Rod Jones<br />Consultant – Analyst <br />Contact Centres: Global & Regional Trends and Influences <br />A member of the A...
Themes : <br /><ul><li> 2009 > 2010 : From Crisis to Growth:Driving Operational Efficiency and Reducing Cost
 Insights for High Performance 2009> 2010</li></ul>Sources: <br />
Five Key Challenges<br />Into 2010<br />Increase<br />Customer<br />Satisfaction<br />Reduce Cost<br />Of Operations<br />...
10 Year Comparison – Performance KPIs / Metrics<br />2008<br />1998<br />Performance Metric<br />65%<br />72%<br />% Calls...
The Global Quest to Increase Operational Efficiencies<br />2.1 What are the three most important current main commercial d...
Typical Contact Centre Costs<br />Source: Dimension Data Global Benchmark Report <br />
Contact Centres: Global & Regional Trends and Influences <br />A member of the Ascentys Group<br />
KEY THEMESTrends - Impacts<br />1: Strategic re-Alignments<br />2: Manpower & Staffing <br />3: Technologies <br />
Key Strategic Trends<br /><ul><li>Cut Costs – Deliver More – Increase Quality
A time for Introspection
Self Analysis – Auditing – Benchmarking
Implementation of Operational Standards (e.g. SABS)
Changes in the Staffing / Personnel Environment
More focus on Compliance Issues & Liability Protection
Sarbanes-Oxley / King III
Payment Application Data Security Standard (PA-DSS and PCI )
Sector Growth
Debtor Management & Collections
Sales and Revenue Generation
Resurgence of ‘Professional TeleMarketing’
Attracting International BPO
Technologies
Towards Self-Service
Quality Assurance
Outsourcing & Hosted Solutions
Increase Bandwidth – Reduced Costs?</li></li></ul><li>Moving Ahead into 2010<br />OLD PARADIGM<br />NEW PARADIGM<br />Call...
Manpower & Staffing <br /><ul><li> Working with the “Y-Generation”
 Unionisation in Contact Centres
 BBBEE and Labour Legislation
Changes to Employment Equity Act
  Women, Youth, People with Disabilities
 Department of Labour’s Human Resources Development Strategy
 Chief Learning Officer (CLO)
Delivering career-pathing and employee engagement
 Wellness
 Effective Workforce Management</li></li></ul><li>12<br />Winds of change<br />Boomers        Generation         Generatio...
www.contactindustryhub.co.za<br />“Resources” Tab <br />
Sector Growthin South Africa<br />Points for Discussion <br /><ul><li> Debtor Management & Collections
 Sales and Revenue Generation
Resurgence of ‘Professional TeleMarketing’
 Attracting International BPO
City of Joburg BPO Park
Growth in Public Sector Contact Centres </li></li></ul><li><ul><li> Motivated & Subsidised by City
Joburg CBD
3 ,500 Seats
Phase One operational early 2011</li></li></ul><li>
Impact of Technology<br />Points for Discussion <br /><ul><li> Towards Self-Service
More demanding Customers
New ‘Tech-Savvy’ customers
More sophisticated technologies
Drive for cost reduction (human capital costs)
 Quality Assurance, Compliance, Security Issues & Liability Protection
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31 Nov 09 - Call Centre Standards and Benchmarking

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Presentation given at Dti BPO Strategy Conference - 20 November 2009 at Port Elizabeth, South Africa. Presentation duration: 60 minutes + Questions
For more information rod.jones@c3africa.com

Published in: Business, Career

31 Nov 09 - Call Centre Standards and Benchmarking

  1. 1. Rod Jones<br />Consultant – Analyst <br />Contact Centres: Global & Regional Trends and Influences <br />A member of the Ascentys Group<br />www.c3africa.com<br />
  2. 2. Themes : <br /><ul><li> 2009 > 2010 : From Crisis to Growth:Driving Operational Efficiency and Reducing Cost
  3. 3. Insights for High Performance 2009> 2010</li></ul>Sources: <br />
  4. 4. Five Key Challenges<br />Into 2010<br />Increase<br />Customer<br />Satisfaction<br />Reduce Cost<br />Of Operations<br />Increase<br />Efficiencies<br />Increase<br />Revenue<br />Reduce<br />Risk<br />Doing a lot more …..<br />With a lot less …..<br />Without compromising quality <br />Fulfilling The Key Elements <br />of Most Organisations’ Strategic Plans<br />
  5. 5. 10 Year Comparison – Performance KPIs / Metrics<br />2008<br />1998<br />Performance Metric<br />65%<br />72%<br />% Calls Answered &lt; 10 Secs<br />Ave. % Calls Abandoned <br />(Agent Queues)<br />12%<br />6%<br />81%<br />83%<br />1st Call Resolution Rate<br />39 secs<br />23 secs<br />Ave. Speed to Answer<br />Ave. Wait Time Until Call <br />Abandoned<br />45 secs<br />53 secs<br />% of Total Agent Capacity Utilized on Speaking to Customers<br />62%<br />57%<br />Ave. Time Taken to Respond to Customer Message (voicemail)<br />20 hrs<br />11 hrs<br />Source: Global Contact Centre Benchmarking Report 2008, Dimension Data<br />
  6. 6. The Global Quest to Increase Operational Efficiencies<br />2.1 What are the three most important current main commercial drivers of the contact centre ??<br />Source: Global Contact Centre Benchmarking Report 2008, Dimension Data<br />
  7. 7. Typical Contact Centre Costs<br />Source: Dimension Data Global Benchmark Report <br />
  8. 8. Contact Centres: Global & Regional Trends and Influences <br />A member of the Ascentys Group<br />
  9. 9. KEY THEMESTrends - Impacts<br />1: Strategic re-Alignments<br />2: Manpower & Staffing <br />3: Technologies <br />
  10. 10. Key Strategic Trends<br /><ul><li>Cut Costs – Deliver More – Increase Quality
  11. 11. A time for Introspection
  12. 12. Self Analysis – Auditing – Benchmarking
  13. 13. Implementation of Operational Standards (e.g. SABS)
  14. 14. Changes in the Staffing / Personnel Environment
  15. 15. More focus on Compliance Issues & Liability Protection
  16. 16. Sarbanes-Oxley / King III
  17. 17. Payment Application Data Security Standard (PA-DSS and PCI )
  18. 18. Sector Growth
  19. 19. Debtor Management & Collections
  20. 20. Sales and Revenue Generation
  21. 21. Resurgence of ‘Professional TeleMarketing’
  22. 22. Attracting International BPO
  23. 23. Technologies
  24. 24. Towards Self-Service
  25. 25. Quality Assurance
  26. 26. Outsourcing & Hosted Solutions
  27. 27. Increase Bandwidth – Reduced Costs?</li></li></ul><li>Moving Ahead into 2010<br />OLD PARADIGM<br />NEW PARADIGM<br />Call center is a support function<br />Call center is a source of value creation<br />Customer service is a necessary evil<br />Customer service is a company and product differentiator<br />Reactive mindset<br />Proactive mindset<br />Play catch-up with customer needs and expectations<br />Stay ahead of customer needs and expectations<br /> Goal is customer satisfaction<br />Goal is customer advocacy and product differentiation<br />
  28. 28. Manpower & Staffing <br /><ul><li> Working with the “Y-Generation”
  29. 29. Unionisation in Contact Centres
  30. 30. BBBEE and Labour Legislation
  31. 31. Changes to Employment Equity Act
  32. 32. Women, Youth, People with Disabilities
  33. 33. Department of Labour’s Human Resources Development Strategy
  34. 34. Chief Learning Officer (CLO)
  35. 35. Delivering career-pathing and employee engagement
  36. 36. Wellness
  37. 37. Effective Workforce Management</li></li></ul><li>12<br />Winds of change<br />Boomers Generation Generation<br />X Y<br />Generation statistics<br />Percent of population 41% 20% 14% <br />Ave. no. of hours spent at work per week 42.6 39.1 35.4 <br />Percent reporting that their job &apos;severely&apos; or &apos;very severely&apos; interferes with their family life 14% 29% 36% <br />Percent of &apos;leavers&apos; (people considering leaving their jobs) who cite work/life imbalances as a key reason 12% 45% 48% <br />Percent who would like additional responsibility in the workplace 60% 39% 23% <br />Percent of men who would like more flexible working arrangements 23% 69% 75% <br />Percent of women who would like more flexible working arrangements 65% 83% 85% <br />Percent of men who predict that they will work on a part-time basis in the next 5 years 1% 12% 19% <br />Percent of women who predict that they will work on a part-time basis in the next 5 years 15% 19% 36% <br />Percent reporting that they would leave their jobs for greater control over their work schedules 1% 66% 85%<br />Percent reporting that they would leave their jobs for greater flexibility 2% 59% 92%<br />Percent reporting that they would leave their jobs for the ability to work fewer hours 1% 48% 64% <br />Percent reporting that they would leave their jobs for the ability to telecommute 0% 50% 75%<br />Percent who expect to leave their current employers in the next year 43% 52% 70%<br />Used with permission<br />© 2007-2008 Quest Flexible Staffing Solutions. All rights reserved.<br />
  38. 38. www.contactindustryhub.co.za<br />“Resources” Tab <br />
  39. 39. Sector Growthin South Africa<br />Points for Discussion <br /><ul><li> Debtor Management & Collections
  40. 40. Sales and Revenue Generation
  41. 41. Resurgence of ‘Professional TeleMarketing’
  42. 42. Attracting International BPO
  43. 43. City of Joburg BPO Park
  44. 44. Growth in Public Sector Contact Centres </li></li></ul><li><ul><li> Motivated & Subsidised by City
  45. 45. Joburg CBD
  46. 46. 3 ,500 Seats
  47. 47. Phase One operational early 2011</li></li></ul><li>
  48. 48. Impact of Technology<br />Points for Discussion <br /><ul><li> Towards Self-Service
  49. 49. More demanding Customers
  50. 50. New ‘Tech-Savvy’ customers
  51. 51. More sophisticated technologies
  52. 52. Drive for cost reduction (human capital costs)
  53. 53. Quality Assurance, Compliance, Security Issues & Liability Protection
  54. 54. The Advent of Interaction Analytics and Process Automation
  55. 55. Outsourcing & Hosted (On-Demand) Solutions
  56. 56. Increase Bandwidth
  57. 57. Reduced Costs ?</li></li></ul><li>Technology Drivers 2009&gt;2010<br />The key business drivers of cost reduction and revenue growth have given rise to a number of significant trends including : <br /><ul><li> Interaction Analytics
  58. 58. ‘Offshoring’ and outsourcing
  59. 59. Self service
  60. 60. Growth of the virtual contact centre</li></li></ul><li>Technology Drivers 2009&gt;2010<br />“Another driver will be the desire by larger enterprises to insure business continuity and compliance with Sarbanes-Oxley. The combination of quick deployment, minimum or no upfront investment, a tight correlation of revenue streams with expenses, and the ability to free up enterprise personnel to focus on core business functions makes the hosted contact centre solution an attractive and smart choice for such organisations.” <br />
  61. 61. Key Business DriversWhy Companies Outsource<br />
  62. 62. CONNECTIVITY<br />The Game is on !<br /><ul><li> Global Surplus capacity (not in SA !!)
  63. 63. Pressure on tariffs
  64. 64. More competition (Telkom, Neotel, IS, MTN, Vodacom etc)
  65. 65. Roll-out of the Telkom (and other VARS) wireless network/s
  66. 66. Satellite Quality and affordability
  67. 67. Hosted Services (In the Cloud / telco) </li></li></ul><li>Public Sector Service Delivery <br />Dramatically growing awareness of ‘Service Delivery’ <br /><ul><li> Service=votes !
  68. 68. Reduce costs – increase efficiencies
  69. 69. Track ‘accountability’ / Security / ‘Corruption Management’
  70. 70. Influence / Impact of Trade Unions
  71. 71. Consolidation (Shared Services)
  72. 72. Outsourcing non core services
  73. 73. Public-Private-Partnerships
  74. 74. Government data pooling / in co-operation with private sector data pools
  75. 75. Monitor & Manage productivity
  76. 76. Fraud Detection / Risk Management </li></ul>PRIMARY CHALLENGE <br /><ul><li>Educate government re benefits of Contact Centres and Outsourcing</li></li></ul><li>CLOSINGThe Current Contact centre Environment<br />Enterprises have cut technology spending<br />Reconsidering Options – ‘Sweat the assets’ <br />Cutting Costs & Customer Retention<br />Customer Service becomes a key differentiator<br />The Challenge of Efficiency versus Effectiveness <br />Drive Costs down, Efficiency up – without compromising Quality<br />Organisations need to understand customers’ reasons for calling<br />Monitor & analyse calls <br />Equip agents with proper tools<br />Analyse calls to find skills gaps<br />Drive for Compliance, Liability Protection and Quality Assurance <br />The Virtual Contact Centre & Mobile Agents<br />Adoption of new staffing models and WFM/WFO<br />
  77. 77. THANK YOU <br />-Questions - <br />A member of the Ascentys Group<br />www.c3africa.com<br />

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