International Investment Conference

1. International Investment Conference Pakistan

2. Two questions from yesterday • Can you maintain or reach a service level and optimize costs? • Babar B. Jhumbra • I am concerned about attrition rates, shifts and women in call centers? • Ms Jehan Ara

3. Why • If you cannot measure IT, you cannot manage it, either! • What gets manage, gets done! • Facts generates acts!

4. Why • 80 % of Contact Center costs are manpower costs. • When your technology works, as it does with 3Dnetworks, its all about having enough people at the phones when customers call. • You can optimize staffing between 5 – 15%, just by optimizing luncheons and breaks, and in many cases even more; and that is the difference between profit and loss in a competetive business, like this. • You can optimize several skills, channels and optimize front and back-office • And, it the agents also can work according to their preferences, they stay longer, and don´t leave! • That makes the pay-back witin one year even more attractive

5. Non-optimized staffing Too high costs! Too high costs! Loss of revenues Manpower costs 80 % IT costs and other costs 20 %

6. Optimized staffing! Profit! Manpower costs 80 % IT costs and other costs 20 %

7. Teleopti AB • 300+ customers that IMPROVE and enable further growth • Over 95 % of Teleopti customers are willing to recommend Teleopti to others customers • 3Dnetworks is our reseller in India/Asia • Teleopti AB is the largest European WFM company with 60 employees and seven offices in Europe and one in New Delhi. • Founded in 1992. Profitable from year one!

8. Teleopti Executive Board

9. Teleopti CCC • Customers range from 1 to 50 virtual sites • Customers range from 20 to 4 000 agents • Teleopti market share is 80% in Scandinavia • Approx 15-20% across Europe • First installations in India, Chile • Next Target Market – Pakistan

10. Why? Overstaffing can be over 30 % of the total payroll costs! Manage. Involve. Improve.

11. Why? Customers and competition decides required service levels Understaffing results in abandoned calls and lost business Manage. Involve. Improve.

12. Why? Teleopti CCC can test 1000nds of combinations and match your need Manage. Involve. Improve.

13. WFM is an operating philosophy and a business culture, not a box that sits on your desk. It is a process – Not a Product Every contact center practices WFM to varying degrees of success, some have a tool to help them. What is Workforce Management?

14. Long term (strategic) Short term (operational) Teleopti Contact Center Coach supports all aspects of WFM The Key MANTRA Workforce Management is a balance act The right person At the right place At the right time Manage. Involve. Improve.

15. Customersatisfaction A balanced approach to support your business Agents HR Employee satisfaction Management Profitability Customers Information Owners Regulators Manage. Involve. Improve.

16. Teleopti CCC – Key Elements for WFM Elements of Teleopti CCC WFM • Forecasting All activities • Agent Administration Manage agent work rules and skills • Manage Shift Policies For Agents • Agent Preferences • Automated and optimized scheduling • Real time Adherence versus schedules • Performance management in reports • Agents, Team-leaders, Managers, HR

17. Forecast all activities Monitor and improve Teleopti CCC - Overview Manage agent work rules and skills Optimise schedule – balance all needs Manage shift policies Agent preferences Communicate with and involve agents

18. More accurate forecasting • It is a tool used for forecasting number of agents needed to achieve service level • Best available picture for future • It is based on historical data – from CTI/ACD to Teleopti DB • No limits in the timeframe for your forecasts • Manage parallel forecasts similar to your agent skills • Manages typical days (Mo – Su) • Manages non-typical typical days (holidays, day after advertising, strikes, etc) • Staffing forecast is calculated based on call volumes, HT, service levels

19. Optimised Scheduling • Allows for many possible combinations of schedules where manual alternative allows typically a handful • Balance between phone and other activities (meeting, back office, training, etc) is optimised • Break and lunch optimised placement • Enables agents to interact through Web Portal • Ensures fairness between agents • Agent involvement due to agent preferences on web portal • Automates the compliance with local work time legislations.

20. Automation of schedule management • Seamless integration with ACD for historical data • Creates optimal schedules in 1/1000th the time • Less shift changes since agent preferences is a vital input to the system • One centralised database for historical data, forecasts and schedules. • Daily decisions are made on accurate information • No more manual reporting. Information is available on the Web Portal.

21. Intra-day Management • How can we handle the impact of the individuals who calls in sick? • Can we move agents from inbound to revenue positive outbound sales after lunch? • Can 2 agents leave earlier today? • Can the X team have an extra meeting at 2:00Pm • Is our forecast high? low? • Are our agents working according to schedules?

22. Adherence – Real Time • Adherence – Ability to compare forecasts with reality • Sophisticated Scheduling and monitoring is not worth with out improvements • Teleopti RTA alerts managers of deviations from expected activity

23. What if analysis • Ability to determine the impact of a variety of different variables. • Can we take more calls with present staff? • What if we had more flexible work shifts? • What if we added more part time staff? • When should we use part time employees? • What if we changed lunches from 60 to 45 minutes?

24. The distributed real time tools in Teleopti Contact Center Coach Early Warning / Real Time Adherence - identfy need of changes Web Scheduler - schedule changes Agent Schedule Messenger - notify agents Performance reporting - historical adherence - calls handled

25. Involve your organisation- Agent Web Portal • Schedule • Preferences • Schedule change requests • Self assessment • Always part of base package Manage. Involve. Improve.

26. Evolution – not revolution Individual schedules and Preferences for part of organisation Vary shift start and shift end slightly within teams Optimise off-phone activities Break and lunch optimisation Exactly same schedule as today, in Teleopti CCC Time

27. Step by step towards flexible scheduling • Simulate effects of different policies • Implement for all/parts of organisation • Get buy in from agents

28. Balancing business needs with agent work time preferences • Everybody gets all preferences fulfilled • No preferences – fair distribution of unwanted shifts • Optimise schedule by disregarding some preferences Result when agents have entered too many ”morning” preferences Optimise Schedule By violating preferences, some shifts are moved to meet the customer demand

29. 51 FTE 20 week rotations Smoothness: 90,4% Fluctuating service levels Case Study – Flexible WFM A case where Teleopti replaced another system and introduced flexible scheduling • 38 FTE to cover same need • Flexible start times • Fixed shift lengths • Smoothness: 99% • Correct service level

30. Examples of customer results

31. Selected references

32. The Bottom Line! • Employee costs account for 60% - 70% of over all expenditure in most of CC, we optimize 5 – 25 %! • Increase in morale of agents; less attrition, in many cases by 30% of attrition, reducing the cost of new agent training and improving the quality of service! • Small administration; one planner per 250 agents! • Excellent ROI – breakeven between 6 -12 Months

33. Thanks! For further queries please contact Eveready Communications (Pvt.) Ltd. 4th Floor, Eveready Chambers, I.I. Chundrigar Road, Karachi (Pakistan) Tel: +92-21-2634817-18-20 E-mail: eveready@cyber.net.pk