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Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
Contact Centres: Global and Regional Trends – Sept 2009
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Contact Centres: Global and Regional Trends – Sept 2009

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Contact Centres and BPO Global and Regional Trends and Influences: High Level Perspectives by Rod Jones, CEO C3Africa Group.

Contact Centres and BPO Global and Regional Trends and Influences: High Level Perspectives by Rod Jones, CEO C3Africa Group.

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  • 1. Rod Jones<br />Consultant – Analyst <br />Contact Centres: Global & Regional Trends and Influences <br />www.c3africa.com<br />
  • 2. Themes : <br /><ul><li> 2009 > 2010 : From Crisis to Growth:Driving Operational Efficiency and Reducing Cost
  • 3. Insights for High Performance 2009> 2010</li></ul>Sources: <br />
  • 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. 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. 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. Typical Contact Centre Costs<br />Source: Dimension Data Global Benchmark Report <br />
  • 8. Contact Centres: Global & Regional Trends and Influences <br />
  • 9. KEY THEMESTrends - Impacts<br />1: Strategic re-Alignments<br />2: Manpower & Staffing <br />3: Technologies <br />
  • 10. Key Strategic Trends<br />Cut Costs – Deliver More – Increase Quality <br />A time for Introspection<br />Self Analysis – Auditing – Benchmarking<br />Implementation of Operational Standards (e.g. SABS)<br />Changes in the Staffing / Personnel Environment<br />More focus on Compliance Issues <br />Sarbanes-Oxley / King III <br />Payment Application Data Security Standard (PA-DSS and PCI )<br />Sector Growth<br />Debtor Management & Collections<br />Sales and Revenue Generation <br />Resurgence of ‘Professional TeleMarketing’<br />Attracting International BPO<br />Technologies<br />Towards Self-Service<br />Quality Assurance <br />Outsourcing & Hosted Solutions <br />Increase Bandwidth – Reduced Costs?<br />
  • 11. 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 />
  • 12. Manpower & Staffing <br /><ul><li> Working with the “Y-Generation”
  • 13. Unionisation in Contact Centres
  • 14. BBBEE and Labour Legislation
  • 15. Changes to Employment Equity Act
  • 16. Women, Youth, People with Disabilities
  • 17. Department of Labour’s Human Resources Development Strategy
  • 18. Chief Learning Officer (CLO)
  • 19. Delivering career-pathing and employee engagement
  • 20. Wellness
  • 21. 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 />
  • 22. www.contactindustryhub.co.za<br />“Resources” Tab <br />
  • 23. Sector Growthin South Africa<br />Points for Discussion <br /><ul><li> Debtor Management & Collections
  • 24. Sales and Revenue Generation
  • 25. Resurgence of ‘Professional TeleMarketing’
  • 26. Attracting International BPO
  • 27. City of Joburg BPO Park
  • 28. Growth in Public Sector Contact Centres </li></li></ul><li>
  • 29.
  • 30. Impact of Technology<br />Points for Discussion <br /><ul><li> Towards Self-Service
  • 31. More demanding Customers
  • 32. New ‘Tech-Savvy’ customers
  • 33. More sophisticated technologies
  • 34. Drive for cost reduction (human capital costs)
  • 35. Quality Assurance, Compliance & Security Issues
  • 36. The Advent of Interaction Analytics and Process Automation
  • 37. Outsourcing & Hosted (On-Demand) Solutions
  • 38. Increase Bandwidth
  • 39. 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>‘Offshoring’ and outsourcing,
  • 40. Self service and
  • 41. Growth of the virtual contact centre. </li></ul>Underlying these business trends are two key technology enablers: <br /><ul><li> Voice over IP (VoIP) and
  • 42. Replacement of proprietary, hardware-based technology with open, standards-based software solutions. </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 />
  • 43. Key Business DriversWhy Companies Outsource<br />
  • 44. CONNECTIVITY<br />The Game is on !<br /><ul><li> Global Surplus capacity (not in SA !!)
  • 45. Pressure on tariffs
  • 46. More competition (Telkom, Neotel, IS, MTN, Vodacom etc)
  • 47. Roll-out of the Telkom (and other VARS) wireless network/s
  • 48. Satellite Quality and affordability
  • 49. 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 !
  • 50. Reduce costs – increase efficiencies
  • 51. Track ‘accountability’ / Security / ‘Corruption Management’
  • 52. Influence / Impact of Trade Unions
  • 53. Consolidation (Shared Services)
  • 54. Outsourcing non core services
  • 55. Public-Private-Partnerships
  • 56. Government data pooling / in co-operation with private sector data pools
  • 57. Monitor & Manage productivity
  • 58. Fraud Detection / Risk Management </li></ul>PRIMARY CHALLENGE <br /><ul><li> Educate government re benefits of Contact Centres and Outsourcing</li></li></ul><li>SUMMARY TO BE COMPLETED <br />MAIN POINTS OF THE PRESENTATION <br />

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