Black Book 2010 Abridged

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Top Inbound Call Center Outsourcing Vendors Published 11/2009

Abridged 1/2010

© The Black Book of Outsourcing. This report is a licensed product and is not to be photocopied

THE BLACK BOOK OF OUTSOURCING 2009 ABRIDGED SURVEY

Top Inbound Call Center Outsourcing(CCO) Vendors

Publication Date: November 2009

Abridged Date: January 2010



Table of Contents


Abridged 1/2010


TABLE OF CONTENTS

INTRODUCTION

Inbound call center services 3

SUMMARY Rankings

Inbound CCO vendor – Top honors overall 2009 5

Summary of criteria outcomes 5

Top score per individual criteria 6

BLACK BOOK METHODOLOGY 13



Introduction


Abridged 1/2010


INTRODUCTION

Each year, the Brown-Wilson Group and Black Book Research undertake an annual survey into organizations' satisfaction

with their outsourcing service providers. These research results are recognized as the most extensive and representative

perception study of outsourcing vendors, validated by over 26,000 respondents from service users around the globe.

Over 700 functions and 40 sectors are investigated to determine “best fit” vendors with multiple industry specifications.

In 2009, the Black Book CCO industry user survey investigated over 800 contracts held by 1,800 of the top inbound call

center organizations and related agency spending clients globally in the outsourcing market place.

In order to rank the organizations, 18 key performance indicators (KPIs) or criteria are employed, scored on each

respective vendor by client type and ranked on a 0–10 scale per KPI.

Inbound call center services

In order for today’s businesses to do well in an ever-changing and extremely comparable market, a productive and effective

call center is essential. As communications technologies tend to evolve at a very fast pace, so do the customers’

expectations. Customers anticipate the best and fastest service from courteous, effective and expert staff.

Top vendor companies can be expected to be able to supply top-notch client support 24 hours a day, seven days a week,

either by phone, fax or the internet. To do this, these businesses should be able to set up a competent in-house call center

or outsource their client service procedures to an effective inbound call center, either locally or abroad.

For a Contact Center Outsourcer (CCO) to be both innovative and profitable, it should be adept at persuading the desires

of both the business and its customers. To do this, it should have a blend of up-to-date call center software, state-of-the-arttelephony infrastructure, and courteous and skilled staff. With these, a business can generate very good inbound call center

services.

For clients looking to focus on core business activity rather than on customer support, and to increase the sales of their

business, call center outsourcing is a smart option. This is not the only way to get a good call center service provider, but it

is the most effective and cheapest. For the small company segment, inbound CCO is a proven, effective way of growing

their business, just as call centers are helpful to large corporate organizations and firms globally.

Most call centers offer several types of inbound call center services, including the following:

Customer services – series of activities required for enhancing the customer's expectation and satisfaction.

Order taking – live interaction between the customer and the representative.

Help-desk services – an information and assistance service that answer common queries about the product or

services.



Introduction


Abridged 1/2010


Technical support – assisting customers with technical problems associated with a particular product such as mobile

phones, televisions, computer hardware and software and other electronic or mechanical products.

Order processing – this refers to the activities involved from the moment the company receives a request for

information, or an order for a product or service, through to the final step of the process.

The top call centers offer customized services to meet the requirements necessary for any organization. An efficient call

center is one equipped with the necessary infrastructures for customer support and advanced call center technologies.

Benefits of contracting a top ranked vendor

Despite the growth in the call center industry, the decision to use such a service is not one that firms can take lightly. More

companies are beginning to explore this option as the ability of call centers to generate sales and boost revenue becomes

evident. In some cases it has become a necessity as companies try to respond to the competition.

Any company that is exploring the option of using inbound call center services must do some basic research in the initial

phase before making a decision. The firm's decision-makers need to keep in mind that they are looking for a company that

will represent their brand, and that the wrong choice could have an adverse effect on the profitability of their business. It is

necessary for them to be familiar with all aspects of CCO and what it can mean for their company. Understanding the

difference between functions such as inbound telemarketing and outbound telemarketing is important. When outsourcing

inbound call center work, the key points to be aware of include:

The client company’s level of experience – this is vital when choosing the entity that will ultimately provide call

center services to a company. Even if it has not been in the business for that long, it should be able to offer some

services that are standard to the industry, as well as something different. Whether or not they offer email and chat

support or inquiry-handling services is important.

The quality of the call center's infrastructure – any company that offers call center services must have the

necessary tools for the job. This includes the latest telephone and computer technology.

The billing process – some companies are unscrupulous in the way in which they handle business contracts. A good

call center must be upfront about all associated costs of providing services to the client to avoid problems later on. If

the company is flexible with its billing plans, this is even better.

Proximity and cultural alignment – while it is widely acknowledged that CCO often involves using a company in a

foreign country, there should be a way to monitor its operations to ensure value for money. Some call centers have

offices in their client’s countries as well as their home country.

Agents' skills – the agents should have a reasonable command of the English language and speak in a clear manner

so as to be understood. They should also be familiar with the products or services of the companies they represent.



Individual Key Performance

Top Inbound Call Center Outsourcing Vendors


SUMMARY RANKINGS

Inbound CCO vendor – Top honors overall 2009

Sitel www.sitel.com

Sitel was Ranked #1 in 4 out of 6 Service Functions

Sitel was Ranked #1 in 11 out of 18 key performance indicators.

Inbound CCO vendor – top rank by function 2009

CCO Functions Vendor Overall rank

Order taking and registrations Sitel 1

Customer service and helpdesk support Sitel 1

Inbound appointment scheduling Sitel 1

Sales – pre-sales, cross-sales and up-sales Sitel 1

Source: The Black Book of Outsourcing

Summary of criteria outcomes

Summary of criteria outcomes

Total number one criteria ranks Vendor Overall rank

1 Sitel 1







Top score per individual criteria

Table 1: Top score per individual criteria

Question Criteria Vendor Overall rank

1

Vendor overall preference/vertical industry

recommendations Sitel 1

2 Innovation Sitel 1

3 Client Relationships and cultural fit Sitel 1

4 Trust Sitel 1

5 Customization Sitel 1

6 Scalability, client adaptability, flexible pricing Sitel 1

7 Reliability Sitel 1

8 Marginal value adds Sitel 1

9 Data security and backup services Sitel 1

10 Support and customer care Sitel 1

11 Best of breed technology and process improvement Sitel 1


1. Vendor overall preference/vertical industry recommendations

Organizational structure meets the needs of stakeholders or customers and stakeholder satisfaction is the most important

priority. Is the client likely to recommend the vendor for an outsourcing engagement for call center initiatives and

management to other CCO buyers?






2. Innovation

Customers are also continuing to push the envelope for further enhancements to which the call center vendor is

responsive. CCO clients also believe that their vendors’ technology is helping them compete more effectively, generatelarger revenues and profits and cut their overhead in ways that were difficult or impossible to accomplish before outsourced

business process services were introduced.

3. Client relationships and cultural fit

Outsourcing leadership honors customer relationships highly. The relationship with the CCO elevates the customer

reputation. Improving customer efficiency and effectiveness is a priority of the supplier. Governance of engagement is

neither complex for buyers nor does it require vendor management attention regularly. There are no regular transparency

or quality issues. There are no culture clashes or misfits that threaten relationship’s success or client’s satisfaction.

Table 2: Vendor overall preference/vertical industry recommendations

Overallrank

Q1Criteria

rank

CompanyOrder taking

andregistrations

Customerservices andhelp support

Inboundappointment scheduling

Sales, pre-sales, cross-

sales andup-sales

Accountsreceivablesmanagemen

t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.80 9.39 9.62 9.62 9.44 9.30 9.53


Table 3: Innovation

Overallrank

Q2Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.94 9.76 9.74 9.69 9.89 9.55 9.76


Table 4: Client relationships and cultural fit

Overallrank

Q4Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.69 9.49 10.00 9.88 9.90 9.85 9.80







4. Trust

Trust in enterprise reputation is important to market CCO clients as well as prospects. Client possesses an understanding

that its outsourcing organization has the people, processes, and resources to effectively deliver the desired business

results, based on its industry reputation and past performance.

5. Customization

CCO products and process services are customized to meet the unique needs of specific client purpose, processes and

models. Little resistance is encountered when changing performance measurements as clients’ needs vary. Extraordinary

efforts are made to adapt and convert client special needs into workable solutions with efficient cost and time

considerations.

Table 5: Trust

Overallrank

Q5Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean


Table 6: Customization

Overallrank

Q8Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean







6. Scalability, client adaptability, flexible pricing

CCO services and solutions vendor provides flexible outsourcing pricing allowing the client to choose and pay for the

precise functionality and services needed. Invests in significant infrastructure and has the ability to provide services to

enterprise organizations. IT products and services meet the changing and varied needs of the CCO customer.

7. Reliability

CCO services supplier meets agreed terms as evidenced by routine, acceptable service level reporting and industry

expectations. Depth and breadth of applications/solutions are acceptable in meeting client needs. Online reliability is

maximized and outages/downtimes are minimized. Solid product and outsourcing service capacities are demonstrated

consistently. Service levels are consistently met as agreed. Services and support response is maximized by vendor team.

Table 7: Scalability, client adaptability, flexible pricing

Overallrank

Q10Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean


Table 8: Reliability

Overallrank

Q12Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.83 9.71 9.76 9.60 9.54 9.94 9.73







8. Marginal value adds

Outsourced CCO vendors' cost savings are realized as generally estimated and not over-positioned or over/underestimated

in ways that effect major client satisfaction or costs. Savings expectations such as decreases in firm process handling and

support staff are realized. Buyer’s publishing support costs are reduced significantly. Vendor offers value-adds as a cross-

industry outsourcing partner in cost savings management initiatives and creative programs through bundled product design

outsourcing. Provides true business transformation opportunities to buyer and opportunities for top line contributions.

9. Viability

Vendor’s viability, employee turnover, financial stability and/or cultural mismatches do not threaten relationship. This

outsourcing vendor takes extraordinary efforts to avoid relationship problems among service providers and the client as

well. Senior management and the board exemplify strong leadership principals to steward resources appropriate that

impact CCO buyers in particular.

Table 9: Marginal value adds

Overallrank

Q14Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.61 9.55 9.77 9.31 9.77 9.32 9.56


Table 10: Viability

Overallrank

Q15Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.86 9.81 9.77 9.70 9.63 9.94 9.79







10. Data security and backup services

In order to provide secure and constantly dependable CCO service offerings for corporate product development entities, an

outsourcing vendor has to provide the highest level of security and data back-up services. In some cases, you may find the

vendor’s service in these two areas superior to the security and back-up system in your own firm/corporation.

11. Support and customer care

Account management leadership provides an adequate amount of onsite administration and support to clients. There exists

a formal outsourcing relationship and account management program that meets client needs among suppliers for the

customer. Vendor evidences successful management strategies of CCO and services design products and services. Media

and clients reference this vendor as a services leader and top producer correctly. Customer services and relationship

satisfaction is manifested through significant flagship clients as well as smaller and newest customers similarly.

Table 11: Data security and backup services

Overallrank

Q16Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.83 9.75 9.73 9.54 9.49 9.92 9.71


Table 12: Support and customer care

Overallrank

Q17Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.83 9.75 9.73 9.54 9.49 9.92 9.71







12. Best of breed technology and process improvement

CCO management and related technology services are considered best of breed. Vendor technology elevates customers

via capabilities, equipment, processes, deliverables, professional staff, leadership, quality assurance and innovative

initiatives. CCO services are delivered at or above current/former in-house service levels.

Table 13: Best of breed technology and process improvement

Overallrank

Q18Criteria

rank

CompanyOrder taking

andregistrations




sales andup-sales


t

Dealer,locator and

referrals

Mean

1 1 Sitel 9.59 9.59 9.73 9.42 9.80 9.34 9.58




Appendix



BLACK BOOK METHODOLOGY

How the data sets are collected

Black Book utilizes a four-step process to collect candid performance data. Firstly, Black Book collects a series of direct

evaluations covering 31 performance areas on leadership and senior management, which comprise the scored ranking of

the “Black Book 50 Best Managed Vendors”.

Secondly, Black Book collects ballot results on 18 performance areas of operational excellence to rank vendors by

outsourced service lines. The gathered data are subjected immediately to an internal and external audit to verify

completeness and accuracy and to make sure the respondent is valid while ensuring that the anonymity of the client

company is maintained. During the audit, each data set is reviewed by a Brown-Wilson executive and at least two other

people. In this way, Black Book's clients are able to clearly see how a vendor is truly performing. The 18 criteria on

operational excellence are subdivided by the client's industry, market size, geography and function outsourced and

reported accordingly.

Thirdly, Black Book collects ballot results on 20 performance areas of consultation excellence to rank advisors by

outsourced practice outcomes and subjected to the same audit and validation processes.

Lastly, situational studies are conducted on areas of high interest such as green outsourcers, educational providers in

outsourcing, outsourcing benchmarkers and boutique advisors. These specific survey areas range from four to 20

questions or criteria each.

Understanding the statistical confidence of black book data

Statistical confidence for each performance rating is based upon the number of organizations scoring the outsourcing

service. Black Book identifies data confidence by one of several means:

Top-10-ranked vendors and advisors must have a minimum of five unique clients represented. Broad categories

require a minimum of 10 unique client ballots. Data that are asterisked (*) represent a sample size below required

limits and are intended to be used for tracking purposes only, not ranking purposes. Performance data for an

asterisked vendor's services can vary widely until a larger sample size is achieved. The margin of error can be very

large and the reader is responsible for considering the possible current and future variation (margin of error) in the

Black Book performance score reported.

Vendors and advisors with over 10 unique client votes are eligible for top 10 rankings and are assured to have highest

confidence and lowest variation. Confidence increases as more organizations report on their outsourcing vendor. Data

reported in this form are shown with a 95% confidence level (within a margin of 0.25, 0.20 or 0.15, respectively).

Raw numbers include the quantity of completed surveys and the number of unique organizations contributing the data

for the survey pool of interest.



Appendix



Who participates in the Black Book ranking process

Over 650,000 individuals are invited to participate annually (including C officers of the Fortune 2000, Inc 500, institutional

members and officers of various professional organizations, subscribers of Black Book's media partners and previously

validated survey participants). Non-invitation receiving participants must complete a verifiable profile, utilize valid corporate

email address and are then included as well. Over 26,000 users were validated in the 2009 ranking process.

The Black Book survey web instrument is open to respondents and new participants each year from March 1 to May 7 at

http://TheBlackBookOfOutsourcing.com.

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