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A Decade of Insight Global Contact Center Benchmarking Report 2008 Grant Sainsbury Practice Director, A Decade of Insight Global Contact Center Benchmarking Report 2008 Grant Sainsbury Practice Director, Customer Interactive Solutions

3 Network Integration CUSTOMER IP Security DATA CENTERS IP Data Center and Storage Solutions 3 Network Integration CUSTOMER IP Security DATA CENTERS IP Data Center and Storage Solutions Converged Communications Customer Interactive Solutions Microsoft Solutions PARTNER BUSINESS Network IP IP SUPPLIER IP

4 Plan Build Support Manage Improve Innovate Contact Centre Maximizing efficiency and intelligence in 4 Plan Build Support Manage Improve Innovate Contact Centre Maximizing efficiency and intelligence in routing and managing customers through Integration contact management architectures based on TDM, IP, or Intelligent Network (IN) Self-Service Automating interactions using self-service applications that allow customers to navigate intelligently, complete transactions or access information across multiple channels Interaction Management Optimizing the business performance of customer processes through tools and frameworks that guide customer interaction and dynamic call resolution Workforce Optimization Enhancing the performance of and empowering agents to provide effective and efficient service to customers through competency, workforce, quality and performance management processes and tools Operations Setting-up, running and enhancing an organisation’s contact centre operations to balance performance, risk and cost through full operational consulting and strategic outsourcing

5 Annual global benchmarking survey of international contact centre market 11 years of trends, 5 Annual global benchmarking survey of international contact centre market 11 years of trends, performance data and best practice information 2008 Report (10 edition) includes 300 contact centres from all continents Endorsement and support from 10 industry associations around the world th Contact Centre Strategy and Development Plan Customer Knowledge and Management Performance Measures and Metrics Financial Rationale and Management Processes and Procedures Organisation Technology Environment © Copyright Dimension Data 2000 - 2006 3/18/2018

6 10 year comparison – performance KPIs / metrics Performance metrics 1997 2007 72% 6 10 year comparison – performance KPIs / metrics Performance metrics 1997 2007 72% ▼ 63. 5% 6% ▲ 13. 6% 83% ▼ 81% Average speed to answer 23 sec ▲ 39 sec Average wait time until call abandoned 53 sec ▼ 45 sec 57% ▼ 56. 3% % of calls answered < 10 seconds Average % calls abandoned (total calls offered) 1 st call resolution rate % of total agent capacity utilised on speaking to customers Average time taken to respond to customer message 11 hours ▲ 20 hours (voicemail)

7 10 year comparison – people metrics People metrics 1997 2007 % agent turnover 7 10 year comparison – people metrics People metrics 1997 2007 % agent turnover - move to other role in organization 10% ▲ 13% % annual agent attrition rate 14% ▲ 27% % agent absenteeism rate 5% ▲ 11% % supervisor absenteeism rate 2% ▲ 4% 13 days 87% ▼ 73% 1 : 12 Average number of training days per agent per annum % full-time permanent agent FTEs (permanent employment) Agent : supervisor ratio

8 10 year comparison – selected business components Business component % of agent seats 8 10 year comparison – selected business components Business component % of agent seats outsourced % of total transactions handled by human agent channel % of total transactions handled by IVR % of total transactions via web chat /co-browsing, etc % of basic/simple centers (defined by Dimension Data Contact Center Development Model (CCDM) 1997 2007 5% ▲ 16% 85% ▼ 69% 6% ▲ 15. 5% <0. 5% ▲ 1. 6% 22% ▼ 3%

9 10 year comparison – selected CRM capabilities CRM capability 1997 2007 Multi-functional capability 9 10 year comparison – selected CRM capabilities CRM capability 1997 2007 Multi-functional capability - service, sales, marketing 38% ▲ 45% Gather feedback from customers on service experience 47% ▲ 55% Initiate up/cross-selling due to inbound ‘trigger events’ 12% ▲ 26% Single view of customer across all channels (complete and partial) 40% ▼ 34% Measure customer lifetime value (measure and use) 14% ▼ <10% Measure customer profitability (measure and use) 25% ▼ 18% Utilize defined customer /market segments 19% ▲ 31%

10 1997 10 year comparison 2007 Commercial drivers … • Improve service • Retain 10 1997 10 year comparison 2007 Commercial drivers … • Improve service • Retain customers • Increase sales / revenues • Create direct customer relationships • Cost containment • Increase efficiency • Improve service • Reduce costs • Increase sales Key strategies and initiatives … • Face-to-face replaced by telephone • Migrate back office to front office • CRM focus (integrate sales and service) • Centralize multiple sites and teams • Rationalize duplicated functions • Human agent to self service • Low cost location migration • Workforce optimization • Centralized single site model to virtual model Technology initiatives … • CRM platform • Single view of customer • Web interfaces • IVR and call routing • CLI / CTI / predictive dialling • IP technology • Speech recognition • IVR / web self service • WFM / agent analytics • SMS

11 Strategy Function • Adequate Service at an Acceptable Cost • Performance Efficiency Drivers 11 Strategy Function • Adequate Service at an Acceptable Cost • Performance Efficiency Drivers • Short Term Needs over Long Term Growth Performance • Focus on End-to-End Process Management • Process Optimization • Self Service Expansion Model • CSAT Impacted Mostly by Service Basics • Internal Metrics Bias • Basic Efficiency KPIs Still Primary Metrics • Increasing 1 st Call Resolution Focus • Increased 3 rd Party Utilization • Model Redesign to Improve Efficiency • Non Agent Channel Progress • IP / VOIP / BC / DR Focus

13 Strategy Function • Adequate Service at an Acceptable Cost • Ensuring sufficient capacity 13 Strategy Function • Adequate Service at an Acceptable Cost • Ensuring sufficient capacity available to meet current customer demand / volumes • Service provision within acceptable costs • Focus on cost reduction / containment & performance efficiencies • Best Practice standard adherence no longer a key priority • Short Term Needs over Long Term Growth • Requirement to deliver improvements in short timescales • Long term CRM approach / business vision replaced with immediate cost / efficiency deliverables • Short term benefit may conflict with long term vision & value Performance Model • Performance Efficiency Drivers • Increasing internal focus • Decreasing CRM focus e. g. sales & service integration • “Back to Basics” approach • Reliance on basic performance efficiency KPIs • Growth of customer value displaced by performance efficiency

14 2. 1 The 3 most important current main commercial drivers for contact centers 14 2. 1 The 3 most important current main commercial drivers for contact centers

15 2. 11 Major developments carried out in last 2 years. Plans for next 15 2. 11 Major developments carried out in last 2 years. Plans for next 2 years. n = 201

16 5. 14 Call Resolution Times n = 92 16 5. 14 Call Resolution Times n = 92

17 3. 7 Average cost and time per customer interaction - per channel n 17 3. 7 Average cost and time per customer interaction - per channel n = 79

18 5. 23 On average, daily time of each agent spent on the following: 18 5. 23 On average, daily time of each agent spent on the following: n = 128

19 Strategy Function Performance Model • Focus on End-to-End Process Management • Process Optimization 19 Strategy Function Performance Model • Focus on End-to-End Process Management • Process Optimization • Focus on visibility / control / resolution capability of complete customer transactions across channels • Clear focus on efficiency improvements through process redesign • Reduction in escalations / hand-offs to business areas outside contact centers • Cost reduction through effective processes • Self Service Expansion • Migration of processes to self service channels for the benefit of both the customer & organization • Speech recognition less of an impact than envisaged

20 2. 15 Which are the top three marketing trends affecting your contact center? 20 2. 15 Which are the top three marketing trends affecting your contact center? n = 186

21 2. 1 The 3 most important current main commercial drivers for contact centers 21 2. 1 The 3 most important current main commercial drivers for contact centers

22 Strategy Function Performance Model • CSAT Impacted Mostly by Service Basics • Internal 22 Strategy Function Performance Model • CSAT Impacted Mostly by Service Basics • Internal Bias / Influence on Metrics • Customers want appropriate level of access • Significant variance in definitions / measurement methods • Customers want their issue resolved efficiently • Accuracy of metrics is questionable • Customers want to interact with appropriately skilled individual, capable to assisting them • Reflects an internal focus / target survival • Customers want agreements to be kept • Without these basics, more advanced CRM functions have limited impact on CSAT • Basic Efficiency KPIs Still Primary Metrics • Increasing 1 st Call Resolution Focus • Centres still reliant on basic metrics such as abandoned rates / answered rates • Focus on efficiency greatly increased 1 st call resolution usage • Efficiency metrics such as resolution rates / agent capacity relied upon in most centres • Established as a key performance metric • Sophisticated CRM metrics such as CLV / cost per segments only active in minority of centres

23 4. 15 Service component that has biggest impact on customer service - if 23 4. 15 Service component that has biggest impact on customer service - if it improves or deteriorates n = 142

24 5. 20 Rank terms that have the greatest impact on call resolution n 24 5. 20 Rank terms that have the greatest impact on call resolution n = 41

25 7. 9 The annual number of working days and work hours per day 25 7. 9 The annual number of working days and work hours per day n = 155

26 4. 15 Service component with biggest impact on customer service - if it 26 4. 15 Service component with biggest impact on customer service - if it improves or deteriorates. n = 142

27 5. 6 Agent Speed to Answer (seconds) n = 135 27 5. 6 Agent Speed to Answer (seconds) n = 135

28 Strategy Function Performance • Increased 3 rd Party Utilization • Model Redesign to 28 Strategy Function Performance • Increased 3 rd Party Utilization • Model Redesign to Improve Efficiency • Flexibility & migration of non-core services • Migration of IT infrastructure / support / management to Party specialists Model 3 rd • Consolidating / rationalizing / linking centres continue to be major focus • Increased focus on core purpose & competency • Relocating centres to low cost locations remain priority option & solution • Low 3 rd Party involvement for WM reflects lack of expertise available in market • Restructuring driven by efficiency / cost / flexibility / control / risk management • Ops / People Management seen as core in-house skills • Non Agent Channel Progress • IP / VOIP / BC / DR Focus • Agent phone channel remains most widely used • Requirement for Business Continuity / DR plans emerging as key priority • Acceptance of self service IVR increasing • Self service across all channels >25% • Fax / correspondence levels reducing • Growth in SMS / emails • Driven by customer convenience/control / speed • Migration to IP is central development area for majority of centres

29 2. 7 In the last year, using a 3 rd party provider to 29 2. 7 In the last year, using a 3 rd party provider to provide… n = 125

30 8. 17 Three most important technology trends in your contact center n = 30 8. 17 Three most important technology trends in your contact center n = 151

31 8. 3 Proportion of phone handsets within the contact centre that are IP 31 8. 3 Proportion of phone handsets within the contact centre that are IP n = 149

32 8. 4 Main reason for introducing IP into contact centers n = 127 32 8. 4 Main reason for introducing IP into contact centers n = 127

33 Find out More about Benchmarking: • Dimension Data’s Global Contact Center Benchmarking website: 33 Find out More about Benchmarking: • Dimension Data’s Global Contact Center Benchmarking website: www. ccbenchmarking. com • Dimension Data Customer Interactive Solutions: http: //www. dimensiondata. com/Solutions/Customer. Interactive. Solutions/CISOvervi ew. htm • Do your own benchmarking assessment: Google: “Dimension Data Performance Ranking Tool” • Contact Dimension Data: Grant Sainsbury grant. [email protected] didata. com (919) 719 -1055

Thank you for listening. Grant Sainsbury Practice Director, Customer Interactive Solutions (919) 791 -1055 Thank you for listening. Grant Sainsbury Practice Director, Customer Interactive Solutions (919) 791 -1055 grant. [email protected] didata. com