Economic realities are forcing call centres to Critically evaluate all aspects of their operations… How do you know that YOU are making the right decisions ? Only knowledge and fact-based decisions will have positive, developmental impact on the operational effectiveness and efficiency of YOUR contact centre. Fact and knowledge-based decisions are YOUR sure, fast-track to success. V7

1. Version 7 – 5 August09 Contact Centre Industry Specialists Contact Centre Auditing, Baselining& Benchmarking IMPORTANT COPYRIGHT NOTICE This document is protected by South African and International legislation and common law pertaining to the protection of Copyright and Intellectual Capital contained herein. Such rights are vested with the author/s C3Africa (Pty) Ltd. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without the express written permission of the authors.

2. Formed2006 Formed1997 Merged Business InterestsSeptember 2007 The Business Model C3Africa is an integrated business that provides holistic, integrated professional services, solutions and products to the Call Centre / Contact Centre and Customer Service industry.Consulting - Training - Research – Media & Marketing

4. African Life

5. AIG Insurance

6. ASDA

7. Botswana Housing Corporation

8. Botswana International Financial Service

9. Brandhouse

10. Carphone Warehouse

11. City of Johannesburg - Emergency Services

12. COEGA

13. Compensation Commission (Department of Labour)

14. Dimension Data - Merchants

15. e-Centric

16. eGain

17. eServices - Ghana

18. Ekurhuleni East College

19. Ekurhuleni East College

20. Eskom

21. Exclusive Health

22. FNB Corporate

23. Gauteng Economic Development Agency

24. Graham Technologies

25. Holcim Cement

26. Independent Newspapers

27. iChoices

28. iProp

29. Local Enterprise Authority - Botswana

30. M- Web

31. Merchants SA / Dimension Data

32. MIBFA (Metal Industries Beneficiaries Funds Administration)

33. MTN – South Africa

34. MTN – Rwanda

35. MTN Banking

36. Multichoice

37. National Prosecutions Authority (Batho Pele Training)

38. Private Label Promotions (PLP)

39. Pharos Medical Aid

40. Plantronics

41. Pulse Technologies

42. QPC – Dubai / Kuwait

43. SARS

44. South African Airways

45. South African Broadcasting Corporation

46. South African Post Office

47. Teljoy

48. The Business Trust

49. The Department of Trade and Industry

50. Tigo Mobile – Tanzania

51. Transtel

52. Tiger Brands (Albany)

53. Unemployment Insurance Fund (UIF) - Department of Labour

54. Vaal University of Technology

55. Vodacom

57. WORLD CLASS CONTACT CENTRE - A definition To be recognised as a “World Class Contact Centre” the operation must meet all three of the following criteria: 1: Aligned and Integrated Strategies The contact centre is fully aligned with and supportive of the organisation’s core business strategies and operational objectives. 2: Operationally, it Complies with Specific Standards The contact centre achieves a better than 85% compliance with clearly specified standards as defined by the organisation, by internal and external customer expectations or by specific industry, statutory, regulatory or contractual requirements. 3: Benchmarked Against Similar Operations The contact centre is benchmarked – at least on an annual basis – against National, Regional and International ‘same-sector’ and similar non competitive contact centres and it achieves at least an averaged 85% score against those Key Performance Indicators that are Internationally recognised to comprise ‘Best Practice’ for a contact centre operation of the same or closely similar type.. © Copyright reserved. C3Africa (Pty)Ltd 2008

58. Constructive Auditing & Benchmarking to Achieve “World Class” Operational Efficiency and Effectiveness

59. Why Audit Your Contact Centre ? Because only Knowledge-based decisions count ! Why is the contact centre performing the way that it is? (Good or Bad) What is driving your performance? Who is responsible for your current levels of performance? What are your core issues? How fixable are these? Is your operation ‘Compliant’ (e.g. SABS Standards) What are the real and potential risks to your business ? What needs to be done? What are your opportunities? How can you increase profit? How can you cut or cap costs? How can these be capitalised? What resources will be required?

61. “Green Environment”

62. Occupational Health & Safety

63. Aesthetics & Ergonomics

64. Location and Site Reporting Quality Workforce Management

65. Contact Centre Assessment Matrix Areas to be Audited and Assessed Culture Performance Strategy Organisation Competency Facilities & Layout Process Application Equipment Delivery vehicle

67. Includes SOME of the SABS Contact Centre Standards

69. Contact Centre Development Matrix © Copyright reserved. C3Africa (Pty)Ltd 2008 Example: 18 Month Goal Operational Maturity Example: 1st Audit Score Degree of Integration: Strategies, Operations and Technologies

70. Contact Centre Audit & Evaluation Methodology © Copyright reserved. C3Africa (Pty)Ltd 2008 -- EXAMPLES -- STRAND People DIMENSION Coaching FOCUS AREA One-on-One Coaching EVIDENCE Accurate, Current, Documented Records OBSERVATION & COMMENTS Auditor’s Observations & Comments 0 – 5 (Refer to scoring methodology) FOCUS AREA SCORE FOCUS AREA RISK INDEX 0 – 5 (Refer to scoring methodology) FOCUS AREA RECOMMENDATIONS Auditor’s Recommendations

72. No Documentation

73. Not in practice

74. Not observed

76. Insufficient evidence and/or ad hoc implementation

77. None or poor documentary evidence

78. Inconsistent

79. A factor of RiskDIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTS FOCUS AREA SCORE FOCUS AREA RISK INDEX FOCUS AREA RECOMMENDATIONS

81. Some evidence of ad hoc implementation

82. Poor or Out-of-Date documentation

83. Basic fundamentals in place

84. A factor of Risk DIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTS FOCUS AREA SCORE FOCUS AREA RISK INDEX FOCUS AREA RECOMMENDATIONS

86. Documentation Required Up-dating

87. Not fully understood and/or applied across the operation

88. A factor of Risk IndexDIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTS FOCUS AREA SCORE FOCUS AREA RISK INDEX FOCUS AREA RECOMMENDATIONS

90. All strategies, policies, processes, procedures and reporting mechanisms well documented and driven by consistent continuous improvement initiatives

91. Making a positive contribution to operation’s continuous improvements

92. A factor of Risk Index DIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTS FOCUS AREA SCORE FOCUS AREA RISK INDEX FOCUS AREA RECOMMENDATIONS

94. Firmly imbedded into the operational culture and procedures

95. Visible signs of driving continuous improvement throughout all streams in the operation

96. A factor of Risk IndexDIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTS FOCUS AREA SCORE FOCUS AREA RISK INDEX FOCUS AREA RECOMMENDATIONS

97. RISK MODEL Based on the FAIR™ model developed by Risk Management Insight inc STRAND BUSINESS IMPACT PROBABILITY DIMENSION FOCUS AREA EVIDENCE OBSERVATION & COMMENTS FOCUS AREA SCORE FOCUS AREA RISK INDEX Risk is assessed and evaluated in the context of individual Focus Areas. ‘Risk’ is a factor of overall Business Risk and the Operational Risk associated with poor performance within the specific Focus Area. FOCUS AREA RECOMMENDATIONS

98. Definition Examples Customer Experience Foundational Fundamental Developing Mature World Class Limited customer research and recording provide basis for measurement. Objectives set and clear measurement of customer experience across channels and functions. Business managed to maximize customer experience with focus on continual improvement. Customer experience management based on and aligned to world class and South African Call Centre Standards. Measurement of customer experience focused on internal operational metrics. Focus is on measurementand improvement of customer experience

100. Regular measurement of customer behaviour and feedback with associated changes

101. Active participation from customers and staff in articulating and delivering customer experience

102. Involvement of marketing and branding teams in channel design

105. Specific contact centre recruitment processes

106. Salary structures based on contact centre requirements such as performance pay

107. Measurements and action plans regarding key statistics, such as retention, absenteeism and satisfaction

108. Training programmes that reinforces induction training through on the job training and development

109. Coaching programmes with individual agent assessments

112. Escalation processes within the contact centre defined

113. Out-of-hours and disaster planning processes in place

114. Interface processes within the broader organisation and third parties in place

115. Complaints processes documented and used

116. Provision of written prompts or contact guidelines

118. Sample Report Dashboards

119. Example of Post-Audit Performance Mapping & Prioritisation Model World Class Developed People WFM, MI & Reporting Fundamental Strategic Operations Technology Low Moderate High C3Africa Performance-Risk Model © C3Africa RISK - PERFORMANCE MODEL © 5.00 HIGH PERFORMANCE LOW RISK PERFORMANCE INDEX 3.00 LOW PERFORMANCE HIGH RISK 0.00 Processes 0.00 3.00 5.00 RISK INDEX

120. Example of Post-Audit Scores Showing overall performance improvement after 2nd audit Q1- 2009 3.25 Operational Maturity Q3- 2008 1.85 Degree of Integration: Strategies, Operations and Technologies

122. Development Matrix Scoring

123. Risk Index Scoring

124. Does NOT include recommendations and remedial intervention outlines

125. Audited and Scored against C3Africa contact centre operational and performance competencies and appropriate SABS Contact Centre Standards

126. Development Matrix Scoring

127. Risk Index Scoring

131. Development Matrix Scoring

132. Includes recommendations for intervention and development required to meet compliances.NOTE: The C3Africa Standards Audit is a preparatory process in advance of the formal SABS / SANAS accreditation and certification processes that are expected to become available in 2011

133. Section being audited Defined Standard Group Required Evidence Auditor’s Observations Reference to evidence Compliance Ratings Recommendations to achieve compliance

135. A comprehensive ‘Health Check’ of the entire operation

136. Identification of ..

137. Key problem areas

138. Operational risks

139. Cost reduction opportunities

140. Revenue generation opportunities

141. Optimisation opportunities

142. A tool for growth and capacity planning and budgeting

143. An essential aid to strategic planning

144. A powerful aid to winning new and profitable contracts

145. Provides a logical, prioritised ‘roadmap’ for implementation of improvement initiatives an interventions

146. Identifies and highlights low-cost “quick wins”

149. Project Plan

150. Customisation of Questionnaire

151. On-site investigations, workshops, meetings and associated information-gathering.

152. Scoring against C3Africa Operational Competencies matrix

153. Scoring against appropriate SA (draft) Contact Centre and Business Process Standards

154. Risk Index Scoring

155. Scoring against recognised baselines and benchmarks

156. Recommendations and improvement intervention outlines

157. Initial scoping workshop.

158. Project Plan

159. Customisation of Questionnaire

160. On-site investigations, workshops, meetings and associated information-gathering.

161. Scoring against C3Africa Operational Competencies matrix

163. Thank You For This Opportunity - QUESTIONS -