Customers First Year 1 | Issue 1
Global insights on strategy & innovation
The Culture Value Chain A proven equation: How employee engagement drives top-line growth P.11
A Six Sigma primer Is it possible to have 99.99966% good customer service? P.4
Four disruptive trends that will reshape customer service In the coming years, how will contact centers be put to the test? P.8
Discussing â€œmega-trendsâ€? with Microsoft Florin Grama - Director, Microsoft Customer Support, Europe P.13
How smart buyers structure contact center relationships Did you know that 50-60% of end-ofterm contact center outsourcing (CCO) contracts were not renewed in 20132014? The question is why? What’s driving buyers to have fewer vendor relationships? Download this new research study from Everest Group, with support from TELUS International, to learn:
• Reasons behind the evolution of buyer-service provider relationships • Six key factors impacting CCO relationship value • Benefits achieved through a more engaged model • Steps buyers and their service providers can take to foster an engaged relationship • The metrics of an engaged partnership; moving from operational to business outcomes From the study:
Engaged outsourcing relationships do not just happen – they are envisioned, intentionally nurtured, and diligently built. This study shows that while significant effort and planning goes into building such a relationship, the result is a more effective and value-driven service model. Download the entire “Engaged BPO Relationships” study
Center for excellence
Is it possible to have 99.99966% good customer service? P.4
Welcome message –
What’s your “word” for 2016? As President of a fast-growing global company, it feels like I’m always travel-
Photo: Stefan Leu
On the road
ing. For me, face time is critical to stay-
to Aon Hewitt) and the lowest industry
A new shining star on the outsourcing landscape in 2016 P.6
ing connected to my team members
attrition (up to 50% below the indus-
around the world. I often joke that my
try average), all in pursuit of delivering
office is located at Seat 3C, traveling
client experience excellence.
at 30,000 feet in the air, between our
To achieve this, it requires that we fo-
operations in Canada, the U.S., Europe,
cus on all the elements of what makes
Four disruptive trends that will reshape customer service P.8
Central America, and Asia. During these
a truly great customer experience
travels, I encounter a lot of interesting
program. From developing recruitment
people with interesting questions. But
profiles that identify both hard and soft
it was during one particular business
skills, to quality coaching for better first
dinner that I was puzzled by a simple
call resolution, to leveraging leading
Culture Value Chain measures top-line impacts of an engaged frontline P.11
question: “what’s my ‘word’ for 2016?”
edge tools and technology, to providing
What kind of question is that? I soon
inspiring workspaces and supporting
learned that choosing a defining word
social responsibility programs that
for the year is now a thing. That single
empower our team members. We’re
word is meant to replace New Year’s
focused on both the big picture of
Staying ahead of today’s customer “mega-trends” P.13
resolutions that are often made and
running world-class client operations,
then soon forgotten. Instead, choos-
as well as on the tiny details that make
ing and committing to a single word is
memorable service experiences happen
meant to simplify and bring more clarity
again and again.
to everything you do during the year;
What’s RPA got to do with outsourcing? P.16
and you’re less likely to forget or aban-
casing a few of the ways in which focus
don the commitment. I like this idea.
– on strategy and innovation – can
As we launch the premier issue of
Fraud management in 2016 P.17
For editorial opportunities, please contact email@example.com firstname.lastname@example.org
benefit the customer. That’s why it’s
our Customers First magazine, I’d like
called “Customers First” – because in
to share my word, which has come to
our business, putting customers first
represent my promise to our customers
drives everything we do.
and team members in 2016: Focus. Grégoire Vigroux – Publisher and Contributor Sarah Sikorski – Editor-in-Chief Jennifer Bach – Executive Editor Jeffrey Gangemi – Managing Editor Boriana Dimitrova – European Editor Katya Hernández – Creative Director
This magazine is devoted to show-
Why “focus,” you might ask? The
Enjoy the read and please be in touch.
BPO industry is extremely competitive. At TELUS International, our differenti-
ator has always come from having a
President, TELUS International
culture that promotes the highest team
member engagement (80%, according
Customers First - Center for excellence
Anna Kozlova – Six Sigma Black Belt and Global Director of Business Process Excellence
A Six Sigma primer –
my job to enable that across our oper-
Is it possible to have 99.99966% good customer service?
like process mapping, data gathering
ations, using LSS and other techniques and analysis, knowledge management, training and best practice sharing. All of these help us drive process improvements and cost savings for our clients. CF: What types of customer care operational challenges are suitable for
What if someone said it’s possible
experience implementing LSS and other
to have only 3.4 bad customer care
Lean Six Sigma (LSS) projects? AK: Anything that has a process!
interactions out of every million? You’d probably laugh them out of the room.
Customers First (CF): What’s your
Ten years ago, bad service may have
Although you may never achieve that
role at TELUS International?
impacted 20 people, but with today’s technology, it can impact 20 million.
near-perfect state, implementing Lean Six Sigma (LSS) methodology and other
Anna Kozlova (AK): As the leader of
We think of LSS as a tool to reduce
Business Process Improvement (BPI)
our Business Process Excellence team,
customer challenges, so we start
practices in your contact center opera-
I break down complex business prob-
with understanding customer needs
tion will at least bring your KPIs closer
lems by cutting out waste and reducing
and work backwards from there. This
to customer service utopia.
rework, one process step at a time.
means focusing on projects that will
At TELUS International, we believe in
reduce wait times, transfers, callbacks
of Business Process Excellence, Anna
empowering our people to utilize the
and other inefficiencies that adversely
Kozlova, shares some of her first-hand
right tools to solve the right problem. It’s
affect the customer experience.
TELUS International’s Global Director
TELUS International CF: Which customer service KPIs can be improved through LSS methodology? AK: Although almost any metric can be improved through LSS, at TELUS International, we are enhancing our approach to traditional metrics like customer satisfaction. We understand that customers are looking for an effortless experience. By focusing on the customer, we’re able to improve on some unique KPIs that are emerging, such as contacts per customer, first call resolution, turnaround time and call transfers. CF: Are there limitations to LSS methodology in the contact center environment? AK: Most process improvement tools can be applied in a contact center environment, but it’s crucial to remember the human factor at play. Six Sigma is based on data-driven decision-making to eliminate defects and reduce variation. But customers are rarely that predictable! Still, we can quantify “proxy” metrics. For example, customer effort can have a simple scale of 1 to 5. As long as we remember that we’re dealing with people, and that 3.4 in 1 million defects is probably impossible
Lean Originating within the Toyota Production System, Lean is a customer-centric methodology for maximizing customer value while minimizing waste in a process. Lean analyzes the full process from beginning to end by classifying each step from the customer’s perspective. Any non-value adding activity in the process is considered waste. When waste is identified, the Lean approach plans continuous incremental improvements and quick fixes rather than major and sudden changes in a process.
Six Sigma Invented by Motorola, Inc. in the 1980’s and popularized by General Electric, Six Sigma refers to a statistical term that measures how far a given process deviates from perfection. Initially, Six Sigma represented a process for identifying and reducing manufacturing defects to a level of no more than 3.4 per million.
Lean Six Sigma Lean is about improving speed, and Six Sigma is about improving quality. While Lean considers the entire process, Six Sigma focuses on identifying the root causes of defects and eliminating the sources. Combined, Lean and Six Sigma empower business process improvements in terms of speed, flow and quality of processes, improved efficiency, effectiveness and cost.
to achieve, we’re headed in the right direction. customer’s house. Through data mining, we selected 10 different inputs to test for CF: As a Lean Six Sigma Black Belt,
statistical significance. We found that sending the same technician to the house
can you share an example of a suc-
for the second visit increased the chances of fixing the issue by 25%. I devised a
coding method to auto-data scrape the troubles from the past month and connect them with troubles for the following day. If there was a match, the dispatcher would
AK: For one project, the objective was
schedule the same technician for the job. This worked about 50% of the time, but
to reduce repeat service calls to a
the benefits added up to $59K/month. A great example of BPI in action! 5
Customers First - Section name!
Victory Avenue in Bucharest is often compared with the Champs-Élysées in Paris The Triumphal Arch celebrates Romania’s 1878 independence
The Palace of the Parliament is the second largest administrative building in the world
Floreasca City Center is known for shopping, entertainment and business. Its SkyTower is the highest building in Bucharest
Herastrau Area is a residential zone located around Lake Herastrau
Victory Square is a major intersection in central Bucharest, Romania’s thriving capital, near office towers and government buildings
A new shining star on the outsourcing landscape in 2016 Romania’s reputation as an attractive outsourcing destination is on the rise. The
has a steady influx of educated
country has been climbing in various rankings as a top outsourcing location not
candidates, with 300,000 post-sec-
only in Europe, but also globally. For example, Romania ranked 4th among the
ondary graduates per year, 4,000
world’s preferred outsourcing locations in the latest BPO and Shared Service Loca-
of whom have an education in
tion Index by Cushman & Wakefield.
computer science. 3. EU member state – As a Euro-
Here are four big reasons why Romania is an excellent outsourcing destination:
pean Union member, Romania is favorably positioned as a safe and
true for international companies
sustainable country for outsourcing.
– A recent study conducted by the
looking to outsource multilingual
Any legal or financial issues are
Association of Business Service
customer care to one partner.
simplified under European Union
1. Extensive language capabilities
Leaders in Romania (ABSL) reports
2. Large pool of IT profession-
law. 4. Competitive labor costs – The
that 90% of students speak En-
als – The Romanian Employers’
glish, 26% French, 17% Spanish,
Association of the Software and
average cost of living in Romania is
8% German and 5% Italian. With
Services Industry estimates that
one of the lowest in the European
40 languages spoken in delivery
Romania has more than 100,000
Union, resulting in significant sav-
centers, Romania is a dream come
IT professionals. The labor force
ings for outsourcers. 7
Customers First - Industry focus
Four disruptive trends that will reshape customer service
Once viewed as a last resort for frustrated custom-
So why pay attention? According to Gartner, IoT devices will encompass
ers, the contact center is now a central hub for sus-
over 6.4 billion connected objects in
taining a company’s brand experience. For that to re-
2016, a 30% rise over 2015. Likewise,
main true, contact centers must stay relevant, and able
smart objects per human by 2020.
to respond to changing customer needs. In the coming
IoT will have huge implications
Intel states there will be roughly 26
for the contact center operationally,
years, contact centers will be put to the test facing
technically and even culturally in the
several, potentially disruptive, trends that will impact
years to come. Centers will manage
customer support in a big way.
proactive support and better insight into
more real-time customer data, enabling consumer preferences. With more data
Internet of Things (IoT)
computing and data gathering sensors
comes greater scrutiny around privacy
It’s been said that IoT will give us the
(or in layman terms, it means embed-
and security, and IoT may also increase
most disruption and opportunity over
ding technology into products to make
the need for omnichannel service, tiered
the next five years, but what exactly is
them “smart”). Common applications of
support levels, and so on.
it? IoT revolves around machine-to-ma-
IoT include smartwatches, fitness track-
chine communications using cloud
ers, smart cars and smart appliances.
Whether consumers have heard of “IoT” or not, they will experience it more
TELUS International and more in their daily lives. For the contact center, it will be about managing all of this new connectivity without adding customer service complexity. Wearables Yes, wearables technically falls under IoT, but we think it deserves a special shout out. Often defined as technology devices worn by consumers to track biometric activity (Fitbit anyone?), itâ€™s quickly broadening into additional categories. Wearables will connect numer-
Internet of Things Consumers will experience IoT more and more in their daily
lives. For the contact
Wearables will connect
center, it will be about
managing this new
and their products -
from high-tech gad-
adding customer ser-
gets and virtual reality
devices, to luxury fashion and healthcare
ous verticals and their products from
high-tech gadgets and virtual reality devices, to luxury fashion and healthcare companies. For example, imagine devices like Ralph Laurenâ€™s PoloTech Shirt, Nike+ and Fitbit â€“ all working together and sharing data to provide the wearer with a complete view of their athletic performance. This data could then be shared further with health care providers and/or insurance companies. For the call center, this means having agents that no longer serve just one product but rather, the entire product ecosystem including, potentially, competitor products. Some contact centers will view this as an operational headache, while others will see it as an opportunity for differentiation. Financial Technology (aka Fintech) Fintech is a term often used to describe financial technology startups (although some have grown past the experimental phase and into the mainstream).
Sharing Economy The sharing economy requires close cooperation between
people on both sides
When it comes to
of the transaction, as
banking and finance,
it changes the way
the fintech market will
people consume and
offer entirely new ways
of doing business, with new products and new customer service expectations.
While some label fintech companies as disruptive (even revolutionary) as they threaten traditional banking, many 9
Customers First - Industry focus
see them as filling a gap for the services that big banks simply don’t offer. Others see them as changing finance for the better, putting more focus on the customer, helping address previously underserved consumers (including Millennials), and forcing incumbents to examine their own costs and quality of service. So what’s the impact on call centers? When it comes to banking and finance, there are going to be entirely new ways of doing business with new players, new customer groups, and
Both incumbents and upstarts are going to have to ensure robust customer support practices are in place as consumers start to gain more power and control when it comes to their financial services options.
new expectations. Both incumbents and upstarts are going to have to ensure robust customer support practices
their own mobile apps. While traditional
be for contact centers, it is clear that it
are in place as consumers start to gain
business models change in response to
will change the way people consume
more power and control when it comes
new sharing economy entrants, cus-
and deliver services. In the end, good
to their financial services options.
tomer service expectations will change
customer service will be a shared
responsibility based on more emotional,
Why? The sharing economy requires
personal connections. Figuring out how
Airbnb is less than eight years old, yet it
close cooperation and authentic experi-
to adopt sharing economy principles in
has already drastically changed the way
ences between people on each side of
the contact center could be a differenti-
people travel. Likewise, Lyft and Uber
the transaction. While it’s not clear how
ator in the years ahead.
have forced taxi companies to offer
“disruptive” the sharing economy will
Culture Value Chain measures top-line impacts of an engaged frontline
By Kevin Bottoms Global VP, Business Development TELUS International email@example.com It’s a proven fact that highly engaged frontline team members create superior experiences for their customers over non-engaged employees. For two examples, think Apple or Zappos. Anyone who has taken a tour of Zappos – or who has visited an Apple store – immediately recognizes a strong company culture. Apple “Geniuses” live
Culture Value Chain
Retaining delighted customers contributes to long-term growth by increasing lifetime value of a customer, and share of wallet.
and breathe the technology. Zappos employees mix fun and positivity with a little weirdness. Both cultures are impossible to miss. Zappos reports annual agent attrition of 20%, which means only one in five of
Engaged team members are more empowered to provide great service that delights customers and improves KPIs.
their contact center agents underperHigher NPS/CSAT
forms to the point of being dismissed, or leaves for another job, in a given year. The rest stick around to build their skills and their careers. Likewise, Ap-
When team members feel connected to their work and their team, they stick around to build their careers.
ple’s retail workers earn above average pay, have good benefits, a company stock purchase plan, and perhaps most desirable – receive discounts on Apple products. Apple surrounds its people with the benefits that matter to them
A great company culture surrounds team members with the things that matter, engaging them both personally and professionally.
as a part of their culture and employee Agent engagement
ecosystem. For Zappos specifically, strong links between employee engagement, the customer experience and top-line
The set of beliefs and behaviors that defines how team members interact with each other, and with customers.
growth are the foundational elements for its internal operations. “Our Net Promoter Score hovers around 92%, which is incredibly important because we don’t have a big marketing budget,” Continued on page 12 11
Customers First - Success stories ists, sustained top-line growth follows.
Client impact 1
That’s what we call the “Culture Value
In a one-year span, our client in the wireless space increased team member engagement by 12%. The following impacts were measured:
Frontline attrition decreased by 7%
Chain,” and we’ve seen it proven again
CSAT increased by 14%, while DSAT decreased by 9%
A few examples: With a wireless client, fierce competition demanded lower costs while increasing Likelihood
Company wireless revenue increased by 7%
to Recommend (L2R). We implemented mechanisms for agents to provide direct customer experience feedback to the client’s retail store operations. Then, we eliminated the handle time metric so agents felt empowered to do whatever it took to meet customer needs and directly contribute to the L2R score. Their engagement level increased by 12%, and lower attrition drove down costs while increasing customer retention (see client impact 1). For one of our top clients in the personal fitness technology space,
Client impact 2
sustained growth over several years
Between 2014 and 2015, our client in the personal fitness technology space increased team member engagement from 66% to 75%. The following impacts were measured:
to raise our engagement level. So we
required us to create new strategies
Frontline attrition decreased by 3%
CSAT Company improved, revenue more from the high than doubled 70’s to year to year, sustained with increased level of 91% profitability
asked team members for their input. The result? We deployed our Coaching for Excellence program, where team leaders mentor their team members one-on-one to drive sustained performance improvement over time.
Download the complete Culture Value Chain study, with Frost & Sullivan.
That, along with team-building events designed to help team members use
says Kelly Wolske, a Trainer at Zappos.
dustries such as financial services, high
the client’s product to build a healthier
“The customer experience is really a
tech, and consumer goods.
lifestyle, drove measured engagement
form of marketing.” Think about that for a second. “The
We’ve proven that frontline team member engagement has a direct
from 66% to 75% in 2015 (see client impact 2).
customer experience is really a form of
impact on our clients’ top-line growth.
marketing.” I couldn’t have said it better
The more a company’s stated values
team member engagement drives top-
myself. At TELUS International, a BPO
align with its real culture on the ground,
line growth for companies like Apple
with a measured engagement level of
the higher it drives measured team
and Zappos. TELUS International has
80%, we’ve found that statement to be
member engagement and the lower it
proven the same focus can be applied
especially true in highly competitive in-
pushes attrition. When this equation ex-
in an outsourced environment too.
The Culture Value Chain proves that
Florin Grama is the Director of Support and Engineering Management for Microsoft in Bucharest, Romania. He is also president of The Association of Business Service Leaders (ABSL) in Romania, an organization working to bring together high profile companies across the Shared Services Center (SSC), Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO) and Research and Development (R&D) sectors.
Photo: Stefan Leu
Staying ahead of today’s customer “mega-trends” Customers First (CF): What is your role at Microsoft? Florin Grama (FG): I lead Microsoft’s largest Customer Service & Support (CSS) team in Europe, the Middle East and Africa, which consists of over 600 IT software and service support professionals and consultants based in Romania. The team is responsible for assisting partners and customers in the enterprise, mid-market and small/
medium business segments. We deliver services and technical support related to all Microsoft services and products,
We recently spoke with Florin to get his perspective on how big global me-
ranging from Cloud platforms and
ga-trends like Big Data and Cloud Computing are impacting customer expecta-
services – Office 365, Azure, CRM,
tions and customer experience delivery in Europe and beyond.
Continued on page 14 13
Customers First - Keynote embedded into the company culture. Especially with the advancement of the Cloud, this trend will only grow as we are now firmly into the “service based model” and moving farther away from hardware all the time. CF: What are the keys to offering effective multilingual customer support? FG: Microsoft is present in nearly 200 countries across the globe and delivers services in many different languages. We deliver services from many countries, because we believe services taiPhoto: Stefan Leu
lored to different cultures make a huge difference to our customers. Customer service must be globally standardized, consistent, but also localized at the same time, so that customers know
Florin Grama – Helping Microsoft serve customers across 200 countries, and even more languages, he says the key is motivating and engaging frontline team members
what to expect and that they will receive
InTune to Windows, Office, Sharepoint,
outsourcing destinations, the cost level
Exchange, Skype, Active Directory,
is reasonable for the value provided.
Ensuring “follow the sun” delivery
System Center, SQL, Developer Tools,
And our people continue to improve
models and approaches, integrated
technology platforms and automation
similar quality levels regardless of geog-
are key ingredients to success. There CF: Romania is often described
CF: How have Microsoft’s customers
are also lots of new technologies that
as the new “outsourcing valley of
changed over the years, and how
can help improve global service stan-
Europe.” What do you think are the
have those changes affected the
dards. For example, one technology
top strengths of Romania from the
company’s approach to customer
that could become standard in custom-
er service organizations is Skype Translator, which allows agents to interact
FG: Romania has one of the most de-
FG: In a mobile-first, cloud-first world,
with customers with real-time text or
veloped IT infrastructures in the world,
customers want services to run on
voice translation from one language to
but our most precious resource by far is
any device. They want self-service
our people. We have a well-developed
and automation. They expect real-time
education system which graduates tens
interaction and to have their services up
CF: What does “putting customers
of thousands of university students a
and running at all times, with fast reso-
first” mean to you?
year, most of whom speak English and
lution of their issues. We like to say that
are multilingual. Like other attractive
“customer obsession” is now deeply
FG: Putting customers first means
For social networks, the
With massive smartphone
Machine learning continues
As cloud capacity increases,
cream has risen to the top.
adoption, millions of people
to converge with processing
computing efficiency comes
Facebook has well over a
are walking around with
power, allowing computers
at pennies on the dollar. Flex-
billion users, and Twitter and
supercomputers in their
to increasingly sift through
ible arrangements allow users
LinkedIn are rapidly monetiz-
pockets, with access to
both structured and un-
to adapt capacity as their
ing their reams of data.
services like never before.
making sure we understand the needs
FG: “Transformation.” The four me-
data and create dashboards that keep
of customers and that we are deliver-
ga-trends of Mobile, Cloud, Big Data,
you informed about what’s most im-
ing services and solutions that are up
and Social significantly influence the
portant about your business. Just like a
to their expectations. I have a strong
world and the IT/outsourcing industry,
dashboard in your car displays im-
belief that in a services business, highly
and the speed of change is massive.
portant information about your vehicle,
motivated and engaged employees do
Innovation and creativity are more
such as its speed, its fuel level, or how
make the difference in providing those
important than ever. Speed to adapt to
healthy the engine is, the dashboard in
services that customers want. They are
the new realities is key.
Power BI interprets Big Data and dis-
the key to both understanding the cus-
plays important information about your
tomer and delivering the highest-quality
CF: You mentioned four mega-trends
– Big Data, Social, Mobile, and
Cloud. Can you share some of the
CF: As you noted, creativity and
CF: What’s the best customer ser-
ways Microsoft’s operations are
innovation are more important than
vice you’ve ever received? Any good
at the forefront of several of those
ever. Do you have any specific exam-
stories to share?
ples of why that’s true, particularly in your industry?
FG: Recently, my bank called and
FG: Microsoft has developed and
emailed me, proactively mentioning that
brought to market platforms and
FG: The speed and ability to bring in
I might have a potential issue with my
services in the Cloud such as Office
new innovative products and services,
credit card. Namely, they asked me to
365, Azure and CRM online. Apart from
and develop the existing ones to ad-
renew my credit card in order to avoid
our own hardware business, we have
dress and anticipate customer needs
improper use or identity theft, which
developed products and services like
are of huge importance. You have to
they believed could eventually occur.
Office, Office 365, Outlook, Skype, SQL
understand where customers’ busi-
They provided me with a very simple
on non-Windows operating systems
nesses are going and what they need in
and easy way to fix the problem, which
(Linux, Android, MAC, iOS) in order to
order to achieve more. Recent exam-
took me no more than 10 minutes to
provide customers with seamless expe-
ples at Microsoft include the launches
complete. That solution was quick and
riences on any mobile device.
of Office or Skype for non-Windows
exceeded my expectations of how long
Yammer is a leading enterprise
operating systems, or SQL Server for
social network for businesses to get
Linux. I truly believe that anticipating
work done smarter and faster, used for
and serving rapidly changing customer
CF: What’s your “word” to describe
private communications within organi-
needs will be the key to success for
the outsourcing industry in 2016, and
companies of all sizes, now and in the
such a solution would take.
why did you select that word?
With Power BI, you leverage your
Customers First - Noteworthy
What’s RPA got to do with outsourcing? Robotic Process Automation
improve service levels and productivity.
(RPA) has been making headlines in
For instance, RPA technology could
research publications lately with titles
manipulate application software instead
such as “The Robots are Coming”
of agents during customer interactions.
and “Greetings from Robotistan.” However, RPA is not quite as exotic as the titles suggest. These are not physical robots like you would see in manufacturing, but rather software that gets the work done. RPA is a highly innovative technology best suited for process driven areas of business such as
No, robots like C-3PO will not be physically deployed in contact centers. But a piece of software could automate repetitive tasks performed by agents...
finance, administration, logistics,
This would allow agents to focus on high-value, complex customer interactions, resulting in optimal customer satisfaction and improved operational profitability. Will RPA upset traditional models of outsourcing? The answer lies in how BPOs will leverage RPA capabilities in their processes and harness the advantages of software robotics. Still,
order processing, fraud and IT. It has
cally deployed in contact centers. But a
the concept of RPA is either unknown
the ability to increase efficiency and
piece of software could automate repet-
or misunderstood by many buyers and
speed for repetitive, high volume and
itive tasks performed by agents, thus
outsourcers alike - likely due to the
rule-based tasks requiring no human
saving time and optimizing processes
connotation associated with the term
to function more efficiently.
“robotic.” Looking positively to the
The question is how will RPA
The technology possesses the
future, RPA actually gives outsourcers
affect the outsourcing sector? No,
capability to improve quality, decrease
a new way to innovate and could even
robots like C-3PO will not be physi-
transaction turnaround time, and
help the industry grow.
Key challenges that will transform fraud management in 2016 What key challenges and trends will transform fraud management in 2016? We tried to answer this question at our Executive Breakfast event held in February in Paris, France. Over 75 of the country’s top fraud management experts met with decision makers from various industries to discuss the latest trends and breakthroughs affecting the fight against fraud.
Executive Breakfast – Industry experts meet to discuss fraud management trends in Paris
The French Bank Card Association found that internet fraud doubled over the five-year period between 2010 and 2014.
Challenge 1: Cybercrime is attracting more and more fraudsters. The French Bank Card Association found that internet fraud doubled over the five-year period between 2010 and 2014. One of the reasons is that it’s easier and less risky - why risk robbing a bank when you can commit fraud at home? Second, cyber fraud is scalable and has a quick ROI. Technology advancements enable the deployment of fraud schemes on a large scale and in a cost-effective manner. Challenge 2: New communication channels create new loopholes, often not anticipated by companies. The popularity of mobile devices has reached astronomical levels, and mobile fraud is following suit. The growing adoption of the Internet of Things also presents new fraud opportunities, leading the FBI to issue a warning
Among the key learnings from the event was that understanding the con-
statement regarding the piracy risks associated with connected objects. Challenge 3: Customers expect instant action. In his book, “The Dictatorship
text of a transaction is a crucial element
of Urgency,” Gilles Finchelstein claims that we are now governed by our own
in fraud management. However, the
impatience. This appetite for “everything now” has caused product offerings and
current digital environment makes that
services to adapt. While this on-demand attitude is already present in the service
context more complex and therefore
sector with instant delivery options and payment by installments, it’s gradually
more difficult to comprehend. The
becoming a reality in other segments too. “As soon as possible” is becoming the
experts at the event identified three key
challenges making fraud management more complicated in today’s digital age.
Recognizing these challenges and devising ways to take action will generate much more discussion in the years ahead. 17
What does putting customers first mean to you?
I think of customers not just as people calling us to buy a product, but as men and women with real problems, seeking solutions. That’s why I do my best to put myself in their shoes. Usually it’s not difficult, because we’ve all been in similar situations, hoping to receive not only the service that we pay for, but also understanding and sympathy. Nothing beats real human interaction. In my view, it’s about a few key things: 1) aligning our business culture to the ever-evolving needs of our customers; 2) making sure that our key business accomplishments showcase what we have achieved for our customers; and 3) that we – as leaders – remove the road blocks that affect our customers’ needs and/or strategies for success. José Calderón, VP, Operations TELUS International Central America, El Salvador
It means bringing added value to our partners’ business, by acting as their advocates and being constantly proactive in providing feedback and suggestions on how to drive excellence in customer service.
Danail Pavlov, Customer Support Agent TELUS International Europe, Bulgaria
It permeates everything we do. Customers experience it in our transparent sales process, in how we onboard and support them, and in the expert engineers we’ve hired. We call it ‘DizzionCare,’ and it means listening first and doing the right thing by our customers. It’s not just solving problems but using technology to help grow and improve our customers’ business. Chris Horning, Sr. Client Relations Manager Dizzion (virtual desktop and cloud solutions)
For me, it means striving to build healthy relationships with customers by identifying their needs and providing the best possible experience. Another thing is passion. If you love what you’re doing and if you always put the customer first, the customer will feel that – and you will have a successful relationship.
Our Customers 4Life program leads our culture to develop long-term relationships with customers. We focus on three main areas – Operational Improvements to make interactions easy, convenient and accurate; Communications that inform, engage and invest our customers and employees; and Education that articulates the “Customers 4Life” behaviors expected in each organizational role. By partnering with our customers for their long term success, we earn the right to do business with them!
Annica Ronquist, Head of Global Customer Operations and
Nancy Porte, VP, Global Customer Experience
Services –Teleopti (workforce management solution)
Verint (speech and text analytics)
Adriana Alecu, Operations Manager TELUS International Europe, Romania
TELUS Days of Giving 2015
The Big Picture TELUS Days of Giving drew more than 7,250 volunteers to 11 events outside of Canada in 2015. In this picture, a local woman proudly cuts the ribbon on her new home in the Santa Gertrudis community of Santa Tecla in San Salvador, El Salvador. Volunteers from TELUS International partnered with local non-profit TECHO to build 20 houses for local families over two days last November.
Customer service and contact center solutions – see the difference today.
Site tours starting now... When it comes to finding the right customer service partner, it’s all about cultural alignment. Will your outsourcing partner truly uphold your brand promise? And will they take care of the agents serving your customers? At TELUS International, we aspire to be your brand ambassador and to redefine the outsourcing industry through our spirited teamwork and caring culture. See for yourself! Click here to take a quick virtual site tour of our operations in the United States, Central America, Asia or Europe. It’s different here at TELUS International. telusinternational.com telusinternational-europe.com North America, Central America, Asia, Europe
Introducing the premier issue of Customers First magazine by TELUS International.