In the Customer Service departments in Hilti it has been implemented a system called Global Contact Center (GCC). The GCC permits the automatic recognition of a calling telephone number if it belongs to a customer in the database. The benefits obtained with this system implementation are not exploited if the telephone number is not recognized and this is why the key performance indicator of GCC is the Hit Rate (the number of recognized calls divided into the total amount of calls) This document analyzes the factors that affect this Hit Rate and gives practical solutions to optimize the Hit Rate. In first place it is briefly described Hilti and its focus on data quality as strategy to provide a good service level to final customers. Then it is studied the relation between Hit Rate and the Data Quality indicators that were already designed by Hilti among the different countries (MOs) and different periods of time. Due to the current high and similar level of those Data Quality indicators, the relation found is weak. This inexistent relation for the current level of Data Quality is confirmed by restricting the analysis only to the calling customers. However, it is proved that if the Data Quality indicators drop below certain level the Hit Rate can be negatively affected. The second factor studied is the competence level of the agents to update telephone numbers that are not recognized by the system and hence enlarging the database. In order to measure the agents‟ updating level in the different MOs it has been designed and implemented three competence indicators. By analyzing those indicators it is concluded that the MOs have very asymmetric competence level and that there is a lot of room for improvement. To ensure an improvement in this area, Hilti should be able to measure those competences so a detailed technical description for those indicators is provide as well as different practical possibilities to implement those indicators. Finally, it has been studied other factors which Hilti cannot control but which have an effect on the Hit Rate such as the new customers calling to the Customer Service, or the customers calling from a “suppressed” telephone number. As additional information it has been done a particular study per MO in order to study the specific situation of each MO and the different actions that should be taken. The final conclusion is that the Hit Rate can still be improved, especially by improving the updating level. Hilti should focus on implementing measuring indicators to rate the competence among the agents so the updating level can be set as a target. The global team should also facilitate the updating process by improving the system to make it more intuitive and faster.