With high cost structures during a recession, many Nordic countries are looking towards India to help them cut those costs by almost 30-40%. Some of the biggest banks in the Nordic region, NORDEA AB, Svenska Handelsbanken and SEB are looking at outsourcing technology to India.
According to a senior official of an offshore advisory firm, QuantumStep, Nordic companies studied many successful offshoring case studies like Ericsson and Ikea before considering India. Nordic countries prefer to start off with small contracts in the region of $10-20 million, but are expected to sign larger ones only after looking at the benefits of the earlier contracts. Belgium, another potentially huge market for service providers, is also signing contracts to the tune of almost $30-40 million and more, said the official from QuantumStep.
EquaTerra, an outsourcing advisory firm, in a study involving 370 contracts, signed by over 200 Nordic customers and worth around $4.3 billion, found that Indian service providers were better than their European counterparts such as TietoEnator and Capgemini when it came to quality of services offered. EquaTerra said in a recent report that there’s no doubt that India leads the pack when it comes to providing services for the Nordic firms with at least 61% of firms using India for all or at least some of their outsourcing needs.
Unlike other European markets, such as Germany, where labor laws make it difficult for service providers, Nordic countries are more flexible and this is what makes it more viable for India. Major Indian IT companies are looking at outsourcing contracts to the tune of $100 million each, in the coming years.
When Handelsbanken was looking at offshoring, it shortlisted many firms, including European and Indian ones, before finally deciding on Indian firms. Handelsbanken had tentatively been exploring offshoring for almost a year; the recession forced them into considering it as a definite possibility. Handelsbanken are looking for suppliers to maintain their legacy mainframe systems in addition to making them work with newer business software applications.
Though one top Indian IT firm confirmed that Nordic countries are indeed looking at outsourcing to India, others declined comment.
The head of the European division of an Indian IT firm says that the overall Nordic market will not grow much this year but the demand for outsourcing is seeing a steady growth. According to him, about 100 deals which have been signed over the past six to eight months are collectively in the vicinity of € 500,000 to € 150 million with the most significant one in size and in terms of frequency being in the vicinity of € 8-20 million.
Norway is expected to show a high IT market growth in Europe this year, around 1-2% every year, while most other markets have not grown or have declined.
Showing posts with label BPO blog. Show all posts
Showing posts with label BPO blog. Show all posts
BPO staff may soon work from home too
A year after the department of telecommunications conditionally relaxed rules on IT-BPO employees working from home, Raman Roy, chairman & managing director of Quatrro BPO Solutions, has started pilot projects in Mumbai and Delhi to explore the possibility of scaling up the model.Quattro is the first BPO to have secured permission for this model from DoT. "This is a provisional permission. Once the company is able to meet all our security concerns, we will grant them a license," confirmed a senior DoT official on condition of anonymity.
The license is a prerequisite for service providers to provide infrastructure and last-mile connectivity.
The $11-billion BPO sector employs over 750,000 people, and 'working from home' could add significantly to the employment numbers, said Roy. He added that he has been 'toying with the idea for nearly two years before I got help from software body Nasscom and the required permission from the DoT.'
Roy plans to launch another pilot in Chennai soon. He has also appointed a dedicated team of six senior employees -- including a lawyer and a technician -- to make these pilots successful.
"We feel this is the next-generation step for the industry. It will create jobs for people who are educated but don't have the flexibility to go to offices. Besides opening a career option for them, it will create a flexible workforce. So, housewives and others can work from home, will have flexible work timings and also earn money," said Roy.
Currently, the 30-odd employees who work from home have a computer that is connected to the company's server (using virtual private network or VPN technology). Whenever an employee logs on to the computer, the data on the screen is monitored by a supervisor sitting at the Quatrro headquarters in Gurgaon.
The supervisor sits in front of four large Plasma screens and can see each of the employees' monitors. If he wants to speak to anyone of them, or clarify any of their doubts, he accesses the webcam.
Currently, these employees are involved only in non-voice work which comprises both low-end data entry work and in some cases high-end data analytics, Roy said.
The main hurdle in this case is ensuring that a client's data is secure. "The test is all about security. So, the solution is that when the employee logs onto our server, the supervisor will be able to see him and his activities. The plasma screens ensure constant monitoring and guidance. The VPN pipe takes care of security," Roy said.
Usually there are 8 to 15 supervisors in one shift but for this virtual model one supervisor will be able to supervise 16 or 32 sessions at one go.
If the pilots are successful, Quatrro plans to expand this concept and train people by sending supervisors to tier-II and III cities and towns where it will set up training centres.
Roy said he has already spoken to some schools and received a favourable response from the principals. Quatrro will set up a computer lab with around 10 computers in schools that will be used by the schools in the morning and for training BPO 'work- from-home' aspirants in the evenings.
Going forward, employees who are selected for the work-from-home programme will be provided with computers in their homes for which Quatrro will stand guarantee with banks.
The company will deduct the monthly installment from the employee's salary.The salary structure for such employees, said Roy, will mainly be variable as the fixed salary structure will not work here. "We plan to make the pay structure transaction-based.
The higher the number of transactions, more the pay," he explained.
Another company that is experimenting with this concept is Aspect Software. "The home agent is the new wave of offshoring and is not intra-continent but intra-country. The processes demands what percentage of people can be home-based," explains Rajeev Soni, Managing Director, Aspect Software.
The company has experimented with this concept with Sparsh BPO and its own BPO for both voice- and non-voice work. However, it is yet to get a licence from the DoT to roll out the services on a commercial scale.
Soni explained that by using Microsoft's Unified Communications in the work-from-home concept, the follow-up calls went down from 18 to 20 per cent to 8 to 9 per cent, thereby reducing costs.
Analysts, however, remain sceptical about arrangements related to working from home on the ground of- data security, infrastructure, data processes, employee motivation and monitoring problems and lack of a controlled environment.
"Independent work can be done in a work-from-home arrangement but group work requires a controlled environment. Models like these work only when data masking is possible," says Sabyasachi Satpathy, partner at advisory firm Tholons.
Moreover, processing needs to be scrutinised and a faster turnaround can't take place in such models, said analysts. Few companies are interested in the work-from-home policy as infrastructure is another problem and the work will have to be verified.
"We understand and appreciate these concerns," countered Roy, adding: "After all, I have been there and seen this industry grow to its present size. But I believe that we will make this concept work."
Infy scouting for BPO firm in Canada
Infosys BPO Building
Infosys BPO Ltd, the business process outsourcing operation of Infosys Technologies, is looking at raising its headcount in the Americas through inorganic growth. The company is understood to be scouting for a strategic acquisition in the $40-60 million range either in Canada or the US, according to industry sources.
"Infosys is looking at acquiring a small or mid-sized company, specialised in providing mortgage or insurance BPO services to grow faster in Canada.
This will help speed up verticalisation efforts currently on at Infosys BPO. The mortgage sector in Canada has seen a number of promising start-ups, as well as established mid-sized companies coming up over the years.
This will help speed up verticalisation efforts currently on at Infosys BPO. The mortgage sector in Canada has seen a number of promising start-ups, as well as established mid-sized companies coming up over the years.
Infosys BPO is looking at further growth in the key mortgage and insurance verticals in Canada, where a strategic acquisition will boost the scope for higher knowledge work, like financial research and analytics," sources said.
The BPO arm has a stated focus on transaction-based processing work, particularly in the finance & accounting software space. Mortgage solutions have emerged as a key vertical for the BPO operations.
The BPO arm has a stated focus on transaction-based processing work, particularly in the finance & accounting software space. Mortgage solutions have emerged as a key vertical for the BPO operations.
An Infosys BPO spokesperson declined to comment on any acquisition plans or time-frame for the deal. The company is presently in its self-imposed silent period as a run-up to announcing its first quarter financial results on July 10.
Infosys has said that it will increase its hiring in overseas markets, including the US and Canada. In the current fiscal, the company plans to hire about 1,000 people in overseas locations, including the US, which is more than double that of last year's figure.
The company is not keen on making acquisitions in India, as it is capable of growing organically quite fast in the country. Chief Executive Officer S Gopalakrishnan had said at the company's annual general meeting in Bangalore on June 21 that Infosys saw a requirement for acquisitions more outside India, where it faced challenges in adding employees.
The company is not keen on making acquisitions in India, as it is capable of growing organically quite fast in the country. Chief Executive Officer S Gopalakrishnan had said at the company's annual general meeting in Bangalore on June 21 that Infosys saw a requirement for acquisitions more outside India, where it faced challenges in adding employees.
To tackle pricing pressures from clients in the US and Canada, Infosys Technologies has been increasing its focus on new engagement models, such as platform-based BPO services, Software-as-a-Service and Finacle to maximise the value delivered to its clients. The BPO business of Infosys posted gross revenues of $316.2 million (Rs 1,520 crore) in the fiscal year to March 31, 2009 and employed 17,398 people at the end of the fiscal. The BPO arm is presently recruiting from smaller towns like Mangalore and Mysore, as part of its focus on the domestic market and to capitalise on lower rentals and employee costs. It is also looking at tying up with rural BPO outfits to save on real estate costs. The company had last month set up a dedicated domestic market arm, with an eye on the $1.6-billion domestic BPO market.
Infosys Technologies, which had cash reserves of Rs 9,695 crore (Rs 96.95 billion) as on March 31, had made two successful acquisitions during its nearly three decades of existence. Earlier acquisitions were that of Australian firm Expert Information Technologies for close to $23 million in 2003, and the buyout of Philips' global BPO operations in 2007.
Infosys Technologies, which had cash reserves of Rs 9,695 crore (Rs 96.95 billion) as on March 31, had made two successful acquisitions during its nearly three decades of existence. Earlier acquisitions were that of Australian firm Expert Information Technologies for close to $23 million in 2003, and the buyout of Philips' global BPO operations in 2007.
Best BPO Companies in India
BPO or Business Process Outsourcing is one of the sunshine sectors in India. According to statistics by World Bank and Goldman Sachs, an investment banking firm India will attract about 80% of the world's BPO industry by 2020. BPO is one of the most outperforming sectors in the Indian economy. Services, which account for almost 35% in India's productivity has BPO at the heart of the growth.India is blessed with 50% population below 35. India is fortunate to be blessed with a young English speaking population. The British left their main legacy behind, when they granted independence to India; English. India, according to statistics is the second largest English speaking in the world just below the United States. Moreover, Indians are known to be processing one of the most neutral accents in the world. The citizens of India, especially the BPO workers have the potential to speak various accents in the world including American, British, Canadian and Australian to name a few.Recently, many BPO companies from East Asia and continental Europe have set up BPO offices and call centers spanning all of India. Indians, especially BPO workers are trying their best to learn new languages apart from English. There is a rapid rise in the use of foreign languages of Korean, Japanese, French, German and Spanish. Young Indians are constantly getting acquainted with these languages to serve their clients and customers based in these countries.The most important reason why companies outsource to India, besides being the country of young English speaking people, is the cost advantage. The Indian currency, Rupee, is pegged at Rs. 50=$1. Indians, due to the far lower cost of living are happy to work at only 25% of an average westerner. They are not only more efficient and work for a mere amount compared to a westerner. It is beneficial to outsource, and India is the best destination for all your outsourcing needs.
TCS bags outsourcing contract
Tata Consultancy Services has been selected as an IT vendor by BP for the oil and gas majors refining, manufacturing and corporate maintenance works. "Our selection as a strategic IT vendor for BP demonstrates our strong domain expertise and highlights the investments we have been making in the technology-led energy sector," TCS Chief Operating Officer and Executive Director N Chandrasekaran said in a release.When contacted a TCS official told PTI that the deal was for five years, but she did not reveal the value of the deal.BP has a rigorous procurement selection process which assessed the capability, oil and gas sector knowledge and cost.BP is one of the world`s largest energy companies, providing its customers with fuel for transportation, energy for heat and light, retail services and petrochemicals products for everyday items.TCS energy vertical serves international and domestic energy companies across the industrys value chain. It also works with oil field services companies on solutions that help increase the production and reliability of upstream operations, the release said."In awarding TCS our refining, manufacturing and corporate maintenance work, we look to benefit from their knowledge of the oil and gas sector," BP Group CIO Dana Deasy was quoted as saying in the release.The contact would help BP to reduce complexity, standardise processes and lower overall cost base, Deasy said.
Global BPO vendors poach staff from local cos
Global outsourcing vendors such as Accenture and Capgemini are increasingly poaching employees from Indian rivals as they tap into professionals with expertise in offshoring to compete more effectively against companies like TCS, Wipro and Infosys.
As offshore outsourcing goes mainstream, multinationals are hiring Indians to head their sales teams in key markets in Europe and the US, a shift from the practice of employing locals to win contracts.
“This is happening for several roles spanning from sales, sales support to delivery. There is in a sense, even positive discrimination towards Indians now,” an Indian executive who joined a multinational in Germany recently told ET on condition on anonymity.
Offshore outsourcing, or remote delivery of software application development, maintenance and support from countries like India, helps customers such as GE and Citibank save up to 40% in costs. Indian companies such as TCS, Wipro and Infosys started using offshore outsourcing to their advantage around a decade ago by wooing customers with significant cost-benefits.
In recent months, about a dozen or so top professionals have left an Indian company to join multinational competitors. Padmanabhan Ananthanarayanan, who headed India’s largest software exporter TCS’ sales organisation in Europe until February this year, joined Accenture in March as director of its outsourcing business based in Germany.
Shishir Kumar and Vikas Baranwal quit TCS earlier this year to join Accenture as sales directors, Nimit Chawal and Dev Sharma joined Capgemini to lead the company’s sales team. Mr Sharma headed Wipro’s business development and account management for manufacturing and automotive customers in Germany until December last year, before becoming director, business development for Central Europe at Capgemini.
Sridhar Vedala, managing director of offshoring advisory firm Quantum Step, says global service providers are hiring more Indian professionals to influence the perception of customers who are looking at India and Indian professionals as synonyms for offshore outsourcing.
“Now when offshoring is in demand, obviously customers prefer Indian providers. In order to influence the perception, global providers are hiring Indian managers,” he observed.
Among such customers is the world’s largest chemical company BASF, which is seeking offshore suppliers to support its business IT systems and looking to commence a dialogue with Indian offshore managers. “Initially, global providers did not care about the competition from Indian providers. Probably, they never thought that Indian providers will be able to compete with them for larger deals,” he added.
A top executive at an Indian tech firm says many outsourcing dialogues these days are being spearheaded by Indian offshore delivery managers, unlike in the past, when local experts would help them gain access to a potential customer. “The chief information officers are specifically asking for Indian suppliers.”
The over $40-billion Indian software outsourcing industry derives almost 70-80% of its revenues from offshore outsourcing. While established outsourcing vendors, such as IBM and Accenture, still lead the market because of their early relationships and ‘onshore intimacy’ with large customers, several new outsourcing customers are now looking at pure offshoring, which is helping the Indian vendors.
“For all large application management deals, the question is no more offshore or no offshore, but how much to offshore and in some cases ‘why should anything be onshore anymore’,” said a person involved with decision-making at a large enterprise in Germany.
“This is such a contrast. Until a few months ago, some Indian companies were trying to hire more locals in Germany and France, but now customers are becoming more comfortable with Indian managers,” said a senior Indian professional based in Munich, Germany, who recently quit one of the top ten Indian software exporters to join an MNC rival.
Hema Ravichander, who was the head of human resources at Infosys and is now an independent consultant, says Indian professionals are highly valued because of their early offshoring experience.
“Speed, adaptability, networking, deep understanding of the competitor landscape make them valuable. Also, they have been there, done that; so they enjoy high credibility,” she said.
As offshore outsourcing goes mainstream, multinationals are hiring Indians to head their sales teams in key markets in Europe and the US, a shift from the practice of employing locals to win contracts.
“This is happening for several roles spanning from sales, sales support to delivery. There is in a sense, even positive discrimination towards Indians now,” an Indian executive who joined a multinational in Germany recently told ET on condition on anonymity.
Offshore outsourcing, or remote delivery of software application development, maintenance and support from countries like India, helps customers such as GE and Citibank save up to 40% in costs. Indian companies such as TCS, Wipro and Infosys started using offshore outsourcing to their advantage around a decade ago by wooing customers with significant cost-benefits.
In recent months, about a dozen or so top professionals have left an Indian company to join multinational competitors. Padmanabhan Ananthanarayanan, who headed India’s largest software exporter TCS’ sales organisation in Europe until February this year, joined Accenture in March as director of its outsourcing business based in Germany.
Shishir Kumar and Vikas Baranwal quit TCS earlier this year to join Accenture as sales directors, Nimit Chawal and Dev Sharma joined Capgemini to lead the company’s sales team. Mr Sharma headed Wipro’s business development and account management for manufacturing and automotive customers in Germany until December last year, before becoming director, business development for Central Europe at Capgemini.
Sridhar Vedala, managing director of offshoring advisory firm Quantum Step, says global service providers are hiring more Indian professionals to influence the perception of customers who are looking at India and Indian professionals as synonyms for offshore outsourcing.
“Now when offshoring is in demand, obviously customers prefer Indian providers. In order to influence the perception, global providers are hiring Indian managers,” he observed.
Among such customers is the world’s largest chemical company BASF, which is seeking offshore suppliers to support its business IT systems and looking to commence a dialogue with Indian offshore managers. “Initially, global providers did not care about the competition from Indian providers. Probably, they never thought that Indian providers will be able to compete with them for larger deals,” he added.
A top executive at an Indian tech firm says many outsourcing dialogues these days are being spearheaded by Indian offshore delivery managers, unlike in the past, when local experts would help them gain access to a potential customer. “The chief information officers are specifically asking for Indian suppliers.”
The over $40-billion Indian software outsourcing industry derives almost 70-80% of its revenues from offshore outsourcing. While established outsourcing vendors, such as IBM and Accenture, still lead the market because of their early relationships and ‘onshore intimacy’ with large customers, several new outsourcing customers are now looking at pure offshoring, which is helping the Indian vendors.
“For all large application management deals, the question is no more offshore or no offshore, but how much to offshore and in some cases ‘why should anything be onshore anymore’,” said a person involved with decision-making at a large enterprise in Germany.
“This is such a contrast. Until a few months ago, some Indian companies were trying to hire more locals in Germany and France, but now customers are becoming more comfortable with Indian managers,” said a senior Indian professional based in Munich, Germany, who recently quit one of the top ten Indian software exporters to join an MNC rival.
Hema Ravichander, who was the head of human resources at Infosys and is now an independent consultant, says Indian professionals are highly valued because of their early offshoring experience.
“Speed, adaptability, networking, deep understanding of the competitor landscape make them valuable. Also, they have been there, done that; so they enjoy high credibility,” she said.
The Future of Business Processing Outsourcing Industry
Outsourcing is an age old practice and the advent of business process outsourcing is clearly an example of paradigm shift. It is the way in which business operates, or can be operated. The advent of current BPO revolution has been driven by the availability of cost effective technology such as Internet broadband services, inexpensive data storage, continued business process specialization and online analytical processing tool.
The paradigm shift is that, the technology has enabled global exchange of BPO services. Today, BPO industry had matured to the extent that the costs are normalizing and becoming attractive. Over the last three decades Business Process Outsourcing has been catering to number of services like retail, insurance, mortgage, banking, finance, health care, telecommunications, travel, technology, hospitality and many more.
Today, many offshore firms are consolidating and standardizing their operations by outsourcing their business process to third parties. There are many BPO service providers in India that offer cost effective and focused management expertise. In the present scenario many UK and US based firms are looking at countries like India, Philippines, China and other South Asian territories to outsource their services.
According to a research conducted NelsonHall- a BPO analyst firm
✔ 80% of the firm claimed that, outsourcing has increased their competitiveness.✔ 87% of the companies said that, outsourcing had improved their internal processes.✔ While 77% of the companies said that, they could see a significant drop in their operational cost through outsourcing.
The offshore BPO services are expected to grow at a significant rate per year within the Asia-Pacific market. The growth rate will be about $14 billion by the year 2010. The BPO business in India will be booming despite the current economic recession. The economy will stabilize and there five fold growth of the BPO industry within the next five years.
According to a research, ‘Road map 2012 - capitalizing on the expanding BPO landscape’, conducted by Nasscom and Everest Group, the revenue of the Indian BPO industry will touch $50 billion and will add about 2.5% of the gross domestic product by the year 2012. Presently BPO sector employs about 8 lakh people and the annual revenue is about $11 billion. Over the next 5 years the BPO industry will employ nearly 2 million people.
Once again, one reason why BPO has grown over the 10 years is the availability of high end technology and infrastructure. Without the availability of Internet and broadband, this could not have been possible. The development in technology has broken down the barriers of global communication.
Considering the progress made in the outsourcing industry over the last ten years is standardizing and automation of business processes, the next five years promise similar advances. Typically, the multinational companies define market trends and the acceptance of new product and services. Keeping all these in mind, the BPO industry could take a new shape over the next five years.
Know The Basics Of Starting A Call Center
What is a call center?
A call center is centralized office where large volumes of requests are received and transmitted by telephone. A call center is a place set by a company to administer incoming product support or to answer the queries of the customers. It is a physical place where customers and telephone calls are handled by a BPO service provider usually with the help of computer automation. Typically, a call center has the capability of handling considerable volumes of calls, screen calls, forward them to qualified agent who can handle calls and log them.
Types of call center:
Call center are of two types, these are outbound call center and inbound call center
The other types of call center are web enabled call center, CRM (customer relationship management) call center, telemarketing call center and phone call center
What are the key responsibilities of outbound call center personnel?
- Make outgoing calls to prospective customers to promote product and services
- Update relevant information in the database as and when required
- The agent is expected to stick to the highest standard of quality and compliance.
- Be friendly and courteous to the customers.
- Make sales to the required target.
What are the key responsibilities of inbound call center personnel?
- Handle inbound calls relating to customer queries on a product or service.
- To offer customized services that are designed to meet the requirements of the business.
- To integrate customer care services.
- To understand the business, product and services
- Help in maximizing the efforts of direct marketing.
How does a call center function?
A typical call center functions in the following way, a caller dials a toll free number that is connected to a customer support center. When the call reaches a call center, a trained call center agent answers the call and has access to wide database of information. The dedicated telecommunication links connects the remote call center to the parent organization through voice links and online database access. Therefore even if the caller may be calling a local US number but the calls will be diverted to an offshore BPO service provider.
What are the application areas of call center?
- Sales support
- Technical queries
- Database development
- Complaint handling
- Relationship and accounts management
- Lead generation and follow up
- Telemarketing
- Credit and billing
- Market research
How to start a call center?
Starting a call center is a complex, time consuming and expensive business. The steps to start a call center may vary depending on whether you want to start an in-house or outsourcing call center. Similarly the equipment and manpower requirement is also different for an inbound and outbound call center. Both large and medium sized companies are realizing the benefits of call center. Starting a call center of your can be a lucrative business. Here are some points to consider while starting a call center.
- Study the call center industry and select a location.
- Examine the four basic types of call center.
- Determine the process, permit and licenses required in order to comply with the rules and regulation of your area.
- Compare the prices of equipment such as Internet and telephone.
- Define the company’s strategy and methods that you will apply to measure the productivity, quality, customers and employee satisfaction.
- Create a business plan and outline the business goals, financial needs, staffing plan and logistics
- Choose a business mentor. There are experts who offer business advice to entrepreneurs, their advice can be beneficial.
Most of the in-house call center function as part of the business and provides services for that business. While an outsourcing call center is the one that provides BPO services to other companies. By knowing the basics of call center industry one can successfully venture into call center business. The next important goal is to follow the plan, improve it, expand it and fine-tune it.
Inbound Customer Service
Today many companies outsource their inbound customer services to an offshore call center. Most of the business owners have a hard time to give up the responsibility to their own employees, let alone an outsider. Customers are lifeline of any business and most of the companies value their esteemed customers. Most of the large business houses outsource the non-core aspects of their business after much thought and extensive research.
Today, the companies have realized that, customer service outsourcing is an important tool to boost sales and gain maximum revenues. While there are still many who are reluctant to outsource their inbound customer services. The truth is that in today's competitive business environment inbound customer service is smart choice. It allows companies to handle the important aspects of their business. Most of the reputed call centers have skilled work force. They are professional and are trained to handle calls proficiently which are needed to manage a business successfully.
Inbound customer service is important for retention of customers. Acquiring a new customer is seven times more costly than keeping the existing ones. An inbound customer representative understands the importance of customer relations and manages those relations in most professional manner. The call center services offered by an outsourcing firm is tailored to place the importance of customer service.
The inbound customer service offered by reputed call center is focused to make each customer a customer for life. A professional call center agent makes sure that each phone call that he or she handles results in something positive that your business can build upon. They play a pivotal role in making sure that the customers are satisfied with your product and services.
By outsourcing inbound customer service, a company actually increases the level of customer service. A call center has trained operators that are always available to handle customers need,concerns and problems. They process the requests of the customers as well as answer the queries of the customers related to the product or services. They also take all necessary action to resolve each and every issue so that the customers have unmatched level of satisfaction.
Today running a small or a large business is a daunting task. This is due to labor costs, recruiting problems and ever changing telecommunication equipment. At this time inbound customer service provides the basic ingredient for a company's success.
The call centres in India providing inbound customer service are well equipped with good infrastructure, highly qualified agents, security solutions and cutting edge technology.
The call centres in India have state-of-the-art multimedia centers that offer multichannel interaction through voice email, SMS and fax services. There is no doubt that Indian call centres can handle a range of outsourcing services.
Some of the inbound call centre services have specialization in appointment setting, research surveys, lead generation, debt collection, consumer response, dealer locators, direct mail response, email management services, help desk solutions, inquiry handling, interactive voice response, product technical information and telemarketing in verticals like mortgage, insurance, telecom industries. The inbound customer service includes order taking, technical support, customer service, answering service and help desk services.
Is Time to Fire Your Call Center?
Over the last decade call centers have become the anonymous faces of business. And though the call center business has grown by leaps and bounds the problem remains- the ANONYMOUS FACE. Inspite of personalization of call center scripts customers can instantly make out that the customer service representative from the company is actually from a call center.
Call Center Services have grown tremendously in the last decade. The reason is that companies are saving on the bottom line by cutting costs and outsourcing this work by opting for these services. The CCS faces a lot of challenges which surrounds customer experience. If you try find respond of customers of CCS, only one-third of them register positive responses! The agents have to shoulder responsibility not only to sell the products of the company but also establish brand equity for it through various channels. Some of the common problem of these services is high employee attrition, absenteeism, inconsistent answering performance and poor call quality. An often carefree attitude within a call center directly affects the overall performance of the call center.
A few of the service complaints of CCS are failure to resolve customer problems in one call, accumulation of clutter in reaching the appropriate representatives or to qualified supervisor if the problems not solved within five minutes of calling, failure to create credit among the customers especially in outsourced customer care centers. First of all, do not treat your CCS as cost cutting centers. Do not cut on training and quality control measures. In your haste to cut the cost you will lose on quality services to your customers and lose reputation and ultimately revenues. Improving the functioning of your call center must include these- efficient deployment and use of labor, effective leveraging of technology, capacity management, and demand management.
Coming to the internal functioning of CCS, there should be absolutely no lack of communication among the agents and customers. Only communicating through e-mails is not enough. It is easier and cost effective nowadays to be in touch trough the internet. Provide your account manager with as many voice interactions with the customer. Language and cultural difference of the customers is another problem in CCS. This problem needs certain contact points between the customer and service providers make way for smooth execution of any project. The offshore CCS has more problems with the accent of the customers. In this case it is advisable to go on a Live Chat. If any target is missed by the service providers, the party that will decide on the payment withholding needs to be defined frankly. This will assure that the service providers will never make frequent errors and will be extra careful.
The CCS should take extra care to keep its customers updated on a weekly basis. They should always feel they have got track of their project. It ensures less errors and hassles at the time of project delivery. Call centers generally lack leverage to invest in innovative technologies and strategies. Using knowledge base applications helps in managing the information load and keeps the agents up-to-date on the latest marketing based promotions. There are many communication applications such as Voice of the Customer (VOC) which helps to make the workforce more effective and reduce cost.
Greater effort should be make to encourage customer feedback through prompted questions and unstructured feedback which is then mined using speech analysis. You must absolutely make sure that your agents do not type when they are talking to the customer or take multiple calls and talk to more than one customer at a time. This will ensure that the agent is actually listening to the customer and 100% attention is given to the customer. Ongoing alignment is necessary because expectations are a moving target. Innovations, competitors' moves, and economic and social trends are some of the forces that cause continual morphing of customers' expectations. CCS is a consumer-centric business; this should kept in mind all the time.
All Call Centers should make themselves well equipped for call floods. At such times it happens that the calls are routed to inexperienced agents and results in consumer dissatisfaction or even frustration. Be pro-active and invent solutions for any imaginable situation at your center; make a strategy and develop a call routing strategy and test them in advance to cope with the actual problems when they arise.
There are many technical solutions available such as extension of voice of the customer program. You may also establish a call handling service, which would report about out of the service phone lines before the customer does! Make sure your agents can flag problems (such as slow pop-up windows or poor voice quality) during a call. If the quality has already deteriorated, it is no use rectifying the technical lapse later. You should also pay attention to forbid any fraud perpetuated by the agents which might involve false representation of data. There should be constant detecting of problems of the IVR systems.
The agents too need to have some fun and relaxation sessions. The call center management and employees should stay current all call center news and trends. Subscribe magazines or create a library shelving books and reports for the employees whereby they can increase their knowledge and skills. All this help in planning a customer service program that works for both their employees and customers. You will be able to address the customer needs all the time and making them happy even though they may not satisfied with the product or service. You may also subscribe to newsletters and whitepapers for the knowledge growth of the members of your Call Centre.
Call Center Services have grown tremendously in the last decade. The reason is that companies are saving on the bottom line by cutting costs and outsourcing this work by opting for these services. The CCS faces a lot of challenges which surrounds customer experience. If you try find respond of customers of CCS, only one-third of them register positive responses! The agents have to shoulder responsibility not only to sell the products of the company but also establish brand equity for it through various channels. Some of the common problem of these services is high employee attrition, absenteeism, inconsistent answering performance and poor call quality. An often carefree attitude within a call center directly affects the overall performance of the call center.
A few of the service complaints of CCS are failure to resolve customer problems in one call, accumulation of clutter in reaching the appropriate representatives or to qualified supervisor if the problems not solved within five minutes of calling, failure to create credit among the customers especially in outsourced customer care centers. First of all, do not treat your CCS as cost cutting centers. Do not cut on training and quality control measures. In your haste to cut the cost you will lose on quality services to your customers and lose reputation and ultimately revenues. Improving the functioning of your call center must include these- efficient deployment and use of labor, effective leveraging of technology, capacity management, and demand management.
Coming to the internal functioning of CCS, there should be absolutely no lack of communication among the agents and customers. Only communicating through e-mails is not enough. It is easier and cost effective nowadays to be in touch trough the internet. Provide your account manager with as many voice interactions with the customer. Language and cultural difference of the customers is another problem in CCS. This problem needs certain contact points between the customer and service providers make way for smooth execution of any project. The offshore CCS has more problems with the accent of the customers. In this case it is advisable to go on a Live Chat. If any target is missed by the service providers, the party that will decide on the payment withholding needs to be defined frankly. This will assure that the service providers will never make frequent errors and will be extra careful.
The CCS should take extra care to keep its customers updated on a weekly basis. They should always feel they have got track of their project. It ensures less errors and hassles at the time of project delivery. Call centers generally lack leverage to invest in innovative technologies and strategies. Using knowledge base applications helps in managing the information load and keeps the agents up-to-date on the latest marketing based promotions. There are many communication applications such as Voice of the Customer (VOC) which helps to make the workforce more effective and reduce cost.
Greater effort should be make to encourage customer feedback through prompted questions and unstructured feedback which is then mined using speech analysis. You must absolutely make sure that your agents do not type when they are talking to the customer or take multiple calls and talk to more than one customer at a time. This will ensure that the agent is actually listening to the customer and 100% attention is given to the customer. Ongoing alignment is necessary because expectations are a moving target. Innovations, competitors' moves, and economic and social trends are some of the forces that cause continual morphing of customers' expectations. CCS is a consumer-centric business; this should kept in mind all the time.
All Call Centers should make themselves well equipped for call floods. At such times it happens that the calls are routed to inexperienced agents and results in consumer dissatisfaction or even frustration. Be pro-active and invent solutions for any imaginable situation at your center; make a strategy and develop a call routing strategy and test them in advance to cope with the actual problems when they arise.
There are many technical solutions available such as extension of voice of the customer program. You may also establish a call handling service, which would report about out of the service phone lines before the customer does! Make sure your agents can flag problems (such as slow pop-up windows or poor voice quality) during a call. If the quality has already deteriorated, it is no use rectifying the technical lapse later. You should also pay attention to forbid any fraud perpetuated by the agents which might involve false representation of data. There should be constant detecting of problems of the IVR systems.
The agents too need to have some fun and relaxation sessions. The call center management and employees should stay current all call center news and trends. Subscribe magazines or create a library shelving books and reports for the employees whereby they can increase their knowledge and skills. All this help in planning a customer service program that works for both their employees and customers. You will be able to address the customer needs all the time and making them happy even though they may not satisfied with the product or service. You may also subscribe to newsletters and whitepapers for the knowledge growth of the members of your Call Centre.
Customer Communications Group Joins Forces with Pluris Marketing
Customer Communications Group, Inc. (CCG), a full-service customer relationship marketing agency, and Pluris Marketing, a provider of multi-channel marketing solutions that optimize the value of each consumer engagement, today announced the formation of a strategic partnership to provide marketers with the groundbreaking promotions optimization solution, COMP. COMP, the CCG Optimized Marketing Platform, drives traffic from a business’ most profitable customers with minimal impact to resources by combining engaging customer content with Pluris’ proven real-time data analysis and sophisticated modeling.
"COMP is all about making customer-centricity easy for our clients, and Pluris brings to the table a high-functioning, real-time optimization technology that is simply unequaled in the industry," said Sandra Gudat, President and CEO of CCG.
"COMP is all about making customer-centricity easy for our clients, and Pluris brings to the table a high-functioning, real-time optimization technology that is simply unequaled in the industry," said Sandra Gudat, President and CEO of CCG.
The partnership idea between the two companies began when Gudat and Pluris Marketing’s Senior Vice President, Bob Fetter, had a conversation about the state of traditional segmentation and offer versioning. Both knew they had complementary resources for a one-of-a-kind promotions optimization offering.
"The match between CCG and Pluris seemed like the perfect combination," Fetter said. "We knew that both CCG and Pluris Marketing clients needed a better way to produce highly targeted, relevant communications. Many of our clients understand that more than half of all of their promotions were disproportionately reducing margins on generated revenues."
Gudat agreed. "This partnership allows us to meet a need that’s been growing in the marketplace for some time. And now, because of the current economic climate, that need for an ROI-based, seamless optimization offering has grown exponentially."
The COMP product will reduce the time needed to gather customer data, analyze it and respond to it with a customized offer from more than six months to less than one day.
I have to leave now as I have to catch the news of Soccer 2010 World Cup
Cognizant to offer BPO services from Phoenix centre
IT major Cognizant today announced operational expansion of its Phoenix delivery center and that it has added BPO services to an existing portfolio of application development, application maintenance, testing, and related services. Cognizant's Phoenix BPO center will initially provide claim processing services for one of the largest healthcare plans in the US, it said in a statement.
Cognizant Building
The company also said it expects to hire over 100 full-time professionals in the next 12 months, drawing talent from the local market and academic community. As a result, Cognizant's overall presence at Phoenix will grow to about 400 full-time employees, it added. "With this expansion, we are able to offer clients US- based delivery capability across all our major service offerings," Cognizant President and Chief Executive Officer Francisco D'Souza said. Phoenix is one of Cognizant's six delivery centers in the US. Besides Phoenix, the company delivers BPO services from local, regional and global centers in the US, Eastern Europe, India, and China.
India, The Most Preferred Destination For BPO Services: Know How?
The global organizations all over the world have always preferred India to outsource their non-core business services. Today, outsourcing BPO services in India has almost become a norm for many global companies. In fact, BPO services are one of the fast growing segments of Information Technology Enabled Services( ITES) industry. India has constantly been able to provide the growing demand for BPO services in terms of cost effectiveness and customer support contact centers.
Over the years, many call centers have mushroomed in India, because India has a huge array of working professionals. Most of the work force here, specializes in science and technology. BPO services also help in time management and proper use of resources. In other words, it can said that BPO services in India help organizations to improve their level of efficiency as well as effectiveness.
Most of the offshore clients outsource work to India due to multiple reasons. These have been summarized below :
- More number of English speaking tech-savvy professionals
- Expertise in all types of customer support services.
- Time zone advantages enables offshore clients with 24 -hour support services.
- Large, skilled and educated work force.
- Specialized BPO services
- Supportive and flexible Indian government policies.
- Equipped with latest technology and high end infrastructure.
- Cost-effective BPO services.
- Confidence and trust of global organizations
The common BPO services in India are as follows:
Inbound call center services
- Outbound call center services
- Order taking services
- Telemarketing services
- Technical help desk services
- Email support services
- Chat enabled services.
- Business transcription services
- Medical transcription services
- Human resource outsourcing
- Accounting services
BPO services in India is undergoing a sea change. This radical transformation has give rise to many new areas of outsourcing. The BPO services in India offer a wide range of cost-effective and quality driven services. Here are some of the new areas of BPO services in India.
- Research and analytics services
- Data entry services
- Financial services
- Engineering services
- E-learning solutions
- Creative services
- Web designing services
- Health care services
- E-governance services
- Retail services
- Pharmaceutical services and a host of other services
The BPO services is one of the fastest growing segments in India. BPO has also attracted huge number of youngsters to join the industry. Most of the young and sharp minds are willing to work in 24X7 environment. Most of the companies globally are looking India as a potential option because Indian companies have proved themselves with quality services and high end performance. Today, some of the world's big giants have their base in India. India has been the main hub for BPO services around the globe. Most of the successful BPO ventures have encouraged more and more companies to outsource their BPO services to India.
T Mobile UK outsource in INdia
T-Mobile UK has inked a five year outsourcing deal with the Indian firm Infosys BPO for its finance operations. Infosys will support T-Mobile’s core processes in its finance directorate, covering customer finance, commercial finance and accounting (F&A) and procurement operations. The move will leave T-Mobile to concentrate on financial issues that are “strategically important or which deliver competitive advantage”.
T-Mobile is under a burden of cost cutting as the parent company, Deutsche Telekom, posted a goodwill writedown of €1.8b
n for the UK operation in Q1, after which there have speculations that T-Mobile is looking to offload its UK business.
T-Mobile UK has inked a five year outsourcing deal with the Indian firm Infosys BPO for its finance operations. Infosys will support T-Mobile’s core processes in its finance directorate, covering customer finance, commercial finance and accounting (F&A) and procurement operations. The move will leave T-Mobile to concentrate on financial issues that are “strategically important or which deliver competitive advantage”.
T-Mobile is under a burden of cost cutting as the parent company, Deutsche Telekom, posted a goodwill writedown of €1.8bn for the UK operation in Q1, after which there have speculations that T-Mobile is looking to offload its UK business.
T-Mobile is under a burden of cost cutting as the parent company, Deutsche Telekom, posted a goodwill writedown of €1.8bn for the UK operation in Q1, after which there have speculations that T-Mobile is looking to offload its UK business.
21 Indian firms among world's top 100 BPOs
Twenty-one Indian companies, including Infosys Technologies, TataConsultancy Services (TCS) and Wipro, are among the top 100 BPO firmsin the world, according to a new study.
Five of the Indian firmsfiguring among the 10 best outsourcing service providers are: Infosys(No.3), TCS (6), Wipro (7), Genpact (9) and Tech Mahindra (10),according to the study - '2008 Global Outsourcing 100' - compiled bythe International Association of Outsourcing Professionals (IAOP). Accentureand IBM head the list published as an advertising feature by IAOP inthe current Fortune 500 issue of Fortune magazine. The other 16 Indian companies in the list are HCL Technology (11), Mastek (16), WNS Global Services
Telus opens fourth call centre in Manila
There are not many bright spots in the Philippine economy these days. Exports are tanking. Remittances are tumbling; and some of the country’s legion of so-called overseas workers are returning home from the hardest-hit of world markets. Amidst this, one B.C. company, Telus, is deepening its reach into the Philippines’ BPO or business processing outsourcing industry, which is expected to post stellar growth of 20 to 30 per cent in 2009. This month, Telus International opened its fourth call centre in Manila, one that currently employs 900 workers, but will ramp up to include at least 3,000, possibly by the end of the year. To fill these new positions, Telus spokesman Shawn Hall said the company would “absolutely” look to hiring from a growing pool of returning workers to the Philippines.
“Because of its history as a U.S. colony, the Philippines is a great place to run these kinds of businesses,” Hall said. “People there have very good educational levels, speak English well and have an affinity to North American culture, as well as lots of family.”
In recent months, a slew of other mid-sized and large BPO centres like the one opened by Telus have announced their own expansion plans, according to Manila-based consultant Michael Hamlin. His clients, including Convergys, TeleTech, eTelecare, Sitel and StarTek, have been keeping him busy with one inauguration ceremony to another. “BPO really is the only bright spot,” he said in an interview. “Everyone I know is hiring.” A new survey published jointly by Hamlin’s company, Team Asia, and the Business Processing Association of the Philippines found that more than 80 per cent of respondents said they will increase their workforces this year and almost 50 per cent cited a growth of between 10 and 200 per cent. The BPAP is projecting 30-per-cent growth for the industry overall.
For an increasing number of clients, Hamlin said, the Philippines is one of many BPO centres in an international string. “For risk mitigation, they don’t just want a presence in India or just in Eastern Europe or North America,” he said. Indeed, while the bulk of Telus International’s employees are already in the Philippines, the company recently announced plans to open a 1,000-seat centre in Las Vegas and three others in Central America.
Speaking to reporters at the opening of the new facility in Manila, Telus International president Jeffrey Puritt emphasized that the expansion is focused on getting beyond basic call centre capabilities into more complex tasks such as network troubleshooting, risk analysis, human resources and finance. He said: “As the contact centre industry evolves, it’s more than just voice. The trend is definitely up the value chain.” However, how exactly to move up is a big issue for the industry, said Hamlin. “Finding people with supervisory and managerial skills is key,” he said. There definitely was a more sobering side to the survey’s results, which suggests that it will not just be a matter of plugging in casualties of the global economic slowdown, that is, would-be or returning overseas workers into the Philippine BPO industry. Almost 70 per cent of BPOs said that they hire only 10 per cent or fewer of the applicants that apply for work, indicating that a significant skills mismatch continues to exist, according to Hamlin. Survey respondents cited oral and written communication skills as the biggest gap, followed by analytical thinking and problem solving. In Vancouver, Maria Javier, a program manager at Multicultural Helping House, which is helping foreign workers from the Philippines cope with the economic downturn, added that while it might seem encouraging to hear that BPO facilities are faring well, most workers from the Philippines who lose their jobs here and face being forced to return will find little comfort in such news.
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