In Association with        Contact CentresGlobal Trends – Regional Impact                    Knowledge Development Seminar...
IntroductionsRod Jones•   South African             •   Director: Contact Industry•   63 Years Old                  Hub•  ...
Trusted Advisor"A trusted advisor is a person ororganization that by virtue of havingadopted an unequivocal client focus,c...
Reference Material  & Recommended Reading        www.amazon.com                                      www.dorriangroup.c   ...
Five Key Challenges     Fulfilling The Key Elementsof Most Organisations’ Strategic Plans     Doing a whole lot more – wit...
Global & RegionalContact Centre Research
Global Trends –      Regional Impact1: Managing the CustomerExperience ►2: Quality Management /Assurance ►3: Interaction &...
CUSTOM  EREXPERIE  NCEMANAGE MENT
What is “CUSTOMER      SATISFACTION” ?Customer satisfaction is ameasure of how productsand services supplied by acompany m...
Clause 8.2.1 in ISO9000:2000 states:"As one of the measurements of theperformance of the QualityManagement System, the org...
Customer ExperienceCustomer experience (CX) is thesum ofall experiences a customer haswith a supplier of goods orservices,...
Customer    Experience    Management            THE JOURNEY SATISFIE                 ADVOCA              LOYAL    D       ...
Customer          JourneyIt’s what we do to . Make the customer feelhappy  Assist the customer to justify their p Satisfy ...
Mapping the Customer                          ExperienceENRICHED EXPERIENCE                                               ...
The Net            PromoterAsks ONE simple question“How likely is it that you would recommend our  product, service or com...
PROMOTORS (score 9-10) are loyalenthusiasts who willkeep buying and referothers, fueling growth.   PASSIVES (score 7-8)   ...
Dear Mr Jones                                                            Specific                                         ...
SourceMeasuring what’s important   Measure what’s important to the             customer   What’s most              What’s ...
Treat the Causes... Not theSymptoms                 Causes                • Consultants not                engaged with th...
Enabling Customer CentricConsultants         Right Measurements, Support,                  Motivation              and Enc...
201      Customer Effort          2M                               ega       Management              Tre                  ...
The CRM Paradox        Even when      expectations      are exceeded       there is only      slightly better         than...
Predictability of                Customers                                  who exertLoyalty                             “...
Predictability ofLoyalty   Reduce     the  Custome  r’s Effort      …                Increase                 Loyalty     ...
Discussio    n << A Group Activity >>                          Slide 26
QUALITYASSURANCE            Slide 27
What Is Quality? Totality of features and characteristics of a product or service that bears upon its ability to satisfy s...
The Three Faces    of Quality?Conformance Quality -conforming to specifications;having a product or service thatmeets pred...
Approach to     QAThe quest for quality within theContact Centre involves all areas ofthe organisation.Not simply agent pe...
Why Formal QualityManagement is Vital• Allows management to identify and  analyze effectiveness of existing  processes in ...
Quality Assurance     Should Not NOT be a     Cost-Based Strategy  It’s a key to managing the Customer Ex   • Call monitor...
The problem with QA based         only on random call              monitoring        On average less than 1% of all calls ...
SA Contact Centre                                          Standards               “Assess a minimum of 8 calls per agent,...
Delighting               Customers..Not Merely Satisfying their basicneeds                                    Slide 35
Quality        AlignmentQuality           Custo          Call                   mer          MetricMonitori  ng           ...
Benefits of Quality  Management       Positions The       Organisation To       Continuously       Streamline Customer    ...
When Total Quality  ManagementWorks Effectively                     Slide 38
QA    Some Companies                                   Outsourc                                                      ing i...
Discussio    n << A Group Activity >>                          Slide 40
Interaction and   Real Time   Analytics                  Slide 41
Real-time, Event Driven Feedb2011/ 12Mega-Trend        Monitoring &        Managing the        Voice of the        Custome...
Listen tothe manyvoices of   thecustomer        Craft Event-Driven       Responses that are    Welcomed and Add Value    t...
Real-Time Interaction Analyt Taking Voice and Data Recording to New LeDefinition: A System that Records,Tags, Analyses and...
Interaction Analytics –              Examples Key Word/s or Phrase • Record all calls • Identify and tag all calls..      ...
Emotion   Detection                                              r                                   nt ts ome            ...
Identify Business ImpactCalls  Interaction Analytics Engine Filter out all            Identify ALL calls‘Averag           ...
Speaker Verification    or Speaker  Authentication          Voice                        Biometrics                 •   Ag...
Discussio    n << A Group Activity >>                          Slide 49
WorkforceManagement &  Workforce Optimisation                Slide 50
Workforce ManagementThe Right Agent              With The Right Skills The Right Time                                AtWha...
Workforce                Management                Typical System Management Screen                     Predicted call    ...
Call Volume &              Staffing Realities    FRE     Ehttp://www.kooltoolz.com                               Slide 53
Penny ReynoldsObtainable from www.huntrex.co.z
Workforce  OptimisationCreating the Holistic Operation                 Quality      Contact       Cross                 Mo...
When Workforce Optimisation all       Comes Together                       Interacti                       Interacti      ...
OUTBOUND &TELEMARKETI    NG
When would we useOutbound Techniques?  Tele-Marketing & Tele-Sales  Customer Data Verification orCollection  Customer Sati...
The Key Elements of   an Outbound     Campaign    TECHNIQUE              TECHNOLOGYMANAGEMENT PRODUCT or SERVICE   DATA an...
Failure will be certain if  any one of these is        present..Lack of Management    Experience     Bad or Insufficient  ...
SOCIAL MEDIAEXPLOSI  ON
Version 43 11 March 2012 CCAIn Association withCRM, Customer Management and   World Class Call Centres:   The Key Strategi...
Customer Relationship              Contact Centre TechnologiesManagement                        – Part 2  Customer Experie...
What Delegates have said …The Rod Jones CRM and Contact                  "Even if you are a seasoned ContactCentre MasterC...
ONLY                      R4,250                        incl    CCMG Members – 10% OffFor more information www.rodjones.co...
THANK YOU FOR  YOUR KIND  ATTENTION    Q&A
Global trends   regional impact
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Global trends regional impact

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Throughout the modern world the customer service and contact centre environment is undergoing dramatic change. Against the backdrop of the strategic realisation that the Customer Experience has come to the fore and reached the top of the boardroom agenda, several major global and regional trends have emerged. In a two hour seminar session, internationally recognised industry analyst and contact centre consultant Rod Jones will outline the current South African contact centre industry and will paint a picture of the impact that global trends and how these have and will impact on the local industry.

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Global trends regional impact

  1. 1. In Association with Contact CentresGlobal Trends – Regional Impact Knowledge Development Seminar Durban, South Africa 4th April 2012 Customer Relationship Management • Customer Experience 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. 2. IntroductionsRod Jones• South African • Director: Contact Industry• 63 Years Old Hub• Started Direct • Judge: SACCCOM National Marketing business in Awards 2005/6 1971 • Judge BPeSA National Call• Built first call centre Centre Awards – 2007 1985 • Founder 2007 > C3Africa – Marketing Support Group Group • Member of the• First Outsource Call Development and Centre 1992 - Consulting Body: SABS TeleFacilities Contact Centre Standards• Consultant since 1998 2004-2008• Board Member: Direct • Member SABS Technical Marketing Association Committee (TC99) 2008 – of SA 1988-2000 Present• Non-Executive Director: • Executive Mentor / Trainer Call Centre Networking / Author / Consultant Group SA 2001-2003 • Industry Analyst• Founder: CallCentreCity • Founder / Chairman Group- 2000 Independent Contact• Founding Director: Call Centre Consultants Centre Institute of SA Association (ICCCA) Page 2
  3. 3. Trusted Advisor"A trusted advisor is a person ororganization that by virtue of havingadopted an unequivocal client focus,captures the faith, loyalty andendorsement of its clients.Clients tell trusted advisors everything,passively and actively, positively andnegatively, and in turn,rely completely on that advisorsrecommendations. “Peppers & Rodgers Slide 4
  4. 4. Reference Material & Recommended Reading www.amazon.com www.dorriangroup.c omwww.contactindustryhub.co.za www.ccbenchmarking.com
  5. 5. Five Key Challenges Fulfilling The Key Elementsof Most Organisations’ Strategic Plans Doing a whole lot more – with whole lot Without Compromising Quality © Rod Jones Page 6
  6. 6. Global & RegionalContact Centre Research
  7. 7. Global Trends – Regional Impact1: Managing the CustomerExperience ►2: Quality Management /Assurance ►3: Interaction & Real-TimeAnalytics ►4: WorkforceOptimisation ►5: Outbound &Telemarketing ►6: Social MediaIntegration ►7: Hosted / ‘Cloud’/Outsourcing8: Public SectorGrowthWrap-Up ►
  8. 8. CUSTOM EREXPERIE NCEMANAGE MENT
  9. 9. What is “CUSTOMER SATISFACTION” ?Customer satisfaction is ameasure of how productsand services supplied by acompany meet or surpasscustomer expectations.Customer satisfaction isdefined as:“The number of customers, orpercentage of total customers, whosereported experience with a firm, itsproducts, or its services (ratings)exceeds specified satisfaction goals." Slide 10
  10. 10. Clause 8.2.1 in ISO9000:2000 states:"As one of the measurements of theperformance of the QualityManagement System, the organizationsshall monitor information relating tocustomer perception as to whether theorganization has met customerrequirements. The methods forobtaining and using this informationshall be determined"QS9000 standard clause4.1.6 says: "... Trends in customer satisfaction and key indicators of customer dissatisfaction shall be documented and supported by objective information. These trends shall be compared to those of competitors, or appropriate benchmarks, and reviewed by senior management." Slide 11
  11. 11. Customer ExperienceCustomer experience (CX) is thesum ofall experiences a customer haswith a supplier of goods orservices, over the duration oftheir relationship with thatsupplier. The CustomerExperience is a Never- Ending Journey From awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy.
  12. 12. Customer Experience Management THE JOURNEY SATISFIE ADVOCA LOYAL D CY To achieve 4 key strategic objectiv• Market Share • Customer Satisfaction • Loyalty / retention • Profitability Slide 13
  13. 13. Customer JourneyIt’s what we do to . Make the customer feelhappy Assist the customer to justify their p Satisfy the customer’s needs Give the customer has a sense of being respected Give the customer the feeling of being served and cared for According to his/her expectations
  14. 14. Mapping the Customer ExperienceENRICHED EXPERIENCE Free Tasty, WiFi Aroma Flavoura ble Quick & Ambiance Convenient Baselin e ImpersonalPOACHED EXPERIENCE Loud Music Cold, draught y, crowded No Anticipate Enter personal Engage Exit Refle space ct Touchpo Car Office Car Walk- Line Order Pay Sit Drink Pack-up ints Walk out in Work Customer Experience Mapping
  15. 15. The Net PromoterAsks ONE simple question“How likely is it that you would recommend our product, service or company to a friend or colleague”? Slide 16
  16. 16. PROMOTORS (score 9-10) are loyalenthusiasts who willkeep buying and referothers, fueling growth. PASSIVES (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings. DETRACTORS (score 0- 6) are unhappy customers who can damage your brand and impede growth through negative word- of-mouth. Net % ofPromot or = % of Promotors - Detractor s Score
  17. 17. Dear Mr Jones Specific Agent –Discovery is passionate about delivering exceptional service, and we rely on feedback from our clients to tell us By Namehow were doing.You called us on Thursday and spoke to Shivanie Bhugwandin. Please rate the quality of your interaction withShivanie on a scale from 1 to 10 (where 10 is the best score and 1 is the worst). Please click on the value andclick send. Worst 1 2 3 4 5 6 7 8 9 10 BestThank you for taking the time to give me your valued feedback.Kind regardsFrancois TheronHead of ServiceDiscovery Health
  18. 18. SourceMeasuring what’s important Measure what’s important to the customer What’s most What’s less What’s least important? important? important?•First time • Speed to • Call handling Resolution answer calls time(Measured by: Call- (‘Service (Holding timeback rate) excluded) Level’)•Accuracy of information(Quality)•Fluency of information (Hold times)•Tone / Style(Perception ratings)• Overall impression(Perception ratings)•Purpose of CallIf customer metrics are good, other business metrics will follow suit (e.g. Call rate per customer)
  19. 19. Treat the Causes... Not theSymptoms Causes • Consultants not engaged with their purposeSympto • Root cause in product,ms process, systems & communication is not• Dropped understoodcalls • Repeat issues with no• Long calls end in sight to their• Long answer resolutiontimes • Lack of accessibility• Call to informationavoidance • Hard to use systems• Re-routed • Poor measurementcalls • Inadequate• High informationabsenteeism • Badly structured remuneration • Poor management
  20. 20. Enabling Customer CentricConsultants Right Measurements, Support, Motivation and Encouragement Measure Monitor Motivate • Client • Fluency of • Let the Perception information consultants (Hold times) “live” the • Objective • Tone / Style product or criteria for service. correctness of • Every information interaction (Quality) could impact one’s • First time S remuneration Resolution (Call-back rate) • Call length
  21. 21. 201 Customer Effort 2M ega Management Tre nd “How much effort did you personally have to put forth to get your request addressed?”1= Very low effort 5=Very high effort
  22. 22. The CRM Paradox Even when expectations are exceeded there is only slightly better than 50% chance of achieving customer loyalty
  23. 23. Predictability of Customers who exertLoyalty “high”(‘Lifetime value of customer’) effort (4 or 5 on the CES scale) are 61% less likely to repurchase and.. 23% less likely to increase spend
  24. 24. Predictability ofLoyalty Reduce the Custome r’s Effort … Increase Loyalty & Spend
  25. 25. Discussio n << A Group Activity >> Slide 26
  26. 26. QUALITYASSURANCE Slide 27
  27. 27. 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 Slide 28
  28. 28. The Three Faces of Quality?Conformance Quality -conforming to specifications;having a product or service thatmeets predeterminedstandards.Requirements Quality - meetingtotal customer requirements;having perceived attributes of aservice or product that meet orexceed customer requirements.Quality of Kind - quality soextraordinary that it delights thecustomer; having perceivedattributes of a product or servicethat significantly exceedcustomer expectations, therebydelighting the customer with itsvalue.
  29. 29. Approach to QAThe quest for quality within theContact Centre involves all areas ofthe organisation.Not simply agent performancemanagement, but also monitoring andimproving… • Systems • Processes • Recruitment, Training & Retention • Access to information • All other areas which impact the agent’s ability to provide a quality service.The keys to successful QualityManagement initiatives in theContact Centre are: • A shared understanding by all personnel 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 of each individual and workgroup.
  30. 30. Why Formal QualityManagement is Vital• 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 (MIS).• Allows the operation to constantly Adapt, Adopt and Improve. Slide 31
  31. 31. Quality Assurance Should Not NOT be a Cost-Based Strategy It’s a key to managing the Customer Ex • 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 expectationsIt is the TOTAL CUSTOMER EXPERIENCE that real Slide 32
  32. 32. The problem with QA based only on random call monitoring On average less than 1% of all calls are monitored. Most likely one is evaluating the average calls Low Customer Sat High Customer Sat Holds, Transfers First Call Res No Conversions Cross-sell Repeat Calls Happy Customers Angry Customers Customer Advocac Poor Below Average Above Average Excellent Customer Interactions High Risk High Interaction Opportunity s Interactions33
  33. 33. SA Contact Centre Standards “Assess a minimum of 8 calls per agent, per month”” EXAMPLE The average agent handles approximately 23,000 calls per annum. Statistically, of the 8 calls (0.4%) assessed . 2 Poor 5 Average 1 Good Performance Calls Calls Call Only 3 calls (.15%) have any BUSINESS IMPACT That’s a mere 0.15% that we can use to make far-reaching Business Decisions Discipline • Motivation • Incentives & Rewards • Agent Development • Training Process Development • Product Development • Marketing Assessment What About Compliance & Fraud Detec34 Slide 34
  34. 34. Delighting Customers..Not Merely Satisfying their basicneeds Slide 35
  35. 35. Quality AlignmentQuality Custo Call mer MetricMonitori ng Surve s ys Product • Agent skill Time knowled developme Handle ge nt Wrap Procedur • First call Hold e resolution Calls per adheren • Satisfactio day ce n with resolution Adherence Interacti to on skills • Agent knowledge schedule Call • Agent All other control courtesy KPIs and Business • Confidence Standards trends in agent Agent • Feeling behaviou valued ral trends • Net Market Promoter intellige • Effort nce ScoreCombine results for a 360° view Slide 36
  36. 36. Benefits of Quality Management Positions The Organisation To Continuously Streamline Customer Service Strategies and Operations. Gives the Organization the Ability to Directly Measure Improvement or Decline in the Customer Service Experience. Understanding Of Flaws In Service Delivery. Understanding Area or Departmental Performance. (or lack of) Slide 37
  37. 37. When Total Quality ManagementWorks Effectively Slide 38
  38. 38. QA Some Companies Outsourc ing is Outsourcing 2012> All Or Part Of Their QA Mega Trend © Confidential and proprietary10-Apr-12 Page 39 information of BYC Solution Delivery
  39. 39. Discussio n << A Group Activity >> Slide 40
  40. 40. Interaction and Real Time Analytics Slide 41
  41. 41. Real-time, Event Driven Feedb2011/ 12Mega-Trend Monitoring & Managing the Voice of the Customer … In real-time 42
  42. 42. Listen tothe manyvoices of thecustomer Craft Event-Driven Responses that are Welcomed and Add Value to Customers’ Experience 43
  43. 43. Real-Time Interaction Analyt Taking Voice and Data Recording to New LeDefinition: A System that Records,Tags, Analyses and Processes allmanner of contact centre interactions.Examples of Contact Centre InteractionsInteroperable &Integrated with : CRM systems Workforce Management Quality ManagementSystems ERP Systems eLearning Slide 44
  44. 44. Interaction Analytics – Examples Key Word/s or Phrase • Record all calls • Identify and tag all calls.. • in which Competitor ‘A’ is Your mentioned service • where agent DOES NOT clearly make a required is compliance statement %$#@*& • where customers use “bad language” terrible ! • where customers use the phrase “ this is the second time I have called..” Interaction Analytics Report Escalate andStatistic Transfer calls, trends to Supervisor etc Slide 45
  45. 45. Emotion Detection r nt ts ome ge rup ust upts A er C r Int Inter Argume nt ! Interaction Analytics Detect talk over, call Report domination,Statistic Escalate and silences,s, trends Transfer call to call duration etc Supervisor etc Slide 46
  46. 46. Identify Business ImpactCalls Interaction Analytics Engine Filter out all Identify ALL calls‘Averag having Businesse’ Calls Impact Quality Assessment and Coaching or Training
  47. 47. Speaker Verification or Speaker Authentication Voice Biometrics • Agent-based caller verification can take 40-60 seconds. • 88% customers more comfortable with voice than with DTMF/Tone PIN. • 75% customers believe that voice is more secure than PIN. Source: www.nuance.com
  48. 48. Discussio n << A Group Activity >> Slide 49
  49. 49. WorkforceManagement & Workforce Optimisation Slide 50
  50. 50. Workforce ManagementThe Right Agent With The Right Skills The Right Time AtWhat is WFM ?A technology-aided process designed to helpmaximize the return on investment of all contactcenter resources—physical as well as humancapital included.By matching agent capabilities and availabilityagainst forecast call volume predictions and otherconstraints defined by management, agents areclosely matched to call demand.Key Benefits of WFM ? Slide 51
  51. 51. Workforce Management Typical System Management Screen Predicted call volume Forecast Forecast 24 January 2012 based on Service Service historical Level Level ACD data Number of Number of Agents time for Ideal Agents Required training coaching, Required or making Estimated Estimated outbound callsAfter CallAfter Call Talk Time Talk Time Work Work Time Time
  52. 52. Call Volume & Staffing Realities FRE Ehttp://www.kooltoolz.com Slide 53
  53. 53. Penny ReynoldsObtainable from www.huntrex.co.z
  54. 54. Workforce OptimisationCreating the Holistic Operation Quality Contact Cross Monitor Centre Channel ing Performa Interact nce ion Manage Analytic ment sInteract Real- ion TimeRecordi Process ng Optimisa tion Real- Workforc time e Custom Managem er ent Feedbac k
  55. 55. When Workforce Optimisation all Comes Together Interacti Interacti on on Analytic Analytic s Skills & Skills & s Career eLearn eLearn Career Recorde Recorde Workforce Workforce Manageme Manageme ing ing r r Managem Managem nt nt ent entAC D ‘M Cr A ar iti va y’ Analysed for ‘Compliance De cal Agil N te ‘E A eab OT ct rr v nt le Call Recorded ed or ai ‘M Statement’ ’ la ar bl y’ e C al lT o A ge nt eLearning to ‘M Mary’s desktop ar y’ Update Skills Approvals Agent Mary Supervisor
  56. 56. OUTBOUND &TELEMARKETI NG
  57. 57. When would we useOutbound Techniques? Tele-Marketing & Tele-Sales Customer Data Verification orCollection Customer SatisfactionSurveys Service Call-Backs Debt Collection Debtor Management Market Research Opinion Polls Political Canvassing Lead Generation Fund Raising Relationship building / CRM Develop an Alternative(direct) channel Appointment Setting Event Management (RSVP’s) Slide 58
  58. 58. The Key Elements of an Outbound Campaign TECHNIQUE TECHNOLOGYMANAGEMENT PRODUCT or SERVICE DATA and LISTS PEOPLE Slide 59
  59. 59. Failure will be certain if any one of these is present..Lack of Management Experience Bad or Insufficient Planning Poor Processes Inferior Database Unrealistic Budgets Inappropriate Technology Negative Staff Attitude Slide 60
  60. 60. SOCIAL MEDIAEXPLOSI ON
  61. 61. Version 43 11 March 2012 CCAIn Association withCRM, Customer Management and World Class Call Centres: The Key Strategic Issues Knowledge Development Seminar Durban 7th & 8th May 2012 BOOK NOW Customer Relationship Management • Customer Experience 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.
  62. 62. Customer Relationship Contact Centre TechnologiesManagement – Part 2 Customer Experience Hosted Contact CentreManagement Solutions Contact Centres: Setting the Quality AssuranceScene The Integrated Contact Outbound & TeleMarketingCentre Operational Dynamics of a Assessing, Auditing &Call centre Benchmarking Training Essentials Budgeting & Finance Measurement & Procurement ofManagement Technologies & Services Business Process Design & OutsourcingMapping Contact Centre Technologies Wrapping-Up– Part 1
  63. 63. What Delegates have said …The Rod Jones CRM and Contact "Even if you are a seasoned ContactCentre MasterClass is a must attend Centre Professional, this Master Classfor all serious Contact Centre will give you pointers on how to upprofessionals. Rod has the ability to your game in your organisation. Thetranslate complex Contact Centre shared knowledge and techniques isconcepts into information that is invaluable."easy to understand and apply. The Naseema Moorgas- Eskomseminar was fun and interactive,loaded with “A-ha” moments."Hennau Wentzel – Managing "I have been in a call centreDirector, Direct Channel Academy environment for approximately 4 years, and the insight I received with regards to the industry in this 2 day seminar was exceptional and far moreI found the seminar very informative beneficial to me.A definite greatwhich has assisted me to re-look at result."some of the business Raziya Moosa - Nedbank NCC Contactprocesses/system and become a lot Centremore client centric. Charmain Naidoo- Medscheme"Rod is an excellent facilitator. Fully knowledgeable with a real passion for theindustry. He makes the session quite interesting through relevant egs jokes whichkeeps the audience involved. This is an excellent networking opportunity whereone can benchmark & get an insight into what is happening in other contact centreenvironments." Theresa Vika - Telkom SA“Excellent seminar, if any organisation wants “The MasterClass will also beto deliver a world class contact centre this is essential for someone who wantsa must attend seminar, powerful and to set up a call centre and what toinformative speaker. Thumbs up Rod Jones” look out for.“Lillian Muli – Kenya Post Office Savings Bank. Thandiwe Makhoba— Nedbank“Contents of seminar is excellent and coversimportant aspects to manage a contactcentre.”Kumesh Pillai—Medscheme
  64. 64. ONLY R4,250 incl CCMG Members – 10% OffFor more information www.rodjones.co.za
  65. 65. THANK YOU FOR YOUR KIND ATTENTION Q&A

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