Industry Cost Curve
for Activities of call centres (ISIC 8220)
The 'Activities of call centres' industry is characterized by intense cost competition, commoditization of basic services, and significant operational expenditure on labor and technology. Challenges like 'Perception as a Cost Center' (ER01), 'Maintaining Cost Competitiveness' (ER03), and 'Margin...
Why This Strategy Applies
A framework that maps competitors based on their cost structure to identify relative competitive position and determine optimal pricing/cost targets.
GTIAS pillars this strategy draws on — and this industry's average score per pillar
These pillar scores reflect Activities of call centres's structural characteristics. Higher scores indicate greater complexity or risk — see the full scorecard for all 81 attributes.
Cost structure and competitive positioning
Primary Cost Drivers
Companies utilizing significant offshore/nearshore talent pools move left on the curve due to lower wages, while those relying on onshore, highly skilled labor move right.
Higher investment in AI, RPA, CRM, and self-service portals reduces the need for human agents per interaction, driving down unit costs and moving firms to the left of the curve.
Firms with optimized workflows, robust analytics for workforce management, and standardized processes achieve higher agent utilization and lower overhead, shifting them left on the curve.
Cost Curve — Player Segments
Large-scale operations with extensive offshore delivery models, high levels of automation (AI, RPA), standardized processes, and a focus on transactional, high-volume interactions.
Susceptible to rising labor costs in developing markets, geopolitical instability impacting global operations, and data security breaches associated with large, distributed workforces (LI07: 4/5).
A balanced mix of onshore and nearshore agents, moderate technology adoption (advanced CRM, some AI assist), focusing on complex but not highly specialized customer interactions and maintaining a degree of service quality.
Caught in the middle, facing pricing pressure from low-cost leaders and differentiation challenges against specialized providers; vulnerable to commoditization if unable to consistently justify higher costs through perceived value (ER05: 2/5).
Exclusively onshore delivery, highly skilled and specialized agents, often serving regulated industries or providing premium, complex technical support or white-glove customer service; lower automation for personalized interactions.
Highly sensitive to client retention and perceived value; a downturn in demand or a client's budget cut can quickly render their higher cost structure unprofitable, leading to market exit (ER06: 2/5).
The 'Specialized High-Touch & Niche' call centres, relying heavily on highly skilled, onshore labor and offering bespoke services, represent the highest-cost producers in the industry.
For commoditized services, pricing power rests with the Global Offshore/Automated Leaders, setting a low clearing price that pressures all other segments; a drop in demand (ER05: 2/5) would push this clearing price even lower, making the mid-to-high cost 'Hybrid' and 'Specialized' producers unprofitable.
To thrive, companies must either aggressively optimize for cost leadership through automation and offshore models or strategically specialize in high-value, differentiated services.
Strategic Overview
The 'Activities of call centres' industry operates under significant cost pressures, driven by intense competition, commoditization of basic services, and continuous technological advancements. Understanding a firm's position on the industry cost curve is paramount for survival and sustainable profitability. Companies must meticulously analyze their operational expenditures, including labor, technology infrastructure, and regulatory compliance costs, to identify efficiencies and maintain a competitive edge. This is particularly challenging given the industry's perception as a cost center (ER01) and the susceptibility to client industry downturns.
The cost curve analysis is critical for call centers to navigate the balance between delivering high-quality service and managing expenses. With challenges such as 'Maintaining Cost Competitiveness' (ER03) and 'Margin Pressure & Commoditization' (ER05), firms must continuously optimize their cost structures. This includes evaluating the cost-effectiveness of various delivery models (onshore, offshore, nearshore), assessing the ROI of automation and AI, and benchmarking against industry best practices to identify areas for improvement. Firms that fail to manage their cost position effectively risk being undercut by lower-cost competitors or struggling to reinvest in necessary technological upgrades.
Ultimately, a robust understanding of the industry cost curve enables call center operators to make informed strategic decisions regarding pricing, service offerings, and investment in technology and talent. It provides a framework for driving operational excellence and strategic differentiation, moving beyond a pure cost-play model by embedding efficiency into value-added services. The insights gained from this analysis directly inform efforts to mitigate 'Profitability Volatility' and 'Scaling Inefficiency' (ER04), ensuring long-term viability in a highly dynamic market.
4 strategic insights for this industry
Labor Cost as a Primary Differentiator (and Vulnerability)
Labor costs typically constitute the largest portion of a call center's operational expenses. The globalized nature of the industry (ER02) has led to significant labor arbitrage, pushing down costs in certain geographies. However, this also creates vulnerability for onshore centers and requires a clear strategy for value-added services or specialized skills to justify higher costs. Continuous pressure on wages and benefits in developed markets, coupled with talent acquisition challenges (ER07), further exacerbates this.
Technology Investment as a Cost Lever and Cost Burden
While automation, AI, and advanced CRM systems offer significant potential for cost reduction and efficiency gains, they also represent substantial capital expenditures (ER03, ER08). The 'Technology Obsolescence Risk' (ER03) means continuous investment is required, turning technology into a double-edged sword: a lever for moving down the cost curve through efficiency, but also a significant, recurring cost burden that impacts ROI if not managed strategically.
Scalability and Operating Leverage Impact Cost Position
The industry's 'Operating Leverage & Cash Cycle Rigidity' (ER04) means that scaling operations, especially during demand spikes (LI05), can be inefficient and costly if not managed with a flexible workforce and scalable technology. Firms with higher operating leverage (more fixed costs) may struggle more during downturns (ER01) but achieve better margins at high utilization, while those with more variable costs maintain flexibility but might forego economies of scale.
Compliance and Security Costs Drive Up Baseline Expenses
High compliance and security costs (ER06, LI07) are non-negotiable baseline expenses that all call centers must bear, especially those handling sensitive customer data. These costs, driven by regulations like GDPR, CCPA, and industry-specific mandates, increase the minimum viable operating cost and can disproportionately impact smaller players or those operating across multiple jurisdictions (LI04). This 'High Compliance & Security Costs' (ER06) acts as an upward pressure on the entire industry's cost curve.
Prioritized actions for this industry
Implement a Hybrid Delivery Model with Targeted Automation
Leverage a blend of onshore, offshore, and nearshore operations to optimize labor costs (ER02) for different service tiers (e.g., complex queries onshore, routine tasks offshore). Integrate AI-powered chatbots and RPA for high-volume, low-complexity interactions to reduce agent dependency and improve efficiency, directly addressing 'Perception as a Cost Center' (ER01) and 'Maintaining Cost Competitiveness' (ER03).
Invest in Upskilling and Cross-Training Agents for Value-Added Services
Move up the value chain by training agents to handle more complex, specialized, and sales-oriented interactions. This strategy mitigates 'Margin Pressure & Commoditization' (ER05) by justifying higher service fees and increasing customer lifetime value, transforming agents from cost centers to revenue generators. This also addresses 'Talent Acquisition & Retention' (ER07) by offering career growth.
Implement Advanced Analytics for Workforce Optimization and Demand Forecasting
Utilize data analytics to accurately forecast demand, optimize agent scheduling, and improve first contact resolution (FCR). This reduces 'Scaling Inefficiency' (ER04) and 'High Ramp-Up Costs' (LI05) by ensuring optimal agent utilization and minimizing idle time or costly overtime. It provides proactive insights to manage 'Profitability Volatility' (ER04).
Standardize Processes and Leverage Cloud-Based Infrastructure
Streamline operational processes globally to reduce variability and increase efficiency, lowering 'High Compliance & Security Costs' (ER06) through consistent application. Migrating to cloud-based contact center platforms reduces upfront capital expenditure, improves scalability, and simplifies maintenance, addressing 'High Capital Expenditure and ROI Uncertainty' (ER08) and 'Technology Obsolescence Risk' (ER03) by shifting from CapEx to OpEx.
From quick wins to long-term transformation
- Conduct a detailed activity-based costing analysis across all service lines to identify immediate cost-saving opportunities.
- Negotiate better terms with existing technology vendors and telecom providers.
- Optimize shift scheduling and break times to improve agent utilization by 5-10% without impacting service levels.
- Pilot RPA solutions for back-office tasks or simple front-office queries (e.g., password resets, balance inquiries).
- Develop a structured training program for agents to acquire specialized skills (e.g., technical support, sales, complex case management).
- Explore nearshore or offshore options for specific, non-sensitive service functions to leverage lower labor costs.
- Implement a comprehensive AI-driven contact center platform that integrates CRM, knowledge bases, and virtual assistants.
- Re-evaluate global delivery footprint and potentially consolidate or expand based on cost efficiencies and talent availability.
- Establish partnerships with educational institutions to build a talent pipeline aligned with future skill requirements.
- Underestimating the complexity and cost of change management when implementing new technologies or process changes.
- Failing to account for 'hidden costs' of offshoring, such as quality control, cultural differences, and regulatory compliance.
- Excessive focus on cost reduction that compromises service quality, leading to client churn (ER05).
- Ignoring employee resistance or lack of skills for new technologies, leading to implementation failures and 'Talent Gap and Training Costs' (ER08).
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Cost Per Contact (CPC) | Total operational costs divided by the total number of customer interactions (calls, chats, emails). | Industry average or lower, with a goal to reduce by 10-15% annually through efficiency gains. |
| Agent Utilization Rate | Percentage of time agents spend actively engaged in customer interactions vs. idle time or non-productive work. | 70-85%, depending on the complexity of interactions and industry best practices. |
| First Contact Resolution (FCR) | Percentage of customer issues resolved on the first interaction, reducing costly follow-ups. | >75-80% for high-volume service lines, contributing to lower repeat contact rates and improved CPC. |
| Automation Containment Rate | Percentage of customer interactions fully resolved by automated systems (chatbots, IVR) without agent intervention. | 20-40% for routine inquiries, steadily increasing with AI maturity. |
| Labor Cost as % of Revenue | Proportion of total revenue spent on agent salaries, benefits, and training. | Industry average or lower, aiming for gradual reduction or stability while increasing revenue per agent. |
Software to support this strategy
These tools are recommended across the strategic actions above. Each has been matched based on the attributes and challenges relevant to Activities of call centres.
Gusto
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Modern HR, compensation benchmarking, and benefits administration directly addresses the root drivers of workforce turnover and human capital scarcity
All-in-one payroll, benefits, and HR platform for small and medium businesses. Automates payroll processing, tax filing, employee onboarding, benefits administration, and compliance — reducing the administrative burden of employment law for businesses without a dedicated HR function.
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Bitdefender
Free trial available • 500M+ users protected • Gartner Customers' Choice 2025
Threat detection and device-level controls prevent unauthorised access to institutional knowledge, proprietary data, and sensitive IP held on employee machines
Enterprise-grade endpoint protection simplified for small and medium businesses. Multi-layered defence against ransomware, phishing, and fileless attacks — with centralised management across all devices. Gartner Customers' Choice 2025; AV-TEST Best Protection 2025.
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HubSpot
Free forever plan • 288,700+ customers in 135+ countries
Customer success and onboarding tooling deepens product stickiness and increases switching costs, directly strengthening the incumbent's market position against new entrants
All-in-one CRM and go-to-market platform used by 288,700+ businesses across 135+ countries. Connects marketing, sales, service, content, and operations in one system — free forever plan to start, paid tiers to scale.
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Other strategy analyses for Activities of call centres
Also see: Industry Cost Curve Framework