Blog · Board and management reporting · Customer service
The complete support effort ratio calculation on five accounts, small enough to check by hand: handling hours from the ticket export, quarterly revenue, effort per thousand dollars of revenue, the norm as the median among accounts of the same tier and product, the ratio to norm, the category split that separates a product fault from onboarding from a commercial mismatch, the account whose effort is near zero and whose tickets fell, and the assertion that effort hours sum to logged handling time, so a reader can reproduce every figure and then run it on their own ticket export.
Effort per account is hours over revenue against a norm, and on five accounts the whole thing can be checked. This page works the hours, the ratio, the norm, the category split, the disengaged account and the assertion.
Tier: mid. Product: platform. Quarter.
| Account | Handling hours | Revenue | Tenure | Top category and its share of hours |
|---|---|---|---|---|
| A | 310 | $210,000 | 3 years | Integrations, 62% |
| B | 140 | $60,000 | 2 months | How-to, 71% |
| C | 9 | $180,000 | 4 years | none; 3 tickets |
| D | 180 | $95,000 | 2 years | Configuration, 58% |
| E | 45 | $150,000 | 3 years | Mixed |
| Total | 684 |
Logged handling time for the tier and product this quarter: 684 hours. Assertion holds.
Effort per $1,000 = hours ÷ (revenue ÷ 1,000)
| Account | Effort per $1,000 |
|---|---|
| A | 310 ÷ 210 = 1.48 |
| B | 140 ÷ 60 = 2.33 |
| C | 9 ÷ 180 = 0.05 |
| D | 180 ÷ 95 = 1.89 |
| E | 45 ÷ 150 = 0.30 |
Norm = median of (0.05, 0.30, 1.48, 1.89, 2.33) = 1.48. On a real cell it would be the median of the whole tier; here A sits at it.
| Account | Ratio to norm | Tenure | Category | Reading |
|---|---|---|---|---|
| A | 1.0 | 3 yrs | Integrations 62% | At norm; but see below |
| B | 1.6 | 2 months | How-to | Onboarding; excluded from the list |
| C | 0.03 | 4 yrs | 3 tickets, down from 15 last quarter | Silence: possibly disengaged |
| D | 1.3 | 2 yrs | Configuration 58% | Above norm on configuration: commercial or training |
| E | 0.2 | 3 yrs | Mixed | Fine |
On a real base, with the norm at 0.3 as it typically is for this tier, A at 1.48 is five times the norm and D at 1.89 is six. The five-account median flatters both. The report says so by showing the cell count.
| Category | Hours | Share |
|---|---|---|
| Integrations | 192 | 62% |
| Configuration | 60 | 19% |
| How-to | 40 | 13% |
| Other | 18 | 6% |
Three years in, two thirds of the effort in one product category: a recurring fault. Engineering's list, with A on it.
Σ accounts' hours = 684 = logged handling time for the cell
A ticket with no account would leave hours unattributed; the difference would be listed.
Effort without revenue. A is the busiest account; so is any large account.
B on the list. Onboarding read as a problem.
C ignored. The account that stopped calling is the one about to leave.
Norm from five. The cell count is on the report; the real norm is from thirty.
The same hours per account over revenue, the norm per tier and product cell, the category split. Covirage runs it on the ticket export and the account list every quarter. The effort per account guide covers the measure, and the silence and surge guide covers C.
First-response-to-resolution elapsed time is the fallback, stated, or ticket count weighted by the category's median handling time. Both are worse than logged time and both still rank the accounts. The report says which was used.
Because onboarding is high-effort by design. Tenure is on the line, and an account under a stated tenure is shown with its ratio but excluded from the list. It becomes a finding if the ratio holds at six months.
For the arithmetic. On a real base the norm is the median of thirty or more accounts in the tier and product cell, and it is greyed under the floor. Here the median of five is the reference so that the ratio can be worked.