Contact Centre China: The Winning Strategy [eBook]


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Contact Centre China: The Winning Strategy [eBook]

  1. 1. SPECIAL EDITION Featuring: 10 Reasons to have contact centre Presence in China 5 Ways to create an Award-Winning, Business-Building contact centre Plus: Social Media Disasters (and how to avoid them)
  2. 2. REVEALED: What we all want to know about China By: SSON Editorial Team With China seen as a rising star for many corporations looking for the leading edge in their sourcing strategy, Dr. Philip Hadcroft, a veteran of the Chinese economy, contributes to the debate. When SSON approached Dr. Hadcroft to do an interview on China’s impact on the outsourcing market, he rebuked us on our initial approach, which focused on how China would play into the GBS “wave”; China’s unique selling proposition; its value-add compared to other locations; and what kind of due diligence should be done. Dr. Hadcroft’s response was: “You’re asking the same old questions that are always asked about any outsourcing destination – how can we trust it? What are its strengths and weaknesses? What makes it any different from the others? “What’s coming through here is that you’re thinking of China as a sourcing destination, competing against India and the Philippines. While that’s factually correct - it’s not the main game. In fact, that is more representative of what’s been happening over the last 5 years, rather than what will happen in the next 5 years. “You’re looking in the rear-view mirror and thinking it’s the windscreen. It’s not.” We were intrigued and followed up. Dr. Hadcroft shatters the conventional “sourcing mold”. Dr. Philip Hadcroft on China China is not just a strong source of supply – it’s a massive market for outsourced services. The Chinese government is about to become the most active buyer of outsourced services in the world – and they are using their massive buying power to purposefully drive up the scale of their domestic services outsourcing industry. China’s BPO and ITO service providers will grow quite dramatically in scale over the next five years – and they won’t need to rely on offshore clients to drive that growth. The Chinese government will be force-feeding them as they mandate the outsourcing of service contracts in banking, finance, utilities, telecommunications, insurance – most of which are majority-owned by the state. Five years from now, the Chinese vendor community will comprise many hundreds of very large companies with hightech locations and all the cost benefits of massive scale. To get your head around this, you have to put aside normal inter-company market forces. This is not about individual corporations seeking individual contracts from individual vendors. If you keep those blinkers on, you’ll miss the main game. This is a story about how the single-party government of the largest country on earth intends to transform the fundamental economic underpinnings of the nation. To do that, it has to make certain things happen on a mega scale. Building China’s services outsourcing industry is a core part of that strategy. In order to meet China’s requirements, the industry will be made to grow very big, very quickly. There’s nothing sudden in this. China announces its plans in 5-year increments. This is the start of stage 3 of a four-stage plan over 20 years – it’s just that this is a very dramatic growth stage. One consequence (by default, rather than by design) is that China’s vendor community, in 5 years, will be able to offer services on a scale and at a cost that most of the existing service providing nations will be hard-pressed to match.
  3. 3. So, the questions again: SSON: Global Business Services is already becoming the next wave of value sweeping shared services & outsourcing. How will China play into this proposition? Dr. Philip Hadcroft: Income from offshore services continues to be vitally important to Chinese companies. Foreign Direct Investment is a key part of China’s economic funding model. International standards accreditation, the accepted legitimacy of Chinese companies’ policies and practices, the equivalency of China’s tertiary education and consistency with international data privacy and IP protection laws will continue to place the globalization of China’s services industry at the forefront of its drive for full WTO acceptance by 2020. However, right now, China is on an upward spiral while the rest of the world is not. Iceland, Portugal, Ireland, Greece and Spain are teetering on the edge of bankruptcy. The UK and USA are reeling under the GFC and have not recovered since the hits of 2007-8. Australia’s relatively healthy economy is still under 1% growth in GDP. In contrast – China has experienced GDP growth in real terms of 10% p.a. consistently for over 30 years! • They consumed 60% of the world’s iron ore in 2009. • There are more cranes in China than in all the rest of the world. • By next year there will be more dedicated high-speed passenger rail infrastructure in China than all the rest of the world combined – and there was none until just before the Beijing Olympics! The question (above) asks: How will China be relevant to the rest of the world. I think you’re looking through the wrong end of the binoculars! SSON: What is China’s USP when it comes to outsourcing – wage arbitrage? Educated talent? Innovative technology? Dr. Philip Hadcroft: Chinese companies understand Chinese natively, both linguistically and culturally. As this will be the fastest growing market in the world – they don’t need a stronger USP – except when competing against domestic rivals. SSON: As there were with India, the Philippines and other outsourcing/offshoring destinations, there are of course concerns as to whether the Chinese market can provide solutions that fit with Australasian demands. Do you think this is founded? Dr. Philip Hadcroft: By 2020, China will have six provinces with trillion-dollar economies – each larger than Russia, Spain or Canada. Chinese companies won’t need to concern themselves with the needs of Australians – the problem is one for Australia – not China. The question would be better phrased as – How can Australian companies stay relevant, in the face of China’s burgeoning growth in services outsourcing? The answer is that China’s services outsourcing industry is now being forced to grow much faster than it has the managerial resources to cope with. It has plenty of young, talented labour, well-educated and with English language skills that are getting stronger year by year. It has a layer of middle management that is largely entrepreneurial but has little experience working in global corporations, and its senior management ranks are dotted with a handful of notable luminaries – but too thin to meet the demands for rapid growth. China understands this. China is happy to attract international talent and expertise from Europe, UK, USA – and of course Australia. There are plentiful opportunities for Australia to participate in this Chinese growth phenomenon, if we understand it and look where the opportunities really lie. And don’t be fooled. This is a window of opportunity that will close in 10 years, as China will have no intention of being reliant upon foreign management indefinitely. SSON: When thinking about doing business with a Chinese firm, where should executives start when it comes to due diligence? Dr. Philip Hadcroft: Ah. But who’ll be doing due diligence on whom?? One Chinese firm I know of will triple in size in just 2 years as a result of a single contract with a single Chinese bank. There are many more contracts being let. If companies want to enjoy this kind of growth – it won’t be because they have a Chinese supplier – it will be because they have a Chinese customer. Companies need to understand where the opportunities are, who to partner with, which cities to base themselves in, which provincial governments are outperforming the nation’s capitals. If we want to be allowed to participate, we need to be seen as competent rather than ignorant; constructive rather than arrogant; supportive rather than competitive. Dr. Hadcroft is a leading authority in the field of Business Process Outsourcing (BPO). He attained the world’s first PhD in that discipline in 2002, has worked extensively in that field for over 20 years and was appointed as the official BPO Strategy Advisor to the Heilongjiang (China) Government in 2006.
  4. 4. TOP 10 REASONS To have contact centre presence in China By: Russ Sandlin 1 The People’s Republic of China is the gateway to high-end value chain work available now in Hong Kong, Singapore and Taiwan. A mainland China presence allows a Contact Centre operator to take advantage of ancient ties to Taiwan, Singapore and APAC. High-end KPO, ITP and BPO work demand is high in these markets, and the mainland is the best place for these countries to export their work. As China become the manufacturing hub for Asia over the last twenty years, look for China to use the same attention to efficiency to become the Contact Centre destination for Asian Chinese-speaking countries. 2 China has a large, skilled population of workers who have mastered or grew up hearing and speaking Japanese and Korean. BPO’s are growing and moving into Dalian, in the north-east which has been traditionally either a part of the Korean, or the Japanese empires for over half of the last 500 years. Look for Dalian and other eastern cities to take on more R&D, ITO and Contact Centre work for Korea, Japan and the rest of the developed world over the next five years. 3 The Chinese domestic market is the largest, mostly untapped market in the world. A strong presence in China provides a beachhead for companies to make the potential of the Chinese markets a new growth stream for revenue. 4 China has more engineering graduates than any other country on the planet. I recently met with the CEO of a large BPO/ITO company in China that is exporting engineers to work in India. The strong technical base of employees in China is one of the factors that makes the Global Outsourcing Report 2005 predict China will dislodge India as the top BPO destination by 2015. 5 Strong infrastructure: Chinese motorists complain of traffic, which I compare to the traffic of Waco, Texas at rush hour. They have wide, well planned roads, first-class rail lines, planned airports and mass transit that is the envy of the world. That’s just on the transportations side. Getting fiber and redundant power is not a problem, and the business parks popping up like mushrooms all over the country give considerable concessions to foreign investors bringing Contact Centres into China. Getting past the censors on the internet which slows down bandwidth a little, the scale and throughput capacity of their network is amazing.
  5. 5. Russ started out in the telephones industry in the early 1980’s while attending the University of Delaware and worked his way up in the leading Call Centers of the United States. Russ has helped US based investors move their work offshore setting up contact centers in China, Korea, Mexico, Dubai, Qatar, Pakistan, India, the Philippines, Ghana and Kuwait. Russ is an industry expert in Offshore Outsourcing, BPO, KPO and Contact Centers. 6 Innovation: people do not consider China as innovative, more of a copycat country. I encourage one to look at the entire history of China: where would we be without the compass, gunpowder and irrigation, all invented in China? China is now in the vanguard for mobile technology, and look for China to take the lead in environmental initiatives, alternative fuel initiatives, mobile technology and R&D in the food and pharmaceutical sectors. They are not just copycats. The diaspora of Chinese engineers returning to the mainland, coupled with the large numbers of annual engineering graduates, creates a crucible of innovation in China over the coming years. 7 2 Work ethic: Thomas Friedman spoke of the Zippies in India today, who are impressive indeed. China has just as many, and they are working 18-hour days creating companies like Inc., Corp., and Maxthon International Ltd. to name just a few. These companies, as detailed in Rebecca A Fannin’s Silicon Dragons, will not only be super-starts in Asia, but will rock the foundation of US-based companies with their innovative new twist to the US high-tech company. 8 China’s command of English is going to improve year over year. In September of 2008 there will be an influx of English-speakers hitting the job market at the close of the Olympics, allowing China to become a voice-contact call center destination for the first time at scale for Englishspeaking customer-base companies. 9 Central Government has awesome power. Any government that can mandate and enforce something like the “one child policy” is capable of doing nearly anything. The government wants to work up the value chain with the economy, moving away from low-end manufacturing. They recognize English is necessary in order to capture more of the offshore outsourcing market share. Look for a more pronounced government policy mandating English education in the coming years. 10 The Sichuan earthquake served as a national event that at once changed the nation. An unparalleled transparency in news coverage followed as China coped with the massive disaster and loss of life. Look for more government openness and transparency as a result of this massive tragedy.
  6. 6. 5 WAYS to Create an Award-Winning, Business-Building Contact Centre By: SSON Asia As the contact centre industry continues to develop, the competition among the many different players in this sector intensifies. As this industry matures and the number of people who are a part of it grows exponentially, customers and end-users are getting more demanding in the choice of service provider (contact centre) that they pick. For contact centre operators, the challenge is even more daunting because, as more people, mostly Gen Y, are enticed to build a career in this sector, the issues that you need to contend with increases manifold. Of course, once you’re successful and are able to turn a mediocre contact centre into a “contact centre superstar”, the potential returns could be vast. So, as the adage goes, it’s time to separate the men from the boys. Here are the Top 5 signs that you have an award-winning, business-building, contact centre that will boom. If you’re doing quite the opposite, be careful as it’s probably headed to go bust. 1 TREAT CUSTOMER EXPERIENCE AS TOP PRIORITY. There is only one boss – the customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else. - Sam Walton According to a recent survey conducted by Customer Management IQ, 63.6% of Executives and decision makers say ‘Increasing Customer Loyalty’ is their top business priority for 2013. This makes sense as the single most important thing that a contact centre must focus on is customer experience as it translates directly to customer loyalty. The Voice of the customer (VOC), a term used in business and Information Technology (through ITIL, for example), is now one of the key metrics that superstar contact centres use in order to ensure customer satisfaction. Lee Reinecke, Head of North American Business Development for Motif Inc. says, there are two trends that are moving in the right direction: î Using robust CRM tools that can provide one view of the customer across multiple channels [and he includes social media here]. î Constantly analyzing Voice of Customer to understand customer expectations and design responses/solutions that exceed customer expectations. 2 HAVE GOOD PEOPLE MANAGEMENT PROGRAM IN PLACE. If you pick the right people and give them the opportunity to spread their wings—and put compensation as a carrier behind it—you almost don’t have to manage them - Jack Welch It’s important to have good people. But it’s equally important to have good people management program in place if you want your key people to stay, grow and keep adding value to your contact centre.
  7. 7. According to Executive Priorities Report 2013: Business Growth through Customer Experience Strategic and Operational Investment, “People skills and training was the leading area where there would be an increase in focus and funding to achieve Executives’ 2013-14 business goals.” It is also important to note that people management goes beyond skills development and training, it also encompasses conducive working environment, growth opportunities and succession planning, among others. 3 HAVE FLEXIBLE AND ADAPTABLE OPERATIONS PROCEDURES. Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them - Paul Hawken There is no one size fits all when it comes to dealing with operational issues and challenges. Each problem is unique and must be dealt with accordingly. A superstar contact centre establishes clear guidance and frameworks describing how to respond to a particular situation. Process improvement procedures such as Six Sigma, Lean and Capability Maturity Model (CMM) are among the best-known models around but bottom line is the same: processes must be well-defined, adaptable and responsive to the operational challenges at hand. In the same Executive Priorities Report, it was revealed that: “From a holistic corporate standpoint, increasing operating efficiency is the number one 2013 priority among decision makers, followed most closely by improving customer satisfaction. Process improvement will be the chief area of dedicated funding and resources for meeting those goals.” 4 DON’T JUST IMPLEMENT STRATEGIES RIGHT. IMPLEMENT RIGHT STRATEGIES. Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall - Stephen R. Covey A capacity to see the “big picture” is what every great leader possesses. They have the ability to steer the organization into the right direction and make every stakeholder execute that vision consistently and persistently. Colin Taylor, a leading contact/call center expert and a recipient of 30 awards for excellence in Contact Center Management outlines the 7 steps before a contact center strategic plan can be developed: î î î î î î î Understand fully the corporate Strategy Understand customer segmentation and priorities Identify the impact of customer segments and priorities on queuing management Understand applicable boundaries Examine your metrics and KPI’s Review and revise your demand forecast Examine you operational methodology for structural changes 5 YOU SEE TECHNOLOGY AS AN INVESTMENT, NOT AN EXPENSE. There might be new technology, but technological progress itself was nothing new - and over the years it had not destroyed jobs, but created them - Margaret Thatcher Basic rules of investing dictates that you must understand and see its value before you invest in it. This is true in the world of finance as well as technology. Surely, with an array of new and advanced technologies available, it’s easy to get distracted from your real goal or the specific job that you need to get done. Similarly, once you start treating new technology as an expense, the kneejerk reaction would be to reduce it to a minimum, which could actually be counter-productive if you’re competing in a fast-paced, highly demanding contact centre industry. In selecting technologies to increase efficiency and to enhance the customer experience, decision makers must take care to evaluate not just the initial cost of the technology and its implementation, but its integration and maintenance and future enhancements, as well.
  8. 8. Building A Winning Contact Centre Team: 8 Ways to End Call Center Boredom and Boost Agent Retention By: Matt McConnell If doing the same thing 50-75 times a day sounds intellectually stimulating, stop reading. Still there? Since many of you may have begun your career as contact center agents, you probably know how monotonous the job can be. As a manager, there are many things you likely already schedule to break up the agent’s day periodically. Things like training and team meetings along with activities like special projects (Whether they actually happen or not is a different story). But what else can agents do in between calls that don’t have to occur at a specific time? Consider putting together a list like the one below to build variety into your agents’ days. Happy agents make happy customers, so read on for ideas to end up with both: 5 WELCOME CALLS: Give your agents the opportunity to take a customer call without a “problem” attached to it, and start your customer relationship off with warm fuzzies. 6 GAME TIME: Games can keep agents engaged, especially Generation Y agents. If you’re planning to incorporate gamification into your center, make sure you give your agents time to earn their badges, kudos and bragging rights. 7 PEER AWARDS: What if agents received reminders to nominate their peers for awards? Doing something nice for someone else can improve one's mood, and on the receiving end, recognition from one's peers can mean a lot. FITNESS BREAKS: Give agents a chance keep their body and mind healthy by giving them a fitness break. A walk around the grounds could be just what’s needed to break up the day and get a healthy boost of energy to bring to the next call. 1 DEVELOPMENT: How satisfied can you be if the customer knows more than you do by the time they make it through multiple channels before reaching you with a complex problem? Ensure your agents get the communications, training and coaching they need to do their jobs well. 8 2 SOCIAL MEDIA: Certify agents to support customers or even just interact on behalf of your brand via social media to liven up their day and take your service to where your customers are. 3 CUSTOMER COMMUNITY: If you have a customer community, send your agents to mingle and help. If agents participate in your customer community via an assigned task, not only would you alleviate boredom, you could end up turning idle time into call avoidance. 4 BACK OFFICE: The customer experience involves the whole enterprise. Help alleviate back office backlog, elevate the customer experience and provide variety by delivering back-office tasks like application processing, fax communications, and processing returns to agents during call volume lulls. Most call center leaders want to make the center a better place to work for their agents, but time is tight, and service levels rule the day. High attrition and low agent engagement don’t have to be the norm, however. You do have options if you’re willing to challenge some of the accepted methods and manual processes around intraday management. Even with all the maneuvers workforce management does when staffing and call volume don’t quite match up with your forecasts, 85% occupancy equates to 17 hours of idle time a month. Automating intraday management allows your workforce management team to re-purpose that time so that your agents can take a break from calls to improve your customer experience, your center productivity and your agent retention. Matt is chairman, president and CEO of Intradiem. Matt co-founded Intradiem in 1995 with a vision of helping companies increase the level of customer service they deliver by improving the performance of their agents.
  9. 9. To achieve competitive advantage, turn ‘employees’ into ‘owners’ By: Joe Wheeler Organizations that have made their employees owners, like all of the firms in our book, are busy establishing competitive advantage by cultivating “owners” among their customers and employees. Owners are customers who don’t just say they are willing to refer other potential customers; they actually do it. They are also employees who recommend friends and others as potential colleagues. They are customers and employees who suggest ways of improving products, services, processes, and relationships. Why is this important? An “owner” is worth more than 100 customers with whom your organization has a more casual relationship. We suggest five steps for fostering high levels of ownership: STEP 1: START WITH YOUR STRATEGY Look at the degree to which your current business strategy creates tangible value for both customers and employees. If it doesn’t, change it. Companies with high ownership quotients (OQs) see creating value for employees as important as creating value for customers. For example, since 1984 Wegmans Food Markets has offered employees the Wegmans Employee Scholarship Program, which has provided more than $60 million in assistance to 20,000-plus associates. Part-time employees can receive up to $1,500 per year for four years, while full-timers are eligible to receive a maximum $2,200 per year for four years. STEP 2: PUT YOUR BEST CUSTOMERS TO WORK Companies that want to increase their customers’ OQ find ways to engage them. The good news from our research is that customers want to help. It can be something as simple as inviting them to participate in an online community or actually getting them to work for you. Your best customers may find a great deal of value in going to work on behalf of the company. Bostonbased clothing retailer Karmaloop, for instance, creates products based on the design submissions of customers and rewards customers with incentives for recruiting new customers. The company refers to these people as “reps” and they account for about 15 percent of sales. STEP 3: BOOST YOUR EMPLOYEE OQ people, orientation, training and development, and recognition. As a result, they experience lower turnover, lower costs, and increased revenue. For example, Fairmont Hotels & Resorts sees a clear relationship between hotels that raise their employee engagement scores and increases in customer satisfaction and revenue growth. STEP 4: ENGINEER THE CUSTOMER EXPERIENCE TO PRODUCE OWNERSHIP Blend the first three steps into an integrated whole that consistently exceeds the expectations of your target customers. Harrah’s Entertainment has made a science out of marrying marketing with operations and human resources to personalize the customer experience and anticipate customer needs while maximizing spending. For example, the hotel and casino may send a coupon for a French restaurant to a customer via his cell phone moments after his plane lands in Las Vegas. His past behavior indicates that his preference is for French food. When he visits the restaurant, the service experience takes over. This integration of decision science with top-notch customer service is what my colleagues and I call “anticipatory management.” STEP 5: CREATE AN OWNERSHIP CULTURE Many of the companies inour study actually see their culture as a competitive advantage. Baptist Health Care, Rackspace Hosting, and Fairmont Hotels & Resorts each have been intentional at shaping a culture where ownership is the norm. At one Fairmont hotel, for example, front desk employees noticed that many customers missed their dogs while they were away from home. As a solution, they volunteered to bring their own dogs to work for guests to walk in the nearby park. This idea has caught on at several other Fairmont properties. At the Fairmont Copley Plaza in Boston, for example, a black lab named Catie Copley lives at the hotel. Guests pet Catie and take her for walks in the Boston Common. To create your own ownership culture, start by taking a hard look at your corporate values. Are they described in a way that is measurable and that employees can act on? If not, find a way to make them real, guide decision making, and promote accountability and ownership. Joe Wheeler is the Executive Director of The Service Profit Chain Institute, a Boston-based consulting firm dedicated to helping companies achieve better performance by improving the linkage between employees, customers and profits. We see firms in our study investing in some key areas to increase their employee OQ—starting with recruiting the right
  10. 10. Top Social Media Disasters (and how to avoid them) By: SSON Asia Who? Greenpeace vs Nestle Who? GAP What? Greenpeace battles Nestle on YouTube, Twitter and Facebook What? Gap Angers Storm Victims with Hurricane Sandy Tweet How? Greenpeace launched a campaign against Nestle KitKat procuring palm oil from suppliers who are “destroying the Indonesian rainforests”. Greenpeace visitors posted with altered Nestle logos on Facebook. Nestle responded: “We welcome your comments but please don’t post using an altered version of our logo as your profile pic – they will be deleted.” A firestorm erupted on Facebook and then Twitter where millions were exposed to the negativity. How? As Hurricane Sandy made its way up the East Coast, Gap seemed to encourage those hunkering down for the storm to do some online shopping. This did not go well within the community and the company eventually took down the tweet and offered a semi-apology. Who? United Airlines What? United fails to respond to musician David Carroll, takes his complaint to YouTube Who? McDonald’s What? McDonald's Promoted Trend Goes Wrong How? McDonald's tried to promote its brand and engage with customers through two promoted trends: #meetthefarmers and #mcdstories. Unfortunately, many Twitter users decided to post their horror stories about the fast food chain using #mcdstories hashtag. In effect, McDonald's paid to promote a trend that showered the company with bad publicity. McDonald's later admitted that "#mcdstories did not go as planned." Who? Honda What? Enthusiastic fan turns out to be Honda Product Planning Manager How? Honda launches Facebook page to elicit feedback from public. While many respondents were critical of the design, one fan seemed to really like it. “Interesting design. I would get this car in a heartbeat.” Turns out fan is an employee at Honda. Media picked up the story. Honda apologized but damage was already done. How? Dave Carroll flew United with his band. His $3,500 guitar ended up broken at the hand of United employees and the airline offered no compensation. He responded by creating a music video about the experience and posted it on YouTube. The video went viral and was picked up by international media as millions of airline travelers identified with Caroroll’s experience. Who? HabitatUK What? HabitatUK used top trending hashtags improperly How? HabitatUK (a furniture store) tried using top trending #Hashtags to get noticed by a wider audience. Habitat even used #iranianelection. The tweets were recognized for what they were…a spamming technique. HabitatUK responded by deleting their tweets. Who? Motrin Pain Killer What? Motrin offended moms with ads that portray babies as “fashion accessories” How? Motrin released a video that talked about how most moms find carrying babies causes them pain. The ad came off as making fun of mommies and how they “wear their babies”. Mommy bloggers struck back, saying that carrying babies is wonderful and does not cause pain. Motrin took down the video the next day but the story already went viral.
  11. 11. WHY SOCIAL MEDIA DISASTERS OCCUR? Lack of planning and preparedness – most companies are quick to jump onto the latest social media platforms without preparing for the threat of future social media disasters. SOLUTION Companies must climb the Social Business Hierarchy of Needs (based on Maslow’s Hierarchy of Needs) THE SOCIAL BUSINESS HIERARCHY OF NEEDS î Enligthenment î Enablement î Formation î Safety î Foundation Holistic, Real-time Predictive Empowerment, Cross-Learning Measurement Asset Inventory, Best Practice Sharing, Center of Excellence Dedicated Team, Workflow, Crises Preparedness Objectives, Policies, Education, Access FOUNDATION Build a strong foundation for a social business. 1. Define Clear business objectives for using social media. 2. Establish policies to protect both employees & customers in relation to social media crises. 3. Provide basic training to empower employees in using social media tools. SAFETY Organize a team & a process to deal with and respond to possible crises. 1. Appoint a team to monitor and respond to social conversations around the clock. 2. Create a company-wide process for responding to customers in real time. 3. Train your team by doing internal ‘fire drills’. FORMATION Coordinate social media efforts across the whole company. 1. Take inventory of current social assets across the company. 2. Form a social media Center of Excellence (CoE) to serve the whole organization in terms of education, measurement and tool deployment. ENABLEMENT Give employees support & flexibility to prosper and reach their goals. 1. Once CoE is in place, trust your employees to use their own initiative. 2. Encourage them to stay connected and to learn from each other. 3. Give them templates to measure and record social media results for reporting purposes. ENLIGHTENMENT Weave real-time market response to business processes and business planning. 1. Make decisions based on real-time business intelligence such as customer ratings or reviews. 2. Achieve real-time customer engagement by empowering employees through a ‘holistic’ model. 3. Use real-time social data & insights to make key business decisions. Sources: 11 Biggest Social Media Disasters of 2012 - Social Media 101: Social Media Disasters - How to Avoid Social Media Crisis [Infographic] - Social Business Readiness Report by Jeremiah Owyang
  12. 12. 20 a 3 01 y rb r 2 ste be p to gi 0! Re em e u pt sav ,70 Se nd 1 D US n Main conference: 25-26 November 2013 n Site Visits: 27 November 2013 n Technical Workshops: 27 November 2013 n Venue: Crowne Plaza Century Park Shanghai, China Achieving contact centre excellence by enhancing customer experience, management efficiency, agent productivity and innovative technology SPEAKERS FROM TOP CONTACT CENTRES Chunyu Zhou Director of Shanghai Contact Centre, China Telecom Zhou Li Asia-Pacific Senior Workforce Development Manager, HP Jun Luo General Manager of Contact Centre, China Citic Bank Yun Zhang Director of Contact Centre, 163 Mail Lichun Zhang Deputy Manager of Customer Service Centre, Jiangsu Mobile Ying Ren General Manager of Contact Centre, Bank of Hangzhou Xiaolong Fan General Manager of Credit Card Contact Centre, SPD Liping Fu Deputy Director of Call Centre, Jia You Go Group Yongmei Xie Contact Centre Director, Hua An Funds Ziying Xu Call Centre Manager, China Merchant Bank Ningning Wang Director of Reservation Department, Beijing Golden Century Travel Lin Zhu Contact Centre Director, Auto Navi WHAT YOU CAN EXPECT AT CONTACT CENTRE WEEK CHINA 2013 • OVER 20 HARD-HITTING CASE STUDIES on contact centres in China • OVER 80 CONTACT CENTRE DECISION MAKERS dedicated to driving contact centre transformation • 4 WORKSHOPS AND 2 SITE VISITS for in-depth understanding of contact centre development • 2-WAY COMMUNICATION PLATFORM bridging top-notch contact centre service providers with industry users To learn more about Contact Centre Week China 2013, email or call +65 6722 9388. î Register HERE î Download Brochure HERE î Pricing & Discounts HERE • 1 EXCLUSIVE EVENT examining the evolving market of contact centres in China