Contact center outsourcing market review Ukraine 2018

Market Review of
Ukrainian outsource
contact centers.
Part 1 – technologies.
2018
The report was prepared by Iryna
Velychko,
Head of UCCA research committee
https://ivelychko.com.ua

Content:
Content: .....................................................................................................................................................................2
1. Metodology....................................................................................................................................................3
2. Overall picture of Ukrainian OCC market.......................................................................................................4
2.1. The total volume of the market................................................................................................................4
2.2. The volume of labour market. ..................................................................................................................7
2.3. Geography. ................................................................................................................................................7
2.4. Remote OCC...............................................................................................................................................9
2.5. Market structure. ....................................................................................................................................12
2.6. The operating mode................................................................................................................................14
2.7. Specialization...........................................................................................................................................14
2.8. Awards, certificates еtc...........................................................................................................................16
2.9. Recognition..............................................................................................................................................16
3. Technologies. Results of the questionnaire.................................................................................................18
3.1. Communication channels........................................................................................................................18
3.2. Platforms and integrators.......................................................................................................................18
3.3. Modular systems of contact centers ......................................................................................................19
3.4. Chats and chatbots..................................................................................................................................21
3.5. Systems applied in OCC...........................................................................................................................23
3.6. Infrastructure and business continuity...................................................................................................25
4. Trends and forecasts....................................................................................................................................27
5. List of graphical materials ............................................................................................................................28
6. List of research participants.........................................................................................................................29

1. Metodology.
The results of study are based on information, received from:
• leaders of OCC (outsource contact centers), that participated in the UCCA survey,
• staff members of OCC (current and former employees),
• variety of media,
also on an analysis:
• job advertisements posted on Ukrainian job search sites (frequency, period),
• feedback on employers,
• CC profiles in social networks.
The information listed above was consolidated in a general file, on the basis of which
information was obtained in general on the CC market of Ukraine. The occupied territories of
Ukraine are not described in the study, although a considerable number of CCs, mostly Russian,
work there.
Also, all the outsourcing CCs of Ukraine were sent a link to fill out an online questionnaire with
a list of 74 questions. 21 companies filled in their personal data completely; the subject of the
research is based on these data. Of course, this is a very small part of the market (about 10%), but
to identify trends and directions of development of today's OCC, this is enough.
This report consists of general information on the outsourcing market of the CC of Ukraine
and analysis of the respondents' answers to the “Technologies” section of the survey. Analysis of
responses to other sections relating to work with staff, workplaces, corporate culture, etc.
presented in the report "Work with the staff in the UCC of Ukraine."
You can request detailed answers from any company that took part in the research from the
mail: ive@ivelychko.com.ua, Iryna Velychko.

4
2. Overall picture of Ukrainian OCC market
2.1. The total volume of the market.
The market of Ukrainian outsourcing contact centers (OСC) continues to grow (figure 1). By
the end of 2016, at least 286 outsourcing CCs worked on the territory of Ukraine, by the end of
2017, we recorded 366 OCCs, however, the share of remote CCs increased significantly (more in
section 2.4). In fact, it turned out that there were fewer physical sites, but the number of remote
sites significantly increased (figure 8). At the same time, in 2017, 42 OCCs ceased to show sign of
life by the end of the year, and about the same amount was closed in 2016.
Figure 1 . Changing the amount of OCC in Ukraine.
Even if we look at the years when OCCs, which took part in the study, were opened we will
see that the most of the openings are in the crisis and post-crisis years - 2008 and 2014 (see Figure
2).
The rise in 2011 is due to the emergence and spread of soft-technologies in the work of the
CC. But in times of crisis, a large number of companies open and close, and the company’s
information on the company’s work sometimes appears with a significant delay (depending on the
speed of the company’s development), therefore in Figure 1 the peaks are not so pronounced and
show a certain shift.
8 15 17 24 30
39
47 52
83
132 137
109 116
248
238
0
50
100
150
200
250
300

5
Figure 2. The years when OCCs, which participated in the study, were opened.
What happened in 2017 with the OCC physical sites with such remote?
As is known, until 2014, the bulk of Ukrainian OCC worked closely with Russian orders. After
2014, the OCC market has changed significantly - Russian orders began to be abandoned and
redeveloped either to the domestic market or to the markets of Europe, America and Asia (mainly
to Israel). Also, the crisis situation in the economy raised the interest of Ukrainian customers in the
services of OCC, investors were looking for opportunities to invest money - and the number of OCC
was growing rapidly.
By 2017, a significant redistribution in the OCC industry took place:
1. The bulk of the OCC left Russian customers, but it was not possible to transfer similar capacities
to the West.
2. The presence of a large number of OCCs in the Ukrainian market with a limited number of
potential customers led to the fact that, despite the growth of the dollar rate and substantial
inflation, the growth in prices for OCC services occurred to a much lesser extent, resulting in
significant decreasing of the business marginality, which not all OCCs survived.
3. Many Russian OCCs that had their sites in Ukraine either reduced their size or left the Ukrainian
market altogether, but quickly returned due to the remote work offers. Today, in every second
resume on the CC market there is a mark either about the experience of remote work, or about
the desire of such experience.
4. The acute shortage of staff has also affected the contact centers market - a large number of
young people today are not studying in Ukrainian universities.
0
1
2
3
4
1999 2001 2003 2005 2007 2009 2011 2013 2015 2017
2008 2011
2014

6
Figure 3. Percentage of OCC closed during the year.
Thus, judging from Figure 3, in the near future, the number of OCCs with physical platforms
will remain at about the same level - the number of opening OCCs will be equal to the number of
closing, and after a year or two, probably, it will start to decrease - there will be only those who
win the competitive struggle or can reorient on new markets. It is hardly worth expecting an
increase in the number of new OCCs in the near future — the trends in automation, a reduction in
the number of personnel in the CC and return to the internal capacities of the internal CC to
improve the quality of work significantly slow down this process. This is also confirmed by the
information in Figure 4 - a quarter of the OCCs did not change their volumes, and 19% even
decreased against the background of previous years, when continuous growth was observed.
Figure 4. How has the number of jobs in OCC changed over the past year
0
50
100
150
200
250
300
All OCC OCC, opened in 2017
18%
16%
Total amount Will not show signs of life at the time of the study.
24%
24%33%
9%
10%
No changes
Grow to 10%
Grow more than 10%
Decrease to 10%
Decrease more than 10%

7
2.2. The volume of labour market.
According to the data provided to us by the companies, we can conclude that the average
ratio between the number of jobs in the OCC and the number of operators working for them is
118%, and the ratio of the number of administrative staff to operators is 16%.
In general, these are not very effective ratios, since the difference of less than 20% between
the number of jobs and operators indicates an obvious underload - there are very few OCCs that
fully work at night, there are quite a large number of jobs that are not at all occupied. The same
can be said about the ratio of the number of administrative personal and operators - in the absence
of significant automation of processes (for example, WFM or speech analytics systems), this ratio
should be at the level of 20%. But a significant level of competition in the market and low margins
of business leads to savings in quality, hence the lack of control processes.
If we take for the approximate calculation the methodology of last year (the average number
of jobs in the OCC is 90, and in the remote - 30), we find that at the beginning of 2018 there were
about 25.3 thousand jobs in the Ukrainian OCC (in 2017 - about 23 thousand), i.e. in terms of
personnel number, the market increased by only 10% after the explosive growth of previous years.
This is also confirmed by Figure 4 - only 57% of the respondents of the OCC reported on their
growth.
Applying the appropriate coefficients, we find that at the beginning of 2018 there were about
34 thousand employees in the outsourcing CC of Ukraine.
2.3. Geography.
Difficulties with recruitment and low margins of business force OCC to look for new places to
accommodate work platforms. As a result, the number of cities in which OCCs open their platform
increases (figure 5).
Figure 5. Changes in the number of cities in which the OCC sites operate.
22
28
32
37
44
2013 2014 2015 2016 2017

8
Since the size of cities and opportunities for recruiting in them are reduced, the size of the
platforms themselves also decreases. It is possible that OCC will soon be located in most cities with
a population of more than 50 thousand inhabitants, as has already happened in Poland, and the
size of their sites will not exceed 50 jobs. In such a situation, the ratio of administrative personal
to operators will begin to exceed the classic 20%, the logistics and management will become more
complicated and the question, how much effective such platforms are, will arise. In subsequent
years, it is worth tracking the growth of platforms in the OCC as a whole, at the beginning of 2018,
this ratio had the following appearance (figure 6).
Figure 6. Distribution of OCC by the number of work sites.
As a result of the foregoing, the geography of the work platforms of the Ukrainian OCC is as
follows (figure 7):

9
Figure 7. The geography of the work sites of the Ukrainian OCC.
2.4. Remote OCC.
Every year, the number of OCCs that recruit remotely working personnel increases significantly
(figure 8). And the interest in such operators is shown by customers both from the east of Ukraine
and from the west.
Figure 8. The share of remotely working CC.
8%
15%
35%
2015Г 2016Г 2017Г

10
Figure 9 shows the real ratio of physical and remote CC in 2016 and 2017.
Figure 9. The ratio of physical and remote OCC platforms.
At the same time, it is interesting to compare physical and remote OCCs by the direction of
work (figure 10). If physical OCCs, which operate mainly in the Ukrainian market, only in 10% of
cases serve both Russia and western countries, and only 6 OCCs work for Israel, the remote ones
mostly work for Russia (52%), somewhat less for Ukraine (43%) and practically do not work in other
regions (although demand from the West is gradually increasing). Even here, it is possible to state
a decrease in the Russian share from 13 to 11.5% for physical OCCs and from 58 to 52% for remote
ones.
Figure 10. Directions of OCC activities.
0
100
200
300
400
2016г
2017г
248
238
38
128
Physical OCC Remore OCC
0
50
100
150
200
Ukraine
Russia
West countries
Israel
Physical OCC Remore OCC

11
If we look at the projects that serve the companies that took part in the questionnaire (and
these are mostly large OCCs), we will see that in their “portfolios” the number of “western”
projects is increasing every year, and their geography is expanding (figure 11).
Figure 11. Customer Countries.
In this regard, the range of languages that Ukrainian OCC provided in their projects in 2017 is
not surprising (these are only those who participated in the questionnaire) - Figure 12.
Figure 12. Frequency of use of languages on projects.
0
5
10
15
20
25
21
14
10 10
8 7
5
3 2 1
0 5 10 15 20
RUSSIAN
ENGLISH
GERMAN
POLISH
FRENCH
SPANISH
KAZAKH
HEBREW
ITALIAN
ARABIC
ROMANIAN
CZECH / SLOVAK
KYRGYZ
TURKMEN
TAJIK
UZBEK
20
17
8
5
4
2
2
1
1
1
1
1
1
1
1
1

12
Also of some interest is the range of customers for outsourcing services, which can be seen
in Figure 13:
Figure 13. Branches of customers for outsourcing СС services.
In general, the range of customers is very wide - besides the names shown in the figure,
logistics, catalog trade, retail trade, visa centers, the automotive industry, manufacturing, etc.
were listed, but the telecommunications and financial sectors were and remain traditional
customers.
2.5. Market structure.
The market of the Ukranian OCC is constantly developing and enterprises of more and more
diverse forms of ownership are joining it.
If initially Ukrainian companies specially created for this purpose began to engage in
outsourcing, today many internal CCs, introducing automation and gaining excess labor, are
thinking about the possibilities not of reducing, but of gaining additional profit from it. Therefore,
respondents were asked to give an answer about the structure of their own business, which is
depicted in Figure 14. As you can see, even 10% of the OCC market is very diverse in its structure,
which indicates the heterogeneity of the market and the complexity of decision making in a
competitive environment - each structure has different priorities.
0
2
4
6
8
10
12
14 14
8
6
4
3 3 3 3
2 2 2 2

13
Figure 14. The structure of the OCC market in Ukraine.
Continuing the topic on the possibility of internal CC to serve external customers, companies
were asked whether they are completely independent or have an internal customer. The result is
shown in Figure 15. It shows that more than 50% of the companies that took part in the survey
primarily serve one or a group of domestic companies and less than half of the respondents work
exclusively for external customers.
Figure 15. Types of Ukrainian outsourcing CC.
5%
28%
48%
14%
5%
We are the part of the
international Contact center
company
We are the Ukrainian Contact
center with 1 Location
center with some locations
only in Ukraine
center with some locations in
Ukraine and abroad
We are a company operating
within a group of companies
whose main activity is not
related to the Contact center
57%
43%
Works with external and
internal clients
Works only for external
clients

14
It is clear that such a system of work further enhances the competitiveness of the business,
since OCCs with a permanent internal customer can afford lower margins already having a certain
stability in their work, unlike companies working exclusively for external customers.
The massive introduction of automation will increase the number of such outsourcers, since
many large internal CCs will be able to get a significant excess labor. All this will lead to the fact
that working on the domestic market of Ukraine will be completely unprofitable for classic
outsourcers, many of whom are already looking for ways out to Western customers.
2.6. The operating mode.
The bulk of Ukrainian OCCs that took part in the study (77%) offer the market the possibility of
a round-the-clock service mode (figure 16). Nevertheless, almost a quarter of the OCCs work in a
certain time mode, but without days off and only one OCC has a day off on Sunday.
Figure 16. The operating mode of the Ukrainian OCCs.
As a rule, these are either small OCCs, or those working with one project (or both) with a
certain time frame for service, or OCCs that work mainly with sales in specific countries, which can
also be carried out only during a certain period of time. At the same time, as mentioned above, the
efficiency of using workplaces in Ukrainian OCCs is still very low and they are very far from real
workload at least at the level of 70-80% around the clock.
2.7. Specialization.
The questionnaire participants were asked to define their own specialization. Only two
companies limited themselves to the concept of "Multiservice", suggesting that they can take on
any projects. Another 9 companies, despite the fact that they also chose the “Multiservice” option,
chose to mark several more categories (and not always 3, as the question suggested, but more), as
a result in Figure 17 we see that the main areas of work of the Ukrainian OCCs is an incoming line,
0 2 4 6 8 10 12 14 16 18
24Х7
8:30AM - 22:30PM
8:00AM - 8:00PM
7:00AM - 10:00PM
9:00AM -9:00PM
8:00АМ - 04:00АМ EXCEPT SUNDAY
17
1
1
1
1
1

15
telephone polls (which in 2018-2019 will be even more in demand in connection with the elections)
and telemarketing.
Figure 17. Specialization of Ukrainian OCCs.
The results of Figure 17 confirm the data of Figure 18 - the bulk of the OCCs that filled out the
questionnaire has incoming traffic prevailing - there may be less projects with incoming traffic, but
they require more resources and longer service times during the day.
Figure 18. The ratio of incoming and outgoing activities.
2
12
11
11
7
5
4
2
2
2
2
2
1
0 2 4 6 8 10 12 14
MULTISERVICE
INBOUND
TELEMARKETING
TELEPHONE SURVEYS
TECHNICAL SUPPORT
BANKS, FINANCE, INSURANCE
WORK WITH SOCIAL NETWORKS
HELP-DESK
E-COMMERCE
INSURANCE ASSISTANCE
BACK-OFFICE, FULFILLMENT
AIRLINES, TRAVEL
SERVICES FOR NATURAL GAS CONSUMERS
0 1 2 3 4 5 6 7
100% INBOUND 0% OUTBOUND
0
1
3
7
2
1
3
2
0
0
1

16
2.8. Awards, certificates еtc.
According to the data provided by the participants, only 4 of the 22 companies are members
of the UCCA (Ukrainian Contact Center Association), the only company which received in 2017 Top
Ranking Performers awards in the categories “Best Sales Project”, “Best Self-Service Channel” and
“Best Outsourcing Partnership” in the scope of the work of not the Ukrainian representative office,
but as part of a large company.
As for standardization, there is no clear understanding in the Ukrainian market of which OCC
standards should be implemented and whether they should be. Often, the standard begins to be
implemented not because the company wants to improve something in its work, but because the
customer requires it. In Ukraine, this is due to the fact that Ukrainian customers themselves do not
quite understand what a particular standard gives, respectively, and they do not require it.
However, those companies that plan to enter Western markets should be prepared for a lot of
questions, close checks and interest in the availability of certain certificates - the western customer
is much more demanding, especially with regard to confidentiality of information.
So far, only 6 of the 22 companies studied have indicated that they have various certificates:
• PCI DSS - 2
• EN 15838 - 1
• ISO 90001: 2008 - "Quality management in the contact center" - 1
• ISO 10002: 2004 - “Guidelines for complaints handling in organizations” - 1
• ISO 22301: 2012 - “Business Continuity Management” - 1
• ISO 27001: 2005 - “Information Security Management” - 1
• Cisco Unified Customer - 1
• Compliance ISO 27001: 2013 - 1 certificate and 1 pre-audit.
2.9. Recognition.
In past studies, we have already raised the issue of the publicity of the OCC. Unfortunately,
crises, lack of preferences and assistance from the government, low business margins and
difficulties in finding personnel have a bad effect on the outsourcing business. The number of OCCs
that openly provide information about themselves on their own sites is steadily declining (figure
19).

17
Figure 19. Percentage of OCCs having their own site.
Of course, OCCs that do not provide information about themselves have little chance of
getting large and long-term projects, however, their number is growing. Who works with such OCC,
for how long, at what prices - is the question of a separate study. Such OCCs, as a rule, do not
participate either in research or in public activities and avoid publicity.
76%
66%
55%
2015Г 2016Г 2017Г

18
3. Technologies. Results of the questionnaire.
3.1. Communication channels.
Information on the communication channels used in Ukrainian OCC is presented in Figure 20.
As we can see, telephone and e-mail continue to hold leading positions, but self- and automatic
service channels are becoming increasingly popular - they are used by almost half of the companies
studied.
Figure 20. Used communication channels.
3.2. Platforms and integrators.
Outsourcing CCs in Ukraine, as a rule, rarely open "correctly", with an appeal to specialists,
significant investments, etc. Often, many go to this business at their own peril and risk, lately - after
reading various articles from the Internet. Therefore, the solutions are used according to the
“someone advised something” principle, and mostly – according to which is cheaper. It is not
surprising that today Asterisk prevails among the platforms for the OCC, both in its own
development and in alliance with professional developments for CC. But there is not only Asterisk
- Figure 21 shows that there are serious professional solutions on the Ukrainian OCC market, such
as Cisco Systems or Genesys. If a larger number of OCCs took part in the survey, it is possible that
the list of solutions would also seriously increase. Moreover, the OCC often uses not one, but two
or three solutions at once, depending on the project, the tasks, the funds allocated and the
possibilities of the solution itself.
0 5 10 15 20
PHONE
EMAIL
SELFSERVICE
IVR
CHAT
CHAT-BOT
SOCIAL NETWORK
SMS
MMS
VIDEO
20
16
9
9
9
9
6
6
6
1

19
Naturally, when asked about who installed this solution in СC, 10 companies using Asterisk
answered "independently", as well as those who work on independently developed solutions. The
rest of the companies worked with various integrators, the majority of whom are well known in
Ukraine.
Figure 21. The list of used platforms.
3.3. Modular systems of contact centers
The survey participants were asked what systems they use to control the working time of
operators, to record conversations or to record the screens of computers that the operators
work at.
Naturally, if a company uses an industrial solution for CC, in which there is a corresponding
module, then the module will have the same name as the platform itself. Therefore, in the
presented answers there are a lot of titles that have already been met in Figure 21.
For example, in Figure 22, which lists call recording systems, we see the same Asterisk, Cisco
or Genesys, to which Nice or Verint are now added. In general, there is a great many of own
developments in solutions for contact centers of Ukraine, which to some extent is a barrier to
working with foreign customers - they do not understand to what extent they can rely on such
solutions, both in terms of reliability of work and in terms of the accuracy of the statistics.
Therefore, if the company plans to work with foreign customers, it is advisable to initially get
answers to these questions, and even better - with appropriate certificates.
A H E E VA
A LC A T E L
A S T E RIS K
A VA Y A
ВE E M
C IS C O S Y S T E MS
C OS MOC OM
GE NE S Y S
LIRA
NA UME N
OK T E LL
S MILE S OF T
VIC IDIA L
VOIP T IME
S E LF - DE VE LOP MENT S OF T
1
1
11
1
1
2
1
1
1
1
2
1
4
1
7

20
Figure 22. Call Recording Systems.
A similar situation occurs with screen recording systems (figure 23), the only difference is that
these systems, due to their high cost, are used much less frequently, mainly doing with video
surveillance systems in CC.
Figure 23. Screen recording systems.
The WFM (Work Force Management) module has the most controversial opinion about the
need for use in the market, see Figure 24. It is certainly very useful, but its high cost often keeps
companies from making such investments. As a rule, in the OCC it is not used when working with
A H E E VA
A S T E RIS K
C IS C O ME DIA S E NS E
C OS MOC OM
GE NE S Y S
NA UME N
NIC E
OK T E LL
VE RINT
VIC IDIA L
VOIP T IME
S E LF - DE VE LOP MENT S OF T
ZOOM
1
11
1
1
1
1
1
2
1
4
1
7
1
0 1 2 3 4 5 6 7 8 9
NOT USE
SELF-DEVELOPMENT SOFT
SCREEN RECORD
OKTELL
MIROBASE
ZOOМ
VERINT
9
9
2
1
1
1
1

21
outgoing calls, but using starts on incoming lines if the number of operators on the line exceeds
100 people. In our study, five companies honestly wrote that they do not use it (and there is
nothing bad in it, since with a small number of jobs this module cannot be recouped), 14 write
about their own development, but behind this phrase there is often a manual use of Excel files.
Large companies with significant inbound traffic use industry solutions such as Verint or Teleopti.
Figure 24. WFM systems.
3.4. Chats and chatbots
Chats and bots originated quite recently, but they are already actively conquering the market.
More than 70% of surveyed companies indicated that they serve chat rooms (figure 25). Since chats
are now very popular, and the technology is not very complicated, there are now much more
suppliers of such solutions than suppliers of solutions for CC, which is clearly seen in Figure 26.
Figure 25. Do you work with chat rooms?
0 2 4 6 8 10 12 14
NOT USE
INVISION
NAUMEN WORKFORCE MANAGEMENT
TELEOPTI
VERINT
14
5
1
1
1
2
15, 71%
6, 29%
Yes
No

22
Figure 26. What systems do you use to work with chat rooms?
A question mark indicates companies that have confirmed that they are working with this
technology, but did not provide a solution name.
The situation with chat bots is similar, although the technologies are somewhat more
complicated there and they are not so common yet (figure 27).
Figure 27. Do you work with chat bots?
0 1 2 3
NAME ABSENT
CLIENT'S SOFTWARE
SKYPE
VICIDIAL
CHAT2DESK, CRAFTTALK
CHATS.NOVAIT.COM.UA
JIVOSITE
LYNC
MARVA
OKTELL
WEBIM, ECE
3
2
2
2
1
1
1
1
1
1
1
38%
62%
Yes
No

23
Figure 28. What systems do you use to work with chat bots?
3.5. Systems applied in OCC
If you look at the data provided, the thought arises that many Ukrainian OCCs still have room
for improvement. For example, Figure 29 shows the types of analytics that are used in the OCCs
that participated in the study. As you know, in CC you can measure and digitize almost everything.
Nevertheless, even basic statistics on calls are used only by 19 OCC out of 21, other types of
reporting are even less.
Figure 29. Types of analytics in the OCC.
0 1 2
WITHOUT NAME
VICIDIAL
CRAFTTALK
CHATS.NOVAIT.COM.UA
SOFT FROM CLIENT
WEBIM
2
2
1
1
1
1
0 5 10 15 20
TELEPHONE REPORTING / CALL BASED
REPORTING
EXTENDED OPERATOR ANALYTICS
CUMULATIVE CUSTOMER SERVICE
ANALYTICS
IVR ANALYTICS
NON-VOICE COMMUNICATIONS ANALYTICS
19
17
17
13
10

24
At the same time, a number of companies supplemented the list of types of analytics provided
by researchers with the following points:
• Unique developments, depending on the project.
• Own analytics system.
• Business Objects.
• Microsoft Reporting Services.
• Subscribers calls analytics.
Even more difficult situation with the use of CRM. Often OCCs use a customer's CRM, so many
do not have one by definition. But today customers who do not have their own CRM come to OCC,
but they would like to have this service in outsourcing. Therefore, some OCCs are implementing
such a system and not always one, sometimes several (depending on customer requests and the
cost of using the resource).
Therefore Figure 30 shows a significant variety of types of such systems in our OCCs. However,
the main problem is that all of the systems listed above have a number of drawbacks and none of
them is universal. Also, the cost of using these systems differs significantly, so there is no obvious
prevalence of one system over the others. In addition, it must be remembered that a number of
these solutions are cloudy and is of Russian origin, therefore their use entails a number of risks.
Figure 30. Systems involved in customer service.
Figure 31 shows what other systems are usually used by Ukrainian OCCs in their work. Of
course, one of the main features of a modern OCC should be the ability to integrate with the
software of the client company. Also important is the opportunity for operators to work with the
intelligent database, since it is necessary to very quickly connect to new projects and the time for
0 1 2 3 4 5
AMOCRM
1С
SALESFORCE
MICROSOFT DYNAMICS CRM
NOT USE
SUGAR CRM
ORACLE SIEBEL CRM
ATLASSIAN JIRA
VIOPTIME
BPM’ONLINE
ОDOO
BITRIX 24
5
4
4
3
2
2
2
2
1
1
1
1
1

25
training is not always enough. Internal HelpDesk is very important for companies that work
systematically and track complaints not only external but also internal.
Figure 31. What other systems are used in the OCC?
In addition to the above, the companies noted the presence of the following functionality:
• Internal forum.
• Redmine.
• DEX auto redial system.
3.6. Infrastructure and business continuity.
Infrastructure solutions in modern CCs, unlike programs that track the work of operators, are
not very diverse (figure 32), SIP is used almost everywhere, and PRI is used less and less every year
and, apparently, they will soon disappear at all. Gateways are usually used by those who are
actively working on outgoing campaigns.
Figure 32. Infrastructure solutions in CC.
0 2 4 6 8 10 12 14 16 18
A POSSIBILITY OF INTEGRATION WITH THE SYSTEMS OF
THE CUSTOMER
KNOWLEDGE BASE
HELP DESK
18
17
12
0 5 10 15 20
SIP
GSM GATEWAYS
PRI
20
12
5
1

26
In connection with all the growing data privacy requirements, companies were asked where
exactly they store their data. We also did not receive an unequivocal answer (figure 33), taking
into account the fact that 5 companies store databases in different storage facilities, both in
Ukraine and abroad. Although it can be noted that the OCCs still prefer to keep data at home,
they trust public cloud storages less.
Figure 33. Database storage locations.
The last question that related to the technical part is how to ensure business continuity. This
is an important issue, since the outsource provider must guarantee the customer a permanent job.
The results can be seen in Figure 34 - despite the fact that almost all companies tick off several
items at once, there is not one that all companies would fulfill. This indicates the absence of
common standards and approaches to doing business.
Figure 34. Ensuring business continuity.
0 1 2 3 4 5 6 7 8 9
PRIVATE CLOUD (OWN SERVERS IN THE DATA
CENTER)
OWN DATA CENTER
PUBLIC CLOUD ABROAD
PUBLIC CLOUD IN UKRAINE
9
8
5
2
0 2 4 6 8 10 12 14 16 18
DUPLICATE SERVERS (INTERNAL)
RESERVE GENERATOR
UPS
DUPLICATION OF SERVICE CHANNELS
DUPLICATION OF SITES
PLACING IN A SERVER CLOUD
PLACING IN A DATABASE CLOUD
DUPLICATION OF ACCESS CHANNELS
17
15
13
12
10
10
9
8

27
4. Trends and forecasts.
Unfortunately, it should be noted that in the near future, difficult times will come in the
industry of Ukranian outsourcing CC, characterized by the following parameters:
1. Very competitive environment, both for orders and for staff.
2. Extremely low business margins (the struggle for personnel requires more and more
investments in it, which customers are not ready to pay).
3. Increasing attention from the state, leading to an even greater decrease in margins.
4. Increasing automation of production, which leads to a departure from the classic transfer
of individual business processes to outsourcing and requires full-fledged BPO, to which
Ukrainian outsourcers are generally not ready either morally or financially.
5. An increasing number of internal CC starts working as outsourcers, adding competition to
the already overloaded market.
What can we expect in this connection?
1. Transfers of OCC units deeper into the regions, reducing the size of the platform and
increasing the number of such platforms in one OCC. This will most likely lead to an increase
in the cost of managing and maintaining the platfroms and reducing the cost of training, which
will inevitably affect the quality of work.
2. Increased attention of outsourcers to the use of technical innovations against the
background of problems with recruitment.
3. Opening of platforms of Ukrainian outsourcers in the West (those who are going to continue
to work with the West). This option was supposed back in 2016, but today it is an urgent need.
4. New OCCs will continue to open with almost the same intensity, but the process of dying
will accelerate, only those who offer something innovative or non-typical will be able to
withstand the level of competition.
5. The OCC, oriented to the West, may demonstrate rising interest in obtaining various
certificates, awards and other mark of distinction confirming the level and quality of work to
potential partners.
In general, we are waiting for not simple and very interesting years. Everything is changing
even faster than before. Try not to fall out of the general stream!
Many thanks to all participants in the study!

28
5. List of graphical materials
Figure 1 . Changing the amount of OCC in Ukraine. ...................................................................................4
Figure 2. The years when OCCs, which participated in the study, were opened.............................................5
Figure 3. Percentage of OCC closed during the year........................................................................................6
Figure 4. How has the number of jobs in OCC changed over the past year ....................................................6
Figure 5. Changes in the number of cities in which the OCC sites operate. ....................................................7
Figure 6. Distribution of OCC by the number of work sites. ............................................................................8
Figure 7. The geography of the work sites of the Ukrainian OCC. ...................................................................9
Figure 8. The share of remotely working CC....................................................................................................9
Figure 9. The ratio of physical and remote OCC platforms............................................................................10
Figure 10. Directions of OCC activities...........................................................................................................10
Figure 11. Customer Countries.......................................................................................................................11
Figure 12. Frequency of use of languages on projects...................................................................................11
Figure 13. Branches of customers for outsourcing СС services. ....................................................................12
Figure 14. The structure of the OCC market in Ukraine.................................................................................13
Figure 15. Types of Ukrainian outsourcing CC. ..............................................................................................13
Figure 16. The operating mode of the Ukrainian OCCs..................................................................................14
Figure 17. Specialization of Ukrainian OCCs...................................................................................................15
Figure 18. The ratio of incoming and outgoing activities...............................................................................15
Figure 19. Percentage of OCCs having their own site....................................................................................17
Figure 20. Used communication channels. ....................................................................................................18
Figure 21. The list of used platforms..............................................................................................................19
Figure 22. Call Recording Systems..................................................................................................................20
Figure 23. Screen recording systems..............................................................................................................20
Figure 24. WFM systems. ...............................................................................................................................21
Figure 25. Do you work with chat rooms? .....................................................................................................21
Figure 26. What systems do you use to work with chat rooms?...................................................................22
Figure 27. Do you work with chat bots? ........................................................................................................22
Figure 28. What systems do you use to work with chat bots? ......................................................................23
Figure 29. Types of analytics in the OCC. .......................................................................................................23
Figure 30. Systems involved in customer service...........................................................................................24
Figure 31. What other systems are used in the OCC?....................................................................................25
Figure 32. Infrastructure solutions in CC........................................................................................................25
Figure 33. Database storage locations...........................................................................................................26
Figure 34. Ensuring business continuity.........................................................................................................26

29
6. List of research participants
UCSS (Ukrainian Center for Strategic Solutions)

Contact center outsourcing market review Ukraine 2018

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