World Class Call Centres - Strategic Issues. Slike deck from the internationally acclaimed 2 Day Rod Jones Contact Centre MasterClass seminar. This seminar is aimed at middle to senior management involved in call centres or planning to develop or reengineer a call centre.

1. Version 19 Reviewed rj – 22 June 09 World Class Call Centres: Understanding the Key Strategic Issues Knowledge & Skills Development Seminar and Workshop Call Centres : Contact Centres : Customer Service Centres © Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.

2. Introductions & Credentials Rod Jones Founder: CallCentreCity Group- 2000 Founding Director: Call Centre Institute of SA Co-Publisher: Contact Centre Africa Magazine Convergence Executive Director: Contact Industry Hub Trainer / Author / Consultant Judge: SACCCOM National Awards 2005/6 Judge BPeSA National Call Centre Awards – 2007 Director: C3Africa Group South African 60 Years Old Started Direct Marketing business in 1971 Built first call centre 1985 Marketing Support Group First Outsource Call Centre 1992 - TeleFacilities Consultant since 1998 Board Member: Direct Marketing Association of SA 1988-2000 Non-Executive Director: Call Centre Networking Group SA 2001-2003 Director: Unity of Contact Centres 2005

3. Introductions Your name Company Interest in Call Centres What specifically do YOU want to learn from this course ?

4. I cannot teach you ‘Knowledge’.. I can only teach you how to learn.. I can direct you to where you will find your own knowledge and your own wisdom.

5. Symbols Used in This Programme More Information Case Study Questions & Discussion A Key Point – Worth Making a Note Of An Individual Task – Something for YOU to do A Buddy Task A Team Task Just for Fun

6. Reference Material All available from www.c3africa.com

7. Purpose of this Knowledge Development Programme You will gain… Sound understanding of contact centres:- Strategies Principles Processes Technologies Customer Relationship Management Personnel Defining Requirements Budgeting & Finance Procurement & Tendering Outsource Options Clarify Roles and Responsibilities Sound basis for Project Development Knowledge-based decision-making

8. Some Basic Concepts

9.   Concise & Measurable Objectives Business Processes   Data & Knowledge Business Strategies  People & Skills  Management Knowledge   Enabling Technologies Product/s Or Service/es  Continuous Improvement  Effective Management Ten Essential Steps to an Effective, Efficient Contact Centre

10. The Many Dimensions of a Modern Contact Centre Culture Performance Strategy Competency Organisation Facilities & Layout Process Application Equipment Delivery vehicle

11. Contact Centre Development Model FULLY DEVELOPED / World Class DEVELOPED Operational Maturity DEVELOPING FUNDAMENTAL Overall Integration (Strategic / Operational / Technologies) Source: Based on a model developed by Dimension Data / Merchants

12. 36 - 48 Months 24 - 36 Months 12-24 Months 6 – 12Months Contact Centre Development Model Fully Developed/ ‘World Class’ Developed Strategic Development Developing Fundamental Overall Integration / Operational Maturity

13. 3 – 4 Years Development Phase The Contact Centre Journey Fully Developed Developed Developing Fundamental 9- 18 Months

14. The Critical Development Phase Planning A New Call Centre Napoleon IEmperor of the French 1769 - 1821 “Men, horses and cannon are useful in battle But Strategy and Planning win wars”

15. This Knowledge DevelopmentProgramme What’s a call centre ? Customer Relationship Management - CRM Operational Dynamics Quality Management / Quality Assurance The Modern Call Centre / Contact Centre Call Centre Technologies Baselines & Benchmarking Capacity Planning Planning for a new call centre Budgeting, Finance and Procurement

17. Bad or poor decisions are most often made because of insufficient knowledge.

18. Bad decisions are usually very, very expensive !

19. Several senior executives will need to have a high level of knowledge about contact centres.

21. Read books ( recommended reading ).

22. Attend conferences – Regional & International.

23. Interface with the local or national contact centre association.

24. Gather information from websites.

25. Gather information from technology and service vendors.

26. Visit a large number of existing call centres.

28. What will the contact centre be required to do? Short Term? Long Term?

29. How are calls and contacts being handled right now?

30. What specific skills are needed to handle calls and contacts ?

31. What are the real consumer demands and expectations ?

33. How will the success of the operation be measured ?

35. Definitions and specifications to include:

36. People (Job descriptions)

37. Processes

38. Technologies

39. Use of Data and Knowledge

41. Defined vendor evaluation processes.

42. Defined evaluation panel or board. (Defined knowledge and skills)

43. Timelines associated with procurement.

44. Contracting processes.

47. Human Capital

48. Technology

49. Infrastructure

50. Finance / FundingWhat are all the challenges, obstacles and realities? What is YOUR role, function, task, challenge or mandate? OK.. Now you can design your strategies !

51. Management The FOUR PILLARS of a Contact Centre PROCESSES PEOPLE ENABLING TECHNOLOGY DATA & KNOWLEDGE

52. Project Development Process Knowledge Development Project Scope Strategic Definitions Operational Definitions Logistics Definitions Procurement Definitions Procurement Evaluation & Appointment Deployment Operations

54. The Automatic Call Distributor (ACD)

55. Differences between Call Centres & Contact CentresWhat a call centre can do for the organization Benefits to Customers Benefits to the organisation

56. Call Centre - Defined A customer communication hub Origins: Rockwell. 1972. Continental Airlines Efficient processing of customer interactions Designed for high volume Low cost per interaction Key factors:- Ease of access by customers Operational Efficiencies Effective use of data / systems

59. Elephants grow up..

60. Cats grow up..

61. Little girls grow up..

63. 1745 agents

64. 1.6 million calls a month

65. 12,000 m2 Call Centres grow up..

66. Fun and Joy .. Teaching & Training .. Feeding & Nurturing .. Constant Loving and Caring .. To deliver ‘World Class’ Customer Service, call centres need…

67. Lots of this .. Responsible Discipline .. Care & Personal Attention .. From Start-Up a Call Centre also needs ….

68. Some Hard Realities… To define, design, build and operationalise even a small (25 seat) call centre can take about9 months.

69. Some Hard Realities… To develop a true “World Class” Call Centre can take 2 to 3 years !

70. Some Hard Realities… With the best will in the world it will be extremely difficult to realize a Return on Investment in under 18 months But there will be a lot of “Quick Wins” Examples..* Customer Satisfaction * Staff Satisfaction * Service Delivery * Increased Efficiencies * Increased sales revenues

71. 36 - 48 Months 24 - 36 Months 12-24 Months 6 – 12Months Contact Centre Development Model Fully Developed/ ‘World Class’ Developed Strategic Development Developing Fundamental Overall Integration / Operational Maturity Source: Based on a model developed by Dimension Data / Merchants

73. ? Increase Customer Satisfaction Reduce Cost Of Operations Increase Efficiencies Increase Revenue Reduce Risk So.. Why have a … - Call Centre - Contact Centre - Customer Service Centre Fulfilling The Key Elements of Most Organisations’ Strategic Plans

74. Workbook Exercise Task 3

75. Change this …

76. With one of these… To this …

78. BENEFITS TO COMPANY Lower cost of service Monitored & Managed Quality Management Discipline Centralised Economies of Scale Centre of Excellence Customer Retention Customer Satisfaction Up-Sell and Cross Sell Debt Collection or Debtor Management For many organizations Customer Service and their Contact Centre are the ONLY competitive advantages

80. No call transfers

81. No call-backs

83. Reduce attrition

85. Reliable and efficient but gives very little control or analytics.

86. Low IntelligenceCall Distribution by means ofHUNT GROUPS Next available operator or agent PABX

88. Longest waiting time (agent)

89. Department

90. Special SkillsPABXs & ACDs True call centres / contact centres are equipped with ACD functionality ACD Automatic Call Distributor Invented by ROCKWELL in 1972 Intelligent routing Sophisticated monitoring and reporting ACD >> Learn more about ACDs in Module 5 – Technologies <<

92. Department

93. Special Skillse.g. Writing skills PABXs & ACDs Most ACD’s now incorporate Multiple Channel Functionality Some ACD’s are or can be Enabled for VoIP* * Voice Over Internet Protocol eMail Fax Scanned Documents SMS / Text Web / Web Chat ACD >> Learn more about ACDs in Module 5 – Technologies <<

94. Workbook Exercise Task 4

95. “World Class” What Does it Take to Become …

96. What Makes a ‘World Class’ Call Centre? Aligned and Integrated Strategies The call centre supports and is aligned with the core business strategies of the organization. Operationally, It Meets Specific Standards ‘Standards’ serve as a measure of quality as defined by external or internal customer expectations. Benchmarked Against Similar Operations Benchmarking against National, Regional and International sector and competitive call centres.

98. eMail

99. Fax

100. Web / Web chat

101. ‘White Mail’

102. Walk-In Customer ServicesPABX Hunt Groups – Low intelligence ACD Intelligent Routing Monitor and Manage / Statistics / MIS Integration of other communication channels Call Centre / Contact Centre People – Processes-Data and Information – Enabling Technology 6. It takes Time and Commitment

103. Discussion.Questions & Answers << A Group Activity >>

104. 2 Understanding Customer Relationship Management (CRM)

105. 2: Customer Relationship Management (CRM) Gain an understanding of:- Evolution of business Strategies Evolution of enabling technologies What is meant by “convergence” Definition of CRM Differences between CRM Strategies and CRM Applications Importance of CRM and Customer Retention

106. TELEPHONY -CTI INTERNET OPEN SYSTEMS DATA NETWORKS MAINFRAMES DEVELOPMENT OF TECHNOLOGIES & BUSINESS STRATEGIES SOPHISTICATION 2008> ‘70 ‘80 ‘90 2000

107. Customer Relationship Marketing CRM ‘Database Marketing’ ‘One-to-One Marketing’ ‘Lifetime Value Marketing’ Customer Experience Management CEM ‘Loyalty Programmes’ ‘Customer Care’ ‘Relationship Marketing’ CONVERGENCE STRATEGIC MARKETING TELEPHONY -CTI INTERNET OPEN SYSTEMS DATA NETWORKS SOPHISTICATION MAINFRAMES 2008> ‘70 ‘80 ‘90 2000

108. CRM Defined CRM Means TWO DIFFERENT THINGS – Beware not to confuse them CRM – The Business Strategy CRM – The Technologies

109. CRM – The Business Strategy An All-encompassing Business Strategy. Consolidating customer information and knowledge. (Single view of customer) Analyzing data. Understanding the customer’s behaviour. Creating interactive, highly personalised and appropriate or relevant interactions To achieve:- Customer Acquisition Customer Retention Increased Revenues Reduced Costs Customer Satisfaction ( Delight!)

111. The people, processes, and technology aspects of the business associated with Marketing, Sales, and Service.

112. The Corporate Philosophy at the core of any customer-centric business strategy and culture.

113. Supported, not driven, by technology.

114. CRM involves redesigning of Functional Activities.

115. Actively deepening the Knowledge of Customers to meet their Individual Needs.

116. An Holistic Approachthat unifies all points of customer interaction.

118. Why Invest in CRM ? It costs EIGHT TIMES MORE to win a new customer than it does to keep an existing customer. Dissatisfied customers cause other customers to migrate. Customer retention is the key to a profitable business. Managing Customer “Churn” is the difference between Profit and Loss!

119. ? Increase Customer Satisfaction Reduce Cost Of Operations Increase Efficiencies Increase Revenue Reduce Risk Why Spend Resources Developing and Implementing a CRM Strategy ? Fulfilling The Key Elements of Most Organisations’ Strategic Plans

121. Customer profile data

122. Responses to campaigns

123. Sales and purchase data

124. Customer profitability (or lack of!)

125. Account (billing) information

126. Channel preferences

128. 90% 85% 75% 50% 45% 35% Software Life Insurance Insurance Brokerage Fixed Line Telecoms Branch Deposits Credit Card % Increase in Customer Net Present Value 100 Impact of 5% Increase in rate of Customer Retention 80 60 40 20 0 [Source: Customer Retention: A New Star to Steer By. Frederick Reicheld and W. A. Sasser

129. What does a CRM Business Strategy Require ? Total Commitment by the company Intimate Knowledge about who our customers and target markets are A thorough understanding of the Economics of CRM Acceptance of the principle that customers determine their Needs and what it is that they Value Company prepared to adapt or alter Business Processes to give customers what they value Give customers the communication Choices and Options that they want

130. The CRM Challenges Once operational your company will DEMAND of your call centre.. Add new communication channels Handle more calls Give Faster Service Provide more information Take on more customers Incorporate new technologies Be more accessible Reduce costs Give more choices to customers Reduce customer ‘Churn’ Increase Revenues Give “World Class” Service

131. Discussion.Questions & Answers << A Group Activity >>

132. Workbook Exercise Tasks 5 and 6

133. STRATEGIES PROGRAMMES PEOPLE PROCESSES FRAGMENTED TECHNOLOGIES THE FAILED ORGANISATION IS MISALIGNED

134. STRATEGIES PROGRAMMES FRAGMENTED TECHNOLOGIES LOSS DRIVERS Fragmented ‘Vision’ Counter-Productive Low Motivation PEOPLE Wasted Resources PROCESSES Over-Spend

135. Growth STRATEGIES Market Focussed PROGRAMMES Aligned, Supported PEOPLE INTEGRATED PROCESSES CONVERGED TECHNOLOGIES THE SUCCESSFUL ORGANISATION A Customer Centric Organization Empowered

136. CRM is not for The Faint-Hearted So.. What will it take ? Total Commitment – from the CEO down. Complete review of all Business Strategies. Review of all Business Rules and Processes. Accurate and current Customer Data. Analysis of customer data / information. Company and product (service) Knowledge and Information. Integration of ALL systems and technologies. Empowerment through skilling / training. Enabling technologies. Knowledgeable and reliable Business Partners / solution providers. Knowledge-based decision-making. Planning, Planning and more Planning.

137. KEY POINTS CRM is first and foremost a BUSINESS STRATEGY CRM applications enable the business processes based on the strategic requirements CRM requires enterprise-wide commitment

138. Discussion.Questions & Answers << A Group Activity >>

139. Workbook Exercise Task 7

140. 3 Operational Dynamics of The Modern Call Centre

141. Team Leader Agent Agent Agent Agent Agent Typical Organisational Chart Start-up or Small Call Centre – 10-30 Agents Call Centre Manager Corporate Technical Support Admin Support Corporate Trainer Supervisor

142. Trainer Coach Coach Agent Agent Agent Agent Agent Typical Organisational Chart Medium to Large Call Centre – 50-100 Agents Call Centre Manager Admin Support Technical Support Quality Assurance Manager Senior Supervisor Supervisor Supervisor Team Leader Team Leader

143. Management Essentials What makes a great Call Centre Manager ? Well proven Operational Experience. Formal Contact Centre Management training and credentials. High-Level abilities: Strategic Technologies People / Human Resource Business Process design Financial Team-Builder TIP: Clearly define competencies, skills and experience in a highly detailed job description document

144. Staffing Essentials What makes a great Call Centre Supervisors and Agents ? Able to work as part of a team. Self disciplined. Self motivated. Computer literate. Keyboard skills. Numeracy and Literacy. Writing skills (eMail/Fax). Articulate speaking voice. Excellent Communication Skills. Acceptable accent and use of language. TIP: Use one of the highly advanced Assessment and Simulation software suites now available

145. Agent Communication Quality Politeness Speaking Activity Rewardingness Listening Activity Role-Relationship Competence Interpretive Understanding Emotional Competence Adaptive Competence Communicative Assurance Task Competence CONVERSATIONAL SKILLS

147. FaxAptitude Testing Check CV & Credentials Face-to-Face Interview Structured Telephone Interview

148. Operational Dynamics of The Modern Call Centre

149. Call Answered By ACD Call Answered By agent Caller Hangs up Agent completes after Call work Call Arrives at ACD Ring Time Queue Time Wrap-up Time Talk Time Speed To Answer (ASA) Handling Time Trunk Holding Time Basic Operational Terms Typically, Music-on-hold Or messages

150. Typical Performance Measurements NOTE:These measures do NOT take actual Customer Experience ( Call Outcomes Quality) into account. Average Speed to Answer - ASA How long a caller waits until answered Service Level(Operational Service Level) % of calls answered in a given time. Typically – 80% of calls answered within 20 seconds Abandoned Rate The number (or %) of callers that hang up before being answered (by a ‘live’ agent)

151. First… Achieve Efficiency Typical Call Centre Key Performance Indicators (KPIs) Key Factors in the Total Customer Experience

152. Then… Achieve Effectiveness – Typical Call Centre Targets Key Factors in the Total Customer Experience

153. Then… Achieve Effectiveness – Typical Call Centre Targets Key Factors in the Total Customer Experience

154. Performance Improvement Greater Efforts and Resources will be required to make small improvements Efficiency Effectiveness Quick Win &“Common Sense” Improvements Time

155. Not Acceptable To callers IDEAL Excessive Costs Impact of Staffing on Service Level

156. Examples: Call Arrival Patterns

157. Unacceptable Service Level / Under Staffed Acceptable Service Level Excess Service Level / Over Staffed & Costly Call Volume & Staffing Realities Calls Per Hour 100% 07h00 08h00 09h00 10h00 11h00 12h00 13h00 14h00 15h00 16h00 17h00

158.  Specify Required Service Level & Response Times   Gather Data from ACD and other sources Adapt Adopt Improve   Forecast Anticipated Call Volumes Repeat Process To alter Service Level   Calculate Costs Calculate Basic Staffing Requirements   Calculate Required System Resources Draw-up Staffing Schedules  Calculate Staffing Shrinkage Meeting Service Levels

160. Achievement of Service Levels

162. Workbook Exercise Task 8 and 9

163. NO YES Business Processes

164. TO BE ABLE TO PLAN & SCOPE YOUR CALL CENTRE Why Are Clearly Defined Business Processes Vital To The Contact Centre? To Establish Roles And Responsibilities. Defining Required Skill Sets & Training. Defining Business Rules. Defining Escalation Procedures. Monitor Efficiencies. Cost Control. Forecasting And Capacity Planning. IT And System Design And Integrations. Reporting And Management Information/ Analytics. Document Requirements. Standardization. Training, Skills Development. Succession Planning. Disaster Recovery And Business Continuity.

165. An Introduction to Process Design(Examples based on BPMN Method) For More Information: www.bpmn.org or www.ebpml.org

166. 1 e n l a o L o P 2 e n a L Understanding POOLS and LANES

167. Expanded Sub - Process Collapsed Collapsed Sub - Repeating Sub Basic Task Repeating Process Process Sub - Process + + Understanding Different types of TASKS Example: Make a cup of tea BASIC TASKS 1: Place kettle under tap 2: Turn on tap 3: Fill kettle with water 4: Switch on kettle 5: When boiled – switch off

168. Start Process or Sub Process End Process or Sub Process Start with a Rule Start with a Timer Process Flow Move from one task to the next, move something (e.g. a document) or send a message Sequence Flow Message Flow A Gateway – a point of DECISION NO Decisions YES Different types of EVENTS I am feeling stressed so I will make tea It is 10 o’clock .. Time for tea Decide to make a cup of tea Finish drinking your cup of tea

169. Start Process or Sub Process End Process or Sub Process Process Flow – Sequence Flow PROCESS FLOW

170. Hey Honey… Please make me a nice cup of tea ! Start Process or Sub Process Start Process or Sub Process End Process or Sub Process Message Flow Process Flow – Sequence Flow MESSAGE FLOW

171. Example: Basic Restaurant Processes

172. Example: Basic Restaurant Processes Customer Enters Customer Leaves

173. Example: Basic Restaurant Processes ‘Customer’ is a Pool ‘Waiter’ is a Lane ‘Restaurant’ is a Pool ‘Kitchen’ is a Lane

174. Example: Basic Restaurant Processes FRONT OFFICE ‘Customer’ is a Pool ‘Waiter’ is a Lane BACK OFFICE ‘Restaurant’ is a Pool ‘Kitchen’ is a Lane

175. Example: Basic Restaurant Processes Customer Experience The Waiter The Maitre d’hotel The Kitchen

176. TASK DECISION DOCUMENT Expanded Sub Process Collapsed Sub Process Message Flow Process Flow

177. Example: Basic Restaurant Processes End of Process End of Process

178. Alternative Process Mapping Method

179. KEY POINTS Accurate, up-to-date and relevant business process documentation is CRITICAL to the success of the Contact Centre Project. Without Detailed Business Processes it is IMPOSSIBLE to plan or scope a CRM or Contact Centre project.

180. Workbook Exercises Task 10 Task 10 a

181. Contact Centre Technologies An Introduction

183. Dial 1 for Sales Dial 2 for Service Dial 3 for Finance IVR Voice Network SUPERVISOR AGENT WORKGROUP Service Department How may I help you? ROUTING USING IVR 2 ACD PSTN TRUNKS +27 11 465-6768

184. TCP/IP LAN Data Network CTI Computer Telephony Integration APPLICATION SERVERS Voice Network MANAGEMENT (Reporting) SUPERVISOR AGENT WORKGROUP Mr Ling ‘Gold Card’ Customer Mr Ling ‘Gold Card’ Customer Ethernet / Token Ring INTELLIGENT CTI ROUTING.. CLI(Caller Line Identification) ANI(Automatic Number Identification) Caller Line Identification (CLI) ACD PSTN TRUNKS +27 11 465-6768 Good morning Mr Ling. How may I help you?

185. Thank you for calling.. Please enter your account number TCP/IP LAN Data Network CTI Computer Telephony Integration APPLICATION SERVERS Voice Network MANAGEMENT (Reporting) SUPERVISOR AGENT WORKGROUP Mr Ling ‘Gold Card’ Customer Mr Ling ‘Gold Card’ Customer Ethernet / Token Ring INTELLIGENT CTI ROUTING.. 1: Customer In-Put Data (using Touch-Tone) 2: ‘Screen Pop’ Caller in-puts Account Number IVR 2468101214 ACD PSTN TRUNKS +27 11 465-6768 Good morning Mr Ling. How may I help you?

186. BRANCHES WAN EMAIL SERVER FAX SERVER TCP/IP LAN WEB SERVER IVR RECORDER DIALLER Data Network CTI Computer Telephony Integration APPLICATION SERVERS Voice Network MANAGEMENT (Reporting) SUPERVISOR AGENT WORKGROUP Ethernet / Token Ring BROADBAND / ISDN Remote or Home Agent TYPICAL CONTACT CENTRE ACD PSTN TRUNKS

187. BRANCHES WAN TCP/IP LAN EMAIL SERVER FAX SERVER WEB SERVER IVR Data Network RECORDER DIALLER CTI Computer Telephony Integration APPLICATION SERVERS PSTN TRUNKS Voice Network SUPERVISOR AGENT WORKGROUP MANAGEMENT (Reporting) VoIP Ethernet / Token Ring BROADBAND / ISDN Remote or Home Agent NEW GENERATION CONTACT CENTRE ACD eMail Fax Web IVR Recorder Dialer WFM ACD

188. BRANCHES WAN TCP/IP LAN EMAIL SERVER FAX SERVER WEB SERVER IVR Data Network RECORDER DIALLER CTI Computer Telephony Integration APPLICATION SERVERS PSTN TRUNKS Voice Network SUPERVISOR AGENT WORKGROUP MANAGEMENT (Reporting) VoIP Ethernet / Token Ring BROADBAND / ISDN Remote or Home Agent NEW GENERATION CONTACT CENTRE ACD eMail Fax Web IVR Recorder Dialer WFM ACD

189. PABX EXTENSIONS TCP/IP LAN EMAIL SERVER FAX SERVER WEB SERVER IVR Data Network RECORDER DIALLER CTI Computer Telephony Integration APPLICATION SERVERS PSTN TRUNKS PSTN TRUNKS Voice Network SUPERVISOR AGENT WORKGROUP MANAGEMENT (Reporting) VoIP Ethernet / Token Ring THE ENTERPRISE CONTACT CENTRE ACD

190. Discussion.Questions & Answers << A Group Activity >>

191. Server Cabinets

192. Automatic Call DistributorThe ACD Allows efficient routing of calls Conditional & Skills-based routing Assigns calls to first available (most appropriate) agent Queues calls / on hold Intelligence-based Voice Announcements Maintains accurate call volume / duration / routing data In-bound and Outbound Real time performance data Macro and Micro performance monitoring Real time Queue management / configuration Multimedia integration (eMail/Fax/Documents) VoIP ready (most newer) Can integrate to most enterprise PABXs (or replace)

193. Real-time view of individual or agent group performance Real-time view of agent groups

194. Conferencing Manage Multiple Interactions Extensive Call Controls Real-time Interactive Directories

195. Supporting the Multimedia Environment Voice Mail Faxes Call Recordings Web Chat Recordings

196. Interactive Voice Response IVR Automates certain interactions with callers. Selectively routes calls. e.g “Dial 1 for ..” Interfaces with databases. “Reads” data / presents as Voice. Can handle calculations. Interfaces with Fax-On-Demand. Provides recorded “audiotext” information. Multilingual information. Can incorporate Voice / Speech recognition. Ideal for ‘after hours’ service. Customer self service. Handles excessively high call volumes. CAUTIONS Most callers dislike IVR. Get professional advice. NEVER offer more than four menu options!

197. ROUTING USING IVR Dial 1 for Sales Dial 2 for Service Dial 3 for Finance Please select a fax. Please dial your fax # IVR Thank you for calling.. Please enter your account number Dial 1 to listen to information about … Dial 2 to listen to … Dial 3 to hear ….. Voice Network SUPERVISOR AGENT WORKGROUP Mr Ling ‘Gold Card’ Customer Service Department How may I help you? 1: Caller Selects Routing from Options 2: System ‘Reads’ Calling Number – Interprets action 3: Caller in-puts identification data – System Interprets action 4: Caller Selects to listen to recorded info – System plays recording. 5: Caller selects a fax – inputs own fax # Caller Line Identification (CLI) 2 ACD PSTN TRUNKS +27 11 465-6768

198. EXCEPTIONALLY HIGH CALL VOLUME AGENT WORKGROUP IVR for HIGH VOLUME CALLS Example 1: We are aware of the problem… etc Example 2: We are experiencing high call volumes… please stay on the line. High Capacity IVR IVR Example 3: We expect a very long delay. Please leave a message.. Will call you back ACD SUPERVISOR Example 5: We have your number (CLI). We will call you back shortly NOTE: Plan for sufficient line (trunk) capacity and IVR channel capacity

199. ‘Next Generation’ IVR… EXCEPTIONALLY HIGH CALL VOLUME Interpretation & Systems Interactions AGENT WORKGROUP Human Speech Recognition Systems What is the balance in my savings account? Hello.. How can we help you today? No problem Sir.. What is your account number ? It’s 26786548 Thank you. Please state your name (Voice Signature) John Smith` You have balance of Seven Hundred and ten Dollars. What else can we do for you ? ACD SUPERVISOR

200. Day Two World Class Call Centres: Understanding the Key Strategic Issues Knowledge & Skills Development Seminar and Workshop Harrisons on 12th, Rivonia 22-23 May 2008 Call Centres : Contact Centres : Customer Service Centres © Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.

201. Examples of IVR Systems Route Call to IVR sub-System Enter CellPhone No MENU ONE Or Enter # 1 English 2 Zulu MENU TWO 1 PUK or Voice Mail 3 Sesotho MENU THREE 2 Free eMail Service 1 SIM Swop 4 Afrikaans 3 Lost or Stolen 2 VodaCare / Dealer 4 New Products 3 Roaming 0 Other Options 0 Speak to Consultant Announcement about Call Recording ACD Agent Queue 1 MINUTE 38 SECONDS Example 1: Vodacom Customer Care Line 082-1082 Recorded 2 June 07 082-1082

202. MENU ONE 1 Account or Billing Enquiries SUB MENU 1 1 Option One 2 City Power 2 Option Two 3 Joburg Water Welcome Announcement 3 Operator 8 Follow-up on a previous call 4 Pickie Tup (Refuse Removal) Temporary Announcement – Power Outages 5 Joburg Roads Agency ACD QUEUE 6 Metro Bus 7 Participate in City Planning 0 All other agencies – General * Repeat options 5 Example 2: City of Johannesburg -Joburg Connect 011-375-5555 Recorded 2 June 07 011-375-5555 1 minute 32 seconds

203. SUB MENU 1 1 Enter Account Number MENU ONE 1 List of Power Outages System read-back number 2 Report a fault 0 to confirm or 1 to re-enter 3 Account balance enquiry Your account balance is …. Welcome Announcement 4 Submit a Meter Reading Your reference number is … 0 Speak to an agent Temporary Announcement – Power Outages SUB MENU 3 SUB MENU 2 3 Afrikaans 1 Return to Main Menu 5 English ACD QUEUE 0 Speak to an Agent 6 Xhosa 9 Other Languages Example 3: Eskom Customer Care Centre 0860-037566 Recorded 2 June 07 0860-037566

204. Example of an IVR Speech Recognition System Example 4: The Airports Company – O R Tambo International- Johannesburg 086-727-7888 Recorded 2 June 07 MENU ONE 086-727-7888 1 Flight Information EXAMPLE 1 2 Parking Information EXAMPLE 2 3 Other Queries 4 Travellers Assistance

205. Easy to use,Drag and drop IVR scripting tools

206. Just some Fun … Irish Mental Health Hotline IVR

207. Discussion.Questions & Answers << A Group Activity >>

209. Capacity is a factor of trunks and extensions.

211. Configuring recording for Agent Quality Monitoring

212. Typical Agent Quality Monitoring

213. Workforce Management The Right Agent … With The Right Skills … At The Right Time … Forecast Service Level Predicted call volume based on historical ACD data Number of Agents Required Estimated Talk Time After call work

215. Customer data verification or collection

216. Service Call-Backs

217. Debt Collection

218. Debtor Management

219. Market Research

220. Opinion Polls

221. Political CanvassingTechnology Enabled Dialling Increases Efficiency And Can Dramatically Reduce Costs By 200% To 300%

223. Actual dialing time.

224. Actually ringing time

225. say 10 rings

226. Engaged tones

227. Fax and Modem Tones

228. Out Of Order

230. Actually ringing time

231. say 10 rings

232. Engaged tones

233. Fax and Modem Tones

234. Out Of Order

235. Answering MachinesEfficiency Loss Drivers

237. Actually ringing time

238. say 10 rings

239. Engaged tones

240. Fax and Modem Tones

241. Out Of Order

243. Standard-call type

244. Debt Collection

245. Research

246. TeleSalesVery Expensive Technology BUT can give fast ROI due to very high efficiencies.

248. Suspended

249. Engaged

250. Modems

251. Answering Machines

252. Fax Tone Call Type Codes Sent to PD Server  Call Type Codes Written to database PDDials out on more lines than there are agents. Large Number Outbound Trunks (lines) Dialer draws numbers from segmented database More About Predictive Dialing Database Server Predictive Dialer Server ACD NOTE: Can be up to 2.5 times more lines than agents

253.  ‘Live’ Human Voice  PD system only connects “live” connects to call centre agents. Large Number Outbound Trunks (lines) More About Predictive Dialing 1: ‘Pace’ at which PD dials and delivers calls to agents can be controlled. 2: ‘Too Aggressive = Agent burn-Out. 3: ‘Too Aggressive = Connects to customers but no agent available to take call = ‘White Sound’. Predictive Dialer Server

254. Workbook Exercise Tasks 11 to 15

255. 5 Contact Centre Technologies Part Two – An Alternative

256. Lets Talk About… Hosted Contact Centre Solutions… 5 An alternative to purchasing your own technology

257. EMAIL SERVER FAX SERVER WEB SERVER IVR RECORDER DIALLER CRM Appl ACD PSTN TRUNKS YOUR CALL CENTRE

258. EMAIL SERVER FAX SERVER WEB SERVER IVR RECORDER DIALLER CRM Appl ACD PSTN TRUNKS YOUR CALL CENTRE

260. Pay for what you use

262. 100% Technology Roadmap Innovation User Training and Awareness You pay for 75% Functionality Usage 50% Flexible Licensing Capacity Planning Typical Usage 25% 0% You only use 25% 50% 75% 0% 100% License Usage

263. How Much Does Technology REALLY Cost ? The REAL Total Cost of Ownership Installation Integration Maintenance Upgrades Security Backup Servers Internal Labour Testing Development

264. How Much Does Technology REALLY Cost ? The REAL Total Cost of Ownership Installation Integration Maintenance Upgrades Security Backup Servers Internal Labour Testing Development

265. How Much Does Technology REALLY Cost ? The REAL Total Cost of Ownership Installation Integration Maintenance Upgrades Security Backup Servers Internal Labour Testing Development

267. All contact centre infrastructure is fully provided for

268. Off balance sheet & improved cash flow

269. Faster time to market

270. Infrastructure and technology required to introduce new services is already in place

271. Improved service levels

272. Allows you to focus on agent competencies rather than infrastructure management

273. Focus on core competencies

274. Re-channel your IT skills to other, more strategic areas of the business

275. Reduced operating costs

276. You only pay for what you use

278. No need to source, train and retain hard-to-find IT professionals

279. Access to the latest technology

280. Infrastructure and applications are upgraded on an ongoing basis

281. Scalability

282. Capacity planning made easy. Turn functionality on as and when you want it

283. Flexibility

285. Day Two World Class Call Centres: Understanding the Key Strategic Issues Knowledge & Skills Development Seminar and Workshop Harrisons on 12th, Rivonia 18th – 19th March 2008 Call Centres : Contact Centres : Customer Service Centres © Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.

286. IP Telephony & Voice Over IP Explained VoIP Voice over Internet Protocol IP Telephony Voice transmitted over a computer network

287. Relies on a physical point-to-point connection In The Beginning… POTS Plain Old Telephone Services PSTN Public Switched Telephone Network “Circuit Switched Telephony” (TDM – Time Division Multiplexing)

288. Receiver's IP address Each packet contains the Senders IP address and.. WAN VPN Internet From POTS to PACKETS VoIP & IP Telephony Voice signals sent as data packets

289. Public Service Telephone Network $$ TelCo $$ PABX PABX

290. Public Service Telephone Network WAN VPN Internet PABX Router Router PABX

291. WAN VPN Internet By-pass or avoid Telco costs. Optimize use of own WAN and LAN. Take advantage of low-cost IP links. Leverage existing PABX investment.

292. TAKE THE FREE SKYPE DOWNLOAD

294. IP Telephone ( with built-in NIC) is a Network IP Device PC with NIC is a Network IP Device More About Networks Network Interface Card NIC Connects an IP Device to the Local Area Network (LAN)

295. More About Networks Network Interface Card NIC Connects an IP Device to the Local Area Network (LAN) The NIC is the single most important component for any LAN device because it provides the device with its physical address on the LAN

296. More About Networks Network Interface Card NIC Connects an IP Device to the Local Area Network (LAN) The NIC address is known as the MAC Address Media Access Control Example of a MAC address 00-0A-E4-02-7B-99

297. Example MAC address 00-0A-E4-03-9B-88 IP Telephony Server HUB LAN WAN OR INTERNET VoIP Traffic on the WAN uses The IP Addressing System Example IP address 192.168.2.4 Example MAC address 00-0A-E4-02-7B-99 ROUTER or EDGE DEVICE

298. Router ‘converts’ IP address to MAC address Example MAC address 00-0A-E4-03-9B-88 HUB LAN WAN OR INTERNET Call addressed to IP address 192.168.2.4 Example MAC address 00-0A-E4-02-7B-99 IP Telephony Server ROUTER or EDGE DEVICE External (WAN) VoIP call

299. About SIP … Session Initiation Protocol Rapidly emerging as the dominant standard in IP Telephony market. Probably will replace the current H323 standard. Allows seamless integration with multiple endpoint devices:- IP Desk Phone PC Softphone PDA Cellphone Easy and practical integration of multiple vendor technologies. SIP-enabled PABX / ACD NOTE: Allows for the evolution of the organisation’s traditional circuit switched (POTS/TDM) to slowly migrate to a IP Telephony solution. Is YOUR VoIP solution SIP-compliant ?

301. Office

302. Home

303. Client’s Site

304. Internet Hotspot (WiFi)

305. Integration with Outlook

306. Instant Messaging and presence tracking

307. Point-and-Click Dialing

308. Wide range of telephony features

309. Call Queuing

310. Operates on Windows-based Computers.

313. IP Telephony / VoIP

314. Technical developments

316. Discussion:Questions & Answers << A Group Activity >>

317. 6 Baseline & Benchmarking

318. BENCHMARKING Where are we? Where are we going ? Why ? Effective Service Delivery is Governed by the Metrics

319. Baseline & BenchmarkingOUTCOMES Gain an understanding of:- Why contact centres should have baselines and benchmarks What to Baseline and Benchmark How to define baselines and benchmarks for new call centres Establishing baselines and benchmarks for existing call centres Benchmarking methodologies – examples Reports - examples Using benchmarking for continuous improvement

320. Why Baseline and Benchmark Provides basis for aligning contact centre with defined corporate business strategies. Aids development planning Identify opportunities for cost reduction or revenue generation. Clearly identify areas of weakness / strengths. Measures Contact Centre performance against international and national Best Practices. Benchmark against competitors Disciplines and Structured approach

321. Guiding Principles for Performance Metrics Abandon as few calls as possible. Answer as many calls as possible. Handle calls as quickly as possible within defined time. Process as many customer enquiries as possible every hour. Avoid as many calls as possible or reduce the number of calls by moving customers to other channels. Maintain or reduce the cost of handling customer calls.

323. Wrap-up Time ( After call admin)

324. Percentage of agent capacity used talking to caller

326. Baseline and Benchmark Mapping Contact Centre Assessment People 100 90 80 Process Performance 70 60 50 40 30 20 10 0 Commercial Technology Information Facilities/Infrastructure

327. Initial Assessment Current Contact Centre Assessment Where is the Call Centre today? People 100 90 80 70 Process Performance 60 50 40 30 20 10 Current situation 0 Technology Commercial Information Facilities/Infrastructure

328. Assessed against benchmarks Benchmarking assessment People Where should the CC be? 100 90 80 70 Process Performance 60 50 40 30 20 Current situation 10 0 Benchmark Technology Commercial Information Facilities/Infrastructure

329. Identify possible solutions to address these gaps Gap Analysis Gaps Contact Centre Assessment What gaps exist in the CC? People 100 90 80 70 Process Performance 60 50 40 30 20 Current situation 10 0 Benchmark Technology Commercial Information Facilities/Infrastructure

330. EXCESS ZONE DESIRABLE PERFORMANCE ZONE Better Than % calls answered < 20 seconds REQUIRES ATTENTION Assessed Performance Against Competitors Same As Assessed Performance Against Agreed Benchmarks % abandoned calls Average talk time Worse Than CRITICAL ACTION ZONE First call resolution Moderate Low High Customer Service Impact Example of Post-Audit Performance Mappingand Prioritisation Model = N.B. Examples only

331. Contact Centre Operational Audit and Benchmarking You can only manage it … If you can measure it.

332. Management Customer Experience People Business Integration Processes Financial Technology Strategic Definitions Knowledge Management Quality Reporting Workforce Management AUDIT OF CONTACT CENTRE COMPETENCIES Operational Strategic

333. Operational Audit & Benchmarking Methodology Weighted Score (out of 4) Section being audited Auditor’s Observations Risk Index Remedial Recommendations Function being audited Section Score

335. Not in practice

336. Not observed

338. Some evidence of ad hoc implementation

339. Inconsistent

341. Not fully understood and/or applied across the operation

343. Making a positive contribution to operation’s continuous improvements

345. Firmly imbedded into the operational culture and procedures.

346. Visible signs of driving continuous improvement throughout all streams in the operation.

348. Overall Score Operational Development Q1 2007 Strategic Development 1.71

349. KEY POINTSBaselines & Benchmarks You can only Manage if you can Measure Establish realistic and appropriate goals Preempt the need for ‘crisis-driven’ remedial interventions ‘Overkill’ is costly Establish Baselines to start Benchmarking is the key to maintaining defined Service Levels Do not confuse Benchmarking with Quality Assurance !

350. About SA Contact Centre Standards

351. Categories Covered by The Standards Leadership and Customer Satisfaction Management Practices Operational Management Practices Human Resource Management Practices Technical Resource Management Practices

352. Typical Issues Covered by The Standards

353. Clear and Concise (Standardised) Definitions

354. Examples of Standards

355. More Examples of Standards

356. Why Implement The Contact Centre Standards? The Standards represent “Best Practice” as defined by over 70 of South Africa’s top call centre professionals and consultants liaising with international specialists. ‘Best Practice’ manifests as dramatic improvements in efficiencies and effectiveness. The Standards will create a powerful Competitive Advantage. The Standards are designed for International application and use.

357. How ? Obtain a copy of The Standards from Standards SA or from a consultant. Audit your contact centre against the standards. (Or have a professional consultant carry out the audit) Identify the Gaps Design and Implement Interventions and processes to come into line with standards

358. Discussion.Questions & Answers << A Group Activity >> 6

359. Planning A New Call Centre 7 Napoleon IEmperor of the French 1769 - 1821 “Men, horses and cannon are useful in battle but Strategy and Planning win wars”

360. Reference Material

362. Input Information Required for Planning Organisational strategic issues / goals / pressures Customer demographics Known contact volumes Telephone eMail Fax Correspondence Internal / External Consumer / B2B Known measures Call duration by type Admin processes / time / by type Contact types What triggers contacts? Inbound Outbound Fluctuations & Drivers Seasonal Monthly / Weekly Event-driven Predictable Unpredictable Growth projections Specialized skills Available Required Integration into existing systems Reporting requirements Management & Staffing

363. The Fresh Water Company Case Study: - Planning - Contact Type

364. The Fresh Water Company The average or estimated time that that it takes to complete this interaction type

366. Emails

368. So… agents can only handle 96 calls per hour.

369. Now we need 74 agents !NO.. A lot more !

370. The Realities are that agents are NOT 100% productive ! % of Agent time spent NOT handling calls * FTE = Full Time Equivalent Agent We need 74 x 41% (30) or 74+30= 104 Agents

371. But what about … eMail processing Fax processing Written correspondence Faxes SMS contacts Walk-ins Different call types – different call handling and after call handling times. And now… consider call arrival patterns… How many agents will be needed in the “Busy Hour/s” ?

372. Examples: Call Arrival Patterns

373. Unacceptable Service Level / Under Staffed Acceptable Service Level Excess Service Level / Over Staffed & Costly Call Volume & Staffing Realities How many agents here ? Calls Per Hour 100% 07h00 08h00 09h00 10h00 11h00 12h00 13h00 14h00 15h00 16h00 17h00

374. Key Planning Issues - Technologies Anticipated number of agents. One site or multiple, networked sites. Different queue types. Agent groups / Skills Sets Quality Assurance requirements. Compliance requirements. Voice recording Required reports. Inbound / Outbound ratios. Operational Hours. E.g 7 x 24 IVR Requirements. Systems integration. Disaster Recovery / Business Continuity.

375. Technology Planning – more detailed Agent positions Allowance for growth Telephone only or Multimedia Supervisor positions Technical sophistication Trunking / Networks Number of digital lines Number of analogue lines ADSL / Internet connectivity LAN / WAN / VPN Capacity / Bandwidth issues IVR Type and capacity Recording. Type and Capacity Business Processes Existing processes Mapping & Documentation New or Re-engineered processes CTI Requirements System Integration issues Headsets Ergonomics Uninterruptible PowerSupply (UPS) Type and capacity Desking Reticulation / Cabling

376. KEY POINTSPlanning Follow strict Project Management protocols. Ensure that your project team has appropriate contact centre knowledge. Good decisions will be based on good information and good analysis. Plan for strategic and operational issues

377. Workbook Exercise Tasks 17 to 19

378. Discussion.Questions & Answers << A Group Activity >>

379. Talking About Quality Assurance 4 241

380. What Is Quality? Totality of features and characteristics of a product or service that bears upon its ability to satisfy stated or implied needs. ISO- International Standards Organisation. The degree of excellence of a thing. Concise Oxford Dictionary.

381. The Three Faces of Quality? Conformance Quality- conforming to specifications; having a product or service that meets predetermined standards. Requirements Quality - meeting total customer requirements; having perceived attributes of a service or product that meet or exceed customer requirements. Quality of Kind - quality so extraordinary that it delights the customer; having perceived attributes of a product or service that significantly exceed customer expectations, thereby delighting the customer with its value.

382. Approach The quest for quality within the Contact Centre involves all areas of the organisation. Not simply agent performance management, but also monitoring and improving… systems processes training access to information other areas which impact the agent’s ability to provide a quality service. The keys to successful Quality Management initiatives in the Contact Centre are: A shared understanding of the reasons for Quality Management A defined organisational approach to Quality improvement Documented strategy, processes and standards A thorough understanding at all levels of what is expected

383. Why Formal Quality Management is important Allows management to identify and analyze EFFECTIVENESS of existing processes in each operational area. Identifies ways of continuously monitoring and controlling Quality Assurance standards. Formally documents new and existing processes and establish new process development strategies. Analyzes effectiveness of the current knowledge sharing methods and processes. Identifies and analyzes measures utilized to deliver current statistics reports. Allows the operation to constantly Adapt, Adopt and Improve.

384. Quality Assurance Should Not NOT be A Cost-Based Strategy Call monitoring (voice recording) alone is not enough – It is just the beginning. Call monitoring tends to be heavily cost (efficiency) based: Cost per call. Number of calls handled per day/hour. Talk time. Wrap-up time. Total average handle time. Abandonment rate. Adherence to schedule. Service level expectations. It is the CUSTOMER EXPERIENCE that counts !

385. Delighting Customers.. Not Merely Satisfying their basic needs…

387. Procedure adherence

388. Interaction skills

389. Call control

390. Business trends

391. Agent behavioural trends

392. Market intelligence

393. Time

394. Handle

395. Wrap

396. Hold

397. Calls per day

398. Adherence to schedule

399. Agent skill development

400. First call resolution

401. Satisfaction with resolution

402. Agent knowledge

403. Agent courtesy

404. Confidence in agent

405. Feeling valuedQuality Alignment Combine results for a 360° view

406. Evaluate your QM Methods Professional tips.. Think Customer Experience, not Management Expectation Design your Quality Management initiative from the outside (customer viewpoint) inwards. Ask the customer If this isn’t about the customer, what’s the point? Beware of objectivity – customers aren’t objective What should you be measuring, and what constitutes compliance? Good enough does not equal excellent What is the standard? Benchmark Target Standard If QM becomes routine, you’ve lost it If agents are fighting for points, you’ve missed the point of QM

408. Gives the Organization the Ability to Directly Measure Improvement or Decline In The Customer Service Experience.

409. Understanding Of Flaws In Service Delivery.

411. 8 Budgeting& Finance Issues

412. BudgetingOUTCOMES Gain an understanding of the processes required to create project budgets Costing elements. Costing models – examples. Populating costing models. Procurement processes. RFI / RFP / RFQ – Explained. Evaluating tender responses. Setting and managing vendor service levels.

413. The Functional Requirements Specifications The document that from a strategic perspective CLEARY DEFINES all of the Resources, Functionality and Infrastructure required for the project. The most critical element of contact centre project development and pre-planning. Forms the basis for budget development Forms the basis for all procurement processes. NOTE: The Functional Requirements Document is a Critical Element Required for Budget Planning & Procurement. Ensure professional advice.

414. >>> Get your FREE Template / Methodology <<< Example of A Structured Functional Requirement / Technical Specification Document

415. >>> Get your FREE Template / Methodology <<< Example of A Structured Functional Requirement / Technical Specification Document >>> Get your FREE Template / Methodology <<<

417. Consulting

418. Site acquisition

419. Deposits and ‘start-up’

420. Building works

421. Fit-Out

422. Telecoms, Reticulation, Networks, Connectivity

423. Power supply / UPS

425. Specialised Training

426. Books.

427. Subscription web sites

428. Site visits.

430. Internal audits.

431. Customer audit.

432. Project team development.

434. Recruitment

435. Assessments

436. Initial Training

437. On-Going training

439. Software

440. System Integration

441. Configuration

443. Fixed Line

444. Mobile network/s

447. Electricity

448. Water

449. Consumables

450. Building Services

451. Building Maintenance

453. Cost per process

454. All cost variables1: Start-Up (Pre-launch) 3-12 months. 2: First Year Operations 3: Three Year Total Cost of Ownership

455. >>> Get your FREE Template / Methodology <<<

456. >>> Get your FREE Template / Methodology <<<

457. You MUST be able to calculate this !

458. 8 Procurement Processes

459. Elements of Procurement Processes RFI – Request for Information RFS – Request for Solution RFP – Request for Price RFQ – Request for Quotation Procurement Committee Strong representation by project planning and operational personnel. Project team must have thorough knowledge of overall contact centre People, Processes and Technologies issues. BEFORE issuing the RFI/P/Q, produce a highly detailed bid evaluation methodology and process. Time-Lines Move only as fast as is practical – The biggest, most expensive mistakes are the result of the project moving too fast.

466. Discussion:Questions & Answers << A Group Activity >>

467. 9 Consider …The Outsourcing Option

468. Some Key Points to Consider It is often more cost effective to outsource ALL or PART of your contact centre requirements. Most good outsourcers will handle work MORE EFFICIENTLY than an in-house operation. Consider the TRUE OPERATING COSTS of your contact centre – It will probably be HIGHER than the outsourcer will charge. Building a new call centre will take at least 6 to 9 months. Consider the CAPITAL COST of building a call centre versus OPEARTIONAL COST of outsourcing. Outsource so that you can focus on YOUR CORE BUSINESS. Can you do the job as effectively as an outsourcer in terms of COST and CUSTOMER SATISFACTION ?

469. Key Business DriversWhy Companies Outsource 9

470. WHAT TO LOOK FOR…When evaluating an Outsource Services Provider 9

471. Discussion:Questions & Answers << A Group Activity >>

472. For More Information… www.icmi.com www.callcenters.com.au www.rodjones.co.za rod@rodjones.co.za www.c3africa.com www.contactindustryhub.co.za

473. www.ccbenchmarking.com www.icmi.com More References…

474. Project Team Knowledge Development Recommended Reading All available from www.c3africa.com

475. www.contactindustryhub.co.za More FREE Stuff… THE COMMUNICATION HUB FOR THE AFRICAN CONTACT CENTRE & BPO INDUSTRY FREE eMailed Newsletter FREE Links to Global Contact Centre Resources FREE information FREE – List your outsource business