LeapFrog!^®!, RDC's call center metric database, shows that 61% of companies currently consider their call center to be a cost center, 2% to be a cost reduction center, 27% to be a profit center and 9% to be a value-added center. In a benchmarking study with the APQC, Response Design found that companies were moving toward establishing their service centers as value-added centers and calculating their value based on the positive impact they have on customer retention. One center, whose sole mission is to handle customer complaints for the entire corporation, proves their bottom line value on a quarterly basic through customer surveying. The partnership between the customers and the center's agents is so strong that the agents are even able to take advantage of sales opportunities as they satisfy the complaints of customers. If a call center is not a direct revenue-generating department then management might want to consider calculating their value based on its contribution to customer retention.