Copc Inc Overview Presentation
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COPC Inc. Overview COPC-2000® Standard Contact Center Excellence
Who Is COPC Inc.? Customer Operations Performance Center Inc. Founded by three partners in 1995 Grown to a worldwide staff of 60 associates in nine countries More than 700 onsite operational audits in 30 countries / average 10 audits per month 150,000 contact center seats Operations of all sizes From 10 to 3,000 customer contact seats
Co-developers of the Industry Standard for contact centers worldwide
Global Footprint Offices in nine countries around the world Argentina – Australia – Brazil – Canada – India – Japan Singapore – United Kingdom – United States
What Is COPC? Exclusive authorized entity to audit and certify compliance to the COPC-2000® Standard Internal providers 3rd party providers Outsourcers / Buyers
Performance management system that reduces costs, while increasing revenue – improving service, quality and customer satisfaction Driving the trend for buyers of services to require certification of their vendors
COPC Return on Investment Service Quality
Customer Satisfaction
Revenue
Profitability
Costs
Benefits
The COPC Commitment Achieve a three to five times Return on Investment! We guarantee our work and results – if you don’t think our advice and services are worth the fees – don’t pay them! We help our clients save hundreds of thousands of dollars We have never issued a refund…
Experience Global operational improvement strategies for Contact Center Excellence More than 200 Contact Centers worldwide using the Standard experiencing performance improvement
Utilize and develop proprietary technology Auditing process (COPC-2000® Standard) SmartScore (Transaction Monitoring)
Maintaining an estimated 90% share of in-depth operational audits Continue to operate in conjunction with user community as part of the Standard Committee
Global Standard
200 Companies – 300 Locations 35 Countries – 6 Continents Canada Ireland United States England Dominican Republic France Argentina Norway Brazil Netherlands Costa Rica Germany Japan Singapore Malaysia Hong Kong Australia India
Global Internal / External Operational Environments
Internal Providers
Third Party Providers
Outsourcers / Buyers
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Certification Process
Certification to the COPC-2000® Standard
Baseline Assessment Operational Audit defining the gap between current status and COPC-2000® Standard requirements Evaluation tool identifying and detailing gaps Management team review
Structured Support Scheduled conference calls to implement actions to close gaps Review documentation Strategic plan / recruiting profiles Establish high integrity performance metrics Review operational targets and Performance Summary Table
Certification Audit Standard
Certification Process Nine Typical Steps to Certification
Preparation 1. Define entity 2. Workshop and Kickoff Meeting 3. RC Training
Baseline Assessment 4. COPC conducts Baseline Assessment with Registered Coordinator
Close Gaps 5. Team closes gaps and COPC begins Structured Support 6. HPMT Training
Certification Audit 7. COPC conducts Stress Test 8. Certification Application Evaluated 9. COPC conducts Certification Audit
Certification Process
Driving Performance
The COPC-2000® Standard is a holistic approach requiring management to run business by: Balancing Service, Quality and Cost Setting high performance benchmark targets Monitoring results using objective data Continually improving in areas not meeting targets Consistently meeting client and internal performance requirements
Standard
Typical Certification Timeline Month Baseline Audit Structured Support HPMT RC Training Stress Test Certification Audit Clean-up Audit Applied Status Certification
1
2
3
4
5
6
7
8
9
10
11
12
Critical Service Functions Customer Service
Collections
Order Management
Outbound
Technical Support
Lead Management
Electronic Commerce
Service Dispatch
Back Office Processing
Claims Processing
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Benchmark Review Driving Best Practices Determines the best resource focus for maximum ROI and customer impact Directs a comprehensive assessment delving into operation, information technology, human resources, training and finance Provides executives with clear view of strength’s and weaknesses Generates strategy for rapid implementation of performance improvement initiatives while cutting costs and increasing customer satisfaction
Implementation Support
Operational / Strategy Consulting
Achieve Best Practices and accelerate Certification Assist in development of effective processes and metrics Initiate cost reduction implementation Integrate revenue enhancement programs Strategic analysis Number and location of sites required Outsourcing options Multi-center strategy Organization structure
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Performance Improvement
Return on Investment Strategies
Results driven consulting designed to identify high ROI opportunities and define the methodologies required to implement changes Delivers operational and financial improvement strategies based on Benchmark Review, Implementation Strategy, and Training workshops Implementation of staff development and training techniques to drive knowledge into the organization, building teams to drive revenue enhancement, cost reduction, accuracy improvement, and cycle time reduction initiatives
Performance Improvement Typical Implementation
COPC 7-Step Work Plan
Step 1
Step 2
Step 3
Step 4
Finalize Objectives Work Plan
Compile Required Data
Conduct Benchmark Review
Develop Plan to Close Gaps
Step 5
Step 6
Step 7
Define Desired Customer Experience
Implement the Plan
Monitor Progress
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Training
Contact Center Excellence
CCE 1 – COPC Registered Coordinator (RC) for CSPs CCE 2 – COPC Registered Coordinator (RC) for VMOs Requirement for Certification – one COPC RC for each site Typically multi-client program / can be on-site dedicated Five-day, twelve-hour per day intensive course Registered Coordinator (RC) must score a minimum of 90% on four-hour exam Excellent training vehicle for entities not seeking certification
As of January 1, 2004 – 1600 COPC Registered Coordinators across 35 countries
Training
Contact Center Excellence
CCE 3 – High Performance Management Techniques (HPMT) Provides practical “Best Practices” operational techniques to: Increase customer satisfaction Improve service and quality Decrease costs How to manage for High Performance Hands-on day-to-day management techniques Interpretation of operational data to improve performance while reducing costs
Training
Contact Center Excellence
CCE 4 – Implementing Six Sigma in Contact Centers Intensive five-day course designed to integrate Six Sigma methodologies into the Contact Center environment Use of key Six Sigma tools to more effectively install, deploy and improve the ROI using the COPC-2000 Standard Perform Six Sigma analysis on data from individual’s Contact Center operations using Six Sigma tools to demonstrate the positive impact of structured and complete data analysis
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Consulting Services Driving Return On Investment
SmartMove Benefits / costs of outsourcing RFP development for vendor Performance criteria Evaluation and selection Performance assessment Management Site selection Transition requirements / planning
Lower your risk – drive the return!
Consulting Services Driving Return On Investment
Transaction Monitoring Identification of fatal and non fatal errors Use side-by-side and remote monitoring Assesses process control Ensures calibration of scores provided by different teams Identifies process-level issues Improves end-user experience
SmartScore (Gage R&R) Tool measuring degrees of variation across monitoring staff Calibrated to “expert” monitoring Accuracy Repeatability Reproducibility
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy ROI
The COPC-2000® Standard is… A rigorous and balanced system to concurrently measure all customer-touch activities A framework to Identify and measure specific attributes required for sustained operational performance over time A dynamic system updated annually reflecting the industry evolution
Where did the COPC-2000® Standard originate…
Certification
The Standards Committee – 1995 Team of recognized industry leaders formed in 1995 to share common contact center performance issues Created a framework to meet and exceed end user requirements Founders from Fortune 500 firms: Microsoft – Compaq – Dell – Novell – Intel American Express – L.L. Bean - Motorola
The Standards Committee – 2004 Comprised of buyers of services, third party providers, and internal operations Participation requires detailed working knowledge of the Standard, operations, and the ROI of superior service delivery systems Current Members: Microsoft – HealthNow – DHL General Motors – L.L. Bean – ClientLogic Convergys – Motorola – Lenovo Group – Centrelink Transworks – Japanese User Group
Gold Standard 33 Items across 4 Categories Enabler Processes – 11 Items –
Driver
Goal
Planning and Leadership
Performance Measurement
– 5 Items –
Enabler People – 7 Items –
– 10 Items –
Framework for VMO Standard 38 Items across 5 Categories Enabler Business Processes – 18 Items –
Driver Leadership and Planning – 4 Items –
Enabler
Support Processes – 7 Items –
Enabler
People Processes – 4 Items –
Goal Performance Measurement – 5 Items –
VMO Standard – Item Detail Enablers
2.0 Key Business Processes
Driver 1.0 Leadership and Planning 1.1 Statement of Direction 1.2 Strategic and Annual Business Plans 1.3 Reviewing Performance 1.4 Reviewing the Performance Management System
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18
Defining Requirements Developing & Issuing RFXs Selecting & Contracting CSPs Implementing New Clients & Programs Closing Relationships & Programs Forecasting Staffing & Scheduling Managing the Command Center Monitoring Transactions Training & Verifying CSP Staff Skills Making Data and Information Available & Up to Date Recovering from Service Interruptions Reviewing CSP Performance Paying CSPs Reporting performance to Clients Invoicing Clients Managing TCOM & IT provided to CSPs Managing Key Suppliers
3.0 Key Support Processes 3.1 3.2 3.3 3.4 3.5 3.6 3.7
Controlling VMO Processes Improving VMO Processes Auditing VMO Processes Developing & Maintaining Vendor Lists CUIKA Ensuring Data Security Ensuring End-User Privacy
4.0 Key People Processes 4.1 4.2 4.3 4.4
Defining Minimum Skills & Knowledge Training & Developing Staff Verifying Skills & Knowledge Managing Staff Performance
Goals 5.0 Performance 5.1 Client Satisfaction & Dissatisfaction 5.2 End-user Satisfaction & Dissatisfaction 5.3 Key Business Process Performance 5.4 Key People Process Performance 5.5 VMO Efficiency
Gold Standard – Framework Enabler
2.0 Processes
Driver 1.0 Planning and Leadership 1.1 Statement of Direction 1.2 Strategic and Annual Planning Process 1.3 Business Strategies and Plans 1.4 Reviewing Performance 1.5 Management System Review
2.1 Developing New CSP Enduser Servicing Capabilities 2.2 Implementing New Products, Services, Program, Clients 2.3 Process Control 2.4 Process Improvement 2.5 Process Audits 2.6 Transaction Monitoring 2.7 Staffing & Scheduling 2.8 Contingency Plan 2.9 CUIKA 2.10 Data Security 2.11 Data and Information Availability and Update
3.0 People
3.1 Defining Jobs 3.2 Recruiting and Hiring 3.3 Training & Development 3.4 Verifying Skills & Knowledge 3.5 Staff Performance Management 3.6 Compensation & Recognition 3.7 Work Environment
Goals 4.0 Performance
4.1 Client Satisfaction & Dissatisfaction 4.2 End-user Satisfaction & Dissatisfaction 4.3 Service & Quality Performance 4.4 Key Supplier Performance 4.5 Process Level Efficiency 4.6 Resource Utilization 4.7 Staff Attrition 4.8 Staff Satisfaction, Absenteeism, and Safety 4.9 Achieving Results 4.10 Cost of Poor Quality
Benefits of COPC Framework Quantifiable Financial
Quantifiable Non-financial
Typical Ops Improvement Projects
Consider both financial and non-financial
Reduced cost per transaction On-time program launch Higher accuracy and FCR Improved Supplier performance Reduced staff attrition
Increased customer satisfaction Improved employee satisfaction Reduced customer attrition
Non-quantifiable / Non-financial
Non-quantifiable Financial
Key metrics defined – where and how to use them
Increased sales from current clients
Access to global best practices Implement / sustain annual planning system Clarify mission statement Recognition from potential clients
Maintaining Certification requires - 65% of metrics hit targets 9 of 12 months - 75% demonstrate continued improvement
Less re-work generates cost savings
Sustained performance
ROI
COPC Return on Investment Service Quality
Customer Satisfaction
Revenue
Profitability
Costs
COPC Inc. www.copc.com
Contact Center Excellence
Key Terms and Relationships Clients CSPs (Customer Service Providers)
Hire CSPs to provide services to their end-user customers.
Provide services to endusers on behalf of clients.
3rd party providers
End-Users
Customers of clients.
Key Terms and Relationships VMOs (Vendor Management Organizations)
Organizations and individuals, typically within the client enterprise, responsible for managing a portion of the Enterprise’s programs with CSPs.
CSPs
Clients
Hire CSPs to provide services to their end-user customers.
Provide services to end users on behalf of clients.
Outsourcers / Buyers
End Users
Customers of clients.
Who Is COPC Inc.? Customer Operations Performance Center Inc. Founded by three partners in 1995 Grown to a worldwide staff of 60 associates in nine countries More than 700 onsite operational audits in 30 countries / average 10 audits per month 150,000 contact center seats Operations of all sizes From 10 to 3,000 customer contact seats
Co-developers of the Industry Standard for contact centers worldwide
Global Footprint Offices in nine countries around the world Argentina – Australia – Brazil – Canada – India – Japan Singapore – United Kingdom – United States
What Is COPC? Exclusive authorized entity to audit and certify compliance to the COPC-2000® Standard Internal providers 3rd party providers Outsourcers / Buyers
Performance management system that reduces costs, while increasing revenue – improving service, quality and customer satisfaction Driving the trend for buyers of services to require certification of their vendors
COPC Return on Investment Service Quality
Customer Satisfaction
Revenue
Profitability
Costs
Benefits
The COPC Commitment Achieve a three to five times Return on Investment! We guarantee our work and results – if you don’t think our advice and services are worth the fees – don’t pay them! We help our clients save hundreds of thousands of dollars We have never issued a refund…
Experience Global operational improvement strategies for Contact Center Excellence More than 200 Contact Centers worldwide using the Standard experiencing performance improvement
Utilize and develop proprietary technology Auditing process (COPC-2000® Standard) SmartScore (Transaction Monitoring)
Maintaining an estimated 90% share of in-depth operational audits Continue to operate in conjunction with user community as part of the Standard Committee
Global Standard
200 Companies – 300 Locations 35 Countries – 6 Continents Canada Ireland United States England Dominican Republic France Argentina Norway Brazil Netherlands Costa Rica Germany Japan Singapore Malaysia Hong Kong Australia India
Global Internal / External Operational Environments
Internal Providers
Third Party Providers
Outsourcers / Buyers
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Certification Process
Certification to the COPC-2000® Standard
Baseline Assessment Operational Audit defining the gap between current status and COPC-2000® Standard requirements Evaluation tool identifying and detailing gaps Management team review
Structured Support Scheduled conference calls to implement actions to close gaps Review documentation Strategic plan / recruiting profiles Establish high integrity performance metrics Review operational targets and Performance Summary Table
Certification Audit Standard
Certification Process Nine Typical Steps to Certification
Preparation 1. Define entity 2. Workshop and Kickoff Meeting 3. RC Training
Baseline Assessment 4. COPC conducts Baseline Assessment with Registered Coordinator
Close Gaps 5. Team closes gaps and COPC begins Structured Support 6. HPMT Training
Certification Audit 7. COPC conducts Stress Test 8. Certification Application Evaluated 9. COPC conducts Certification Audit
Certification Process
Driving Performance
The COPC-2000® Standard is a holistic approach requiring management to run business by: Balancing Service, Quality and Cost Setting high performance benchmark targets Monitoring results using objective data Continually improving in areas not meeting targets Consistently meeting client and internal performance requirements
Standard
Typical Certification Timeline Month Baseline Audit Structured Support HPMT RC Training Stress Test Certification Audit Clean-up Audit Applied Status Certification
1
2
3
4
5
6
7
8
9
10
11
12
Critical Service Functions Customer Service
Collections
Order Management
Outbound
Technical Support
Lead Management
Electronic Commerce
Service Dispatch
Back Office Processing
Claims Processing
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Benchmark Review Driving Best Practices Determines the best resource focus for maximum ROI and customer impact Directs a comprehensive assessment delving into operation, information technology, human resources, training and finance Provides executives with clear view of strength’s and weaknesses Generates strategy for rapid implementation of performance improvement initiatives while cutting costs and increasing customer satisfaction
Implementation Support
Operational / Strategy Consulting
Achieve Best Practices and accelerate Certification Assist in development of effective processes and metrics Initiate cost reduction implementation Integrate revenue enhancement programs Strategic analysis Number and location of sites required Outsourcing options Multi-center strategy Organization structure
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Performance Improvement
Return on Investment Strategies
Results driven consulting designed to identify high ROI opportunities and define the methodologies required to implement changes Delivers operational and financial improvement strategies based on Benchmark Review, Implementation Strategy, and Training workshops Implementation of staff development and training techniques to drive knowledge into the organization, building teams to drive revenue enhancement, cost reduction, accuracy improvement, and cycle time reduction initiatives
Performance Improvement Typical Implementation
COPC 7-Step Work Plan
Step 1
Step 2
Step 3
Step 4
Finalize Objectives Work Plan
Compile Required Data
Conduct Benchmark Review
Develop Plan to Close Gaps
Step 5
Step 6
Step 7
Define Desired Customer Experience
Implement the Plan
Monitor Progress
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Training
Contact Center Excellence
CCE 1 – COPC Registered Coordinator (RC) for CSPs CCE 2 – COPC Registered Coordinator (RC) for VMOs Requirement for Certification – one COPC RC for each site Typically multi-client program / can be on-site dedicated Five-day, twelve-hour per day intensive course Registered Coordinator (RC) must score a minimum of 90% on four-hour exam Excellent training vehicle for entities not seeking certification
As of January 1, 2004 – 1600 COPC Registered Coordinators across 35 countries
Training
Contact Center Excellence
CCE 3 – High Performance Management Techniques (HPMT) Provides practical “Best Practices” operational techniques to: Increase customer satisfaction Improve service and quality Decrease costs How to manage for High Performance Hands-on day-to-day management techniques Interpretation of operational data to improve performance while reducing costs
Training
Contact Center Excellence
CCE 4 – Implementing Six Sigma in Contact Centers Intensive five-day course designed to integrate Six Sigma methodologies into the Contact Center environment Use of key Six Sigma tools to more effectively install, deploy and improve the ROI using the COPC-2000 Standard Perform Six Sigma analysis on data from individual’s Contact Center operations using Six Sigma tools to demonstrate the positive impact of structured and complete data analysis
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy
Consulting Services Driving Return On Investment
SmartMove Benefits / costs of outsourcing RFP development for vendor Performance criteria Evaluation and selection Performance assessment Management Site selection Transition requirements / planning
Lower your risk – drive the return!
Consulting Services Driving Return On Investment
Transaction Monitoring Identification of fatal and non fatal errors Use side-by-side and remote monitoring Assesses process control Ensures calibration of scores provided by different teams Identifies process-level issues Improves end-user experience
SmartScore (Gage R&R) Tool measuring degrees of variation across monitoring staff Calibrated to “expert” monitoring Accuracy Repeatability Reproducibility
Service Portfolio Certification – COPC-2000® Standard Baseline Audit - Structured Support - Certification Audit
Benchmark Review Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan
Performance Improvement Benchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives
Contact Center Excellence Training COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers
Consulting Services SmartMove - Transaction Monitoring – SmartScore Implementation Support and Operational Strategy ROI
The COPC-2000® Standard is… A rigorous and balanced system to concurrently measure all customer-touch activities A framework to Identify and measure specific attributes required for sustained operational performance over time A dynamic system updated annually reflecting the industry evolution
Where did the COPC-2000® Standard originate…
Certification
The Standards Committee – 1995 Team of recognized industry leaders formed in 1995 to share common contact center performance issues Created a framework to meet and exceed end user requirements Founders from Fortune 500 firms: Microsoft – Compaq – Dell – Novell – Intel American Express – L.L. Bean - Motorola
The Standards Committee – 2004 Comprised of buyers of services, third party providers, and internal operations Participation requires detailed working knowledge of the Standard, operations, and the ROI of superior service delivery systems Current Members: Microsoft – HealthNow – DHL General Motors – L.L. Bean – ClientLogic Convergys – Motorola – Lenovo Group – Centrelink Transworks – Japanese User Group
Gold Standard 33 Items across 4 Categories Enabler Processes – 11 Items –
Driver
Goal
Planning and Leadership
Performance Measurement
– 5 Items –
Enabler People – 7 Items –
– 10 Items –
Framework for VMO Standard 38 Items across 5 Categories Enabler Business Processes – 18 Items –
Driver Leadership and Planning – 4 Items –
Enabler
Support Processes – 7 Items –
Enabler
People Processes – 4 Items –
Goal Performance Measurement – 5 Items –
VMO Standard – Item Detail Enablers
2.0 Key Business Processes
Driver 1.0 Leadership and Planning 1.1 Statement of Direction 1.2 Strategic and Annual Business Plans 1.3 Reviewing Performance 1.4 Reviewing the Performance Management System
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18
Defining Requirements Developing & Issuing RFXs Selecting & Contracting CSPs Implementing New Clients & Programs Closing Relationships & Programs Forecasting Staffing & Scheduling Managing the Command Center Monitoring Transactions Training & Verifying CSP Staff Skills Making Data and Information Available & Up to Date Recovering from Service Interruptions Reviewing CSP Performance Paying CSPs Reporting performance to Clients Invoicing Clients Managing TCOM & IT provided to CSPs Managing Key Suppliers
3.0 Key Support Processes 3.1 3.2 3.3 3.4 3.5 3.6 3.7
Controlling VMO Processes Improving VMO Processes Auditing VMO Processes Developing & Maintaining Vendor Lists CUIKA Ensuring Data Security Ensuring End-User Privacy
4.0 Key People Processes 4.1 4.2 4.3 4.4
Defining Minimum Skills & Knowledge Training & Developing Staff Verifying Skills & Knowledge Managing Staff Performance
Goals 5.0 Performance 5.1 Client Satisfaction & Dissatisfaction 5.2 End-user Satisfaction & Dissatisfaction 5.3 Key Business Process Performance 5.4 Key People Process Performance 5.5 VMO Efficiency
Gold Standard – Framework Enabler
2.0 Processes
Driver 1.0 Planning and Leadership 1.1 Statement of Direction 1.2 Strategic and Annual Planning Process 1.3 Business Strategies and Plans 1.4 Reviewing Performance 1.5 Management System Review
2.1 Developing New CSP Enduser Servicing Capabilities 2.2 Implementing New Products, Services, Program, Clients 2.3 Process Control 2.4 Process Improvement 2.5 Process Audits 2.6 Transaction Monitoring 2.7 Staffing & Scheduling 2.8 Contingency Plan 2.9 CUIKA 2.10 Data Security 2.11 Data and Information Availability and Update
3.0 People
3.1 Defining Jobs 3.2 Recruiting and Hiring 3.3 Training & Development 3.4 Verifying Skills & Knowledge 3.5 Staff Performance Management 3.6 Compensation & Recognition 3.7 Work Environment
Goals 4.0 Performance
4.1 Client Satisfaction & Dissatisfaction 4.2 End-user Satisfaction & Dissatisfaction 4.3 Service & Quality Performance 4.4 Key Supplier Performance 4.5 Process Level Efficiency 4.6 Resource Utilization 4.7 Staff Attrition 4.8 Staff Satisfaction, Absenteeism, and Safety 4.9 Achieving Results 4.10 Cost of Poor Quality
Benefits of COPC Framework Quantifiable Financial
Quantifiable Non-financial
Typical Ops Improvement Projects
Consider both financial and non-financial
Reduced cost per transaction On-time program launch Higher accuracy and FCR Improved Supplier performance Reduced staff attrition
Increased customer satisfaction Improved employee satisfaction Reduced customer attrition
Non-quantifiable / Non-financial
Non-quantifiable Financial
Key metrics defined – where and how to use them
Increased sales from current clients
Access to global best practices Implement / sustain annual planning system Clarify mission statement Recognition from potential clients
Maintaining Certification requires - 65% of metrics hit targets 9 of 12 months - 75% demonstrate continued improvement
Less re-work generates cost savings
Sustained performance
ROI
COPC Return on Investment Service Quality
Customer Satisfaction
Revenue
Profitability
Costs
COPC Inc. www.copc.com
Contact Center Excellence
Key Terms and Relationships Clients CSPs (Customer Service Providers)
Hire CSPs to provide services to their end-user customers.
Provide services to endusers on behalf of clients.
3rd party providers
End-Users
Customers of clients.
Key Terms and Relationships VMOs (Vendor Management Organizations)
Organizations and individuals, typically within the client enterprise, responsible for managing a portion of the Enterprise’s programs with CSPs.
CSPs
Clients
Hire CSPs to provide services to their end-user customers.
Provide services to end users on behalf of clients.
Outsourcers / Buyers
End Users
Customers of clients.
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