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| An
in-house call centre can actually erode shareholder value.
Call Centres today require buckets of capital expenditure
dollars to maintain and continually upgrade their infrastructure,
technology and staff training to ensure happy and satisfied
customers. It is very difficult for an in-house operation
to compete with a current best-practice specialist service provider. |
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| A
typical in-house call centre is measured on call production -
the cost of each transaction rather than Call Outcome - customer
retention or prospect handling. Successful call centre
service providers fully understand the importance of both sets
of metrics.
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![]() Who Outsources ? |
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| 1. |
Firms who have an
internal T.M. or C.C. capability |
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but realize some or
all campaigns can be better performed at less stress and money
outside. |
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| 2. |
Firms with no internal T.M. or C.C.
capability
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who have all
their 'campaign eggs in one basket'/one contracted (outside)
C.C. but have seen the
light and now use up to 3 or more C.C.'s to farm-out their various types of
campaigns. The result: a healthy, competitive work
assurance policy/supplier arrangement. |
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| 3. |
Call Centres |
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small C.C.'s
to large C.C.'s with the latest hardware. |
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large C.C.'s
to smaller lean, specialist C.C's. |
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C.C.'s to
C.C.'s to handle: |
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call over-load. |
| - |
out-of-hours call handling. |
| - |
specialist client 'add-on' multi-lingual or technical
campaigns. |
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| 4. |
Government and Local Authority Departments |
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who
understand they can better concentrate on what they do best and not be
burdened by the expense and time spent owning and running a C.C. |
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| 5. |
Large Outsourcing C.C.'s or Agents who specialize in
managing/running outsourcing
projects
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and farm-out
small, specialist or regional campaigns to other better suited local service
bureaus or agents. |
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