useful, we will write the rest up against your sector and your volume and send it over. A person writes it, not a template.
Your number split across the contact types above, not one blended figure
Your resolution time against your industry's published benchmark
The share of your volume that is automatable today, and the share that is not
Every source, so the figures survive a finance review
If you would rather take the numbers above and go, that is a completely reasonable outcome and you owe us nothing.
Request a demo
Speak to your team for a demo to see how it can fit into your organization
Request a Demo
Speak to your team for a demo to see how it can fit into your organization
Frequently Asked Questions
How do you prevent wrong or off-brand answers?
Do we lose control of sensitive operations?
Will this replace our team?
Do we get locked in?
Can it handle Arabic and English together?
Tell us four things
You are already at the fastest band in this model. The remaining 1440 a month is exposure that speed alone will not remove, which is what the third limit below is about.
The comparison uses the fastest band in the same table you just answered from, under an hour to resolution. AutomatiCworX runs under sixty seconds, which sits below that floor, so the gap above is the conservative version rather than the flattering one.
One deliberate simplification: conversations are not deduplicated to unique customers, and one unhappy customer often writes in three times. That pushes the figure up, which is why we call it a ceiling and not a forecast. Divide by your own contacts-per-customer if you know it.
Copy a link to your result
Show the maths
20,000 conversations a month × 25% exposed to a wait × 32% who leave after one bad experience = 1,600 a month. The comparison swaps the exposure share for 10%, the fastest band in the same table.
The wait-exposure share comes from the resolution time you selected. The churn rate is PwC's finding that roughly a third of customers stop doing business with a brand they love after one bad experience, so 32 of every 100 who hit a bad experience walk.
Conversations are counted, not unique customers, so repeat contacts from the same person are not removed. That inflates the figure and is why it is a ceiling, not a forecast.
Nothing here is an AutomatiCworX figure or an AutomatiCworX customer. If a number cannot survive your CFO, tell us and we will change it.