BT has problems returning contact centre jobs & workforce management

It was only in July that British Telecom announced that it was returning at least 2,000 contact centre jobs back to the UK. I covered it in the post "British Telecom brings back contact centre jobs to the UK" and thought it was excellent news.

Now it seems there are problems as The Times reports that British workers are unwilling to cover the shifts that the Indian employees worked. The union is arguing that it is difficult for some employees with family commitments to change work patterns. I have a feeling this story is perhaps subject to an element of 'PR spin'. The Communications Workers Union is (I suspect) negotiating hard for its members, as it should, and BT is haggling over how much it flexibility it can get from it staff. In short, both sides are doing exactly what they should, and it will tend to look ugly until they get to an agreement.

To a certain extent these issues with shift work and agent availability are relatively familiar and have long been addressed by the call centre industry.

Whether through agent skills, or personal reasons, or employment legislation there are always restrictions on which calls which agents can take. This is why there is a lucrative industry of contact centre workforce management (WFM) software and why these products are needed in most large call centres. I've gone into the subject in some depth in the post "Workforce Management - is it only for high end call centres?" back in 2007, but it may be worth a re-visit. The point is, that with this software it is possible for BT to automate the management of some elements of their call centre changes without great cost.

British Telecom brings back contact centre jobs to the UK

Amidst all the gloom, it was good to see one positive news story. Yesterday, The Times reported that British Telecom was to bring at least 2,000 jobs back to the UK from India. In some ways it's a very significant move that, despite a recession and the cost problems at its Global Services arm, BT is not looking at running it's contact centre on the lowest possible cost base. In fact, BT is planning to close about half its Indian operation.

I was interested to see in the report that Ian Livingston (the BT CEO) denied that this was to do with customer service, despite a popular perception that BT hasn't got good customer service. The blog has looked at this previously (see the post from last year "CEOs of BT, the Royal Mail and Corel discuss telephone customer service"), and BT were quite open that they did not consider their customer service optimal.

I'm not sure this was a particular problem from their Indian operation, but it is certainly the case that Indian no longer represents the cheapest destination for offshoring and I've never thought India should compete for work on that basis. The problem is (as I've discussed in posts like "Indian Outsourcing, is it in decline?") is that many Indian organisations have competed on a cost basis and so have not necessarily delivered on quality or customer satisfaction. As a result, customer perception (regardless of the reality) is that many offshore contact centres are not going to meet their needs.

BT may have its own additional reasons for bringing the work back to the UK, such as wishing to minimise UK redundancies, but I think the CEO will appreciate any gains in customer satisfaction that this brings!

New offshore developments in the European Market

The blog is back from a week's sailing and is much refreshed. (Apologies to readers, but this is the European Contact Centre Blog, so please understand that the blog takes a European approach to getting enough vacation!).


I was very interested to see two new developments in contact centre offshoring while I was away. South Africa and Egypt may not be countries that instantly say "Europe", but both are making big plays for a share of the European outsourcing market.

The first was that South Africa did extremely well at the Contact Centre World EMEA awards on the 17th June. There were South African gold medals wins in the categories of Best Community Service Award for Kelly, Best OutSource Partner for The Institute of Performance Technology and in the the Best Supervisor for Zainool Abedeen Bux from Rewardsco Contact Centres. there were also a number of good silver medals and other runners up awards. There's a good report here at the Contact Centre World EMEA site or in the news section of the BpeSA Gauteng site. I've long thought that South Africa was potentially the next big thing for offshoring (see past posts like "Offshore - why I would go for South Africa over India") and the evidence seems to support this. I like the focus and the marketing on "business process offshoring". This is is a good differentiator over the "your mess, for less" approach of some of the Indian firms that have competed simply on the lower cost of Indian agents. Instead, a focus on process allows the South Africans to stress the value add potential of their work that comes with the cost advantages of their local labour market. I've always thought that with the widespread use of English and Dutch in South Africa (I know it's Afrikaans, but it will work for the Dutch/Belgian Flemish markets), that the South Africans have a potential advantage in any offshored work that required good language skills.

Meanwhile, on June 11th, Cisco announced that it was setting up a significant contct centre operation in Egypt that would to provide service for Europe and the Middle East. This is a 300 person centre which will provide customer service for Cisco's emerging markets customers in Arabic, English, French, German, Italian, Spanish, and Portuguese. This is a very interesting example of the power that government intervention and support can have, as the Egyptian Ministry of Telecommunications has been building up the country's contact centre and IT capabilities. The Egyptians were quite prominent at the UK's Contact Centre Expo last year (see my post "UK Contact Centre Expo Day 2") as the South Africans were the year before, which was what prompted me to write the "Offshore - why I would go for South Africa over India" post.

My suspicion is that there is enough market in Europe for both South Africa and Egypt to win share. I also suspect that this won't hurt the competent and forward thinking European call centres who understand the need to add value and be efficient. I suspect the casualties will be those older contact centres in Europe that weren't adding much value and are no longer meeting customer needs. Of course, one other important point is that both Egypt and South Africa have the opportunity to become regional hubs for Africa and they will both I suspect have opportunities to grow beyond the outsourcing market.

FSA (finally) determines offshore call centres a risk

I seem to hear the sound of a stable door being shut, and long after the horse has bolted.

The FSA seems finally to have realised that offshore call centres can constitute a risk in financial services. This is not to say all centres, but that offshore centres managed and compliant only to local standards may not protect consumer data that well. Indeed they may be in countries where the law does not recognise most cyber crime or where it is unenforceable.

This isn't news to anyone in the industry, but the FSA has been remarkably relaxed about this until now. It has amazed me that if the data was in the UK it had to be managed securely and comply with what the EU demands, but if the same institution took the data offshore, then the FSA took little interest.

It's perhaps best quote the report in the Financial Times, as it sets out all the issues very well:

"The FSA found that all firms it visited had a high staff turnover rate and a need for constant recruitment, which was seen as a key financial crime risk given the continuing infiltration of financial services firms by organised criminals seeking to obtain sensitive customer data.

In a number of firms the FSA also found that staff vetting procedures were "inconsistent" and did not apply to all staff, which increased the risk that firms may inadvertently take on a person with a criminal background.
The FSA also found that some employees had provided the financial services call centres with false CVs.
The regulator said: "We were informed that fake CVs, inconsistent references and previous employers being reluctant to provide references were common in India."

On top of this, the FSA also said staff training was "generally poor" and urged firms to do more to ensure staff are equipped to identify and report potential financial crime risks.

An FSA spokeswoman said the review was aimed at helping firms understand how having an offshore centre affects firms responsibilities. She added: "Whatever security processes or compliance measures you apply to your business in UK, firm must makes sure those standards are also being applied to the business elsewhere.""

The thing that amazes me is it has taken so long to get to this position. This blog has covered some of the failings in onshore contact centres (see "Call centre worker gaoled for data theft" or "Security, Call Centres and Fraud", for example) and the BBC has highlighted a number of examples in the offshore area (see "Indian Call Centre Fraud and the BBC News"). It's been an area of huge consumer concern and one of the focal points of the opposition to offshoring.

I still believe offshoring has a role to play but it has to be done in a way that complies with UK security standards and where the threat is no greater than onshore. It is no use getting customers to check a waiver box agreeing to their data being handled outside of the EU and thinking that is an end to the matter.

This also highlights one of the great fallacies in offshoring, that it is just a cheaper way of delivering a call centre with the value proposition of "your mess for less". I've long argued that offshoring for cost reasons only is a mistake (see "The comming death of Indian Outsourcing" or "Onshore, Offshore & Internet Resilliency" for examples) and that offshoring for cost has significant risks in areas outside of security such as brand perception and customer experience..

Longer term, I think offshoring still has great potential for businesses who want to provide 24hr customer service through a follow the sun model, but this story is another nail in the coffin for those who see outsourcing as a cost saving.

Happy holidays - and bad news on jobs

It's time for the Easter break across most of Europe but, welcome as a holiday is, the news on jobs stays grim.

For every story like that of Sallie Mae returning offshore jobs (covered on the blog earlier this week in the post "Sallie Mae - Customer service or protectionism? "), there is another side.

The BBC is reporting that T-Mobile is looking to offshore 500 UK contact centre jobs to the Philippines. This comes in the same fortnight that the UK CCF site reported that Virgin Media was looking to shed 150 jobs in its Nottingham Telesales operation.

Compared to the massive job losses reported at the banks (e.g. 9,000 at Royal Bank of Scotland) this may not seem much, but 650 call centre jobs is significant and the losses seem to be steady. All we can hope for is that things look a bit better after the Easter break.

Sallie Mae - Customer service or protectionism?

An interesting story on Finextra that Sallie Mae is looking to bring back onshore around 2,000 jobs.

It's a trend that so far in Europe has been primarily associated with customer service. I've covered some other business that have brought work back onshore in previous posts (see "Despite the credit crunch, still call centre growth at Barclays" or "HSBC creates 250 UK call centre jobs & offshore in decline"), and in the UK this trend for onshoring has also been the case for non-financial services companies like Orange.

The main reason up to know for taking previously offshored work back onshore has been problems with customer service. This hasn't necessarily been a language competence issue (though sometimes it has been) but has been primarily about how agents' accents, soft-skills and cultural awareness have not always tied into the image a brand has wanted to project. It's also been the case that a broken customer service processes don't get fixed just by moving country. There is also little point for a firm to spend a great deal on marketing if the media regularly cite them as an example of poor customer service.

Sallie Mae, though, seems to be the first example of what might be a new trend. Their CEO is quite explicit that this drive back onshore has nothing to do with customer service, and is quoted in the Finextra article as saying:

"The current economic environment has caused our communities to struggle with job losses. They need jobs, and we will put 2000 of them into US facilities as soon as we possibly can,"

Sallie Mae does need to be attractive to politicians in the market it serves, but that need is not just confined to US financial institutions at the moment. It will be interesting to see if this drive back onshore to win favour with national politicians becomes a trend. Often it is some of the European countries who are most associated with protectionism, but my view is that this will only work for the countries that do it if it also gives customers better service.

HSBC redundancies and their call centres

It's always sad to see bad news on jobs and HSBC's announcement last week was no exception.

The BBC report is that while the bank says that 1,200 jobs are at risk, the unions are talking about up to 3,000 jobs potentially going. The jobs will go at an operation centre in Leamington Spa, (for about 280 positions), London will loose about 150 jobs and a call centre in Newport, south Wales, will be shut down according to an HSBC spokesman. The Yorkshire Evening Post reports that 70 of the job losses will be at HSBC's direct banking arm, First Direct.

What's particularly sad is that the Newport contact centre announced in June last year that it was creating 250 new jobs (I covered it here on the blog "HSBC creates 250 UK call centre jobs & offshore in decline") and presumably these will go as will all the existing jobs.

What is better news (and I've only seen reported discretely on the CCF website), is that the bank will be creating 200 jobs at a centre of excellence in Southampton and hopes many of the workers will re-locate.

Although the Unite union is angrily warning about the dangers of offshoring, I suspect that this is something of red herring. Most of the banks are moving IT and back-office offshore (see Lloyds TSB here or Barclays here on Finextra) and there is little sign that this will change. In the contact centre space I do detect that the march back onshore continues.

Although it is expensive to run a UK based contact centre, and the credit crunch is hurting many organisations badly, it is becoming clearer that the real problem in contact centre is broken processes rather than simply the cost of agents. Add in the brand damage that a bad move off-shore can do, and I suspect only the lower end of the market may continue with a push to offshore their contact centres. Of course, consumers can't see where their web-page was coded, so the chances are that IT will accelerate its push offshore.

My Contact Centre Top 5 Predictions for 2009

This year I thought I'd do something different to welcome the new year and stick my neck out by making some predictions. I'm often asked what I think the contact centre trends will be in 2009, and so I'll put forward what I think is going to happen.


Making predictions is always a risky business and 2009 looks so turbulent that the risks will increase. I'll have a go, but I am fully prepared that I begin 2010 with a blog post on how I got it wrong!


1. IP Contact Centres will continue to grow rapidly.
I'll start off with a relatively uncontroversial prediction. This is backed by most of the market analysts I've seen, but if 2009 proved anything, then it was that uncontroversial, analyst backed predictions could be totally wrong! The most up to date research I've seen was yesterday on Network World (see: "IP call centers will do well despite VoIP slowdown") where Infonetics' newest report had some interesting statistics. Infonetics predict the market for IP Contact Centre as growing 38% in 2008 and continued growth in 2009. The growth in 2009 could be as low as 5%, but that's still pretty rapid for a relatively mature market segment in recession. Forrester and Gartner have higher figures for growth, but I suspect they will revise them downwards as they reassess them in light of the global economic situation. Still, there is steady momentum towards Voice over IP (VoIP) in all aspects of telephony and I expect contact centre to follow the trend.


2. Fixing customer processes will be a major focus in 2009.
To a certain extent all contact centres (whether using TDM or VoIP for the voice traffic) can now do all the basic things needed, namely answer the phone and provide the agent with some information on the caller. These historically have been what technology spend has been focused on, answering the call (which is all the spend on telephony) and getting usable information to the agent (all the spend on CRM).

The problem is that telephony plus CRM has not not fixed most of the issues customers experience. What matters to customers when they call is (1) did I get my problem fixed? and (2) was it a pleasant experience. I've been interested in 2008 to see the big system integrators start to focus on process (see posts like: "System Integrators write interesting things about contact centre for the downturn!" or "Contact Centres, Process and Six Sigma") and much more focus on the customer experience (see posts like: "HSBC creates 250 UK call centre jobs & offshore in decline").


3. A major contact centre technology provider to fail/ be bought from administrators.
I'm not confident enough to predict who, but the press and blogs are providing quite a selection of possibilities. Nortel has had some rough press (see: "Nortel Drops After WSJ Says It’s Exploring Bankruptcy" and "Juniper: the big winner if Nortel goes under?") to pick just two recent articles and their financial situation is not good. There are still Nortel supporters, and I admire the optimism of the article "Don’t write off Nortel yet", but I can't say I share it. I do agree with the point the article makes that Nortel is underestimated and is still a very technically capable company and is likely to have fewer self-generated problems going forward.

Aspect may also have trouble, despite their alliance with Microsoft (see: "VoiceCon 2008 - IBM, Microsoft & Aspect"), but they haven't had the focus that Nortel has. They have a strong (and lucrative) product in Aspect Workforce Management but their core call centre offerings have seemed to struggle in recent years.

There is always the chance that Microsoft will buy one of these vendors (or perhaps private equity as with Siemens) but I'm not sure I see other obvious candidates. It's possible that SAP or Oracle might move in, as both have bought small IP contact centre companies in the past (SAP bought Wicom and Oracle bought Telephony@work) but that seems less likely.

4. Offshoring to decline further for front line customer service.I think it's hard to see further offshoring as going to be well received by consumers. Offshoring of call centres was perhaps already in decline for reasons of brand reputation and cost (see posts like: "HSBC creates 250 UK call centre jobs & offshore in decline ") and I think consumers will be very hostile to brands that are seen to be destroying jobs. In the banking industry this will be a particular issue, as with the banks potentially dependent on government, the views of politicians may suddenly be very important.

I think offshore for non-customer facing activities, like IT, may well go offshore more rapidly. The signs are there (see "Lloyds TSB offshores IT, not call centre ") and Barclays has been doing this for a while and I think this is an area where offshore may prosper.

5. Predictions will be wrong!
OK, this is a bit of a cheap one, but there is a serious point. In very turbulent times, the range of possible outcomes for a given set of events increases substantially.

The predictions I've made look the most probable, but I'm prepared to apologise profoundly if against my expectation, 2009 turns out to be the year of TDM offshore contact centres!

Cisco on customer interaction - homeshoring post to follow

I was going to write an analytical and thoughtful post on homeshoring. This is the emerging trend of basing contact centre agents at home, rather than at an office or sending the work overseas. This has great attractions for employers who need contact centres working split shifts or need to access labour that can't necessarily commute to an office.

Unfortunately, I haven't really had time (hence the recent gap in posting). So this great piece on homeshoring may come tomorrow or even Thursday. In the meantime, Cisco has posted up a couple of videos on customer management on their 'Techwise TV' site and they're worth a look. I know 'Techwise TV' is more noted for it's offerings on switching, routing and networks but it's good to see the focus shifting onto the customer and business.

Customer Service:
From Calls to Contacts

Each video is about 60 mins long and you need to register to see them. The one I've highlighted will be shown on July 24th and there is also a customer experience webcast from 2006 that sets out some of the basics.

HSBC creates 250 UK call centre jobs & offshore in decline

After a week off sick there's been a lot to blog on.

I was interested in the Finextra story "HSBC creates 250 call centre jobs". The interesting thing for me is that these are onshore jobs. HSBC has always had onshore operations but has also been one of the firms that has pushed call centre jobs to India. The onshore operations have tended to focus on high quality customer service (see past posts like: "The contact centre agent experience - First Direct") whereas it's always been my suspicion that cost is the primary motivation for the Indian operation.

I'm not against either cost saving or offshore, I just have strong reservations that India for lowest possible cost is a sensible customer service strategy. If offshore is an appropriate option, I've tended to look at South Africa ("Offshore - why I would go for South Africa over India"). I know there are issues with South Africa as well (SA Telecom and crime being two of the big ones), but the cost savings and availability of English are strong factors in that locations favour.

HSBC is also just part of a larger trend back onshore. Earlier this month Orange announced that it was moving 500 call centre jobs back to the UK from India, but at the same time was shedding 450 onshore administrative jobs. This is very similar to what Lloyds TSB did last month, when it decided to offshore its IT rather than its customer facing operations (I covered the story here on the blog or here on Finextra).

In short, I think the trend for customer service to go offshore has almost come to an end but administration, back-office and IT might all go offshore to a much greater extent.

Lloyds TSB offshores IT, not call centre

An interesting article on Finextra about Lloyds TSB offshoring 450 IT jobs.

What it makes it interesting is that Lloyds TSB has opted not just to keep its contact centres onshore, but create new contact centre jobs onshore.

I've covered this in past posts like "Onshore still growing - Lloyds TSB" but it makes clear that if customer service is important, then onshore has a lot of attractions. Interestingly, I was in a presentation from a senior Lloyds manager on Wednesday and he was explaining that the contact centre (especially the self-service part) is very well regarded by their customers.

The bigger issue here is whether you view contact centre as a cost or part of your brand. I've talked about this before (e.g. "Is cost a contact centre issue or a symptom?"), but it's an issue that still isn't well understood. My view is that if part of your organisation is going to interact with customers regularly and represent you to them, then managing that part as a cost centre is not sensible. If consumers form their impression of you from direct experience, then vast amounts of marketing spend will struggle to overcome that.

Capital One cuts 750 UK jobs at Nottingham Call Centre

Not the best news from the Daily Telegraph and Finextra, but perhaps one of the first signs of the credit crunch hitting the call centres of UK financial services firms.

I'd wondered in January this year if trends the call centre job market were a warning sign that things were getting much tougher ("Are Onshore call centre jobs always good news?"). The post was triggered by news of increased hiring for onshore jobs in debt management call centres. Come the credit crunch, these firms look like some of the few potential winners.

I was also interested, though, by the Telegraph's comment that Capital One was suffering from increased competition and had reported a 72pc fall in net profit in the three months to December, down from $390.7m a year earlier to $226.6m. In addition, the bank took a $1.9bn charge for loan losses.

Low margins and lots of competition is not a good place to be in and is one of the few areas where offshoring might make sense (other than getting out of the market altogether). I've talked about this before ("Is cost a contact centre issue or a symptom?"), but offshoring doesn't fix a broken business model.

My suspicion is that the credit crunch will mark a big decision for the remaining monoline credit card companies. They need to work out whether they fight for value (like Amex) and can afford a call centre or, if they targeted lower margin business, if they have to think about cost and start looking at self service to control costs.

Indian Outsourcing, is it in decline?

Following up Monday's post, can I recommend a good article challenging commonly held assumptions. It's by Sramana Mitra and is called the, "The Coming Death Of Indian Outsourcing" and is available either on Forbes or on her blog.

Very similarly to my post on Monday she looks at whether it is sustainable to compete on cost in the longer term. She makes the good point that if India continues to experience wage inflation for skilled labour at current rates, it won't be able to compete on cost and it is debatable if it can compete on value. She writes generally about the Indian IT industry, but I think her points apply equally to the Indian call centre industry. Her point on innovation (or the absence of it in many offshoring propositions) is particularly valid.

My view is that some of the larger Indian companies (Wipro, Tata, etc...) probably will adapt and remain competitive, as will the the wholly owned Indian subsidiaries of multi-nationals like IBM and Accenture. These firms, though, offer a much greater value proposition than just cost reduction.

In contact centres, I suspect there will be a similar trend. Indian wage inflation will push work back to Europe (especially Eastern Europe) and to newer destination like South Africa (see my post from last year "Offshore - why I would go for South Africa over India" and "Offshoring and mainland Europe").

Last week in Germany

I didn't have much of a chance to write last week as I was in Germany and very busy with meetings. I like Germany a lot and was very interested to be in Munich for the first time.

Germany is an interesting example of a country where most businesses understand that they cannot compete on cost internationally. Instead, they have to compete on the value and innovation of their products. I've written previously on how that weakening dollar is causing problems, (notably for the Canadian contact centre industry "Why Canada might illustrate some coming European Contact Centre trends"), but the impact on euro area businesses is also significant.

You might think that while Germany would be affected by lower manufacturing work moving to lower cost locations, service would not move as well. The German language is spoken primarily in high cost countries (Germany, Austria, Switzerland) and without high quality language skills telephone service is difficult.

The reality, though, is slightly different. Telephone service is important, but e-mail is also of importance. Internet and branch are major channels for German organisations to interact with customers and so the remote service route for these channels can be as much e-mail as traditional telephony traffic. Although Voice over IP and Skype have generated interest, most German organisations I've encountered are most interested in small to medium contact centres with significant e-mail capability. The important thing about e-mail is that as the interaction is not real time, and so it could potentially be off-shored to an agent with much more limited German than would be appropriate for a voice call.

In a market dynamic like this, the only way to compete is not on cost of agent but on value and draw on manufacturing for lessons. In manufacturing automation has been reducing the number of workers per task since the industrial revolution and service industries are heading that way. Automation and pre-scripting for e-mail responses makes an agent much more productive, as does blending voice and e-mail so agents can manage both. In the same way that production lines reduced the demand for craftsmen, so service management can be industrialised. At a more strategic level quality of service is a brand value, so competing on reputation means the quality of the agent can be important as a brand value for what it tells customers about your organisation.

I've written a little about the industrialisation of service previously in the "Contact Centres, Process and Six Sigma", and I suspect it's a subject I need to cover in more depth.

Onshore, Offshore & Internet Resilliency

It's been a busy week for me. Mostly I've been working in the North of England and just haven't had time to blog. I've been with a range of customers, from some major banks and to some regional outsourcers and medium sized businesses. All very interesting to see and good to see that most of these onshore operations were doing well.

What made it even more interesting was that this week a ship's anchor severed one of the key undersea cables connecting Europe to the middle east and India. This lead to significant challenges for some offshore operators of contact centres. One of the interesting things that this highlighted is that while it is popularly assumed that the internet is resilient because of the way IP packets can be routed, parts of the internet are not that resilient (though the system as a whole is). It should also be understood (and usually isn't) that 'resilient' and 'latency free' are not quite the same thing. Data may cope well enough with high latency (applications, e-mail, etc... are just a bit slow), but voice and video do not not cope so well. If you have an hour and half to spare Vint Cerf, one of the designers of ARPANET and the internet has a good video on Youtube where he explains some of this in more detail in his lecture at Google's Zurich site.

This is blog has always held the view that while offshore is not intrinsically bad if done sensibly, there are usually better ways of tackling call centre challenges (see posts like: "Offshoring and mainland Europe"). I've also argued strongly for nearshoring or at least not to approach offshoring on a purely cost basis.

I hadn't actually considered weakness in internet cabling as a major reason for avoiding remote offshore, but clearly it's something to be factored in. The impact may not have been huge this time but blogs within the financial services community, such as Chris Skinner's, show that customers at even major UK banks were affected despite public statements to the contrary.

Clearly nearshore and onshore call centres have a strong card to play going forward as few organisations would consider a repeat of this week's service disruption a risk worth running.

Why Canada might illustrate some coming European Contact Centre trends

Just before Christmas I was interested to see that the province of Nova Scotia was setting up a call centre association. This is primarily a business driven initiative (as you can see on their website), rather than the more usual government agency approach that I've seen in Europe.

My interest was partly because I knew some of the people setting up the association from when I worked with Scotiabank (a major employer in Nova Scotia), but it was also because the challenges they face seem very relevant to Europe.

In the past the Canadian Contact Centre market has been driven by two factors, firstly nearshoring operations as US companies looked to take advantage of a nearby, skilled workforce that was at least 25% cheaper than its US equivalent due to the weakness of the C$ and secondly by a strong domestic market. This is all changing as the US$ declines and the C$ appreciates driven by Canada's natural resources. This currency change is a long term trend and while it takes place, Canada will loose it's ability to compete on cost. Good news overall for the Canadian economy, but probably bad news for places like Nova Scotia on the far edge of the Atlantic and with limited natural resources.

Europe has in some ways a very similar challenge. The Euro has gained in strength during the current turbulence, and while this is not driven by a commodity based economy, the effect is the same as those pricing in Euros will not be able to compete on cost. For call centres in France and Germany this is perhaps not a major issue. For the German market, most possible contact centre locations (at least with native German speakers) are already in the Euro zone or are priced in the equally strong Swiss Franc. For France and the French speaking market the cost challenge comes more from Morocco and North Africa than within the Euro zone. I've covered some of this previously (in the post "Offshoring and mainland Europe"), but currency issues are likely to be minor factors for the French speaking market, as North African currencies may appreciate too with the rise in commodity prices.

The real challenge from the strength of the Euro will be felt in the more marginal areas of the Eurozone that are furthest away from the French/German economic centre. The Irish Republic is one are where the strength of the Euro has already caused inflationary problems and earlier this week RTE were reporting on a potential loss of competitiveness. While the Irish economy remains strong and has a very favourable tax regime, it is unlikely to remain able to compete purely on the basis of cost. The part most affected will be those Irish contact centres focused on serving the UK market. That part may struggle as UK pound weakens against the Euro and perhaps even reverses the traditional trend. Other areas whose contact centres that may struggle with a stronger Euro are Portugal (I would not be surprised to see more offshoring to Brazil or even Africa, especially Angola & Mozambique) and perhaps Spain.

In short, while a strong currency is generally a good thing, it does have significant implications for contact centres that previously competed on cost.

Happy New Year - 1,000 new UK call centre jobs

I was wondering what blog topic I should begin the new year with. This good news story, "Call centre begins recruitment drive" in the South Shields Gazette seemed a very appropriate way of starting.

Garlands, one of the UK's largest privately held call centre companies is adding 1,000 jobs (100 in the first phase)to their South Shields centre. It's interesting to see that these are onshore customer service jobs, primarily for the telecoms/ broadband industry.

Now my experience of the telecoms industry is that many organisations have a high percentage of low margin customers and make their money on a much smaller percentage of high spending customers. In the past this has led to a focus purely on cost of service and for many organisations that meant looking at offshoring. It's good to see that the onshore is now a consideration again when customer service is a consideration besides cost.

In many cases, offshoring purely for cost led to a reduction in customer service quality (and as previously discussed in posts like "Offshoring and mainland Europe" and "On-shore Call centres in decline.... is that the whole story?"), that decline in customer service led to the brand value of the business being damaged. Offshoring should not be blamed purely for customer satisfaction declines though, any large change program focused only on cost would have reduced customer satisfaction. A good example is Powergen (now called EON), a big UK energy utility, who closed their Indian operations. The BBC reported their managing director as saying this was because Powergen were "...not prepared to achieve savings at the risk or expense of customer satisfaction". Six months later in Jan 2007 this seemed to have produced results as the BBC ran a story that Powergen had moved from last place on EnergyWatch's table of customer satisfaction to second place.

It's good also to see that Garlands as an onshore outsourcer recognise that they will compete on quality and innovation rather than cost. It's not just that they run Cisco technology in their call centres (they also use a number of other suppliers as well), but more that they have a strong focus on the quality of their workforce and the agents working conditions. I know recent surveys suggest that salary is a major driver for agent recruitment, but as I argued in my last post "Sometimes it's not rocket science....", it is a key factor in agent retention.

Anyway, a Happy New Year to all readers and I hope you have a pleasant work environment and successful year.

Offshoring and mainland Europe

I have to admit that most of my discussion of offshoring has been around the UK and Ireland experience, in posts such as: "Offshore - why I would go for South Africa over India".

Today I saw some research in TelecomPaper, "Spanish call centre staff numbers to fall 4% in 2007" that looked at the impact offshoring to Latin America was having on the Spanish market. This might seem a startling percentage drop for a single year, but there's some good insight on this at TMCnet giving figures from ACE, the Spanish call centre trade association. Part of the reason for the percentage shift is that compared to the UK or Ireland there are not that many call centres in Spain. In 2006, the number of call centers outside of Spain serving the Spanish market rose from 9 to 20, but more than 225 call centers remained in Spain. As TMC comments, and the UK's experience confirms, Latin America might win business initially on price and cost of labour, but they will have to meet quality expectations if they want to keep that business.

Of course, like India for UK companies, the physical distance between Spain and Latin America creates management difficulties. These aren't technology difficulties (an IP network can let you route calls anywhere in the world) but rather relate to the challenge of flying managers out and keeping expats overseas to manage the offshore operations. Interestingly, here the French have a distinct advantage. With much of North Africa having some French, many French companies have located in Morocco. This has the huge advantage of only being a few hours flight from France and in the same timezone. As long ago as 2005, Africa Investor had identified Morocco has having 55 French call centres with 6,500 employees. Today, numbers are harder to come by, but with major companies like France Telecom and SNCF having Moroccan operations and a dedicated annual trade show (SICCAM), the local industry looks fairly robust.

In other parts of Europe language will probably prevent widespread offshoring for voice (even in eastern Europe, German is not that widely spoken, for example), but I think e-mail may be another story. Without the need for a high standard of both accent and fluency, the non-time sensitive aspect of e-mail may lend itself to offshore management, but that is probably another post.

For a Friday - why are contact centres so disliked?

I suspect that by the time you've read the title, you have already begun your list! You may also have decided that it's so obvious it's not worth writing about.

I'm sure you already have:

• Being stuck in a queuing system
• Not being able to speak to a human
• Not getting any help when you do get a human being
• Cold calling
• Dealing with people who don't speak your language

...but I'm not actually that interested in a list of gripes, however long and valid. These are symptoms rather than causes. What I'm interested in is why do companies spend money on contact centres, if all the contact centre generates is dissatisfaction?

Now the cynics will cheerfully say that I've not understood what's going on, and that companies are only interested in having the appearance of customer service, and are not interested in the reality unless it is cheap. I would argue that customer service is seen to be failing because it has not managed to keep up with changing customer expectations or what the rest of the business expects contact centres to do. There is some truth that customer service is seen as a cost centre and a necessary evil in some organisations but I would argue these organisations are passing up on a lot of opportunity.

The first thing is that today's contact centre is a world away from the relatively simple functions that the first call centres were set up to do. For example, in banking the first call centres provided balance enquiry answers or specialised in an individual product. Today the simple functions (like balance enquiries) have moved to the web or the telephone self-service environment and everything that is left for the contact centre is complex. Many organisations have not appreciated that if their contact centre traffic is going to become increasingly complex, then agents need the systems that can handle them. Too often I see a very basic CRM system and some link to a legacy back office system as the agents' main tools. Knowledge databases, the ability to ask an expert, workflow and all sorts of other things that could help the agent are often not present.

Secondly, and a pet gripe of mine, is that a lot of telephone automation is done badly. Being presented with nine options to choose from at the first menu, and then many more as you work down a menu-tree hierarchy may help with call routing but it is an expensive way of irritating your customer. This is especially true if none of this information is then passed to the agent so that when you finally speak to a human, you have to start everything again. With the current voice portal technology being mature and stable, most organisations should at least look at moving away from the ugly aspects of the traditional IVR (Interactive Voice Response unit). Rather than working in the menu-tree world of IVR, a voice portal works like a portal (or web browser if we're not being too fussy) in terms of how it presents information. A voice portal uses Java and vXML, web technologies, to present information rather than the proprietary environments of IVRs. What this means is that even if you don't want to provide speech, a voice portal can still provide a far higher standard of customer service than the traditional IVR and generally do so at a lower cost.

Incidentally, if you are interested in speech automation for voice portals then I'd encourage you to look at the Dimension Data/ Cisco survey on CRMExchange. There are some very interesting points that highlight how users can be much more enthusiastic about speech self-service than most IT organisations appreciate. It also highlights how users' priorities and expectations can differ from those of the implementing organisation and how you can tackle some of these to have a higher level of customer acceptance. The more customer acceptance means not only a lower cost to serve but also the more usable information you can capture.

For many organisations the contact centre represents an opportunity to learn more about customers and better understand how they interact with the company. Relatively simple things, like marketing campaign response tracking can pay significant dividends as can analytics on the data the contact centre generates. Again, as an example, working out which is your most troublesome product for which demographic is information that can help improve both marketing spend and product design. These are areas of significant spend and the better the customer experience the more information you are likely to be able to gather.

In short, contact centres often aren't delivering a good user experience because their technology has prevented them adapting as fast as their customer's requirements have changed. In turn the business has often not understood the value of the call centre and so has not invested.

In short if you're on the receiving end of really bad service, remember "Never attribute to malice what can be adequately accounted for by stupidity", consult Dilbert, the ultimate authority on disfunctional organisations and take your business to an organisation that understands the value of customer service.

On-shore Call centres in decline.... is that the whole story?

It is very easy to think that call centres in high-cost Europe are an endangered species. Very easy, that is, if you read only the more sensational media.

A good example is this week's story 'Call Centre Jobs Under Threat' from the Sunderland Echo, Now this isn't to say that the prospect of 150 job losses isn't a very real threat for those on receiving end and it certainly isn't good news for a poorer region to loose jobs, but that isn't the whole story.

It's important to appreciate that this is 150 job out of 1,000 in the call centre. It's also that this is a home catalogue shopping business where the amount of business coming in from the telephone is static or reducing while the amount coming in from the web is generally increasing. The BBC has a decent overview of the challenges mail order companies have faced, and estimate that Littlewoods probbly now gets 33% of their traffic from the web rather than post or telephone.

These jobs aren't going offshore (at least as far as I can tell), instead they are probably going because of either better automation or because the company has got better at serving it's customers (that industry measure of 'first call resoloution'). This is partly because one agent can handle several e-mail concurrently, but that sort of multi-tasking is not such a good option for telephony. It's also important to bear in mind that Littlewoods is a company that has very tight margins in it's chosen market, the lower end of mail order. Crucially though, bad news makes headlines.

By comparison, 'beCogent wins House of Fraser Deal' may only mean 30 extra call centre jobs in Scotland, but it is a clear example of a retailer (as is Littlewoods) recognising the value of on-shore service. It's also not a bad news story, so gets much less coverage.

In the end, service will remain on-shore wherever there is a requirment for it to do so, and that includes language, value, branding and a whole range of other factors beyond cost.