Cca Global Business Proposal (v2)

Franchise Proposal

The scope of responsibility has suddenly become smaller, allowing the Contact Center Operator to improve on competencies and expand profit levels

The Contact Center Business Creating a New Breed of Contact Centers that Operate on Genuine Collaboration and Engages a Lifetime Business Partnership in a Emergent Industry

February 2007

Rafael Pekson II Managing Director for Contact Center Advantage ? Global Service-Mark of CCA Global

Manila • Montreal • Vancouver

“Fostering intelligent business process management services with Asia for Enterprises in North America and beyond.”

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The advancement of information and computer technology (ICT) Why Do Organizations has allowed businesses to establish remote sites as extension offices of their company. The US has led the trend to outsource parts of Outsource? The greatest benefit of offshoring is the cost advantage it produces for the First World company, thereby increasing profit as a consequence

their operating functions to countries with low labor costs, particularly in China, India, Mexico and the Philippines. However, outsourcing is no longer a means to establish far-flung branches under the same managerial control. Independent vendors and service companies have taken over the business activities of these firms that meet quality metrics and delivery benchmarks at a smaller proportion of the normal operating expense. The emergence of open global markets has created an array of highly capable service providers in low-cost surroundings but with ample and available technologies to deliver the required need. Outsourcing is now a means to help firms in First World countries to increase their productivity and profitability that benefit their customers and shareholders. As was the historical idea that global open trade would increase discrepancies in economic development and growth, rather it has led to a strengthening of market shares and generated more income than ever.

What pushed the outsourcing industry to a record-high is the development of cheap global communications, the creation of more sophisticated yet reliable technologies, and the emergence of skilled human resources in many developing countries. Today, several of these nations have not just opened their doors to a barrage of remote centers for North American firms but has heavily invested in the necessary infrastructure that make it competitive to the global outsourcing market. Outsourcing happens to mean two distinct operational descriptions: outsourced offshoring is done through independent vendors and service providers using their premises and resources, and outsourced in-shoring is when an organization from a developed country (such as the United States) establishes its own remote, extension center in other countries. By and large, offshoring still means job creation and income generation for the country that is able to attract both local and international outsourcing businesses

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in establishing a presences at their locality. The greatest benefit of offshoring is the cost advantage it produces for the First World company, thereby increasing profit as a final consequence. When economic trends and markets in developed countries dictate tight fiscal situations, any savings in operational cost will definitely contribute to the corporation’s future growth. The lower the operating cost, the more money to invest in innovation. The resulting benefit is given back to its customers. The forerunners of offshore outsourcing in the business services arena are English-speaking countries. To be able to successfully move its business activities to offshore vendors, the resulting service should be done in the same written and spoken language as the originating organization. Two developing countries stand-out in offshore outsourcing: India and the Philippines. Though India is cheaper and has more English-speaking graduates (by virtue of its population), the Philippines still excels in the offshore industry due to its close cultural connection to the United States. China offers low labor costs but still has a less mature offshoring environment and weaker English language skills. Ireland, South Africa and New Zealand have skilled workers in a mature business environment, greater cultural similarities with the United States but at a higher cost. Finally, the Caribbean and Mexico offer moderate skill levels in the same time zone as the United States. In the 2006 Contact Center Industry Benchmark Report, researched and published by www.callcentres.net, the Philippines’ growth rate for 2007 is estimated to be 33%, adding 35,000 more seats by end of this year. The rate is much higher than India and new entrant China, with their industries is expected to grow at 16% and 22%, respectively. Independent contact centers in the country servicing the international market within the offshore outsourcing category operating, both local and multinational, make up 85% of the total operating centers while 35% are in-house centers managed and controlled by international firms. The top country being serviced by the Philippine contact centers is still the United States, with Singapore down 21% from the US and followed by the U.K., Australia and China. One hundred percent (100%) of the contact centers in the Philippines require their Agents to speak in English, [email protected] • [email protected] • [email protected]

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while a lesser percentage can speak Spanish and German, both at 13%, and followed by French at 9%. More than 80% of the communication channels used by the contact centers are voicedriven, leaving a little less than 15% through e-mail and other means of web-based messaging channel, i.e. chat. More of the researched statistics can be obtained from www.callcentres.net.

A Ty pical Contact Center Contact Centers eventually evolved when telecommunications and computer technology merged into one operating and networked system capable of providing multiple tasks to a contact center Agent

A Call Center is a centralized office that answers incoming telephone calls from customers or performs outgoing telephone calls to customers and prospective customers, the latter termed as “telemarketing.” Traditionally, call centers have employed PBXtype (Public Branch Exchange, an automated switchboard) of technology where incoming calls are automatically routed to an available open line. When other business functions were needed to be fulfilled by the call center operator, this became a laborious task of moving in and out of the operator’s desk to carry out the desired assignment, i.e. responding by mail or faxing an answer to a query. Although technology has driven call centers to become more dependent on computers and the internet, there are still those that employ a setup akin to its historical application. Contact Centers eventually evolved when telecommunications and computer technology merged into one operating and networked system capable of providing multiple tasks to a contact center person, often referred to as an Agent or Representative. Electronic Mail (or e-mail) correspondences, computerized fax operations and internet-based chat messaging paved the way for a “blended” environment that decreased the unproductive periods of the Agent, increased revenue generated on a “per hour” timeline and allowed the offshore outsourcing vendor to provide varying services of customer contact. With the internet more prevalent in countries that perform outsourced business service functions, web-based interaction are seen to become alternative means to customer communication when it suits the convenience of the latter. A typical setup of an offshore Contact Center is divided into three distinct operating areas: the Network Operations Center (NOC for short, also called Computer Room or Server Room), the Backoffice section where administrative and support groups are clustered

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together, and the Contact Center Floor—the working area of the Agents, its Supervisors and Managers and a host of Analysts supporting and constantly evaluating all types of calls. Like all business firms, Contact Centers are organized in the same hierarchical manner where staff reports to officers, going up to the shareholders of the company. Typically, you will find a Contact Center Agent manning a workstation accessorized with a computer and a headset, allowing him/her to perform call-based services and computer-related activities required to complete the call. Beside a small group of Agents are Team Leaders or Supervisors, monitoring and evaluating the Agents’ calls, providing on-the-spot assistance and other administrative needs. Senior Supervisors or Managers offer a more managerial approach to the efficiency of its area of responsibility, making sure that the desired metrics are met. Analysts that perform “quality assurance” and “workforce planning and optimization” work are clustered within distance to the main floor, sometimes housed inside a “Secure Room” as some clients required utmost confidentiality and secrecy to vital customer information, such as Social Security and credit card numbers. Backoffice and support groups include Human Resources, Administration and Housekeeping, Finance and Executive Management. Most of these sections operate on regular daytime hours as its direct contacts—suppliers and vendors of adjacent services like banks and agencies— function on an 8-to-5, Mondayto-Friday work hours. In a self-contained environment of the Contact Center company, the NOC operates a series of computer and telecommunications equipment housed inside a small room with very cold temperatures. This is the heart of the contact center—without it properly functioning, the entire center has to stop its operations. Connected to the NOC is its link to the internet world where voice calls are digitized into data streams so that it can travel through internet signals, converted back to analog “voice” transmission that can pass through normal Public Switched Telephone Network (PSTN) systems, and out to the destination landlines and mobile phones. A disaster such as the 2006 Taiwan typhoon that affected [email protected] • [email protected] • [email protected]

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several Asia Pacific-based internet companies have resulted in prolonged downtime for many contact centers in Asia, leaving customers calling its client’s toll-free numbers without anyone to answer.

Serv icing the Foreign Market The revenue model behind a Contact Center dictates acquiring US Dollar-paying projects to generate profitable returns higher than other traditional or contemporary industries

Most Contact Centers in developing countries are contracted by organizations from First World nations like the United States to provide call services for its customers, sometimes on a 24 hours, 7 days a week basis (a.k.a. 24x7). A lot of offshore centers run after many of the Fortune 5000 companies, including some large ones with sales and marketing offices strategically located in other parts of the globe. The revenue model behind a Contact Center in a developing country dictates the acquisition of US Dollar-paying projects, programs or campaigns to generate profitable returns higher than other traditional or contemporary industries in its locality. Therefore, “Sales and Marketing” is an essential component of operating a successful Contact Center. Without a constant flow of foreign projects that replace terminated or winding-down programs, the center is in danger of holding on to an idle and unproductive workforce. Independent centers sometimes have no choice but to rely on “brokers” to provide them with the necessary and continuous flow of projects, knowing full well that it costs a lot to setup a decent sales office in places like the United States or Canada. However, brokers have their tendencies of simply passing the project to the center without a good evaluation process as to its practicality and effectiveness in the destination center. Sometimes, the revenue rates decrease dramatically as more hands pass the project around until it finally lands on a willing center.

The Role of t he Consultant The Consultant is a vital component for creating and operating a

Since the inception of the independent Contact Center operator or owner, many individual Consultants have sprouted out of nowhere to provide prospective investors with the expert guidance to build and operate a contact center. Though the industry is at its infancy in the Asia—about five years of so—many have touted a wealth of experience, sound judgment and formidable connections to foreign

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successful Contact Center. Unfortunately, most Consultants hop on to the next center to be established by the third month.

projects. Notwithstanding, this also includes the perfect technology solution providing the most efficient and robust system ever. The Consultant presents a prospective investor with the financial model of the center in two to three years, takes a lead role in selecting the necessary technology, assists in construction, office remodeling or fit-out, trains only those who will be working directly in the Operations arena, acquires projects from local brokers, manages the projects on a daily basis and becomes the direct link to clients. It is also his responsibility to transfer knowledge to all key employees, mostly operational, before his tenure and contract ends, usually by the end of the second month of live operations. With the above description, the Consultant is a vital component for creating and operating a successful contact center. Unfortunately, most Consultants hop on to the next center to be established by the third month, not wanting a permanent post. Besides, the Consultant is also a very expensive human resource to keep. Given the short term he provides the center, the owner and operator is left to manage his team to the best recall of the training the Consultant provided. However, one thing remains a mystery: how does the Backoffice or Support groups get trained on the peculiarities of running a business where normal working hours start at night, lunch is at midnight, people resign after a few months, clients pay the center based on an hourly performance yet the latter pays its workforce based on a monthly wage, including paying local vendors and suppliers with standard accounting practices?

Something’s Wrong with this Picture It’s like “the blind leading blind.”

What started as an exciting journey to a dynamic business filled with a promising and profitable outlook becomes a challenging, sometimes stressful passage to a difficult and widespread responsibility of operating the contact center. Promises have become bloated expectations. Simplicity in operations turns out to be multifaceted and imprudent. The scope of the Consultant’s guidance has only focused on detailed specifics, leaving the broader part of operations up to the commonsense of the operator. If a non-experienced, prospective investor gets guidance from an

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experienced Consultant who’s previous scope of work dealt only with duties that involved sections of the operations floor, it’s like “the blind leading blind.” Contact Centers are entire normal business companies by themselves, with the “Operations Floor” forming only one part of the scheme of success. Internal responsibilities from traditional divisions like Human Resources and Finance to external commitments and duties of the company to local and national government agencies are the missing pieces that make the jigsaw puzzle a complete picture. And because clients are foreign, the effort to sell the center to prospects abroad are costly and may take time to flourish into standing and long-term contracts. Besides the labor cost being one of the highest component of overall expense, the maintenance and upkeep of an advanced yet costly technology infrastructure adds to the ongoing financial burden. This picture wrecks havoc to the painful demise of the contact center—soon!

Analy zing the Philippine Contact Center I ndustry The Philippines’ stands out as a premier location for offshore outsourcing not only because of its ability to speak and write English but also because of its close cultural connection to the United States.

The following statements provide significant arguments and points of clarity taken from the above sections: 1. The offshore outsourcing indust ry is growing. It has never slowed down, not in the next 20 years. 2. The contact center industry in the Philippines is growing. The cited benchmark report of callcentres.net and other noted research groups conclude the same message. 3. The United States is still the favored market to sell contact center services coming from the Philippines. From a population of 300 million, more than half are buying consumers. 4. The Philippines’ stands out as a premier location for offshore outsourcing not only because of its ability to speak and write English but also because of its close cultural connection to the United States. India only becomes viable because it has a bigger population. 5. It is certainly expensive to set up and operate a contact

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center where all infrastructure and human resources components used are established in-house. The typical cost ranges between US$150,000 and US$350,000 for 20 seats. 6. It is also expensive to maintain an in-house NOC that operates the entire technology solution of the contact center. Almost half of the total investment made is spent on the acquisition of technology. 7. Independent contact centers operated by local businessmen and entrepreneurs have to spend time, money and effort to acquire a continuous flow of good-priced projects. To save on all three factors, they rely on local brokers whose projects often come from other local or foreign brokers. This makes small- and medium-sized centers dependent on brokers for the constant flow of revenue-generating projects. 8. The Consultant responsible for providing assistance and guidance in setting up and operating the contact center usually stays up to two months, and moves on to set up the next center for another investor. Is two months enough? 9. The contact center Operator has two months to learn the trade, until the Consultant’s contract has ended. Same question given in no. 8. Also, consider some of the opportunities that are currently available: 1. The number of available outbound call function projects (like Telemarketing) outweigh the number of contact centers servicing this market, globally. Experience has led to oppose the alleged results of setting up a “Do Not Call” (DNC) law in the United States will slow the growth of the call center; rather, the need for telemarketing has continued to increase despite of the promulgated law in place since 2003. 2. There are less than 15% of web -based messaging or communication being carried out by Philippine contact centers despite the fact that more than half of the US population are online. [email protected] • [email protected] • [email protected]

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Like any market trend that sweeps a region, local entrepreneurs and business people hunch their heads forward to find out what the ruckus is all about. The first question that begs their mind is: “How can I grab a piece of the action?” When they dig in and find a few referrals to industry stalwarts who have set up contact centers, they must think twice: “Are they still operating their centers?” A few have actually closed shop and recuperated what was left after the dust settled down. The BPO Industry, particularly in the contact center segment, defies all traditional ways of operating and doing business. As opposed to consumer-led industries and buy-and-sell businesses, contact centers operate as a virtual assistant to a Client’s business. Their main task is to operate as an “extension” of the client’s business, providing the same flare of leadership in customer care and attacking the market in niche segments that add to their client’s earnings. All the culture and vitality of what makes them a principal mover in their industry should be carried on to its service provider—the offshore, outsourced contact center. In the late 90’s, there was an entry of a few US-based contact center companies that started setting up in the Philippines, as independent extensions of American centers. By the early part of the new millennium, more BPO companies came into the country in strides and saw how successful it was to operate a center in a country where western culture and language proficiency topped the list of strong points. Though India was still a namesake to contend with, primarily because of the overbearing population ratio it had over other English-speaking countries in the world, still, the Philippines was considered as a wealth of human resource with quality advantages over quantity. Nearing the mid-part of this decade, small- to medium-sized centers that were owned and operated by local businessmen and entrepreneurs started sprouting as global competition redefined outsourcing by eating into the potential revenue of the bigger centers. Thus was born many Consultants in a local industry that was still young and emergent, providing guidance, counsel and direction over every part of the independent contact centers being built. [email protected] • [email protected] • [email protected]

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Unfortunately, like all nascent businesses, there are those who withered after several months of operating by themselves, investors who were charmed into the idea that running a contact center was nothing more than managing a restaurant. Eventually, the lessons learned were hard-hitting, knowing now that it just isn’t the same as any other business opportunity. Consider the following unique traits: 1. Philippine contact centers operate on a night-to-noon shift basis, when the sun rises in the eastern seaboard of the United States and sets on the western hemisphere, practically a 15-hour window to service the client’s customer contact needs. It defies the biological capacity of a person and the center’s workforce, including other local vendors that support the center during its graveyard shift, i.e. building, food and transportation service groups. Today’s statistical attrition rate of the industry is a little more than thirty percent. 2. It operates on a historical adage of the switchboard telephone operators of yesteryears—possessing the ability to speak to hundreds of people per day yet keeping their composure despite relentless assailments from unyielding people and complaining customers. The vitality of a typical contact center Agent could only be seen from the younger generation; hence, what you see today are fresh graduates with no sense of corporate ownership or working experience that are given the frontline mandate to perform services for the center’s clients beyond their familiarity of work and life. But managing the personal and career needs and wants of a very young labor pool is painstakingly more complicated than those who have had years of subordinate work experience and are more responsible in their personal lives and dependent family members. 3. The center depends on external factors and providers to sustain its prompt and excellent delivery of services. Erecting failsafe systems, technological and otherwise, hits hard on the cost -efficient structures the center has built. When disaster strikes on any one of these external factors, [email protected] • [email protected] • [email protected]

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the one-on-one relationship it has with its client is either damaged or worse, terminated. Consider the recent Asia Pacific internet fiasco—the Taiwan subterranean cable cut— that led to the inability of several small- and medium-sized centers in the Philippines to cease operations and lose clients altogether. 4. Being an offshore, outsourcing service provider means the center’s clients are all foreign. The Consultant responsible for assisting the investor in setting up the center may have provided the first few projects. As the months go by, some projects vanish or simply stop because of various reasons. Hence, the center starts to shop around for new projects. The impracticable choice would be to setup shop in North America and run a sales and marketing outfit of the center to acquire a continuous flow of good projects. The likely route will be through middlemen and brokers, sometimes local groups or individuals with contact to other brokers around the world. Unfortunately, the latter course leads to projects that don’t pay at par with break-even levels (because of too many layers of commissions) or are not all properly screened by the brokers vis-à-vis the capability of the center, producing another failed project and recycling the process over again. Worse, the center sometimes do not get pa id at all. Out of all the debris of complexities that some overeager or unscrupulous individuals and groups have persistently created to an emerging yet promising industry is another approach that fixes the past setback and allows both new, prospective investors and those whose centers have closed to pursue a more profitable yet focused manner of operating a contact center. This is all about creating an effective collaboration between the center and the Consultant. We call it a Consortium of Contact Centers. The easiest one-word description would be: “Franchising.”

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Franchising is all about Effectiv e Collaboration Creating a lifetime partnership that synergizes competencies and builds a network of many as one Contact Center

Contact Center Advantage ? Global (Philippines) or CCA Global is an organization devoted to setting up small- to medium-sized contact centers in the Asia-Pacific region, independently owned yet forming part of a huge consortium of BPO centers that, put together, creates a wealth of business opportunities and capabilities to service the global community. It’s objective is to foster genuine and effective collaboration with its “Partner Centers” by removing some of its operational burdens to run successfully. This resolve allows the centers to focus on its main role or one of its key performance tasks: the ability to motivate its employee-associates to perform. The working synergy between CCA Global and its Partner-Centers stems from the following benefits it offers: 1. A guaranteed inflow of projects to choose from. The simplest description to this is “No Idle Time.” 2. No heavy acquisition cost in technology. Build a center with only computer workstations and a file server. Our web-based NOC in North America provides you a cost-effective leasing solution as opposed to a high upfront investment. 3. Training is top-to-bottom—no one is left out. Our training system allows every person in the organization to understand his role in the business. 4. Project management, client relationship management, IT monitoring and quality standards monitoring and evaluation are functions performed by CCA Global, leaving the contact center with four remaining responsibilities: investment, human resources, corporate administration and housekeeping. The fifth responsibility is to pay its taxes—but you already know that. 5. Effective “Teamwork” in the company of all Partner-Centers provide genuine collaboration, resources and best-practices sharing, and a sense of “Family” amongst all member centers. It’s a “Direct Selling” way of harnessing the strengths of every center and sharing these to the rest of the members.

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6. Strength in numbers mean the Client is happy. The entire consortium of Partner Centers is seen as one gigantic center by the Client, providing a robust and failsafe way of servicing clients without any downtime. The ultimate mission of CCA Global is to make it very easy for anyone to start a contact center, very easy to stay focused on the role as a Partner Center, and very easy to earn from the business. When this happens, it then becomes also very easy for the clients to start outsourcing to CCA Global centers, very easy to stay as a satisfied client, and very easy to earn a profit and gain the respect and admiration in its chosen industry or market from its customers—the very people CCA Global Partner Centers interact with. Sharing this common mission easily allows the entire membership to gain momentum in the offshore outsourcing industry and profit instantly.

Becoming a Franchise Partner “Character, experience, financial capacity and the desire to succeed.” Nothing is more important—all of these qualities vie as equal factors of the investor in making the center a success.

Anyone can set up a business. Unfortunately, many can fail because they do not possess the determination and street-smart wisdom of running it successfully. It is the wise man that follows his own resolve rather than just imitating from the grain. Knowledge can always be acquired but the tenacity of business is usually something you obtain throughout your entire life. Prospective investors are met by CCA Global that bases its approval to setup and operate a contact center under its franchise on a combination key traits: character, experience, financial capacity and the desire to succeed. Nothing is more important—all of these qualities vie as equal factors that make or break a center’s success. A presentation by CCA Global representatives is conducted with the prospective investor, shelling out every bit of fact about the business—both easy and difficult tasks alike. This usually takes hours with a lot of discussions and impromptu Q&A sessions to make sure the investor understands what’s at stake. Consequently, the prospective investor and his group will huddle privately and weigh every ounce of information they received.

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When a decision is by the group, both parties will execute a Memorandum of Understanding (or MOU) to legally bind both groups into a clear understanding of what is expected as a franchised Partner Center. Furthermore, the MOU signifies trust and confidence in the entire CCA Global business and the people that run it. A Contract Guideline is provided by CCA Global to the investor that identifies prerequisites that need to be established before proceeding to the final contract procedure—signing the Franchise Agreement Contract. An example of a prerequisite is the incorporation of the investment group with the Philippine Securities and Exchange Commission (SEC). One of the hardest questions raised by a prospective Partner is “What’s my exit strategy?” Every investor thinks it is his responsibility to determine the answer yet not knowing that the “other partner”—CCA Global—also commands a significant responsibility should the Partner call it quits. For varying personal reasons, the answer is simple: CCA Global will prescribe a “Right of First Refusal” statute in the contract to buyout the investor or find a suitable buyer to the business, both of whose value are determined at reasonable prices dictated by the market. If an inheritance is the likely exit course of the investor, then CCA Global will provide all means necessary for the continued operation of the center during and after the transition.

Building the Contact Center The uniqueness of the CCA Global System is its consistency of functioning alike, in form and in practice, to allow a more synergistic approach in servicing its clients.

The given timeline to build is 30 to 45 calendar days, which mainly affects construction and fit-out of the interiors according CCA Global specifications and setting up the necessary computer workstations, servers and peripherals, including cabling, testing and debugging. There is also a very close coordination with the chosen telecommunications provider with respect to the internet line that the center needs, making sure that standards, metrics and protocols are met. Every Partner Center does not have look exactly the same but its functionality and that of its many office components must be similar to other centers. The uniqueness of the CCA Global

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franchise is its consistency of functioning alike, in form and in practice, to allow a more synergistic approach in servicing its clients. When clients visit Partner Centers, the expected reaction would be, “They all look alike and function all the same.” Consistency + Reliability = Happy Clients.

I nv estment an d Operating Scenario The feasibility of operating a profitable contact center starts with twenty (20) seats running at two (2) shifts. Anything below this specification prolongs the Return On Investment (ROI) period to something worse than franchising a global fast food chain.

The feasibility of operating a profitable contact center starts with twenty (20) seats running at two (2) shifts. Anything below this specification prolongs the Return On Investment (ROI) period to something worse than franchising a global fast food chain. The minimum investment required to setup and operate a twenty (20) seat contact center under the CCA Global Systems franchise business is Four Million, Eight Hundred Thousand Philippine Pesos (PhP 4,800,00.00). This figure includes the following items: 1. Acquisition of computer hardware and software. 2. Installation and setup of all computer hardware and software. 3. Construction, remodeling and fit-out of the office space. This value is estimated. 4. At-location work of a 6-man Deployment Team to provide assistance in setup, pre-operations training and two-weeks live operations help and monitoring to every employee in the organization. 5. Franchise Fee. 6. First two (2) months of live operating expense. What isn’t part of the investment value is the cost to recruit and hire employees. Unfortunately, the total value of this activity depends on the location and available communication channels for recruitment and differs in extreme amounts. By forecast, Positive Cash Flow should be established by the end of the third month and ROI should be achieved by the end of the

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Eighth month. Operationally, the first three (3) months will only run one shift, then introducing the second shift by the fourth month. This allows the investors/owners and any inexperienced staff to understand, familiarize and experience in-depth contact center operations. To add to this conservative operating model, the Partner Center isn’t expected to attain 100% achievement of targets or goals. Rather, a gradual monthly increase of 25% in performance, starting at 50% attainment on the first month, is what’s expected.

A bout Us Contact Center Advantage Global (Philippines) Incorporated is backed and supported by two North American OBUs with decades of experience in their supporting functions.

CCA Global (Philippines) Inc. is backed by two Operating Business Units in North America: 1. GoldTech Computer Telephony Incorporated (GT-CTI) runs the NOC in Montreal, Quebec (Canada), providing all CCA Global Partner Centers with a leased contact center software (a.k.a. hosted solution, ASP or Application Service Provider), termination of VoIP calls to the most First World countries, and various internet and telecommunication products and services. GT-CTI is a division of GoldTech Ltd., a 20 year old Canadian company and one of the top systems integrators in Canada. 2. CCA Global (North America) Inc. provides a neverending stream of BPO projects for all the CCA Global Partner Centers. It works closely with all its clients to develop its customer contact programs, organized in a way all the Partner Centers will be able to implement with ease. It provides continued management of client relationships and top-level project management functions shared with CCA Global (Philippines). GT-CTI and other known and unknown business stalwarts are shareholders and board directors of CCA Global N.A. Contact information: [email protected] • [email protected] • +1 (915) 990-4910-fax

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