Middle East Contact Centre BenchmarkingPrelim Results V1.1

Middle East Contact Centre Benchmarking 2012

A preliminary summary of the 2012 Regional Results

6th June 2012

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TAKING THE LEAD• Benchmarking report 2012


Contents

1. About the 2012 Report

2. Introduction

3. Strategy & Development

4. Operations

5. Self-Service

6. Work Force Optimisation

7. Technology

8. Summary


Headlines

• Growth

› Only 14% of ME contact centres expect to expand through outsourcing or offshoring v 21% Globally

› 50% expect to expand their own operations v 36% Globally

• Customer Satisfaction

› NPS only being used as primary Csat measure in 3.5% of ME contact centres. The Global figure is four times higher

› Top three drivers for FCR are Agent Knowledge, end-to-end process and access to experienced team leaders

• People

› Only 31% of organisations empower their agents to offer financial compensation to customers on the font line v 40% globally

• Channels

› Social Media has been adopted by 41% of companies as a customer contact channel, which is 10 percentage points higher than the Global figure

• Location

› 60% of companies see availability or qualified staff as the key driver to their location selection


About the report

Annual global benchmarking survey of international contact centre market, with a special regional focus on the Middle East this year

Over 13 years of trends, performance data and best practice information

2012 Report (13th edition) includes 626 contact centres globally of which 133 from the Middle East and Africa

Six core review areas

Technology Strategy and development Operations

Interaction management Workforce optimisation Self-service

Analysis possible by geographic region – of which the Middle East represents 5% overall, 33 contact centres in the GCC region


Introduction

› The objective of this presentation is provide participants in the Middle East with a preliminary summary of the relevant findings and trends from the 2012 report.

- Where relevant we’ve compared the Middle East to Global trends

- The data we are analysing in the this preliminary report has not been fully validated, so results may change by the time the full report comes out in September

› Participants will be given access to their own data to undertake their own data analysis in July

› Participants will also receive a free copy of the full Global Contact Centre Benchmarking Report in September

› Non-participants can gain access to the data through purchasing the full Report. Please contact Paul Scott (details at the back of this pack)

› The main sections and relevant topics included are:

- Strategy & development: reporting; customer lifetime value; drivers of contact centre strategy

- Operations: operating costs; influences of customer satisfaction; sales through service

- Self-service: drivers, channels, customer fall-out, integration

- Work Force Optimisation: attrition, staff satisfaction, employment strategies

- Technology: channel and routing applications, technology trends


Strategy & development (1)

Benchmark Finding Customer demand is the

top factor by some way: 27% chose this as the number one factor

Process Automation and Migrating Customers to self service are Global 3 trends with Customer demand

Technology developments continues to be a significant strategic driver

Benchmark Trend The top three trends in the Middle East have been the top three for the Global sample for the past

two years. Its worth noting Social Media only appeared as a trend at all, two years ago

Top trends affecting contact centres today



Benchmark Finding 50% of ME Contact

Centres predict expansion of their own facilities. Globally this figure is 36%

34% of CC’s expect new facilities to be added. This is 27% globally

Only 9% see expansion coming through outsourcing

Benchmark Trend The Middle East exhibits a far more positive outlook for contact centre development than the rest

of the world, with higher expansion and new centres opening. This might be a factor of the relative immaturity of the sector in the region, or evidence that there is some growth brought on through outsourcing or regional development of the industry by government bodies.

How do you see your contact centre expanding in the next 2 years?



Benchmark Finding Staff availability, Reducing

Costs and Improving Service appear in top four for Global sample as well (access to skills is third on the global list)

60% of ME sample see Staff availability as the key location driver (55% for Global)

50% regard Cost Reduction as a location driver (42% for Global)

Benchmark Trend The Middle East seems clear on the key drivers. Staff availability is a challenge, as there are parts

of the region where the only solution for staffing centres seems to be ship staff in from other countries. This clearly gives countries in the region with a strong work ethic and access to a local labour pool a key advantage

Contact Centre Location Drivers


Operations (1)

Benchmark Finding CSat is still the

predominant measure 53% have it as primary measure, which mirrors the Global sample

The big difference comes with NPS, which is only equal fifth on the ME list. Its 3rd on the Global list, and first choice for 10%

Benchmark Trend Probably evidence of the maturity of the ME market, but the fact that NPS is still not familiar

measure in the region suggests scope for development. NPS has been proven to drive loyalty and profits through better customer and employee engagement.

What Customer Satisfaction Measures Do You Use?


Operations (2)

Benchmark Finding The top three drivers are

the same as the Global sample

20% rank Agent Knowledge or End to End processes as influencers for FCR, which mirrors the Global sample

Where the ME differs is call routing, which the Global sample rates 4th most important

Benchmark Trend First Contact Resolution is a major cost and customer satisfaction driver. The Global trend is

towards empowering agents to fix problems and less reliance on adherence to a rigid process. This takes a degree of trust and maturity, but the results can be well worth the effort.

Top three FCR drivers


Operations (3)

Benchmark Finding ME is very much in step

with the Global sample, and indeed slightly ahead in terms of use of customer feedback to promote best practice 63% ME v 57% Globally implemented

ME demonstrates a better than average take up of schemes that define career development paths – over 90% do this or plan to v 85% for the Global sample

Benchmark Trend As contact centre organisations have realised employee engagement is a major success and profit

driver, there has been an increasing focus on programmes which engage staff and provide them with practical ways to improve the quality of their interactions with customers. Overall the Middle East keeping pace with this trend.

What Performance Management strategies are being implemented to develop agent skills?


Self-service (1)

Benchmark Finding Nearly 60% say getting customers to

self select to sue self service is the number one issue

52% are concerned with improving customer satisfaction to drive more to self serve

The top six factors for ME contact centres are the same as for Global

Benchmark Trend Getting customers to self select to

serve themselves became the number one factor this year.

In the previous 3 years reducing costs as the principle concern

The channel development factor has risen from eighth to fifth in just one year Top priority issues affecting the use of self-

service


Self service (2)

Benchmark Finding ME is ahead of the Global

sample in use of Social Media – 41% v 31% for the Global sample

The big difference lays in the use of SMS: in the Global sample this is just 28% v nearly 44% for our ME group

Benchmark Trend The Middle East is showing a trend for faster adoption of new technology. Certainly the rapid

growth in the use of SMS and Social Media is evidence that the region is outpacing the global community in the adoption of new technologies for self service.

Self Service Method Used


Self service (3)

Benchmark Finding Significant differences

between ME and the Global sample in the use of Social Media and smart phone apps for online help: between 25%-30% able access information, check product availability and send messages. In the Global sample this range for the same services is 15%-25%

Benchmark Trend More evidence of the Middle East’s willingness to try and develop new media and new technology

to help customers serve themselves.

Self Service Method UsedSelf Service Using Online Help


Workforce Optimisation (1)

Benchmark Finding ME is slightly ahead of the

global sample: Uplift in quality of performance is used in 80% of centres and this figure is 70% in the global sample

The same picture emerges with Uplift in agent productivity: 67% for ME v 57% for the global benchmark and Increased customer sat: 65% ME v 59% for the global sample

Benchmark Trend The Middle East places more importance on measuring agent productivity and quality of their

performance as measures than the global sample. The trend globally is more towards counting benefit in terms of customer impact. This is supported by the ME scores.

Measures for determining training cost benefit



Benchmark Finding ME differs from the global

sample: 35% don’t empower agents at all v 30% for the global sample

Using their own judgement to make decisions occurs 31% of the ME sample v 40% in the global sample

The ME has 20% engaging a supervisor with an agent to decide, whereas the 17% of the global sample do this

Benchmark Trend Empowerment of agents on the frontline has long been known a s driver for improved customer

satisfaction and a major factor in reducing repeat calls. The trend globally is towards greater empowerment, but increasingly this is done with either clear parameters or systems guidance

Are agents empowered to make financial decisions?



Benchmark Finding Globally the top three

factors are Company goals, direct line manager relationship and proactive communications

The ME group sees things differently, with remunerations cropping up as the third most popular factor (15%)

Benchmark Trend Besides the pay factor, ME

is very much instep with the global trends which focus on relationships and communications

Measures for determining training cost bebefit

Factors Affecting Staff Satisfaction?


Technology (1)

Benchmark Finding ME doesn't’t differ a great

deal for the global sample in first three trends: high availability, consolidation of applications and technologies

The ME puts more emphasis on cloud infrastructure, security and convergence than the global sample

Benchmark Trend Further evidence of the region’s willingness to

try new technologies and improve what they already have

Top Three Technology Trends


Technology (2)

Benchmark Finding ME and global are very

much in step when it comes to IT challenges. A third in each group lacing integration as their number one challenge

Lack of flexibility and poor implementations continue to plague many large systems deployments, as do expensive upgrades

Benchmark Trend SaaS, open source software, hosted solutions and managed services have yet to have an impact

on the trends we measure here, but we anticipate this will be a very different picture next year and beyond as contact centres shift to Opex solutions.

What are the top three challenges you face with IT?


Technology (3)

Benchmark Finding The ME has almost double

the number of fully integrated web and telephony systems in its contact centres: 17% v 9% in the global sample

In the ‘Mostly’ category ME is also higher: 20% v 18% for the global sample

Benchmark Trend The fact that both global and ME sample groups show around 40% of their contact centres are still

not integrated shows there is still some way to go to delivering a seamless customer experience, but the trend towards this is strong and gathering pace.

How integrated are Web and Telephony systems


Summary

› Strategy and Development: ME contact centres are expanding and adopting new media channels very rapidly

› Operations: ME contact centres are on a steep learning curve but adopting best practices quickly and with considerable success

› Self-Service: adoption of self service and social media channels is rapid and being done in an innovative way, making a key differentiator for the ME region

› Work Force Optimisation: the one area the ME could be said to be slightly out of step with the rest of world; there is scope to implement more best practice around staff engagement and development

› Technology: not constrained by legacy systems, ME region is rapidly deploying new technology to good effect, but like the rest of the world, they still face challenges around integration and improving systems performance.

Contact: Paul Scott, [email protected]: +44(0)7812009569

A preliminary summary of the 2012 Regional Results

6th June 2012

Middle East Contact Centre BenchmarkingPrelim Results V1.1

Documents

performance data

opinions of dimension

preliminary report

rigorous data analysis

customer contact channel

lead benchmarking report

global trends

customer fall