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Felitron Award Write Up

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2017 Latin American Professional Contact Center Headset Customer Value Leadership Award

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Felitron Award Write Up

  1. 1. 2017 Latin American Professional Contact Center Headset CustomerValue Leadership Award
  2. 2. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 2 “We Accelerate Growth” Contents Background and Company Performance ........................................................................3 Industry Challenges..............................................................................................3 Customer Impact and Business Impact ...................................................................4 Conclusion...........................................................................................................5 Significance of Customer Value Leadership ....................................................................6 Understanding Customer Value Leadership ....................................................................6 Key Benchmarking Criteria ....................................................................................7 The Intersection between 360-Degree Research and Best Practices Awards.......................7 Research Methodology ..........................................................................................7 Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices ...................................................................................................................7 About Frost & Sullivan ................................................................................................9
  3. 3. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 3 “We Accelerate Growth” Background and Company Performance Industry Challenges Telecommunications technologies are facing a new era of disruption. In headsets and technologies beyond, rapid evolution and low-cost copycats buffet producers while at the same time consumers demand fast delivery and good performance. Latin American professional contact center headset vendors are facing numerous challenges affecting overall growth opportunities and market position. Difficult economic and political circumstances in several Latin American countries (including Brazil, the region’s largest economy) continue to damper demand for professional headsets. Businesses have been shying away from new investments in enterprise hardware endpoints due to diminished resources, currency devaluations, and stressed IT budgets. Tough economic conditions and limited resources compel many Latin American contact centers to keep using existing communications endpoints while adopting a wait-and-see approach, which negatively affects sales of professional contact center headsets. These conditions are expected to linger, making organizations cautious about next steps for communications technology investments. Furthermore, customer price sensitivity increased considerably, compelling many contact centers to search for lower-cost endpoints and curtail purchases of upper-range devices. The comparatively high cost of advanced contact center headset and user price sensitivity are posing a challenge to professional headset vendors who strive to provide the greatest value at a fair price. Advanced headsets, such as feature-rich unified communication and collaboration (UCC)-enabled headsets and cordless models, continue to carry a high-end connotation, which is deterring companies from purchasing such headsets in large volumes for their agents. Today, businesses typically expect greater endpoint functionality at low price points. Importantly, the Latin American contact center information communication technology market is facing disruption by technology trends such as mobility, unified communications, social media, virtualization and cloud computing impacting the market. Professional headset vendors must continuously evolve their contact center headset offerings to keep up with technological developments, new ways to work, and new customer requirements. Vendors that fail to adapt may stand to lose their competitive edge and market share. In a challenging market, holding a customer value leadership position provides the professional headset vendor with a competitive advantage regarding company positioning, visibility, and the overall ability to thrive; it is a validation that the company adapted its offerings and strategies to address evolving market challenges. With a differentiated product offering and superior customer value, a professional headset vendor is more likely to draw the attention of customers who struggle to find headsets that address their technical requirements without straining budgets. A company that successfully addresses evolving customer needs is more likely to expand its target audience, generate higher revenues per customer, and position itself for sustainable long-term growth.
  4. 4. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 4 “We Accelerate Growth” Customer Impact and Business Impact of Felitron Felitron, a family run firm since its founding in São Paulo in 1986, delivers state-of-the- art, laboratory tested headset equipment to clients in 15 countries. Felitron harnesses modern technology, decades of experience, and local specialization for creating client- driven solutions, not simply headsets. Quality and Innovation Ever forward-looking, Felitron recognizes that the headset is a part of a larger overall connectivity solution. As technology and labor trends are changing how people work, contact centers will experience change and new markets for freelancers will grow. Meeting various needs for size, cost, and functionality, Felitron delivers a portfolio of modern offerings bringing together greater connectivity between headsets, mobile devices and computer software. Sourcing components from only the best internationally recognized producers of speakers, microphone, and electronics, Felitron demonstrates that high quality and effective design represent its chief concerns. Felitron develops integrations, applications (apps), and software to work in concert with the headsets to help customers improve productivity and more efficiently manage associates while decreasing idle capacity. The first company in Latin America to design a wireless headset model for center supervisors and the specialized software for increasing productivity, Felitron’s commitment to quality and innovation is one of the highest in the region. Full Portfolio and Custom Design Felitron works forward to combine high technology and intuitive design, in over 100 models developed for new markets. From traditional contact centers, home office professionals, mobile workers, and companies with diverse needs, Felitron delivers high quality, simple to use, and fashionable products. Felitron invests heavily in research capacity, to make sure that it can keep up with clients’ changing needs. The company can customize headset models for clients according to specifications in size, weight, fashion, and technical needs in analog, digital, voice over Internet protocol (VoIP), as well as acoustic or noise canceling for unique small offices or large noisy contact centers. Working closely with its customers, Felitron understands the reality of needs in Latin American economies and corporate needs compared to off the shelf European or United States- based products. Unique Local Service and Understanding Steeped in the Brazilian market, Felitron is one of the few producers at scale positioned to service the particular demands of local and regional customers. Being close to the customers, Felitron harnesses its decades of experience and know-how to create tailored products, supplying at scale for the largest contact centers with thousands of agents. Felitron uses the proximity advantage to work collaboratively and rapidly, to develop and launch products quickly. Felitron collaborates directly with the contact center customer, from the beginning of the process to customize solutions, or to purpose build applications and integrations, to streamline operations for greater connectivity and productivity at
  5. 5. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 5 “We Accelerate Growth” specific locations. After deployment, Felitron attends to the urgent needs of customers with technical assistance services and maintenance fixes that help customers save on costs down the road. As a Brazilian company, Felitron also understands the depth of local regulations and rules that contact centers and businesses must follow. Felitron guarantees the compliance of its products, a guarantee difficult for foreign brands that produce and source in countries without rigorous quality control. The two production and laboratory facilities in São Paulo meet requirements for Société Générale de Surveillance SGS and International Organization for Standardization (ISO) 9001 certifications, with a location purposefully placed in the Morumbi district near to clusters of telecommunications customers and partners. Strong Relationships Build for Growth Family owned and managed, Felitron strives every day to meet and exceed customer expectations. The company invests in long-term relationships with employees, retaining many employees in sales and production for 10 to 15 years. Similarly, Felitron demonstrates a dedication to long-term relationships with customers, and implements this same culture as it expands to other countries. In spite of the current economic conditions in Brazil, Felitron reports positive performance through diversification. The company expanded its distributors in Brazil and developed a number of new products. Moreover, in 2015 Felitron began operations in Argentina, Colombia, and Costa Rica, landing contracts with global clients and Brazilian companies expanding regionally and plans to begin expanding throughout South America. Since Felitron began producing headsets in 2002, the company has gained significant market share due to its local positioning, customizable production, and competitive pricing. Conclusion With technology and economic trends changing the nature of working environments, communications providers must adapt quickly and attune to particular needs. Family owned since 1986, Felitron develops products that are not simply headset devices but delivers holistic solutions. Felitron harnesses a unique local understanding to serve the needs of Latin American clients, with local assistance and fast delivery. With a portfolio of over 100 products, catering to home office needs to large contact centers and everything in between, Felitron demonstrates a dedication to developing high-quality customized headsets, attendant software applications, and productivity solutions. With its palpable passion, tailored design, and impressive portfolio of technology offerings, Felitron earns Frost & Sullivan’s 2017 Customer Value Leadership Award for professional contact center headsets in Latin America.
  6. 6. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 6 “We Accelerate Growth” Significance of Customer Value Leadership Ultimately, growth in any organization depends upon customers purchasing from a company and then making the decision to return time and again. Delighting customers is, therefore, the cornerstone of any successful growth strategy. To achieve these dual goals (growth and customer delight), an organization must be best-in-class in three key areas: understanding demand, nurturing the brand, and differentiating from the competition. Understanding Customer Value Leadership Customer Value Leadership is defined and measured by two macro-level categories: Customer Impact and Business Impact. These two sides work together to make customers feel valued and confident in their products’ quality and long shelf life. This dual satisfaction translates into repeat purchases and a high lifetime of customer value.
  7. 7. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 7 “We Accelerate Growth” Key Benchmarking Criteria For the Customer Value Leadership Award, Frost & Sullivan analysts independently evaluated two key factors—Customer Impact and Business Impact—according to the criteria identified below. Customer Impact Criterion 1: Price/Performance Value Criterion 2: Customer Purchase Experience Criterion 3: Customer Ownership Experience Criterion 4: Customer Service Experience Criterion 5: Brand Equity Business Impact Criterion 1: Financial Performance Criterion 2: Customer Acquisition Criterion 3: Operational Efficiency Criterion 4: Growth Potential Criterion 5: Human Capital The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Frost & Sullivan’s 360-degree research methodology represents the analytical rigor of our research process. It offers a 360-degree-view of industry challenges, trends, and issues by integrating all 7 of Frost & Sullivan's research methodologies. Too often companies make important growth decisions based on a narrow understanding of their environment, leading to errors of both omission and commission. Successful growth strategies are founded on a thorough understanding of market, technical, economic, financial, customer, best practices, and demographic analyses. The integration of these research disciplines into the 360- degree research methodology provides an evaluation platform for benchmarking industry participants and for identifying those performing at best-in-class levels. 360-DEGREE RESEARCH: SEEING ORDER IN THE CHAOS
  8. 8. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 8 “We Accelerate Growth” Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices Frost & Sullivan analysts follow a 10-step process to evaluate Award candidates and assess their fit with select best practice criteria. The reputation and integrity of the Awards are based on close adherence to this process. STEP OBJECTIVE KEY ACTIVITIES OUTPUT 1 Monitor, target, and screen Identify Award recipient candidates from around the globe  Conduct in-depth industry research  Identify emerging sectors  Scan multiple geographies Pipeline of candidates who potentially meet all best- practice criteria 2 Perform 360-degree research Perform comprehensive, 360-degree research on all candidates in the pipeline  Interview thought leaders and industry practitioners  Assess candidates’ fit with best-practice criteria  Rank all candidates Matrix positioning of all candidates’ performance relative to one another 3 Invite thought leadership in best practices Perform in-depth examination of all candidates  Confirm best-practice criteria  Examine eligibility of all candidates  Identify any information gaps Detailed profiles of all ranked candidates 4 Initiate research director review Conduct an unbiased evaluation of all candidate profiles  Brainstorm ranking options  Invite multiple perspectives on candidates’ performance  Update candidate profiles Final prioritization of all eligible candidates and companion best-practice positioning paper 5 Assemble panel of industry experts Present findings to an expert panel of industry thought leaders  Share findings  Strengthen cases for candidate eligibility  Prioritize candidates Refined list of prioritized Award candidates 6 Conduct global industry review Build consensus on Award candidates’ eligibility  Hold global team meeting to review all candidates  Pressure-test fit with criteria  Confirm inclusion of all eligible candidates Final list of eligible Award candidates, representing success stories worldwide 7 Perform quality check Develop official Award consideration materials  Perform final performance benchmarking activities  Write nominations  Perform quality review High-quality, accurate, and creative presentation of nominees’ successes 8 Reconnect with panel of industry experts Finalize the selection of the best-practice Award recipient  Review analysis with panel  Build consensus  Select recipient Decision on which company performs best against all best-practice criteria 9 Communicate recognition Inform Award recipient of Award recognition  Present Award to the CEO  Inspire the organization for continued success  Celebrate the recipient’s performance Announcement of Award and plan for how recipient can use the Award to enhance the brand 10 Take strategic action Upon licensing, company is able to share Award news with stakeholders and customers  Coordinate media outreach  Design a marketing plan  Assess Award’s role in future strategic planning Widespread awareness of recipient’s Award status among investors, media personnel, and employees
  9. 9. BEST PRACTICES RESEARCH © Frost & Sullivan 2017 9 “We Accelerate Growth” About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best-in-class positions in growth, innovation and leadership. The company's Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined research and best practice models to drive the generation, evaluation and implementation of powerful growth strategies. Frost & Sullivan leverages more than 50 years of experience in partnering with Global 1000 companies, emerging businesses, and the investment community from 45 offices on six continents. To join our Growth Partnership, please visit http://www.frost.com.

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