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Answer

Should you measure average response time?

Measure the slowest tenth instead. The average is the one statistic designed to hide the failures.

No — measure the ninetieth percentile and count the enquiries that got no reply at all. An average is dominated by the easy cases and conceals the tail, which is where systematic abandonment actually lives.

Averages fail here for a specific reason rather than a general statistical one. Response times are not distributed symmetrically around a middle: most enquiries are answered reasonably quickly by whoever happened to be at a desk, and a minority wait enormously longer because they arrived through a path nobody watches. A single number covering both groups describes neither, and it moves in the wrong direction when the business gets busier, which is exactly when the tail grows.

The published average B2B first response is roughly 42 hours, and that figure is more useful as an illustration of the problem than as a benchmark. Nobody's business consists of enquiries that consistently wait a day and a half. It is composed of many answered in minutes and some answered never, and a mean placed over the top of that mixture produces a number that matches no actual case in the sample.

The ninetieth percentile fixes this by reporting a case that genuinely happened. If the P90 is nineteen hours, one enquiry in ten waited at least that long — a sentence anyone in the business can act on, argue with, or test by looking. It also has the useful property of being hard to game: hiring one more person to answer the easy queue faster moves an average and leaves a P90 where it was, because the tail is produced by a routing gap rather than by capacity.

Non-responses are counted separately and kept out of the percentiles entirely, and that is not a technicality. An enquiry that never received a reply has no duration. Folding it in as an arbitrarily large number lets the choice of that number decide the result, in either direction, which is how a response-time report gets quietly rigged by someone with no intention of rigging anything. Reported honestly it is a count, sitting next to the sample it came from.

The practical version of all this fits on one line of a dashboard: P90 by source, and the number of enquiries with no reply, both by week. Two figures, neither flattering, both actionable. Anything with the word average in it can go.

An average response time answers a question nobody has. The question is not how fast you usually are. It is how slow you get, and how often nothing happens at all.

Siddharth Sharma, Context Theory

Related questions

Why the ninetieth and not the ninety-fifth or the maximum?

The maximum is one enquiry and is usually an anomaly worth investigating rather than a statistic worth tracking. The ninety-fifth is defensible but gets noisy at the sample sizes a small business actually has. The ninetieth is the earliest percentile that reliably contains the systematic failures rather than the unlucky ones.

Our volume is low. Do percentiles mean anything at ten enquiries a week?

Less than they would at a hundred, so widen the window rather than abandon the measure — a rolling month gives a P90 worth reading. At genuinely low volume the second figure carries more weight anyway: at ten a week, one enquiry with no reply is a rate you can feel.

METHOD

Every figure below carries its source and the date it was verified. Nothing on this page is asserted.

The numbers on this page.

Datapoints
What Value Specific to
Average B2B first-response time42 hrsThis page
Leads cold past 5 minutes93%This page
Teams responding to an inbound lead within 5 minutes7%Category-wide

Oldroyd, McElheran & Elkington, "The Short Life of Online Sales Leads", Harvard Business Review (March 2011) · hours · 1.25M inbound leads across 2,241 US firms · verified

2026 speed-to-lead benchmark · range ~5% FinTech to ~15% RevOps · verified

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