Demystifying Email management in your contact center. Costing Telecom costs in your contact center, case studies, research, white papers, news and views
Move Up to the Cloud or Stay Where You Are? 6 things to consider when reviewi...InteractiveNEC
There are many reasons you might be looking at upgrading your Contact Center system. Perhaps your manufacturer has declared your current one at the end of its life. Maybe you’re lacking some key features that would improve your customer experience. It could be that your needs have changed, and you need more flexibility, or the ability to scale up or down with demand.
Learn more about UNIVERGE BLUE ENGAGE today on our website https://www.univergeblue.com/cloud-services/engage.
The document discusses the benefits of outsourcing email services. It notes that email is critical infrastructure for most companies but is not a core competency. Outsourcing reduces costs and complexity while allowing a company to focus on its business. The document provides tips for choosing an email hosting provider, including asking about security, data recovery policies, costs, quotas, data ownership, reliability and additional fees. Outsourcing email services can help companies comply with regulations and reduce expenses.
Recover more people, faster and for less with Recover Anywhere™.
When staff are denied access to their office, a business rightly looks to recover 30-40% of its critical staff first. This hub of key staff can then focus on getting the business back on track as quickly as possible.
However, this needn't mean everyone else has to wait to get back to work. With SunGard Availability Services' Recovery Anywhere™ solution you can recover more people and more departments; faster and more cost-effectively than ever before.
Benefits at a Glance
•Everyone can quickly recover desktops and full telephony capability
•All staff have fully online, secure browser access
•In-bound calls can be redirected to mobiles or home phones so customer service can function as normal and both incoming and outgoing calls are charged to the organisation, as opposed to the employee
•With no need to process personal phone bill expenses post event it's less hassle all round
•No USB dongles or other such physical devices means there's no need to administer, maintain, distribute or collect them.
With Recover Anywhere™ everone has full secure browser access and virtualised desktop and telephony capability, which means less impact on your business - and your customers. For example, ensuring your customer service agents are able to access information and their telephone systems as normal means your customers won't even know there's been an issue.
In the coming years, managing revenue cycle employees from their home might be a normal business practice for many healthcare providers. This report explains what telecommuting is and describes the pros and cons of allowing your revenue cycle employees to work from home.
The goal of GFI MailEssentials Complete Online is to improve business productivity by reducing the volume of junk mail. While MailEssentials Complete Online detects a vast majority of today’s junk email, we are continually working on new approaches to combat the increasing sophistication of spammers. Greylisting is one of the ways MailEssentials Complete Online reduces junk mail and saves you time.
This document provides an overview of training programs offered by Kaflat, including foreign language training, IT training, HR training, business communication skills training, and call center training. Call center training includes introductions to call centers and careers in call centers, as well as modules on management, quality assurance, training contents, and free training tools. Training is offered through classroom, online, and on-site personalized formats.
Resetting the customer engagement process - post lockdownTracy McAvoy
Telsolutions provides customer engagement solutions to help organizations adapt to changes from the COVID-19 lockdown. This includes services like automated messaging to reduce broken payment arrangements, surveys to understand customer situations, and chatbots or SMS to reduce call volumes for remote staff. They also offer data enrichment through a partner to help refresh business information and new proactive communication strategies for recovery activities.
Move Up to the Cloud or Stay Where You Are? 6 things to consider when reviewi...InteractiveNEC
There are many reasons you might be looking at upgrading your Contact Center system. Perhaps your manufacturer has declared your current one at the end of its life. Maybe you’re lacking some key features that would improve your customer experience. It could be that your needs have changed, and you need more flexibility, or the ability to scale up or down with demand.
Learn more about UNIVERGE BLUE ENGAGE today on our website https://www.univergeblue.com/cloud-services/engage.
The document discusses the benefits of outsourcing email services. It notes that email is critical infrastructure for most companies but is not a core competency. Outsourcing reduces costs and complexity while allowing a company to focus on its business. The document provides tips for choosing an email hosting provider, including asking about security, data recovery policies, costs, quotas, data ownership, reliability and additional fees. Outsourcing email services can help companies comply with regulations and reduce expenses.
Recover more people, faster and for less with Recover Anywhere™.
When staff are denied access to their office, a business rightly looks to recover 30-40% of its critical staff first. This hub of key staff can then focus on getting the business back on track as quickly as possible.
However, this needn't mean everyone else has to wait to get back to work. With SunGard Availability Services' Recovery Anywhere™ solution you can recover more people and more departments; faster and more cost-effectively than ever before.
Benefits at a Glance
•Everyone can quickly recover desktops and full telephony capability
•All staff have fully online, secure browser access
•In-bound calls can be redirected to mobiles or home phones so customer service can function as normal and both incoming and outgoing calls are charged to the organisation, as opposed to the employee
•With no need to process personal phone bill expenses post event it's less hassle all round
•No USB dongles or other such physical devices means there's no need to administer, maintain, distribute or collect them.
With Recover Anywhere™ everone has full secure browser access and virtualised desktop and telephony capability, which means less impact on your business - and your customers. For example, ensuring your customer service agents are able to access information and their telephone systems as normal means your customers won't even know there's been an issue.
In the coming years, managing revenue cycle employees from their home might be a normal business practice for many healthcare providers. This report explains what telecommuting is and describes the pros and cons of allowing your revenue cycle employees to work from home.
The goal of GFI MailEssentials Complete Online is to improve business productivity by reducing the volume of junk mail. While MailEssentials Complete Online detects a vast majority of today’s junk email, we are continually working on new approaches to combat the increasing sophistication of spammers. Greylisting is one of the ways MailEssentials Complete Online reduces junk mail and saves you time.
This document provides an overview of training programs offered by Kaflat, including foreign language training, IT training, HR training, business communication skills training, and call center training. Call center training includes introductions to call centers and careers in call centers, as well as modules on management, quality assurance, training contents, and free training tools. Training is offered through classroom, online, and on-site personalized formats.
Resetting the customer engagement process - post lockdownTracy McAvoy
Telsolutions provides customer engagement solutions to help organizations adapt to changes from the COVID-19 lockdown. This includes services like automated messaging to reduce broken payment arrangements, surveys to understand customer situations, and chatbots or SMS to reduce call volumes for remote staff. They also offer data enrichment through a partner to help refresh business information and new proactive communication strategies for recovery activities.
This document discusses how various contact center technologies, such as workforce management software, help desks, automatic call distributors, interactive voice response systems, predictive dialers, and email management systems, can provide useful data to optimize contact center performance. It provides examples of real-time and historical data available from each technology that contact center managers and agents can use to monitor key performance indicators, identify issues, and improve customer service levels and agent productivity. Overall, the document advocates that leveraging technology and analytics is key to achieving the goals of high customer service and low operating costs for contact centers.
The Business vs. IT: Can’t We All Just Get Along?eprentise
It is no surprise that IT is not always aligned with business goals. The conflicts arise because IT is often unaware of how the business uses the systems that IT is responsible for installing and supporting, and the business is often unaware of exactly what is involved in an IT project. There are several other reasons for the disconnect between IT and the business.
View the original Blog post: http://www.eprentise.com/blog/return-on-investment-analysis/the-business-vs-it-cant-we-all-just-get-along/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Ensure your data is Complete, Consistent, and Correct by using eprentise software to transform your Oracle® E-Business Suite.
On-demand or cloud-based business systems offer organizations several advantages over traditional on-premise systems. They reduce total cost of ownership by eliminating upfront licensing fees and ongoing maintenance costs. Updates are automatic so organizations always have the latest version without expensive upgrades. Resources aren't spent maintaining infrastructure as the software is hosted offsite. This allows organizations to focus more on their core business rather than IT management. On-demand systems provide improved access and collaboration as well through any internet-connected device.
Tips for communicating in io environmentsPaula Cassin
This document provides tips for communicating effectively in environments with information overload. It discusses how information overload costs businesses money and impacts employee productivity. It then outlines a new communications paradigm of pushing key information to employees while also facilitating two-way conversations through social media. Three suggested solutions are presented: 1) manage broadcast communications more effectively, 2) optimize broadcast messages, and 3) provide alternative communication channels to reduce noise. The document concludes by emphasizing the importance of measuring communications outcomes and tailoring delivery methods to match content relevance.
Rod Jones MasterClass - World Class Call Centres - The Key Strategic Issues -...C3Africa
World Class Call Centres - Strategic Issues.
Slike deck from the internationally acclaimed 2 Day Rod Jones Contact Centre MasterClass seminar. This seminar is aimed at middle to senior management involved in call centres or planning to develop or reengineer a call centre.
Managed IT services provide small and medium businesses with an outsourced IT department to handle day-to-day technical support and maintenance, helping to prevent downtime and reduce costs. Key benefits of managed IT services include: early issue detection through monitoring to prevent problems from escalating; resolving most issues remotely to reduce expenses and response times; and handling vendor support to avoid lengthy call centers. Outsourcing IT through managed services allows businesses to focus on their core operations while receiving enterprise-level support.
SMS is a provider of multi-vendor IT hardware maintenance and support services founded in 1981. It supports over 3,050 clients across various industries globally from 76 service centers in North America and Asia. SMS offers cost-effective support alternatives to OEMs through their unified support model and proprietary "Hot Spares" strategy, resulting in 40-60% reductions in clients' post-warranty maintenance costs. Some key clients that realized significant cost savings include Clear Channel Communications and Computer Sciences Corporation.
CloudPay - Building a Business Case for Global PayrollCloudPay
When considering any enterprise technology switch, C-suite executives often find it difficult to see beyond the upfront costs of change management and implementation to the long-term benefits of a new solution... and nowhere is that more true than in payroll. This CloudPaper on ‘Building a Business Case for a Global Payroll Solution’ discusses how Payroll, HR, and IT teams can secure buy-in for new payroll solution by:
1. Outlining the true costs of their existing system;
2. Detailing their requirements of a more modern solution; and
3. Exposing the benefits and value of a move to the cloud.
To download the full report visit: https://www.cloudpay.net/resources/topic/cloudpaper
This document provides information about obtaining fully solved assignments from an assignment help service. It lists an email address and phone number to contact for assistance and includes sample questions from an Enterprise Resource Planning assignment related to an MBA program. The assignment covers topics like ERP software selection criteria, customer relationship management components, inter-departmental communication, and automated data entry solutions. It also includes short notes on concepts like gap analysis, lead time reduction, the BAAN ERP vendor, end users, and ERP trends.
Implementing It Service Excellence For Enhanced Customer Experience Complete ...SlideTeam
This template will help organization in optimizing IT infrastructure by improving service desk and overall enhance customer retention by effective incident handling. As a technology service provider, firm will deliver IT services to end user, prepare service level agreements. The firm will address the current concerns faced by IT department such as high IT infrastructure cost due to outdated software and hardware, delay in delivering services to clients as they are facing issues in handling incidents and managing requests. Firm is also facing issue regarding customer attrition with rise in service failures. The firm will discuss present service delivery gap and will compare their performance to key competitors. The template provides information regarding the key reasons to implement IT service excellence. Firm will develop IT service implementation plan by initiating service plan. It will create help desk and service desk as single point of contact to clients. It will discuss the roles and responsibilities assigned between help desk and service desk in order manage incidents effectively. As technology solution provider, it will manage various vendors on regular basis. Firm will prepare service agreement which is considered as legal document before rendering services to clients. It will be responsibility of both parties to review it on regular basis to ensure that all conditions mentioned in it will be followed. Vital information regarding service period, renewal, devices covered, warranties, limitations are mentioned. Firm will maintain client information system which contains information regarding client onboarding list such as user, domain name, server, antivirus, backups details. It will handle client issue by service maintenance list. Cost associated to each service is also mentioned. The firm manage IT staff performance by assessing them on various key performance parameters. This template will mention cost associated for implementing IT service excellence on functional areas. The overall impact of the successful implementation is mentioned in terms of improved service delivery. https://bit.ly/2YLdMMM
Jisc RSC Eastern Technical Managers Forum 5th February 2014 Oaklands College ...JISC RSC Eastern
This document discusses the results of Oaklands College's pilot of cloud computing services. It summarizes the college's trials of both Infrastructure as a Service (IaaS) and Software as a Service (SaaS) cloud models.
For IaaS, the trial found issues with performance, availability, backup capabilities and costs being higher than expected. SaaS worked well for services like email and chat but had limitations for other applications. Overall, the document concludes that a full cloud migration is not suitable currently due to bandwidth, security, disaster recovery and cost concerns, but that cloud services could be useful for specific tasks.
This white paper discusses how to optimize service delivery across an entire enterprise beyond just the contact center. It outlines challenges like underutilized resources, backlogs of work, and lack of visibility. The paper argues that service delivery optimization increases effectiveness and efficiency by adhering to service level objectives, increasing employee and resource performance, and providing operational insights. It claims Genesys software can help by enabling a single prioritized global task list and proactively distributing tasks to the best resources to meet goals.
The quarterly voice and speech technology newsletter from Business Systems, offering you the latest news and insights on call recording, quality montioring, speech analytics, PCI Compliance and much more. Featuring our latest case studies, webinars (including our latest one 'What are the most successful contact centres doing right?') and sponsored guides.
Total Cost of Ownership Cloud vs. On Premise Contact CenterNaina Rajput
The document discusses the total cost of ownership for on-premise versus cloud contact centers. It outlines the direct and indirect costs associated with each model. On-premise contact centers have higher upfront and maintenance costs, while cloud contact centers have more predictable operational expenditure. Cloud contact centers can boost agent productivity through metrics like lower wait times and increased first contact resolution. Overall, the cloud model transfers most costs to third-party providers.
This document summarizes a 2008 US contact center report and discusses the challenges contact centers face and how United Desktop can help address them. The report found that 40% of an agent's time is spent on non-call activities like wrap-up. Contact centers struggle with complex workflows, long call times, and lost opportunities. United Desktop provides a solution by streamlining workflows, surfaces relevant information, and provides analytics to measure performance and profitability.
Spectrum Analytics & ROI White PaperDavid Nelson
This document discusses how contact centers can use technology and analytics to optimize performance. It describes how workforce management software can streamline scheduling tasks and improve agent performance through real-time access to schedules. Help desk statistics such as tickets opened, closed, response times, and backlogs provide goals and feedback to help desks and agents. When tied to compensation or ratings, these metrics become highly actionable for agents and managers to focus on customer service and issue resolution. Overall, leveraging technology to access and monitor key performance data in real-time allows contact centers to make quality operational decisions.
The document discusses key metrics for service industry support centers, including who is responsible for metrics, why metrics are reported, and what metrics should be measured. It covers common metrics like call volume, abandonment rates, average speed to answer, and financial metrics. It also provides formulas for calculating metrics like abandonment rates, average speed to answer, cost per call, and first call resolution. Tools for reporting metrics include reporting from service management systems, Crystal Reports, and Excel pivot tables.
Contact deflection is about moving customer contacts – phone calls, emails, live chats – from an overburdened traditional
channel to a new digital channel where you can apply interception and automation techniques to respond to simple queries, gather
data for more complex queries and prioritize work for your agents.
This presentation is designed to transition paralegals, as users of IT, into the role of administrator, the strategist, steward and trouble-shooter of IT.
A basic understanding of a law office network is essential. This understanding includes; (1) basic and advanced knowledge of a network, (2) the requirements for restoration and recovery of a network and finally (3) perfecting IT’s strategic plan by correctly identifying the needs of the users and leveraging the existing and future network services to address those needs.
This presentation assumes the attendees have a basic understanding of desktop PCs and networks. As paralegals, you have day-to-day experience with your firm’s technology and phone system. If you choose to become a law office administrator, you’ll need a different perspective on IT management. This presentation also assumes that you accept the requirement that the firm administrator must demonstrate competency in explaining IT network and structure requirements to the owners of the firm along with projecting the necessary competence to IT staff and contractors who support this essential service for the firm.
The document is a newsletter from itSM Solutions discussing secrets to successful Service Level Management. It notes that SLM goes beyond just reporting and should drive improvement through automation. Key secrets include having clear and measurable service-level agreements aligned to business needs using data from multiple sources to proactively manage vendor and capacity issues. Effective SLM prevents outages and ensures continuous quality service delivery.
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
Process improvement aims to make business processes more efficient and effective by identifying issues, analyzing root causes, and implementing changes. It benefits organizations by saving time and resources through streamlining tasks, improving results and customer satisfaction, and increasing transparency. Regular process improvement is important for companies to meet goals, address inefficiencies costing over $1 trillion annually, and adapt to changing market demands.
This document discusses how various contact center technologies, such as workforce management software, help desks, automatic call distributors, interactive voice response systems, predictive dialers, and email management systems, can provide useful data to optimize contact center performance. It provides examples of real-time and historical data available from each technology that contact center managers and agents can use to monitor key performance indicators, identify issues, and improve customer service levels and agent productivity. Overall, the document advocates that leveraging technology and analytics is key to achieving the goals of high customer service and low operating costs for contact centers.
The Business vs. IT: Can’t We All Just Get Along?eprentise
It is no surprise that IT is not always aligned with business goals. The conflicts arise because IT is often unaware of how the business uses the systems that IT is responsible for installing and supporting, and the business is often unaware of exactly what is involved in an IT project. There are several other reasons for the disconnect between IT and the business.
View the original Blog post: http://www.eprentise.com/blog/return-on-investment-analysis/the-business-vs-it-cant-we-all-just-get-along/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Ensure your data is Complete, Consistent, and Correct by using eprentise software to transform your Oracle® E-Business Suite.
On-demand or cloud-based business systems offer organizations several advantages over traditional on-premise systems. They reduce total cost of ownership by eliminating upfront licensing fees and ongoing maintenance costs. Updates are automatic so organizations always have the latest version without expensive upgrades. Resources aren't spent maintaining infrastructure as the software is hosted offsite. This allows organizations to focus more on their core business rather than IT management. On-demand systems provide improved access and collaboration as well through any internet-connected device.
Tips for communicating in io environmentsPaula Cassin
This document provides tips for communicating effectively in environments with information overload. It discusses how information overload costs businesses money and impacts employee productivity. It then outlines a new communications paradigm of pushing key information to employees while also facilitating two-way conversations through social media. Three suggested solutions are presented: 1) manage broadcast communications more effectively, 2) optimize broadcast messages, and 3) provide alternative communication channels to reduce noise. The document concludes by emphasizing the importance of measuring communications outcomes and tailoring delivery methods to match content relevance.
Rod Jones MasterClass - World Class Call Centres - The Key Strategic Issues -...C3Africa
World Class Call Centres - Strategic Issues.
Slike deck from the internationally acclaimed 2 Day Rod Jones Contact Centre MasterClass seminar. This seminar is aimed at middle to senior management involved in call centres or planning to develop or reengineer a call centre.
Managed IT services provide small and medium businesses with an outsourced IT department to handle day-to-day technical support and maintenance, helping to prevent downtime and reduce costs. Key benefits of managed IT services include: early issue detection through monitoring to prevent problems from escalating; resolving most issues remotely to reduce expenses and response times; and handling vendor support to avoid lengthy call centers. Outsourcing IT through managed services allows businesses to focus on their core operations while receiving enterprise-level support.
SMS is a provider of multi-vendor IT hardware maintenance and support services founded in 1981. It supports over 3,050 clients across various industries globally from 76 service centers in North America and Asia. SMS offers cost-effective support alternatives to OEMs through their unified support model and proprietary "Hot Spares" strategy, resulting in 40-60% reductions in clients' post-warranty maintenance costs. Some key clients that realized significant cost savings include Clear Channel Communications and Computer Sciences Corporation.
CloudPay - Building a Business Case for Global PayrollCloudPay
When considering any enterprise technology switch, C-suite executives often find it difficult to see beyond the upfront costs of change management and implementation to the long-term benefits of a new solution... and nowhere is that more true than in payroll. This CloudPaper on ‘Building a Business Case for a Global Payroll Solution’ discusses how Payroll, HR, and IT teams can secure buy-in for new payroll solution by:
1. Outlining the true costs of their existing system;
2. Detailing their requirements of a more modern solution; and
3. Exposing the benefits and value of a move to the cloud.
To download the full report visit: https://www.cloudpay.net/resources/topic/cloudpaper
This document provides information about obtaining fully solved assignments from an assignment help service. It lists an email address and phone number to contact for assistance and includes sample questions from an Enterprise Resource Planning assignment related to an MBA program. The assignment covers topics like ERP software selection criteria, customer relationship management components, inter-departmental communication, and automated data entry solutions. It also includes short notes on concepts like gap analysis, lead time reduction, the BAAN ERP vendor, end users, and ERP trends.
Implementing It Service Excellence For Enhanced Customer Experience Complete ...SlideTeam
This template will help organization in optimizing IT infrastructure by improving service desk and overall enhance customer retention by effective incident handling. As a technology service provider, firm will deliver IT services to end user, prepare service level agreements. The firm will address the current concerns faced by IT department such as high IT infrastructure cost due to outdated software and hardware, delay in delivering services to clients as they are facing issues in handling incidents and managing requests. Firm is also facing issue regarding customer attrition with rise in service failures. The firm will discuss present service delivery gap and will compare their performance to key competitors. The template provides information regarding the key reasons to implement IT service excellence. Firm will develop IT service implementation plan by initiating service plan. It will create help desk and service desk as single point of contact to clients. It will discuss the roles and responsibilities assigned between help desk and service desk in order manage incidents effectively. As technology solution provider, it will manage various vendors on regular basis. Firm will prepare service agreement which is considered as legal document before rendering services to clients. It will be responsibility of both parties to review it on regular basis to ensure that all conditions mentioned in it will be followed. Vital information regarding service period, renewal, devices covered, warranties, limitations are mentioned. Firm will maintain client information system which contains information regarding client onboarding list such as user, domain name, server, antivirus, backups details. It will handle client issue by service maintenance list. Cost associated to each service is also mentioned. The firm manage IT staff performance by assessing them on various key performance parameters. This template will mention cost associated for implementing IT service excellence on functional areas. The overall impact of the successful implementation is mentioned in terms of improved service delivery. https://bit.ly/2YLdMMM
Jisc RSC Eastern Technical Managers Forum 5th February 2014 Oaklands College ...JISC RSC Eastern
This document discusses the results of Oaklands College's pilot of cloud computing services. It summarizes the college's trials of both Infrastructure as a Service (IaaS) and Software as a Service (SaaS) cloud models.
For IaaS, the trial found issues with performance, availability, backup capabilities and costs being higher than expected. SaaS worked well for services like email and chat but had limitations for other applications. Overall, the document concludes that a full cloud migration is not suitable currently due to bandwidth, security, disaster recovery and cost concerns, but that cloud services could be useful for specific tasks.
This white paper discusses how to optimize service delivery across an entire enterprise beyond just the contact center. It outlines challenges like underutilized resources, backlogs of work, and lack of visibility. The paper argues that service delivery optimization increases effectiveness and efficiency by adhering to service level objectives, increasing employee and resource performance, and providing operational insights. It claims Genesys software can help by enabling a single prioritized global task list and proactively distributing tasks to the best resources to meet goals.
The quarterly voice and speech technology newsletter from Business Systems, offering you the latest news and insights on call recording, quality montioring, speech analytics, PCI Compliance and much more. Featuring our latest case studies, webinars (including our latest one 'What are the most successful contact centres doing right?') and sponsored guides.
Total Cost of Ownership Cloud vs. On Premise Contact CenterNaina Rajput
The document discusses the total cost of ownership for on-premise versus cloud contact centers. It outlines the direct and indirect costs associated with each model. On-premise contact centers have higher upfront and maintenance costs, while cloud contact centers have more predictable operational expenditure. Cloud contact centers can boost agent productivity through metrics like lower wait times and increased first contact resolution. Overall, the cloud model transfers most costs to third-party providers.
This document summarizes a 2008 US contact center report and discusses the challenges contact centers face and how United Desktop can help address them. The report found that 40% of an agent's time is spent on non-call activities like wrap-up. Contact centers struggle with complex workflows, long call times, and lost opportunities. United Desktop provides a solution by streamlining workflows, surfaces relevant information, and provides analytics to measure performance and profitability.
Spectrum Analytics & ROI White PaperDavid Nelson
This document discusses how contact centers can use technology and analytics to optimize performance. It describes how workforce management software can streamline scheduling tasks and improve agent performance through real-time access to schedules. Help desk statistics such as tickets opened, closed, response times, and backlogs provide goals and feedback to help desks and agents. When tied to compensation or ratings, these metrics become highly actionable for agents and managers to focus on customer service and issue resolution. Overall, leveraging technology to access and monitor key performance data in real-time allows contact centers to make quality operational decisions.
The document discusses key metrics for service industry support centers, including who is responsible for metrics, why metrics are reported, and what metrics should be measured. It covers common metrics like call volume, abandonment rates, average speed to answer, and financial metrics. It also provides formulas for calculating metrics like abandonment rates, average speed to answer, cost per call, and first call resolution. Tools for reporting metrics include reporting from service management systems, Crystal Reports, and Excel pivot tables.
Contact deflection is about moving customer contacts – phone calls, emails, live chats – from an overburdened traditional
channel to a new digital channel where you can apply interception and automation techniques to respond to simple queries, gather
data for more complex queries and prioritize work for your agents.
This presentation is designed to transition paralegals, as users of IT, into the role of administrator, the strategist, steward and trouble-shooter of IT.
A basic understanding of a law office network is essential. This understanding includes; (1) basic and advanced knowledge of a network, (2) the requirements for restoration and recovery of a network and finally (3) perfecting IT’s strategic plan by correctly identifying the needs of the users and leveraging the existing and future network services to address those needs.
This presentation assumes the attendees have a basic understanding of desktop PCs and networks. As paralegals, you have day-to-day experience with your firm’s technology and phone system. If you choose to become a law office administrator, you’ll need a different perspective on IT management. This presentation also assumes that you accept the requirement that the firm administrator must demonstrate competency in explaining IT network and structure requirements to the owners of the firm along with projecting the necessary competence to IT staff and contractors who support this essential service for the firm.
The document is a newsletter from itSM Solutions discussing secrets to successful Service Level Management. It notes that SLM goes beyond just reporting and should drive improvement through automation. Key secrets include having clear and measurable service-level agreements aligned to business needs using data from multiple sources to proactively manage vendor and capacity issues. Effective SLM prevents outages and ensures continuous quality service delivery.
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
Process improvement aims to make business processes more efficient and effective by identifying issues, analyzing root causes, and implementing changes. It benefits organizations by saving time and resources through streamlining tasks, improving results and customer satisfaction, and increasing transparency. Regular process improvement is important for companies to meet goals, address inefficiencies costing over $1 trillion annually, and adapt to changing market demands.
Building a Business Case for Replacing Your Call Center ACDGenesys
As an executive responsible for call center infrastructure, you understand the limitations of your legacy ACD. The challenge is how to calculate the ROI for replacing legacy systems with a SIP-based contact center infrastructure that can deliver an omnichannel customer experience.
View this slideshare and learn how to:
Compute cost savings from pooling agent resources
Calculate hardware and maintenance savings
Estimate the benefits of a consistent customer experience
Get more in the white paper: Should You Update or Abandon Your Call Center ACD? Why Companies Choose SIP-Based Contact Centers http://gsys.co/VGQxK
Business Process Outsourcing (Group Home Based)Sid Sanchez
This document discusses how small businesses can utilize business process outsourcing (BPO) and virtual assistants (VAs) to reduce costs and increase profits. It outlines various services that can be outsourced, including administrative, customer service, and IT tasks. The benefits of using VAs are lower costs compared to traditional employees due to not having to pay for benefits, overtime, or unused work time. Potential clients are assured their projects will stay on schedule and benefit from specialized skills. The document proposes competitive hourly rates and payment structures for outsourcing to the Philippines. Risks are assessed as minimal due to a large global market and adaptable services.
The document discusses how remote support technology can help service desk analysts improve service quality and reduce costs. It explains that remote support allows analysts to fix issues from anywhere before they cause service failures or breaches in service level agreements. Using remote support helps standardize tools across different devices and environments. It also helps reduce repair times and avoid sending technicians on-site. This improves customer satisfaction and shows executives how the service desk adds value by meeting business needs.
Wisconsin Healthcare Technology Association - Valicom PresentationValicom
Valicom's presentation from the Wisconsin Healthcare Technology Association, Fall Meeting 2015. Unlock IT Saving - three areas for major improvement within your telecom environment.
- The document discusses the benefits of integrating voice capabilities with Microsoft Office 365 through hosted Lync. Email remains the primary form of business communication, but telephony accounts for over an hour of use per day and is still essential.
- Moving email and voice to the cloud through Office 365 and hosted Lync provides significant advantages over on-premises systems, including lower upfront costs, predictable pricing, rapid deployment, flexible options, and no need for in-house management. It also allows mobility and integration with other Office 365 features.
- Evaluating providers of hosted Lync is important, as high uptime and reliability are critical for voice services. For many organizations, hosted Lync provides better value than on-
Find out the best way to assess the effectiveness of a global best practice complaints and inquiry management process - from one of the top global experts on the subject!
Process Automation Powerpoint Presentation SlidesSlideTeam
Identify and eliminate the repetitive processes and decrease manual work by using our visually appealing Process Automation PowerPoint Presentation Slides. Our business process automation PPT visuals, help you to automate the processes and use secured software to perform the different tasks. The robotic process automation PowerPoint slide deck contains current state analysis, automation implementation areas, such as the market department, human resource department, finance department, etc. Discuss the challenges faced by the company which arises the need for automation by using business process reengineering PPT slideshow. Showcase different business automation processes such as file transfer, report generation, order entry, spreadsheets, etc. After that, describe automation implementation areas, including marketing, human resourcing, finance, and accounting. The presentation also provides the details of marketing automation software, CRM system, the timeline for implementing marketing automation in the company. Details like challenges faced by the HR department due to lack of automation, impact of automation on HR management can be presented with company automation PPT layouts. Download our ready-to-use business automation PPT slide deck and overcome the gap between business and technology by offering automated solutions. https://bit.ly/2SolU4W
Best practices-guide-for-exchange-server-database-corruption-problemsBharat Bhushan
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Worker attrition in the contact center industry front line can be a costly and frustrating problem. The attractiveness of outside offers as well as management issues inside the organization can both contribute to difficulty in holding together a strong team. Fortunately, through a balanced and strategic approach, it is possible to create an environment that encourages better worker retention and positive results.
Do you need a call center or customer experience consultant?
If you Answer yes to any of these questions we should speak.
ctaylor@thetaylorreachgroup.com
Snapshotz is revolutionizing the way call and contact center operators are looking at their centers. Objective assessment, meaningful benchmarking, actionable results. Snapshotz is a planning tool, a management tool, a reporting and process improvement tool. Snapshotz is the one tool your call center can\'t be without.
Customer Experience Roadmap and Call Center AlignmentColin Taylor
This document discusses designing a customer experience roadmap. It begins by defining key terms like customer satisfaction, customer experience, and quality monitoring. It then discusses measuring the current customer experience and identifying gaps between the actual experience and the desired brand attributes. Potential corrective actions are proposed to better align the customer experience with goals. The document emphasizes that the contact center is where marketing promises meet product delivery and different stakeholder views intersect. It also stresses examining internal policies and processes to ensure they support the desired customer experience.
All call centers deliver a customer experience. It just may not be what is desired. Colin looks at how call center can identfy, and build a roadmap to deliver the desired Customer Experience in this popular presentation that has been given on three continents.
This document discusses planning for customer experience and satisfaction. It defines customer experience and satisfaction, outlines where customer experiences occur, and explains why customer experience is important. It also discusses how contact centers can impact customer experience through factors like speed of access, quality of interactions, and supporting the overall experience designed by the company. The document provides a process for designing a customer roadmap that involves understanding the current experience, identifying gaps, and implementing and measuring improvements.
The Taylor Reach Group is a contact center consulting firm established in 2001 with 4 offices worldwide. They have over 20 consultants with 20+ years of experience in contact center operations and strategic leadership. Their holistic approach focuses on maximizing customer interactions through strategic assessments, technology selection, process improvement, and more. They guarantee a 300% ROI within 6 months of implementing their recommendations, and clients have saved millions through their work in process reengineering, strategic planning, and improving agent productivity and costs.
Customer Reach Newsletter published by The Taylor Reach Group. Well regarded publication: over 10,000 subscribers, 54% of subscribers have implemented change in their contact center based on ideas and concepts they first read about in Customer Reach.
Managing attrition and turnover in your call center/contact center can be a daunting task. Inter-related and interconnected activities, processes and procedures. This article surfaces the relationships and can help you address attrition management in your center.
The document reports on a survey that examined the gap between what contact centers monitor agents on through quality assurance and what is measured by external customer satisfaction surveys. The survey found that most centers do both internal monitoring and external customer satisfaction studies. Monitoring primarily focuses on tone, accuracy, and listening skills, while customer satisfaction studies measure resolution rate, accuracy and being proactive. On average, monitoring scores have been between 80-100% over the last six months.
The document is a request for proposal (RFP) for an IP telephony system for XYZ Company. It provides background on XYZ's current communications environment across multiple office locations. The RFP includes instructions for bidders, system requirements, security requirements, and detailed feature requirements across areas such as architecture, reliability, scalability, administration, reporting, installation, and user experience. Bidders are asked to provide narrative responses addressing how their solution meets each requirement.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
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5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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1. CUSTOMER REACH ®
VOLUME 5, ISSUE 5 MAY 2009 ISSN 1718-8938
Email Management– What’s the fuss?
By John Cockerill, President, The Taylor Reach Group, Inc.
You might be considering adding email to your centers capabilities. If so there is a lot of angst about doing so, from who will do it,
how do we control it, to will the customers like it? Keep in mind the following thought. This is not new.
Call centers are known by many terms. One however that has fallen off from use is, Correspondence Department. Yes, before the
days of email and even before phones people wrote letters to companies and organizations. Each needed to be answered. Staff had
to be trained to know or find the answer, write it clearly, resolve the issue, maintain quality and act within set guidelines for
responses, production, and behaviour. The art and science of managing these has not changed all that much. What has changed are
the tools, forms or typewriters to computers with printers and email, and the speed with which to do the tasks. The underlying
issues remain the same as ever. The more things change, the more they remain the same.
The new tools especially in the email management are wonderful additions to a call center looking to reduce costs. A call center
that has only phone calls must staff according to the load that arrives. So a center management must forecast with some accuracy
the expected load by each half hour for every hour open. Some forecast accurately. While others pray and hope for the best.
The same forecasting approaches can be true with email. Email through by its nature can be more forgiving of errors. Center
management have a little more time to recover given the service standard for email. Calls are live and are a here and now problem.
The call service level for voice calls is often stated as 80% of the calls, answered in 20 seconds, with a less than 3% abandon; or
80/20/3.
For email service standards range from 100% in 2 hours (100/2) to 100% in 48 hours (100/48) and many other standards as well. A
consensus for most commercial organizations seems to be settling in about the 4 to 24 hour range as being acceptable to both the
firms and the customers. Any defined standard is good for all involved but especially the call center management and their agents.
With a delay between receipt of an email an the required response, a center can smooth the work load for agents by enabling them
to take calls during the heavy volume periods and handle some or all email during the lighter call volume periods. For example in a
typical call arrival pattern of light early morning, heavy mid morning to mid afternoon, and increasingly lighter over the evening
period; a center might put one or two extra agents on early in the morning to clear the overnight email backlog. Then as the call
volume increases switch the agents to only being on the phone. Similarly in the evenings a reversed approach can be taken. Thus
what the service level standard creates, effectively a response delay, enables time shifting of the work from the ‘here and now’
model of calls to the ‘I’ll get to it shortly’ model.
This response delay has another advantage not always obvious. It greatly aids agent training and especially new agent induction.
Most email tools now allow for supervisor oversight. Agents build the response reply, then have a supervisor review and release
the email. In operations where responses are more complex and require interactions with other systems to gain an answer or look
up information or orders, this delay allows the supervisor to check that a new agent knows the correct response, materials and
procedures before putting them on the phone with a live customer. Think of this as live practice without the real time pressure.
Inside this Issue
Email Management– What’s the fuss? ........................................................................................................................................................ 1
Managing your Contact Center’s Telecom Costs ........................................................................................................................................ 2
Newsworthy................................................................................................................................................................................................. 4
Inside TRG................................................................................................................................................................................................... 7
Case Study ................................................................................................................................................................................................... 7
Copyright TRG, All rights reserved May 2009 Page1
2. This same principle applies to very complex or infrequent questions; you know that ones I mean those questions that only get
asked to any individual agent once in a blue moon. By using some of the business rules in the email tools, these very complex
and/or infrequent questions can be bucketed to enable only a single agent or selected agents to process them. This way an agent
gains experience quickly with supervisor oversight on items that may have taken months of ‘on the phone’ experience and without
the oversight to ensure quality.
The new email tools provide a manager the same detailed reporting that we’ve come to expect and love from the phone and ACD
systems. No groaning please, some of them are quite good. One example below shows the volume of emails and the daily delay
against the service standard. So now mangers who have in the past made do with Outlook, Lotus Notes and other email tools, not
designed for a production environment can breathe a collective sigh of relief. Detailed insight into the email production floor is
now available.
Reports by agent, issue, delay, arrival pattern, response time Daily Email Volume and Delay
and thread are available. This provides both a deeper insight 300
250
to the operation but also evidence and data to improve the
200
forecast that is so important for budgets, staffing and
150
meeting the service levels.
100
One use of this insight is the tracking and evidencing of 50
issues. With paper and printout in hand the quality assurance 0
team, managers can now make the case for changes to ‐50
company policies and practices quicker than was possible ‐100
before. This is a superior approach to listening to a few calls. ‐150
Nothing is as convincing as being handed reams of printouts 19‐Apr 26‐Apr 3‐May
on the same issue with a neat tabulation that summaries the Hours Delay Volume Email 24 Hour Standard
point. This data becomes the basis for developing an ROI for
the proposed changes.
Service level reporting also becomes easier since now it is simple to find out the oldest email that has not been responded to.
The new email management systems are exciting and there are a lot of options of how to deploy them to choose from. The
traditional premise based, owned and installed on site, to hosted software as a service. All are an improvement over the just install
MS Outlook approach. Think of this as the improvement of going from single line hunt groups and moving to an Automatic Call
Distributer (ACD) or instead envelopes to electronic and onto an Email ACD or Automatic Communications Distributor.
We are assembling an inventory of Email management tools. Send us your favorites and why to
jcockerill@thetaylorreachgroup.com. We will send you a copy of the list as it is built and added to our web site.
Let us know what you think of Johns’ article send him an email at jcockerill@thetaylorreachgroup.com
Managing your Contact Center’s Telecom Costs
By Colin Taylor, CEO, The Taylor Reach Group, Inc.
The economy is in decline, jobless numbers and unemployment are growing and companies are being asked to cut costs operate
more efficiently. Call centre managers, used to “doing more with less” are now being asked to “do more with none”. Where can a
manager turn in their efforts to improve the efficiency and reduce the operating costs in their call or contact center?
There are a number of cost centers within a contact center, including: labour, technology, service costs and overhead. In this article
we examine the opportunities to save costs on telecommunications expenses. Telecommunications costs are one of the most
significant cost areas in any contact center after labour. Telecommunications is also the second highest non-operating expense for
the average Fortune 1000 firm. This cost includes local and/or long distance service fees, lines, circuits and features.
Telephone usage and service invoices always appear to be written in some arcane language regardless of the company issuing
them. Instead of words and descriptions that can be understood telephone companies (telco’s) instead employ codes like ARX-325
Copyright TRG, All rights reserved May 2009 Page2
3. to describe an off premise extension or tie line. The very language and structure of the invoices make them unintelligible to mere
mortals. Some Telephone companies issue separate invoice for services and for equipment, which doubles the confusion. As a
result few companies can genuinely verify if there invoices are correct and accurate.
In reality all companies should check their phone bills. Most telco invoices are inaccurate, often 30% of the charges are incorrect,
and in some organizations the figure is even higher.
So in examining your phone bills the first place you need to start is with an inventory of the phone lines and circuits that you have
installed and are using. If you receive separate equipment and services billing then the equipment invoice is the best place to start.
Make a list of all of the lines and/or circuits, T1’s, PRI’s and equipment. For each line list the features or service that should be
associated with the line/circuit. Look at the lines and circuits that show usage. If there is no usage on a line or circuit and you don’t
understand why, then investigate. It is not uncommon for lines that have been removed to still be on the invoice, complete with the
features and services that were associated with that line.
Usage, long distance, toll free charges are generally easy to identify as they show activity and likely someone is already reconciling
these activities. Long distance fees may be significantly less today than they were a decade ago, but you need to track and reconcile
activity to ensure that you are getting what you paid for. More difficult to identify are feature fees that are only a few bucks time.
These fees add up and quickly. Check your contract, and see what the rates are supposed to be charged. Are these the rates you are
paying?
Back billing or billing for services outside of the period of the bill happens. While not often it happens enough that it can come as a
nasty surprise. Some jurisdictions and tariffs allow for back billing of up to 7 years. Telcos have to charge or recharge based on
bills they themselves get from other carriers. Or they find something for which they forgot to bill or in very rare cases where they
overbilled. This gives some leeway to you for going back through the bills and finding where you were overcharged. One case we
know of got credit for 5 years of charge for circuits billed but not installed, in another case a refund for more than 3 years of
circuits billed but not installed. These two situations resulted in the organizations receiving refunds of more than $500,000 and
over $100,000. This also explained why the center was always experiencing a blockage problem.
Another area where charges can sometimes be found is for past Yellow Page ads you may have run. Compare the markets and
locations where you believe the ads are to run and ensure they are. Also check markets where you advertised in past and see if the
ads are still running or if you are paying for ads you don’t want or don’t have.
Analyzing your phone bills is something you can do, but there are also companies that will do this for you, generally for 50% of
the saving they find.
Paying for services you don’t receive is just one way that organizations can pay too much for telecom. Many companies pay above
market rates for services. Ask for prices from at least three providers for all of your telecom services. Check with your friends and
acquaintances in the trade. There is almost certainly a lower price to be had. Almost as bad a paying too much for services is
buying more services than you require. Most companies poorly configure their requirements and are motivated to ‘make sure they
are up’ and the person responsible for telecom is often severely criticized for any ‘down time’. The motivation isn’t to ‘buy right’,
but it is to ‘play it safe’. This contributes to an environment that results in over buying and overpaying.
Employees expect 100% up time all the time. Of course employees can also represent a source of inappropriate telecom usage.
Most people have made a long distance calls from their companies. Some have made personal long distance calls and a small few
regularly make extensive use of the company’s telephones to call friends and relatives half way around the world. A single call is
not likely to break the bank. Hundreds or thousands of such calls will represent a significant expense. Worse, if the abuse is
significant and on-going, it can actually blend into the business activity and mask the abuse. Implement Call Accounting and Best
Available Routing selection. This way the phone system will route the call to its destination at the lowest possible cost and track
who is making these calls. This technology is available on most telephone systems though a surprisingly small number of
organizations actually employ them. Your use of these applications can be limited to employing account codes for staff long
distance or up to blocking access to locations where you do not have business contacts. This approach will minimize potential costs
should your system be compromised.
But internal threats are not the only ones your telephony systems may face. IP telephony systems are designed for remote access
and to support remote workers. The remote workers access the IP telephony system through a login and password process. When a
company access port is identified it is a relatively simple task to crack most 4 or 5 digit passwords. Once access has been secured
Copyright TRG, All rights reserved May 2009 Page3
4. hundreds of thousand of dollars of long distance costs can be incurred in calls to exotic locations. There have actually been reports
of a black market in compromised phone systems that can be used for ‘free’ long distance. The telco can and will demand payment
for these charges. So change your voicemail logins frequently and don’t use simple logins and passwords.
Telecom costs can be challenging to manage given the nature of the invoices and codes they contain. This complexity can also
mean that savings are there to find. All you need to do is just dig.
In the next column in this series we examine how contact center organizations can reduce and more effectively manage the single
biggest cost to a contact center operation: Labour, while still meeting all of the required Service Level Agreements and Key
Performance Indicators.
Let us know what you think of Colin’s article send him an email at ctaylor@thetaylorreachgroup.com
Newsworthy
In this regular column we review the latest news, predictions and trends impacting on the Call Center / Customer Interaction
Industry.
Print-only catalogs losing ground
Chantal Todé
The number of catalogs available in print-only formats decreased from 1,574 to 1,374 over last year, according to the 2009 National
Directory of Catalogs. Continuing a trend from the past several years, however, the number of print catalogs with online editions grew
from 8,675 to 8,894 from last year. Catalogs available in online-only formats totaled 2,011, up from 1,868 last year.
DM News
Primus to abandon Mumbai call centres
Toronto firm joins exodus from India; accepts $850,000 from New Brunswick to hire within province
SIMON AVERY
TELECOM REPORTER
A growing number of companies that looked to call centres in India to reduce their service costs are finding that the savings come at a
price too high to pay in a recession - customer satisfaction.
Primus Telecommunications Canada Inc. PRTLQ-Q2 is the latest company to announce that it will abandon most operations in India in
favour of adding more customer representative jobs back in North America.
The Toronto-based company said its high-speed Internet customers will no longer have their service or technical help calls handled by a
third party in Mumbai. Instead, their calls will go through Primus's own call centre in Edmundston, N.B., which already handles the firm's
wireless and phone accounts.
Rob Warden, vice-president of residential marketing for Primus, said the carrier is responding to feedback from customers who say they
prefer to deal with Canadians.
quot;They live in Canada and they would rather have their inquiries handled by someone in Canada,quot; he said. quot;If their inquiry is successfully
resolved, be it offshore or onshore, they are happy. But if it isn't, the fact that they have been dealing with someone offshore, that can just
add to a level of frustration if they don't get their inquiry solved on the spot.quot;
Primus has relied on workers in India to handle calls for the past five years. It has committed to hire 113 new employees in Edmundston
by the end of next year, in return for about $850,000 from the New Brunswick government, Mr. Warden said. He called the financial
incentive quot;a motivatorquot; but said the company would have made the move regardless.
Copyright TRG, All rights reserved May 2009 Page4
5. Primus would not say what the financial savings of outsourcing calls amount to, but analysts have estimated that call-centre costs are
between 50 per cent and 75 per cent cheaper in India than North America.
Last month, BCE Inc.'s Bell Canada, the country's largest phone company, said it was cutting back the volume of tech-support calls it
directs to India because it was unsatisfied with results.
quot;Some of our offshore calling has not done what we've wanted it to do,quot; chief executive officer George Cope told shareholders at the
annual meeting in Montreal.
Rogers Communications Inc., the country's largest cable and wireless player, does not outsource its call centres.
Telus Corp. operates a call centre in the Philippines, but uses it mainly for international customers. It also has two sites in Central America
and another in Las Vegas. Foreign centres handle low-value functions such as operator services, while new high-growth areas such as TV,
wireless and Internet are managed in Canada, said Telus spokesman Jim Johannsson.
The trend away from Indian call centres includes numerous large companies outside the telecommunications industry. Recently, Chrysler
LLC said it planned to move its customer service centre out of India. And last week, Delta Air Lines announced it had closed all of its
call-centre operations in India, with CEO Richard Anderson acknowledging that customer acceptance of foreign call centres is quot;low.quot; Like
other U.S. airlines, Atlanta-based Delta had looked to India as a means of cutting costs after the Sept. 11, 2001, terrorist attacks.
Globe and Mail
Unions want law changes to deter offshoring
A contact centre union is lobbying the federal Government to change the Privacy Act to ensure local jobs are kept in Australia after
Telstra rationalizes some regional centres.
Telstra announced in February it would close four regional centres in Brisbane, Bendigo, the Gold Coast and Perth by the end of May. The
Communications, Electrical, and Plumbing Union says the bulk of the work undertaken at the Bendigo contact centre is in the process of
being shifted to the Philippines.
CEPU Victorian branch organizer Val Butler said Telstra's Bendigo employees were disappointed to be out of work but were determined
to do what they could to ensure other jobs stayed in the region. quot;We need legislative changes that will require companies to seek a
customer's permission before customer data is moved offshore. If you can't offshore data then you can't offshore jobs,quot; she said.
Callcentres.net
Copyright TRG, All rights reserved May 2009 Page5
6. Phone Colin or John at TRG for more information on how we can help you to a happy ending.
Colin 416-979-8692 ext 200 or John at 416-979-8692 ext 201
Copyright TRG, All rights reserved May 2009 Page6
7. Inside TRG
In this regular column we discuss what is happening with The Taylor Reach Group, Inc.
Presentations Available
Colin Taylor has recently presented at CPA and Federated Press conferences. “Motivating without Money” provides tips
and tactics to build a culture of motivation and engagement. “Leadership Strategies for High Performance Contact
Centers” is an updated and expanded version of Colin’s 2008 very successful presentation. Both of these presentations
are now available at no charge. To receive a copy of the presentation please email Colin at
ctaylor@thetaylorreachgroup.com and be sure to indicate which presentation you would like to receive.
Case Study
In this regular column we review the successes that TRG has been part of.
TRG proves concept for marketing firm
TRG helped an established marketing company dramatically reduce their sales costs through the implementation of a telesales program.
The Challenge:
This very successful marketing firm has historically sold participation in their program through the use of a field sales force. Company
management wished to improve their sales efforts and asked TRG to suggest how this could be done. TRG assessed the process and
recommended the creation of a telesales team to generate and qualify sales leads and even sell the product where this was possible. The
client didn’t wish to make significant changes to their operating model until the concept was proven and asked TRG to prove the concept.
The Process:
TRG worked with the marketing and management group and developed an effective script and support materials and began to contact the
prospect database. The majority of prospects had previously been approached by the sales force without success.
The Solution:
TRG managed the training, calling and regularly reviewed progress with the telesales staff. The script required a number changes and
modifications which were made over the first few weeks. Calling was intentionally kept to a low volume until the kinks were worked out
of the script.
The Result:
By the end of the ‘Proof of Concept’ phase more than 30% of the prospects were opting into this program. This conversion rate was far in
excess of the level required to consider the program a success and the fact that most of these new enrollees were previously not interested
testifies to the power of the approach taken.
Copyright TRG, All rights reserved May 2009 Page7
8. Customer Reach® is published 10 times per year by The Taylor Reach Group, Inc. Customer Reach® may not be reproduced without
permission.
Subscription requests can be directed to customerreach@thetaylorreachgroup.com or to;
Customer Reach
19 Mercer Street,
Suite 302,
Toronto ON
M5V 1H2
Phone - 416-979-8692
Fax - 416-977-8817
The Taylor Reach Group, Inc. provides Strategic and Operational customer interaction consulting services that deliver Operational
Innovation breakthroughs in Contact Center operations.
The Taylor Reach Group, Inc. is an award winning call and contact center consultancy
Award winning service and more than 100 years of industry experience serving ‘Fortune 1000’ companies. Extensive North American
and International experience with both captive (in-house) and outsource centers.
Delivering Operational Innovation to your Contact Center
Contact Center Consulting, Quality Monitoring & Assurance,
Customer Satisfaction Consulting, Outsourcing/Offshoring Assessments,
Contact Center Technologies, Total Cost of Ownership Assessments,
Sales & Telesales Consulting, General Management & Consulting services,
Award winning service...Reach Beyond!
Contact Colin Taylor today at 416-979-8692 ext 200 or John Cockerill at 416-979-8692 ext 201
By email at ctaylor@thetaylorreachgroup.com jcockerill@thetaylorreachgroup.com
Offices in Toronto, Atlanta & Sydney Australia
TRG are proud members of:
The Taylor Reach Group, Inc.
Phone: 416-979-8692
Fax: 416-977-8817
E-mail: info@thetaylorreachgroup.com www.thetaylorreachgroup.com
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