Contact Centre China: The Winning Strategy [eBook]
to have contact centre
Presence in China
to create an Award-Winning,
Business-Building contact centre
Social Media Disasters
(and how to avoid them)
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
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
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.
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
• 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
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
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
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
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.
TOP 10 REASONS
To have contact centre presence in China
By: Russ Sandlin
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.
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
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.
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.
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.
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.
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.
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 Baidu.com Inc., Alibaba.com 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.
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.
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
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.
to Create an
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.
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
Lee Reinecke, Head of North American Business Development
for Motif Inc. says, there are two trends that are moving in the
î Using robust CRM tools that can provide one view of the
customer across multiple channels [and he includes social
î Constantly analyzing Voice of Customer to understand
customer expectations and design responses/solutions that
exceed customer expectations.
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
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.
HAVE FLEXIBLE AND ADAPTABLE
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.”
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:
Understand fully the corporate Strategy
Understand customer segmentation and priorities
Identify the impact of customer segments and priorities on
Understand applicable boundaries
Examine your metrics and KPI’s
Review and revise your demand forecast
Examine you operational methodology for structural changes
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.
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:
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.
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.
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.
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.
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.
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.
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.
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.
To achieve competitive advantage,
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
We suggest five steps for fostering high levels
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
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
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
Top Social Media Disasters
(and how to avoid them)
By: SSON Asia
Greenpeace vs Nestle
Greenpeace battles Nestle on YouTube, Twitter
Gap Angers Storm Victims with Hurricane
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.
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.
United fails to respond to musician David Carroll,
takes his complaint to YouTube
McDonald's Promoted Trend Goes Wrong
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."
Enthusiastic fan turns out to be Honda Product
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.
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
HabitatUK used top trending hashtags improperly
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
Motrin Pain Killer
Motrin offended moms with ads that portray babies
as “fashion accessories”
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.
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
Companies must climb the Social Business Hierarchy of Needs (based on Maslow’s Hierarchy of Needs)
THE SOCIAL BUSINESS HIERARCHY OF NEEDS
Asset Inventory, Best Practice
Sharing, Center of Excellence
Dedicated Team, Workflow,
Objectives, Policies, Education, Access
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.
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’.
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.
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
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.
11 Biggest Social Media Disasters of 2012 - http://mashable.com/2012/11/25/social-media-business-disasters-2012/
Social Media 101: Social Media Disasters - http://www.slideshare.net/HorizonWatching/social-media-101-social-media-disasters#btnNext
How to Avoid Social Media Crisis [Infographic] - http://ijustdid.org/2012/07/how-to-avoid-social-media-crisis/
Social Business Readiness Report by Jeremiah Owyang http://www.web-strategist.com/blog/2011/08/31/report-social-media-crises-on-rise-be-prepared-by-climbing-the-social-business-hierarchy-of-needs/
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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
Director of Shanghai
General Manager of
China Citic Bank
Director of Contact
Centre, 163 Mail
Deputy Manager of
Centre, Jiangsu Mobile
General Manager of
Bank of Hangzhou
General Manager of
Credit Card Contact
Deputy Director of
Call Centre, Jia You
Hua An Funds
Call Centre Manager,
Director of Reservation
Golden Century Travel
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
To learn more about Contact Centre Week
China 2013, email firstname.lastname@example.org
or call +65 6722 9388.
î Register HERE
Download Brochure HERE
Pricing & Discounts HERE
• 1 EXCLUSIVE EVENT examining the evolving
market of contact centres in China