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Wednesday, 17 August 2011

A Brief Overview On BPO's Call Centers And Their Services

Taking advantage of BPO service providers ensures you a leg up on the competition and liberates you from maintaining a costly in-house service. Outsourcing doesn't mean you have to gamble with the quality of service of the call center agents because BPO service providers guarantees they only employ highly proficient, competent and well-trained agents.

BPO's deliver the following:

I. Call Center Services

Call Center services can be categorized into:

*Voice Services

*Non-Voice services

Voice services can be subdivided into two components:

a) Inbound Services: Simply put, these are calls coming in from customers regarding inquiries, complaints or order placement. This includes, but is not limited to, the following areas of work:

Customer Service: A customer trust can be destroyed at once by a major service problem, or it can be undermined one day at a time with a thousand small demonstrations of incompetence. Customer service is a series of activities designed to enhance the level of customer satisfaction - that is, the feeling that a product or service has met the customers' expectation. Customers have memories. They will remember you, whether you remember them or not.

Answering Services: For service-oriented businesses like hotels and flower shops, you can manage your calls concerning your products or services through phone answering service in cost effective solutions regardless of time and geographic locations.

Order Taking: Agents process all the formalities required to place an order for your product.

b) Outbound Services: Nowadays, the term outbound is synonymous with telemarketing. A trained agent calls-out a prospective customer to inform and offer them of your products or services. Sales and leads are increased significantly. Demand market research, loyalty and satisfaction surveys or appointment setting on your behalf is part of outbound services..

Verification calls: This includes the checking of authenticity, or veracity of data provided by the company from the company's database.

Collections: The proverbial "dirty job but someone's got to do it." Customers are reminded of their debts or pending dues by call center agents.

Lead generation: Increase your prospect database and boost your company's sales up a notch with this BPO service.

Non Voice services. These services can be categorized into three components:

Chat Support Services: Customer support, technical or otherwise, using Instant Messengers or applets provided on the company website.

Email Management and Support Services: Sending strategically designed e-mails containing well detailed product or services information to large number of prospects. Could also mean answering customers concerns and inquiries using this method.

SMS Support Services: Utilizes the mobile phone to reinforce your brand with enhanced text editions of your services.

II. Technical Help desk Support: This type of service can be supported either thru voice or non-voice. Its 24X 7 services and can be availed through email, chat or telephone. These services are available under these categories:

Product Support: Troubleshooting, assistance, inquiries, concerns or replacement of defective products for prospects or existing buyers.

III. Back Office Support - Services relating to the inner workings of a business or institution. This customer centered and cost-effective service is among one of the very popular offshore services. Human Resources, IT, Data Entry and Accounts Receivables, Database Management, Document Management, Data entry, IT and Human Resources are major operations of back office support.

Outsourcing would be cost-effective solution for your business since labor costs are reduced likes manpower and training. It's efficient since training for all aspects of the program will be handled by people especially trained to train others. Risk reduction is also a plus factor in choosing to outsource since the BPO outsourcing providers will handle those risks for you as it is supposed to be part of their expertise, allowing you to focus on your core business and on mission-critical projects.

Belinda Summers works as a professional consultant. She helps businesses increase their revenue by lead generation and appointment setting services through telemarketing. To know more about this visit: http://www.callboxinc.com/.

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Friday, 15 July 2011

What will users do when ads hit their Twitter stream?

If there’s one thing Twitter users know, it’s that advertising is coming — and not just a few “promoted tweets” or “promoted trends” here and there, but actual branded advertisements appearing right in a user’s real-time stream. There have been several recent reports that ads will be rolling out soon, including a Reuters report that says Twitter is planning a trial of “self-serve” ads for major corporations. There’s no question that the company needs to do bring in revenue, but how will users of the service react to the sudden appearance of advertising in their streams? At least one analyst thinks that Twitter is making a big mistake.

Twitter has been experimenting with “promoted tweets” since April of last year, in which companies pay to have a tweet that refers to their brand or product show up at the top of search result pages, and also in a bar at the top of the official Twitter app for iPhone and other platforms (a somewhat controversial move that came to be known as the “dickbar” and was subsequently modified). The company later broadened that effort with something called “promoted trends,” which added sponsored messages to the trending topics that show up next to users’ profiles, and then “promoted accounts,” which suggest corporate accounts when users are looking for people to follow.

Last month, however, the Financial Times reported that Twitter was close to taking an even bigger step: namely, launching promoted tweets and other branded advertisements directly into the streams of users (something Twitter has tested before with partners such as Hootsuite, a Twitter client used mainly by corporate accounts). On Wednesday, Reuters quoted anonymous sources as saying the company was close to allowing major brands to “tailor, automate and publish ads in bulk” on the network via a self-serve platform using the Twitter API.

Twitter has said it’s working on a self-serve ad platform similar to that offered by Google (companies that want to advertise using one of Twitter’s programs currently have to talk to a salesperson), but hasn’t said when it will be coming or whether it will launch as a limited trial. But it’s clear Twitter streams will soon be carrying a lot more ads. How will users react?

Obviously, Twitter hopes users react by clicking on those ads or retweeting them, so it can prove to companies that such advertisements demonstrate large amount of engagement, the metric most advertisers are looking for from social networks. Twitter has been selling its promoted tweets and trends to major brands such as Coca-Cola and Disney, and now has more than 600 corporate customers — and claims more than 80 percent of those who have tried a campaign have returned to do another, much higher than many similar web-based ad platforms.

For users who have grown accustomed to not seeing any advertisements at all, however, the appearance of branded and sponsored messages could come as a shock. While some Twitter supporters say they understand the company’s need to make money for what is a free service, others have said they will quit the service if it becomes overloaded with advertising. With Google+ ramping up its user base (Google CEO Larry Page confirmed Thursday that the two-week-old network already has more than 10 million registered users) Twitter now has more competition than it used to.

Forrester Research CEO George Colony, meanwhile, thinks Twitter is making a big mistake by resting so much of its revenue hopes on in-stream advertising. In a blog post on Wednesday, he called the reliance on ads “Twitter’s Bad Idea,” saying the appearance of advertising in what is effectively a conversational medium like Twitter isn’t going to go over well with users — and as a result, won’t be very effective in raising revenue either. Says the Forrester analyst:

It’s as if you held a dinner party and an uninvited stranger barged into your house screaming self-serving non sequiturs — and you can’t get rid of him. A search ad has the potential to help you; a “conversation ad” is simply disruptive.

And while Twitter might be hoping its ads will appeal to business-to-business customers as well as the consumer market, Colony says Forrester’s research shows Twitter “possesses very limited influence over B2B transactions,” at least in the technology space. The Forrester CEO says he believes promoted tweets are a bad idea on many levels, and that the company would be better off to “scrap them and head back to the whiteboard in search of a less intrusive way to justify its irrational market valuation.”

Twitter’s problem is — as I have pointed out before — it’s effectively a media company, a real-time information network, and therefore, its monetization options are fairly limited. For most media companies, advertising is the default method of bringing in revenue, primarily because users aren’t willing to pay for the actual information or content itself (or at least not enough of them are). But can it produce enough to justify the reported $8 billion valuation that company is expected to have after its most recent round of financing?

In other words, it has to make advertising work. Whether users will go along for that ride remains to be seen.

Post and thumbnail photos courtesy of Flickr users Michele Thompson and Social Sidekick

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Tuesday, 12 July 2011

1/4 of smartphone users rely on their device for Internet access

For one-quarter of smartphone users, their handset is the primary way they access the Internet, according to new data from the Pew Internet & American Life Project. It’s a sign of the growing dependence on smartphones and also shows that for a sizable chunk of users, it’s out of necessity because they don’t have a home broadband connection.

Among smartphone users, 87 percent said they used the Internet or email on their device including 68 percent who say they do it on a daily basis. Twenty-five percent said they go online primarily with their phones rather than on a computer. That’s in part because one-third of these respondents come from cell-only households that don’t have home computers. This is particularly true among smartphone owners under the age of 30, non-white smartphone users, and smartphone owners with relatively low income and education levels.

The Pew study also found that 35 percent of American adults have a smartphone, with smartphone adoption strongest among richer households as well as with younger users. Almost six in 10 (59 percent) smartphone users come from households with $75,000 or more in income, while 58 percent of American cell phone owners between the ages of 25 and 34 own a smartphone, and 48 percent of people ages 18-24 have a smartphone. Among African-Americans and Latinos, 44 percent own a smartphone. Android was particularly popular among African-Americans, with 26 percent of all cell phone owners in this group using an Android device, far ahead of whites and Latinos. Overall, Android led the way with 15 percent of all cell phones owners, followed by the iPhone and BlackBerry at 10 percent each. The Pew results are based on a national telephone survey of 2,277 adults conducted between April 26 and May 22, 2011.

The survey results are interesting for a couple of reasons. Some imagine the smartphone market as if it were solely a tech geek or early adopter phenomenon that is spilling over now to middle class mainstream users. But for many users, who sometimes don’t have the income for pricier smartphones and data plans, they’re still turning to the devices because it’s their primary link to the Internet. And the devices are extremely popular with minority groups who see a lot of value in smartphones. It’s a big opportunity I’m not sure marketers completely understand: The smartphone is bridging the digital divide for some communities, helping them leap ahead. Cheaper pricing and more affordable data plans can help encourage this trend.

The other interesting thing is that with so many people turning to the Internet from their smartphones, websites should consider upping their mobile game. Many sites are still oriented toward desktop users and assume that consumers have larger screens and technology like Flash to navigate through content. But I believe there are missed opportunities in websites that aren’t optimized for mobile, which can lose customers and possible transactions because they’re not geared for mobile users with more limited screen real estate. Google, for example, recently started offering free mobile Google Sites templates to businesses interested in building out their mobile presence. Google said it found that 61 percent of users are unlikely to return to a mobile site they had trouble accessing from their phone, and 40 percent go to a competitor’s site. Getting up-to-speed on mobile is becoming less of an option and more of an imperative for companies trying to do business on the web.

With so many people turning to smartphones and many of them primarily using them for Internet access, these are just some of the implications that need to be considered. We’re on our way toward a smartphone majority soon, but it’s unfolding in interesting ways that can provide some new opportunities for those paying attention.

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Friday, 8 July 2011

How Multi-Millionaire Business Owners Make Their Business Work - So They Don't Have To

Picture this...

The typical business owner starts a business. Usually it's just them by themselves or maybe one or two other people.

They do a great job. As the number of staff is small everyone is working together and they are getting things done.

They become successful and it's time to employ some more people.

A couple more people are employed - but some cracks start to appear.

As the business employs some more staff - the cracks become wider and wider.

Soon the business owner notices that there's not much money being made by the business.

There's staff problems.

There may be some customers complaining. Some customers may even be lost.

Things just aren't working anymore.

The business 'plateaus' and the owner becomes stressed, tired and overwhelmed.

The business owner starts to ask whether it's all worth it.

Should they downsize and just go back to the way things were... Or do they grow.

They want to grow the business - they know that's there's heaps of potential in the business - yet they keep hitting 'a brick wall'.

They are trying to make it to the next level, but they keep getting sucked back in to the business to 'put out fires'... and it's wearing the owner down.

Sound familiar?

I see this all the time. It's at this point that my clients seek me out.

I specialise in helping business owners through this point in their business growth.

And it's easy; I do this day in day out.

Let me describe how the previous situation happens.

In the initial growth of the business, when a business only has a few people - everyone has an idea of what everyone else is doing - so they can work effectively together.

Yet when you get to about 3 to 7 people or more, things need to change.

Because around that number of people, some of the people can 'bludge', they can hide. So they do.

After all - at this size, the business owner is usually still 'doing' things in the business at this stage, so they have their hands full.

And they want to grow so they know they need staff to help them. But because most business owners don't have much training in how to hire, train and motivate staff - they tend to 'put up' with staff that JUST do enough to stay employed.

But what happens is that the business owner ends up 'finishing things off' that their people have started or can't do.

The business owner tends to 'save' the day.

They know it, and so does their staff!

So their staff let the owners come in to save the day - and they do it often. After all, most people have a lazy streak in them. So why not wait for someone else to do it, "after all it's their business" - the employee thinks.

It's at this point that the business can often start to wander off track, the business owner can become stressed, overwhelmed and questions whether it's all worth it.

It is worth it, and if you're at this point in your business - don't give up - because with a little guidance from me, it's easy for you to fix.

And the rewards can almost immediately start flooding in.

If you're at this point you've done most of the hard work in business. You're turning over good money, you have customers, you have a place in the market, and you have employees.

Now it's a process of getting IT all to work for you.

Rather than YOU having to do all the work - to make it work.

Because when you get your business working - you won't have to work.

The reason why most business owners work so many hours - is because their business doesn't work.

All successful business owners have stepped through this phase in business growth.

It's a phase where your staff have to step up and do what you are employing them to do - without you having to 'look-over-their-shoulder' to make sure it's getting done.

There are 3 Crucial things that you must have in place for you to make it through this phase successfully.

On my 1-on-1 business coaching program I take you though these 3 crucial things so that you have them specifically and especially designed and implemented for your business.

That way it's unique for you and your situation.

When you have these 3 crucial things in place here are the benefits you'll enjoy...

When you have first Crucial element in place - you'll find that your staff will individually take ownership and responsibility for their roles and responsibilities in your business. They will willingly want to work at their optimal in your business, and make it happen.

It's at that time that they'll do what's required of them - willingly.

When you have the 2nd crucial element in place you'll find that Your staff will regularly review, plan and improve areas in your business to help the business grow.

Everyone in the business will willingly work together and will be aware of what is going on in the business. Everyone will work efficiently and effectively so that their individual roles work harmoniously with each other thus creating the power of synergy in your business.

They'll also have the initiative to find out what they have to do and when they have to do things by.

And finally, when the 3rd crucial element is in place you'll benefit because your staff will naturally start to follow you. And they'll willingly want to perform at higher levels.

They'll be aware that for everyone to benefit from the business, everyone must work together like a team. And they'll all know that there'll be consequences for anyone that lets the others down. So they'll work extra hard to make sure no-one lets the team down.

This sounds like a dream to most business owners. And sadly - for some - it is.

Despite being readily able to achieve this in their business - for some odd reason they think it could never happen. So they never try to find out how to do it.

And it's disappointing. Because it can happen.

I've been doing it with business owners just like you and with businesses just like yours - for years now. Successfully. Go to my testimonial pages http://www.caseygollan.com.au/businessgrowthtestimonials1.htm and listen to the long interviews - you'll hear success after success.

Wouldn't any passionate, determined business owner want to at least try to achieve this level of success?

Happily some business owners do. And with great success.

In essence, the secret is to get everything else working 'together' in your business - that way you (the business owner) don't have to work.

And these 3 crucial areas will allow you to make it happen.

How fast could you do it? Well that depends on you, your business structure and your situation.

But rest assured you can do it.

All the best business owners use these 3 crucial areas. Learn what they are - put them into place and you can reap the rewards.

Business Coach, Mentor And Growth Specialist
Casey Gollan, Business Coach, Mentor And Growth Specialist. Grows $1 Million p.a. Small Businesses Into $2 to $5 Million p.a. Businesses Over a 2 to 3 Year Period.

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Thursday, 23 June 2011

If You Want To Outsmart Competitors, Make It Policy For Employees To Use Their Products

Texting

In a talk earlier this year to employees, Nokia CEO Stephen Elop asked a question that many were probably afraid to answer truthfully, given how Nokia is struggling to combat the iPhone. As BusinessWeek described it:

When he asks how many people in the crowd use an iPhone or Android device, few hands go up. "That upsets me, not because some of you are using iPhones, but because only a small number of people are using iPhones. I'd rather people have the intellectual curiosity to understand what we're up against."

This is refreshing statement; many executives would have berated their employees for not keeping the faith while a company faced its biggest crisis.

Don't Enforce a Monoculture

One of the surest ways of losing touch with real customers' needs and getting outsmarted by competitors is to enforce a monoculture in your organization, where competitive products are banned and employees only come into contact with your own offerings.

My first job out of college was at Sun Microsystems, and in those days (early 90's) it was forbidden to have any competitive products, whether they were from Microsoft, Silicon Graphics, Apple, or Dell. Since Sun made hardware and software, only Sun machines running the Sun operating system were allowed. (In the design group we did have a couple of Macs as the software we needed wasn't available for Sun's OS, but they had to be kept hidden away and bought and maintained clandestinely.)

As a result, every Sun employee lived in a Sun monoculture. This was unlike the environment most Sun customers inhabited, where there was a mix of hardware, software, and platforms from a variety of different vendors. Customers had to deal with integration issues that were never felt by Sun staff. Furthermore, Sun employees were "shielded" from understanding what competitive products could really do, or from gaining insights into how they might be falling short, or actually meeting customer needs better in some ways than Sun's products.

I remember when we were starting a new project that we had to visit the nearby Oracle headquarters (ironically, now Sun's owner) to get our hands on a wide variety of competitive hardware, as Oracle had to test its software on all platforms and manufacturers. We learned more in those few hours of hands-on tire-kicking than we would have been able to in weeks of desk research.

Encourage Competitive Use, Don't Punish It

Too often, buying and trying competitive products is frowned upon and even seen as a moral weakness. As I wrote about in Innovation X, when the team developing the second-generation Ford Taurus bought a Toyota Camry (with great difficulty) to try it out, it brought to light critical quality factors that significantly changed how the team approached its work. In her exhaustive book about this project, Mary Walton describes how buying competitive cars, especially Japanese ones, was seen as practically treasonous at Ford in the 1980's.

This attitude is not healthy. You should encourage people at all levels — starting at the top — to be immersed in your competitors' offerings, just as they should be immersed in understanding your customers' lives. Without a clear-eyed, honest perspective about how you are superior and where you are falling short, you will fall into a falsely narrow view of the world.

Walton also noted how Ford executives (as is the case at most car companies) were regularly given new cars, and all servicing was handled by in-house technicians. They never had to deal with oil changes, indifferent dealerships, older cars starting to wear out (since they got replaced so frequently), or any of the other annoyances that can come from car ownership. They lived in a perfect bubble that hid the quality advances their Japanese competitors were making in strides.

Go Further

Don't just encourage competitive usage, but make it policy. It's not always easy to do in some B2B cases, but for almost any consumer product or service there's really no reason why this can't become a regular practice.

Pay for products and services out of the company purse. Don't rely on people to pay it for themselves (because many won't, or will resent having to). Invest in paying for dummy or shadow service accounts, such as wireless or entertainment subscriptions, even insurance policies. Just because you may offer employees a discount on your own products or services doesn't mean that they can't also be encouraged to try out the competition.

Think like a library and make sure competitive offerings get passed around to different employees, and aren't just used by one person. Maximize the exposure and therefore the learning.

Hire curious people who seek out competitors and venture to the edges of your business to find the potential disruptors, trying out products and services that you may not see as current competitors but who may become ones in the future.

Have people formally or informally report on what they find so that others can gain the insights even if they didn't use the competitors firsthand (this becomes a type of pre-emptive knowledge management).

Backed up by concrete actions such as these, you can establish a culture where trying competitive products is not seen as the height of treason, but as loyalty.

This post originally appeared at Harvard Business Review.

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Service

Wednesday, 17 August 2011

A Brief Overview On BPO's Call Centers And Their Services

Friday, 15 July 2011

What will users do when ads hit their Twitter stream?

Tuesday, 12 July 2011

1/4 of smartphone users rely on their device for Internet access

Friday, 8 July 2011

How Multi-Millionaire Business Owners Make Their Business Work - So They Don't Have To

Thursday, 23 June 2011

If You Want To Outsmart Competitors, Make It Policy For Employees To Use Their Products

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