Version 7 – 5 August09 Contact Centre Industry SpecialistsContact Centre Auditing, Baselining& BenchmarkingIMPORTANT COPYRIGHT NOTICEThis document is protected by South African and International legislation and common law pertaining to the protection of Copyright and Intellectual Capital contained herein. Such rights are vested with the author/s C3Africa (Pty) Ltd. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without the express written permission of the authors.

Formed2006Formed1997Merged Business InterestsSeptember 2007The Business Model C3Africa is an integrated business that provides holistic, integrated professional services, solutions and products to the Call Centre / Contact Centre and Customer Service industry.Consulting - Training - Research – Media & Marketing

Client List – at June 2009 Projects and interventions implemented by C3Africa Group & Alliance Partners AA AutobayAfrican Life AIG Insurance ASDABotswana Housing Corporation Botswana International Financial Service Brandhouse Carphone WarehouseCity of Johannesburg - Emergency Services COEGACompensation Commission (Department of Labour) Dimension Data - Merchants e-Centric eGaineServices - Ghana Ekurhuleni East College Ekurhuleni East College Eskom Exclusive Health FNB Corporate Gauteng Economic Development Agency Graham Technologies Holcim Cement Independent NewspapersiChoicesiPropLocal Enterprise Authority - Botswana M- Web Merchants SA / Dimension DataMIBFA (Metal Industries Beneficiaries Funds Administration) MTN – South Africa MTN – RwandaMTN BankingMultichoiceNational Prosecutions Authority (Batho Pele Training) Private Label Promotions (PLP)Pharos Medical Aid PlantronicsPulse Technologies QPC – Dubai / Kuwait SARSSouth African Airways South African Broadcasting Corporation South African Post OfficeTeljoyThe Business Trust The Department of Trade and Industry Tigo Mobile – TanzaniaTranstelTiger Brands (Albany)Unemployment Insurance Fund (UIF) - Department of Labour Vaal University of TechnologyVodacomWater Utilities Corporation – Botswana

AA Autobay

African Life

AIG Insurance

ASDA

Botswana Housing Corporation

Botswana International Financial Service

Brandhouse

Carphone Warehouse

City of Johannesburg - Emergency Services

COEGA

Compensation Commission (Department of Labour)

Dimension Data - Merchants

e-Centric

eGain

eServices - Ghana

Ekurhuleni East College

Ekurhuleni East College

Eskom

Exclusive Health

FNB Corporate

Gauteng Economic Development Agency

Graham Technologies

Holcim Cement

Independent Newspapers

iChoices

iProp

Local Enterprise Authority - Botswana

M- Web

Merchants SA / Dimension Data

MIBFA (Metal Industries Beneficiaries Funds Administration)

MTN – South Africa

MTN – Rwanda

MTN Banking

Multichoice

National Prosecutions Authority (Batho Pele Training)

Private Label Promotions (PLP)

Pharos Medical Aid

Plantronics

Pulse Technologies

QPC – Dubai / Kuwait

SARS

South African Airways

South African Broadcasting Corporation

South African Post Office

Teljoy

The Business Trust

The Department of Trade and Industry

Tigo Mobile – Tanzania

Transtel

Tiger Brands (Albany)

Unemployment Insurance Fund (UIF) - Department of Labour

Vaal University of Technology

Vodacom

Water Utilities Corporation – Botswana

KEY STRATEGIC IMPERATIVES FOR CONTACT CENTRES IN 2009IncreaseCustomerSatisfactionIncreaseEfficienciesIncreaseRevenueReduceRiskReduce Costof OperationsDeliver ‘World Class’ Services

WORLD CLASS CONTACT CENTRE- A definitionTo be recognised as a “World Class Contact Centre” the operation must meet all three of the following criteria: 1: Aligned and Integrated StrategiesThe contact centre is fully aligned with and supportive of the organisation’s core business strategies and operational objectives.2: Operationally, it Complies with Specific StandardsThe contact centre achieves a better than 85% compliance with clearly specified standards as defined by the organisation, by internal and external customer expectations or by specific industry, statutory, regulatory or contractual requirements.3: Benchmarked Against Similar OperationsThe contact centre is benchmarked – at least on an annual basis – against National, Regional and International ‘same-sector’ and similar non competitive contact centres and it achieves at least an averaged 85% score against those Key Performance Indicators that are Internationally recognised to comprise ‘Best Practice’ for a contact centre operation of the same or closely similar type.. © Copyright reserved. C3Africa (Pty)Ltd 2008

Constructive Auditing & Benchmarking to Achieve “World Class” Operational Efficiency and Effectiveness

Why Audit Your Contact Centre ?Because only Knowledge-based decisions count !Why is the contact centre performing the way that it is? (Good or Bad) What is driving your performance? Who is responsible for your current levels of performance? What are your core issues? How fixable are these?Is your operation ‘Compliant’ (e.g. SABS Standards)What are the real and potential risks to your business ?What needs to be done?What are your opportunities?How can you increase profit?How can you cut or cap costs?How can these be capitalised?What resources will be required?

Contact Centre Core Measurable Competencies** Customisable to specific operations OperationalStrategicCustomer ExperienceManagementBusiness IntegrationPeopleFinancialProcessesStrategic DefinitionsTechnologyOtherKnowledge Management Workplace Wellness“Green Environment”Occupational Health & SafetyAesthetics & ErgonomicsLocation and Site ReportingQualityWorkforce Management

Workplace Wellness

“Green Environment”

Occupational Health & Safety

Aesthetics & Ergonomics

Location and Site

Contact Centre Assessment MatrixAreas to be Audited and Assessed CulturePerformanceStrategyOrganisationCompetencyFacilities & LayoutProcessApplicationEquipmentDelivery vehicle

Questionnaire / Probe MethodologyOver 1,500 checkpoints Includes SOME of the SABS Contact Centre Standards Can be ‘customised’ to include client-specific audit requirements

Over 1,500 checkpoints

Includes SOME of the SABS Contact Centre Standards

Can be ‘customised’ to include client-specific audit requirements

Key Performance Indicator EvaluationSpecific KPI’s and Metrics defined in pre-audit kick-off workshop with Client480 KPIs

Contact Centre Development Matrix© Copyright reserved. C3Africa (Pty)Ltd 2008Example: 18 Month GoalOperational MaturityExample: 1st Audit ScoreDegree of Integration: Strategies, Operations and Technologies

Contact Centre Audit & Evaluation Methodology© Copyright reserved. C3Africa (Pty)Ltd 2008-- EXAMPLES --STRAND PeopleDIMENSION Coaching FOCUS AREA One-on-One Coaching EVIDENCE Accurate, Current, Documented RecordsOBSERVATION & COMMENTSAuditor’s Observations & Comments0 – 5 (Refer to scoring methodology) FOCUS AREA SCOREFOCUS AREA RISK INDEX0 – 5 (Refer to scoring methodology) FOCUS AREA RECOMMENDATIONS Auditor’s Recommendations

Assessment ModelHow Competencies are Scored0% Does not exist No Documentation Not in practice Not observed A factor of Risk

Does not exist

No Documentation

Not in practice

Not observed

A factor of Risk

STRAND FOUNDATIONAL 1 – 20% Present in the operation but to a minimal degree Insufficient evidence and/or ad hoc implementationNone or poor documentary evidence InconsistentA factor of RiskDIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTSFOCUS AREA SCOREFOCUS AREA RISK INDEXFOCUS AREA RECOMMENDATIONS

Present in the operation but to a minimal degree

Insufficient evidence and/or ad hoc implementation

None or poor documentary evidence

Inconsistent

A factor of Risk

STRAND FUNDAMENTAL 21 – 40% Present in the operation but not consistently in practice Some evidence of ad hoc implementationPoor or Out-of-Date documentation Basic fundamentals in place A factor of Risk DIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTSFOCUS AREA SCOREFOCUS AREA RISK INDEXFOCUS AREA RECOMMENDATIONS

Present in the operation but not consistently in practice

Some evidence of ad hoc implementation

Poor or Out-of-Date documentation

Basic fundamentals in place

A factor of Risk

STRAND DEVELOPING 41 – 60% Consistent but not used to drive continuous improvement E.g. Not reported onDocumentation Required Up-dating Not fully understood and/or applied across the operationA factor of Risk IndexDIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTSFOCUS AREA SCOREFOCUS AREA RISK INDEXFOCUS AREA RECOMMENDATIONS

Consistent but not used to drive continuous improvement E.g. Not reported on

Documentation Required Up-dating

Not fully understood and/or applied across the operation

A factor of Risk Index

STRAND MATURE61 – 80% Fully integrated into operational procedures, systems and methodAll strategies, policies, processes, procedures and reporting mechanisms well documented and driven by consistent continuous improvement initiativesMaking a positive contribution to operation’s continuous improvements A factor of Risk Index DIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTSFOCUS AREA SCOREFOCUS AREA RISK INDEXFOCUS AREA RECOMMENDATIONS

Fully integrated into operational procedures, systems and method

All strategies, policies, processes, procedures and reporting mechanisms well documented and driven by consistent continuous improvement initiatives

Making a positive contribution to operation’s continuous improvements

A factor of Risk Index

STRAND WORLD CLASS81 – 100% Aligned with recognized domestic and international “best practice” and standards (“World Class”) Firmly imbedded into the operational culture and procedures Visible signs of driving continuous improvement throughout all streams in the operationA factor of Risk IndexDIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTSFOCUS AREA SCOREFOCUS AREA RISK INDEXFOCUS AREA RECOMMENDATIONS

Aligned with recognized domestic and international “best practice” and standards (“World Class”)

Firmly imbedded into the operational culture and procedures

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

A factor of Risk Index

RISK MODEL Based on the FAIR™ model developed by Risk Management Insight incSTRAND BUSINESS IMPACTPROBABILITYDIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTSFOCUS AREA SCOREFOCUS AREA RISK INDEXRisk is assessed and evaluated in the context of individual Focus Areas. ‘Risk’ is a factor of overall Business Risk and the Operational Risk associated with poor performance within the specific Focus Area.FOCUS AREA RECOMMENDATIONS

Definition ExamplesCustomer ExperienceFoundationalFundamentalDevelopingMatureWorld ClassLimited customer research and recording provide basis for measurement.Objectives set and clear measurement of customer experience across channels and functions.Business managed to maximize customer experience with focus on continual improvement.Customer experience management based on and aligned to world class and South African Call Centre Standards.Measurement of customer experience focused on internal operational metrics.Focus is on measurementand improvement of customer experience

Examples Of Customer Experience Competencies Channel interfaces based on usability and desired customer experience Regular measurement of customer behaviour and feedback with associated changes Active participation from customers and staff in articulating and delivering customer experience Involvement of marketing and branding teams in channel design Customer experience and satisfaction core aspects of measurement of contact centre success

Channel interfaces based on usability and desired customer experience

Regular measurement of customer behaviour and feedback with associated changes

Active participation from customers and staff in articulating and delivering customer experience

Involvement of marketing and branding teams in channel design

Customer experience and satisfaction core aspects of measurement of contact centre success

Definition ExamplesPeopleFoundationalFundamentalDevelopingMatureWorld ClassPeople recruited with basic training.HR infrastructure well developed and effective.People set up to win, with best practice in all key areas.Long term people development in line with future needs. HR policy and infrastructure evolving in response to needs and changing conditions.People strategy and policies aligned with South African Call Centre Standards and international best practice trends.Focus is on people skills, policies and procedures, with specific focus on staff turnover and absenteeism

Examples Of People CompetenciesHR policies and procedures defined and used Specific contact centre recruitment processes Salary structures based on contact centre requirements such as performance pay Measurements and action plans regarding key statistics, such as retention, absenteeism and satisfaction Training programmes that reinforces induction training through on the job training and development Coaching programmes with individual agent assessments Quality management solutions in place and in use

HR policies and procedures defined and used

Specific contact centre recruitment processes

Salary structures based on contact centre requirements such as performance pay

Measurements and action plans regarding key statistics, such as retention, absenteeism and satisfaction

Training programmes that reinforces induction training through on the job training and development

Coaching programmes with individual agent assessments

Quality management solutions in place and in use

Definition ExamplesProcessesFoundationalFundamentalDevelopingMatureWorld ClassAd-hoc processes designed as needed but not documented as reusable methodologiesKey processes defined and documented.Processes defined, quality controlled and managed. Integrated into all training.Processes optimised with continuous improvement.Process definition, development & continuous improvement aligned to international and South African Call Centre Standards and best practiceFocus is on contact centre processes (more than overall business processes)

Examples Of Process CompetenciesDefined approach and methodology for process design Escalation processes within the contact centre defined Out-of-hours and disaster planning processes in place Interface processes within the broader organisation and third parties in place Complaints processes documented and used Provision of written prompts or contact guidelines Methodology for recording and assessing contact quality

Defined approach and methodology for process design

Escalation processes within the contact centre defined

Out-of-hours and disaster planning processes in place

Interface processes within the broader organisation and third parties in place

Complaints processes documented and used

Provision of written prompts or contact guidelines

Methodology for recording and assessing contact quality

Example of a Strand ReportDimension being auditedSection being auditedAuditor’s ObservationsFocus AreaWeighted Score 0-5Documented Evidence Y/NFocus Area Risk Index 0-5Remedial Recommendations

Sample Report Dashboards

Example of Post-Audit Performance Mapping & Prioritisation ModelWorld ClassDevelopedPeopleWFM, MI & ReportingFundamentalStrategicOperationsTechnologyLowModerateHighC3Africa Performance-Risk Model ©C3Africa RISK - PERFORMANCE MODEL © 5.00HIGH PERFORMANCE LOW RISKPERFORMANCE INDEX 3.00LOW PERFORMANCE HIGH RISK0.00Processes0.003.005.00RISK INDEX

Example of Post-Audit ScoresShowing overall performance improvement after 2nd auditQ1- 2009 3.25Operational MaturityQ3- 2008 1.85Degree of Integration: Strategies, Operations and Technologies

Audited and Scored against C3Africa contact centre operational competencies Development Matrix Scoring Risk Index Scoring Does NOT include recommendations and remedial intervention outlines Audited and Scored against C3Africa contact centre operational and performance competencies and appropriate SABS Contact Centre Standards Development Matrix Scoring Risk Index ScoringIncludes recommendations and remedial intervention outlines

Audited and Scored against C3Africa contact centre operational competencies

Development Matrix Scoring

Risk Index Scoring

Does NOT include recommendations and remedial intervention outlines

Audited and Scored against C3Africa contact centre operational and performance competencies and appropriate SABS Contact Centre Standards

Development Matrix Scoring

Risk Index Scoring

Includes recommendations and remedial intervention outlines

Audited and Scored for Compliance (or degree of compliance) against SABS Contact Centre and BPO Standards Development Matrix ScoringIncludes recommendations for intervention and development required to meet compliances.NOTE: The C3Africa Standards Audit is a preparatory process in advance of the formal SABS / SANAS accreditation and certification processes that are expected to become available in 2011

Audited and Scored for Compliance (or degree of compliance) against SABS Contact Centre and BPO Standards

Development Matrix Scoring

Includes recommendations for intervention and development required to meet compliances.

Section being auditedDefined Standard GroupRequired EvidenceAuditor’s ObservationsReference to evidence Compliance RatingsRecommendations to achieve compliance

Benefits of the C3Africa Audit and Baseline Service An independent, professional and industry-recognised audit of Strategies, Operations, Processes, Procedures, Technologies and Business Risks A comprehensive ‘Health Check’ of the entire operation Identification of .. Key problem areas Operational risks Cost reduction opportunities Revenue generation opportunities Optimisation opportunities A tool for growth and capacity planning and budgeting An essential aid to strategic planning A powerful aid to winning new and profitable contracts Provides a logical, prioritised ‘roadmap’ for implementation of improvement initiatives an interventions Identifies and highlights low-cost “quick wins” Identifies ‘profit’ and cost-cutting opportunities

An independent, professional and industry-recognised audit of Strategies, Operations, Processes, Procedures, Technologies and Business Risks

A comprehensive ‘Health Check’ of the entire operation

Identification of ..

Key problem areas

Operational risks

Cost reduction opportunities

Revenue generation opportunities

Optimisation opportunities

A tool for growth and capacity planning and budgeting

An essential aid to strategic planning

A powerful aid to winning new and profitable contracts

Provides a logical, prioritised ‘roadmap’ for implementation of improvement initiatives an interventions

Identifies and highlights low-cost “quick wins”

Identifies ‘profit’ and cost-cutting opportunities

Implementing The Project:The Engagement Model * Based on a single site engagementPhase 1Project ScopingPhase 2Information GatheringPhase 3Interpretation & RecommendationsPhase 4RemedialInterventions NB Excludes recommendations 1-2 days3-5 days3-5 days14-21 days5-14 days2-5 daysEstimates only: Subject to degree of complexity and scale of operations

Costing Model* Based on a single site engagement Initial scoping workshop. Project Plan Customisation of Questionnaire On-site investigations, workshops, meetings and associated information-gathering. Scoring against C3Africa Operational Competencies matrix Scoring against appropriate SA (draft) Contact Centre and Business Process Standards Risk Index Scoring Scoring against recognised baselines and benchmarks Recommendations and improvement intervention outlines Initial scoping workshop. Project Plan Customisation of Questionnaire On-site investigations, workshops, meetings and associated information-gathering. Scoring against C3Africa Operational Competencies matrix Risk Index ScoringN.B. NO Remedial Consulting / Recommendations R90,000 – R150,000*R200,000 –R450,000+*Estimates are based on Gauteng-based auditing and dependant on size and complexity of the operation . Add travel, accommodation and S&T for services outside of Gauteng

Initial scoping workshop.

Project Plan

Customisation of Questionnaire

On-site investigations, workshops, meetings and associated information-gathering.

Scoring against C3Africa Operational Competencies matrix

Scoring against appropriate SA (draft) Contact Centre and Business Process Standards

Risk Index Scoring

Scoring against recognised baselines and benchmarks

Recommendations and improvement intervention outlines

Initial scoping workshop.

Project Plan

Customisation of Questionnaire

On-site investigations, workshops, meetings and associated information-gathering.

Scoring against C3Africa Operational Competencies matrix

Risk Index Scoring

Estimates are based on Gauteng-based auditing and dependant on size and complexity of the operation . Add travel, accommodation and S&T for services outside of Gauteng

ConclusionsOnly knowledge-based decisions count.It is only possible to manage what you can measure.Most identified problems can be resolved by means of Processes, Procedures and Disciplines.If the contact centre is not on a Formal Continuous Improvement Programme … … Then there is a high probability that it is Continuously Deteriorating

Thank You For This Opportunity- QUESTIONS -