Abstract This paper describes the phenomena of callcenters being established in developing nations. First, the paper describes the evolution of callcenters. Then, the writer describes the impact of globalization and the improvement of the Internet. The paper then uses the examples of India and the Philippines as developing nations that have become popular locations for callcenters. The author describes how India and the Philippines had to adapt culturally in order to serve Western customers. The paper concludes with the warning that Indian and Philippine agents/employees should be aware of the danger of losing their own cultural and social identities.
From the Paper "When global computerization or massive improvement on the Internet occurred, a lot of companies realized the savings to be had if they transferred their call center operations abroad - especially in poor countries. One of the primary benefits of which is that instead of paying a U.S.-based call center agent say an hourly wage of $10.00, a call center agent in an emerging economy can be paid $3.00 an hour - and this is not starvation wage for them. With the boom in the call center industry, the Philippines and India became one of the two countries with call centers catering to Western clienteles. The overwhelming reason for the choice is the English speaking population of the two nations hence; there would not be much of a language barrier."
Abstract This information technology plan describes the recommended structure for a callcenter. It explains the necessary infrastructure for a callcenter and also gives background and goals for such an organization.
Business Goals and Objectives
Analysis of the Organizational Structure
Hardware
Software
Vision
Project Portfolio
Implementation Plan
Review
References
From the Paper "The report will consist of the following sections:
1) An overview of the business and its goals and objectives.
2) An analysis of the ways in which information technology can support the business goals and objectives.
3) A Current Status Assessment of the information technology environment including hardware, software, information systems, personnel and organizational structure.
4) A model of the information technology environment that will support the systems required to achieve the business objectives
5) A prioritized list of specific projects required to implement the information technology model. Each project will contain information regarding the project objectives, resource requirements, costs and benefits, estimated time frames and potential risks.
6) An implementation plan including support requirements, management tools and structure required to make the plan a reality."
Tags: business, call, center, hardware, information, plan, software, technology
Abstract In this article, the writer notes that the development of callcenters as part of the customer service network for major companies today is part of the process of globalization. The writer points out that technology makes it possible for a callcenter to be anywhere in the world and still communicate with the customer to provide answers to questions, assistance with technical problems and all of the benefits of customer service by telephone. The writer discusses that many callers remain unaware that they are talking to someone in a distant part of the world, while others who are more aware will note differences in language and accent and will realize that the callcenter is not in their local area at all. The writer concludes that the economic disruption is real as callcenters in North America are disappearing in favor of cheaper centers in other countries. The writer maintains that though efforts are being made to hide the fact by training workers in these centers, some linguistic elements remain to differentiate these workers from others.
From the Paper "No matter how well coached these workers may be, though, they often do not sound like Stockton or Dubuque. This may not be a major setback given the fact that many North Americans come from different parts of the world and use many accents. These workers often do not use the right slang terms or do not understand them when they hear them. They may read addresses from a computer screen and mispronounce place names that Americans would not. They tend to be well trained in certain types of business and technology, and many computer firms use such call centers and place them in India because that country also has a technologically educated population segment that can understand what customers want and how to explain technology to them. Such workers often speak better about technical matters than business issues and use the right terminology for the technology involved even when they do not use the right word in normal conversation."
Abstract This paper evaluates both the benefits and pitfalls of outsourcing callcenters and customer service to offshore locations and explains that it clear that there are opportunities for reducing the level of costs for UK-based organizations. It points out, however, that outsourcing pilot projects and callcenters to India is not without risk, especially if an organization is inexperienced in defining key performance indicators (KPI) based on its specific, predefined measures and definition of target performance levels. It further notes that offshore callcenters are purely IT-supported, whereas Nationwide Building Society is strengthening its corporate position as the biggest building society in the world through a collection of positive synergies. Nationwide's competitive advantage rests on the implementation of specialist training programs for management and staff, improved services at its callcenters, information-rich Web site, and the development of new products that will cater to emerging needs in the new era.
From the Paper "The growth of new technology over the last decade has increased the number of contact channels available to customers. While previously customers communicated by telephone, fax or letter, or by visiting a branch, they can now send an e-mail, click on a website, send an SMS, or communicate through their digital iTV. Customers today increasingly demand contact with corporations 24 hours a day, 7 days a week, which prompted numerous big name businesses to establish offshore pilot projects and call centres outside Britain. However, around 50,000 jobs have already been lost as UK firms use cheap labour overseas to cut costs. (Bid to halt call centre job losses)"
Abstract In this paper, three vendors in competition for the installation of a callcenter are evaluated. The selection criteria is listed first and includes the rationale for the criteria. Then each vendor (Avaya, Siebel, Lucent Technologies) is evaluated using the criteria. A summary table of the evaluations summarizes the findings. Finally, the recommendation for the vendor that would be most appropriate for installing the callcenter is presented.
Introduction
Selection Criteria:
Vender Aspects - History
Pricing
Architecture of Switching System
Technical Features of the Automatic Call Distributor
Functional Aspects of the Telephones and the Agents
Software Development
Systems Management
Disaster Recovery
Avaya Inc
Lucent Technologies
Siebel Systems, Inc.
Comparison of Vendors
From the Paper "ADKAR is a model and a technique used by employees to help them understand where the organization is in the change management process. Managers to help identify gaps in the change management process can also use it. By using the technique, they can aid their employees through the process."
Abstract In this paper, three vendors in competition for the installation of a callcenter are evaluated. The selection criteria is listed first and includes the rationale for the criteria. Then each vendor (Avaya, Siebel, Lucent Technologies) is evaluated using the criteria. A summary table of
the evaluations summarizes the findings. Finally, the recommendation for the vendor that would be most appropriate for installing the callcenter is presented.
From the Paper "In order to provide customer satisfaction, our agents must have functional built into their telephone stations to provide good feedback, quick response and quality data capture. The agents have requested that the stations have Hold function, Music Waiting function, headsets, Voice Messaging, Forward Calling, Personal and Global Announcement capabilities. The telephones have to be scalable to include new features in the future. Agents have also request several desirable capabilities to increase performance. They are Spell checking, minimal data entry, training, search Management and Data Quality Matching to increase customer satisfaction. In order to ensure that the data collected is utilized in the future, a quality repository for trouble tickets, service orders and returns orders will be required. An online repository of Marketing and Service Materials would also be desired to answer customer questions quickly and accurately."
Abstract The paper states that re-engineering business processes involve changes in people, and technology. In this paper, a flexible business process modelling, simulation and re-engineering (BPMSR) approach is presented. Modelling starts with precisely defining model objectives and boundaries, and carrying extensive data analysis. The paper discusses simulation modelling, which allows testing and analysis of different scenarios to understand their impact on a broader 'system' and evaluate feedback before moving forward with re-engineering implementation plans. The paper concludes that the need for a flexible and adaptive methodology is stressed to augment efficiency and effectiveness of reengineering cycle. The application of BPMSR is discussed in the context of a typical callcenter.
Outline:
Methodologies for BPMSR
Process Modelling and Simulation
Re-engineering lifecycle
CallCenter Example
Conclusion
From the Paper "Business processes consist of a series of logically connected entities that use organisation's resources. Davenport and Short [1990] [3] define a process as "a structured, measured set of activities designed to produce a specified output for a particular customer or market". In a majority of definitions, the common elements relate to the process itself (usually described as transformation of input, work flow, or a set of activities), process input and process output, usually related to creating value for a customer, or achieving a specific goal [13].
Flexible simulation has an important role in modelling and analysing the activities in introducing BPR since it enables quantitative estimations on influence of the redesigned process on system performances [14]. The simulation of business processes represents one of the most widely used applications of operational research. It allows understanding the fundamentals of business systems, identifying opportunities for change, and evaluating the impact of proposed changes on key performance indicators. The design of business simulation models is proposed as a suitable tool for BPR projects."
Tags: business, process, methodology, modelling, simulation, reengineering, call, center
Abstract This six page graduate paper focuses on the case of 'The Midbank Call Centre' and the employees' problems in this place. Change is needed in that callcenter because employees appear to be fatigued and stressed out. They are not happy with the way things are carried out.
Abstract The paper explores why outsourcing a callcenter for customer service is ideal for a company.
From the Paper "Outsourcing jobs to overseas labor markets received considerable attention during the presidential election. There are arguments to be made for and against outsourcing from a societal perspective and those are beyond the scope of this research. Instead, this research focuses on whether outsourcing makes sense for a single company considering outsourcing a single business operation to an overseas market. In this case the business operation is the customer service call center."
Abstract The paper covers the essential elements of transnational IT operations. The paper discusses divergences in cultures and looks at Indian callcenter employees learning Western dialects and diction and the story of Silvio Napoli trying to fit into the Indian approach of doing business. The paper shows how globalization is the gradual shifting in perceptions and attitudes between cultures that eventually leads to lasting change.
Outline:
Transnational IT Operations begins with a Solid IT Continuity Plan
Transfer of Work and Global Networking for Transnational IT Operations
Summary
Transnational IT Operations: Experiences with CallCenter Training in Bangalore
Meet Silvio Napoli
Summary and Key Findings
From the Paper "Ensuring IT continuity during any company's transnational operations needs to begin with securing the company's core databases including pricing, manufacturing planning, scheduling, finance, accounting, procurement and purchasing before implementing any integration with systems located at remote geographic regions. Take for example a company choosing to move its manufacturing from the U.S. to China for example, and the need for having their ERP system consistently functioning during the move. This is where a solid transnational IT Continuity Plan is essential."
Abstract This paper looks at possible human resource management problems which could occur in the intense working environment of a call-center. The writer identifies ten problem areas and suggests ways to control and manage these factors. The factors are - recruiting and hiring principles; team building; conflict resolution; performance development; training; documentation; compensation practices/benchmarking; retention/rewards and recognition; employee relations and risk management/safety.
From the Paper "A call center environment presents many challenges a traditional work environment does not. Typically a call center has a higher turn over rate than other organizations. This requires special attention to recruiting and hiring practices as well as retention programs, in an effort to retain quality employees in a dynamic employment environment. The ten HR concepts listed above are critical for supervisors in a call center environment to understand in an effort to support the work force in a 24 hour employment environment. Most call centers provide customer service to clients on a 24 hour basis, thus three shifts will have to be staffed and managed accordingly. Though there are certainly other HR principles that are equally important, such as diversity training and policy planning and interpretation, the ten listed above are crucial to understand, and crucial for supervisors to grasp in order to attain and maintain successful management practices. Each of the concepts listed above will be explored further below."
Tags: recruitment, conflict, resolution, employee, compensation, team
Abstract The Internet is changing how business does business by introducing entirely new channels for completing transactions and providing customer care. Web-based electronic commerce (e-com) has already enabled new competitors such as Amazon.com and eTrade to capture market share in the retail and financial services industries, and the travel business also has seen new, web-based alternatives appear. 18 pgs, bibliography lists 5 sources.
A look at the change in the nature of workplace security since the September 11th attacks. The paper explains the security systems in place, using the example of a callcenter.
Abstract The paper discusses safety and security issues in the workplace. The work-related injuries that are common in the office environment are things such as muscle pains and arthritis pains. The writer gives suggestions of how to minimise these problems. The writer details the security system used in the callcenter, whereby employees need to scan their badges before gaining access to various areas of the building. In conclusion, the paper explains that if a company correctly addresses safety and security issues, it will not be likely that any serious incidents will arise.
Table of Contents:
Safety
Security
Sources
From the Paper "A second direction for safety awareness concerns emergency preparedness. Threats to the safety of our employees can come from disasters such as fires, which would force the evacuation of our building. In order to prepare for such a situation, the entire office building (including the companies in the seventeen floors that our company does not occupy) has a fire drill on a regular basis, preceded by a fire safety program that is hosted by building safety experts. During the drill, everyone in the company must respond to the fire alarms by descending down the stairs and assembling in a previously specified "safe spot" for a head count. A few people from each floor are designated as monitors in the case of an emergency, and these employees make sure everyone evacuates safely before leaving the building themselves. Employees usually gripe about these fire drills being troublesome and taking too much time out of their workday, but it is absolutely necessary that everyone know what to do in case of an emergency so that if a fire really does threaten our safety, panic can be kept to a minimum, thus increasing the chance that everyone will get out of the building unharmed. In this case, safety concerns very clearly outweigh the minor inconvenience that employees face."
This paper is a problem solving case study about Global Communications, which is adopting an outsourcing strategy to send the majority of its callcenter functions overseas.
Abstract This paper explains that Global Communications' (GC) outsourcing strategy for its callcenter functions is a strong competitive decision; however, the methodology employed in arriving at the decision and in announcing it to employees, while disregarding the employee union, has left it in an ethical and communicative predicament. The author suggests that GC should have first aligned its corporate culture and human relations functions with the realities of the global marketplace. The paper suggests that GC should have formulated a new mission statement then adjusted its hiring and retention practices to match this new statement. The author states that only then should the company move forward with such a radical strategy. The paper includes original tables that summarize the problem solving process.
Table of Contents:
Abstract
Problem Solving: Global Communications
Issue and Opportunity
Stakeholder Perspectives/Ethical Dilemmas
Problem Statement
End Vision
Alternative Solutions
Analysis of Alternative Solutions
Risk Assessment and Mitigation
Optimal Solution
Implementation Plan
Evaluation of Results
Conclusion
Table One: Issues, Opportunities and Concept
Table Two: Stakeholder Perspectives and Ethical Dilemmas
Table 3: Alternative Evaluation Matrix
Table 4: Risk Assessment & Mitigation
Table 5: Optimal Solution Implementation Plan
Table 6: Evaluation of Results
From the Paper "There are three primary stakeholders involved in this situation and each is equally important. GC is a publicly held company and the shareholders expect it to be operated in a globally competitive manner and in a business environment where all major telecommunications competitors have, if not already outsourced call center operations, appear to be considering it, shareholders demand that GC take the lead in this strategy. Executive management is charged with the efficient and fiscally sound operation of the company and as such, they too must consider all competitive options."
Abstract This paper discusses customer relationship management (CRM) across industry in general. The historical development within the callcenter environment is first examined and then its adoption by other industries in order to capitalize more effectively on customer data is examined. The paper concludes that data and data management is increasingly at the core of CRM functionality.
Table of Contents:
Executive Summary
Overview
High-Level Description
Business Strategies
Users of the Systems
Detailed Description
Applications
Success
Failure
Conclusion
From the Paper "The consumers of CRM applications and technology are primarily larger firms with more than 500 employees and typically operating in more than one market. The popularity and ease of installation of many lesser known CRM applications has meant that almost any firm of any size can install and apply CRM to one degree or another with the only primary difference between them and larger companies being the degree of integration achieved across platforms and across the organization."
Tags: customization applications functionalities, callcenter, data mining
