copc inc overview presentation

COPC Inc. OverviewCOPC Inc. Overview

COPC-2000COPC-2000®® Standard Standard

Contact Center ExcellenceContact Center Excellence

Who Is COPC Inc.?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 countriesMore 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 FootprintGlobal Footprint

Argentina – Australia – Brazil – Canada – India – Japan Singapore – United Kingdom – United States

Offices in nine countries around the worldOffices in nine countries around the worldOffices in nine countries around the worldOffices in nine countries around the world

What Is COPC?What Is COPC?Exclusive authorized entity to audit and certify compliance to the COPC-2000® Standard

Internal providersInternal 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 InvestmentCOPC Return on Investment

ServiceService

QualityQuality

RevenueRevenue

Customer Customer SatisfactionSatisfaction

ProfitabilityProfitability

CostsCosts

Benefits

The COPC CommitmentThe COPC Commitment

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…

Achieve a three to five times Return on Investment!Achieve a three to five times Return on Investment!Achieve a three to five times Return on Investment!Achieve a three to five times Return on Investment!

Experience 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 technologyAuditing 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 StandardGlobal Standard

Canada IrelandUnited States EnglandDominican RepublicFranceArgentina NorwayBrazil NetherlandsCosta Rica Germany

JapanSingaporeMalaysiaHong KongAustraliaIndia

200 Companies – 300 Locations 35 Countries – 6 Continents

Global Internal / External Operational EnvironmentsGlobal Internal / External Operational EnvironmentsGlobal Internal / External Operational EnvironmentsGlobal Internal / External Operational Environments

Internal ProvidersInternal Providers

Third Party ProvidersThird Party Providers

Outsourcers / BuyersOutsourcers / Buyers

Service PortfolioService Portfolio

Consulting ServicesConsulting ServicesSmartMove - Transaction Monitoring – SmartScore

Implementation Support and Operational Strategy

Certification – COPC-2000Certification – COPC-2000®® Standard StandardBaseline Audit - Structured Support - Certification Audit

Benchmark ReviewBenchmark ReviewExecutive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan

Performance ImprovementPerformance ImprovementBenchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives

Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers

Certification Process Certification Process Certification to the COPC-2000® Standard

Baseline AssessmentOperational Audit defining the gap between current status and COPC-2000® Standard requirementsEvaluation tool identifying and detailing gapsManagement team review

Structured SupportScheduled conference calls to implement actions to close gapsReview documentation

Strategic plan / recruiting profilesEstablish high integrity performance metricsReview operational targets and Performance Summary Table

Certification Audit

Standard

Certification ProcessCertification Process

1. Define entity

2. Workshop and Kickoff Meeting

3. RC Training

Preparation4. COPC conducts Baseline Assessment

with Registered

Coordinator

Baseline Assessment

5. Team closes gaps and COPC begins Structured Support

6. HPMT Training

Close Gaps

7. COPC conducts Stress Test

8. Certification Application Evaluated

9. COPC conducts Certification

Audit

Certification Audit

Nine Typical Steps to CertificationNine Typical Steps to Certification

Certification ProcessCertification 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 Typical Certification Timeline

Baseline Audit

Structured

Support

HPMT

RC Training

Stress Test

Certification

Audit

Clean-up

Audit

Applied Status

Certification

1Month 12112 3 4 5 6 7 8 9 10

Critical Service FunctionsCritical Service FunctionsCustomer Service

Order Management

Technical Support

Electronic Commerce

Back Office Processing

Collections

Outbound

Lead Management

Service Dispatch

Claims Processing


Consulting ServicesConsulting ServicesSmartMove - Transaction Monitoring – SmartScoreSmartMove - Transaction Monitoring – SmartScore

Implementation Support and Operational StrategyImplementation Support and Operational Strategy

Certification – COPC-2000Certification – COPC-2000®® Standard StandardBaseline Audit - Structured Support - Certification AuditBaseline Audit - Structured Support - Certification Audit



Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO – HPMT COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers – Implementing Six Sigma in Contact Centers

Benchmark ReviewBenchmark 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 SupportImplementation 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





Benchmark ReviewBenchmark ReviewExecutive Planning Session – Strategic Operations Review –Executive Planning Session – Strategic Operations Review – – Management Report with Benchmark Data and Action Plan – Management Report with Benchmark Data and Action Plan



Performance ImprovementPerformance 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 Performance Improvement

COPC 7-Step Work PlanCOPC 7-Step Work Plan

Finalize Objectives Work Plan

Step 1

Compile Required Data

Step 2

Conduct Benchmark Review

Step 3

Develop Plan to Close Gaps

Step 4

Implement the Plan

Step 6

Define Desired Customer Experience

Step 5

Monitor Progress

Step 7

Typical Implementation






Performance ImprovementPerformance ImprovementBenchmark Review – ROI Analysis – Knowledge Integration / StaffBenchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives Development – Team Driven Initiatives


TrainingTraining Contact Center Excellence

CCE 1 – COPC Registered Coordinator (RC) for CSPsCCE 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 – As of January 1, 2004 –

1600 COPC Registered Coordinators across 35 countries1600 COPC Registered Coordinators across 35 countries


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


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



Implementation Support and Operational Strategy Implementation Support and Operational Strategy



Performance ImprovementPerformance ImprovementBenchmark Review – ROI Analysis – Knowledge Integration / StaffBenchmark Review – ROI Analysis – Knowledge Integration / Staff Development – Team Driven Initiatives Development – Team Driven Initiatives

Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO – HPMT –COPC Registered Coordinator for CSP and VMO – HPMT – – Implementing Six Sigma in Contact Centers – Implementing Six Sigma in Contact Centers

Consulting ServicesConsulting Services Driving Return On Investment

SmartMoveBenefits / 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!Lower your risk – drive the return!

Consulting ServicesConsulting Services Driving Return On Investment

Transaction MonitoringIdentification of fatal and non fatal errorsUse side-by-side and remote monitoringAssesses process controlEnsures calibration of scores provided by different teams Identifies process-level issuesImproves end-user experience

SmartScore (Gage R&R)Tool measuring degrees of variation across monitoring staffCalibrated to “expert” monitoring

AccuracyRepeatabilityReproducibility








ROI

The COPC-2000The COPC-2000®® Standard is… 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-2000Where did the COPC-2000®® Standard originate… Standard originate…

Certification

The Standards Committee – 1995The Standards Committee – 1995Team 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 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 StandardGold Standard

Planning and Leadership

– 5 Items –

Driver

Enabler

Goal

Enabler

Processes

– 11 Items –

Performance Measurement

– 10 Items –

People

– 7 Items –

33 Items across 4 Categories33 Items across 4 Categories

Framework for VMO StandardFramework for VMO Standard

Leadership and Planning

– 4 Items –

Driver

Enabler

Goal

Enabler

Business Processes

– 18 Items –

Performance Measurement

– 5 Items –

People Processes

– 4 Items –

38 Items across 5 Categories38 Items across 5 Categories

EnablerSupport Processes

– 7 Items –

VMO Standard – Item DetailVMO Standard – Item Detail

DriverDriverDriverDriver

1.1 Statement of Direction

1.2 Strategic and Annual Business Plans

1.3 Reviewing Performance

1.4 Reviewing the Performance

Management System

1.0 Leadership and Planning

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

5.0 Performance

GoalsGoalsGoalsGoals2.1 Defining Requirements2.2 Developing & Issuing RFXs2.3 Selecting & Contracting CSPs2.4 Implementing New Clients & Programs2.5 Closing Relationships & Programs2.6 Forecasting2.7 Staffing & Scheduling2.8 Managing the Command Center2.9 Monitoring Transactions2.10 Training & Verifying CSP Staff Skills2.11 Making Data and Information Available & Up to Date2.12 Recovering from Service Interruptions2.13 Reviewing CSP Performance2.14 Paying CSPs2.15 Reporting performance to Clients2.16 Invoicing Clients2.17 Managing TCOM & IT provided to CSPs2.18 Managing Key Suppliers

2.0 Key Business Processes

EnablersEnablersEnablersEnablers

3.0 Key Support Processes3.1 Controlling VMO Processes3.2 Improving VMO Processes3.3 Auditing VMO Processes3.4 Developing & Maintaining Vendor Lists3.5 CUIKA3.6 Ensuring Data Security3.7 Ensuring End-User Privacy

4.0 Key People Processes4.1 Defining Minimum Skills & Knowledge4.2 Training & Developing Staff4.3 Verifying Skills & Knowledge4.4 Managing Staff Performance

Gold Standard Gold Standard – Framework– Framework

DriverDriverDriverDriver

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 SystemReview

1.0 Planning and Leadership

4.1 Client Satisfaction &Dissatisfaction

4.2 End-user Satisfaction &Dissatisfaction

4.3 Service & Quality Performance

4.4 Key Supplier Performance4.5 Process Level Efficiency4.6 Resource Utilization4.7 Staff Attrition

4.8 Staff Satisfaction, Absenteeism, and Safety

4.9 Achieving Results4.10 Cost of Poor Quality

4.0 Performance

GoalsGoalsGoalsGoals2.1 Developing New CSP End-user Servicing Capabilities

2.2 Implementing New Products,Services, Program, Clients

2.3 Process Control2.4 Process Improvement2.5 Process Audits2.6 Transaction Monitoring2.7 Staffing & Scheduling2.8 Contingency Plan2.9 CUIKA2.10 Data Security

2.11 Data and InformationAvailability and Update

2.0 Processes

3.0 People3.1 Defining Jobs

3.2 Recruiting and Hiring

3.3 Training & Development

3.4 Verifying Skills &Knowledge

3.5 Staff PerformanceManagement

3.6 Compensation &Recognition

3.7 Work Environment

EnablerEnablerEnablerEnabler

Benefits of COPC FrameworkBenefits of COPC FrameworkQuantifiable FinancialQuantifiable FinancialTypical Ops Improvement Projects

Reduced cost per transaction

On-time program launch

Higher accuracy and FCR

Improved Supplier performance

Reduced staff attrition

Quantifiable Non-financialQuantifiable Non-financialConsider both financial and non-financial

Increased customer satisfaction

Improved employee satisfaction

Reduced customer attrition

Non-quantifiable / Non-financialNon-quantifiable / Non-financialKey metrics defined

– where and how to use themAccess to global best practices

Implement / sustain annual planning system

Clarify mission statement

Recognition from potential clients

Non-quantifiable FinancialNon-quantifiable FinancialIncreased sales from current clients

Less re-work generates cost savings

Maintaining Certification requires - 65% of metrics hit targets 9 of 12 months - 75% demonstrate continued improvement

Sustained performance

ROI

COPC Return on InvestmentCOPC Return on Investment

ServiceService

QualityQuality

RevenueRevenue

Customer Customer SatisfactionSatisfaction

ProfitabilityProfitability

CostsCosts

COPC Inc. COPC Inc. www.copc.comwww.copc.com

Contact Center ExcellenceContact Center Excellence

Key Terms and RelationshipsKey Terms and Relationships

ClientsClients

CSPsCSPs(Customer Service

Providers)

Hire CSPs to provide services to their end-user customers.

Provide services to end-users on behalf of clients.

Customers of clients.

End-UsersEnd-Users

3rd party providers

Key Terms and RelationshipsKey Terms and Relationships

VMOsVMOs(Vendor

Management Organizations)

Customers of clients.

ClientsClients CSPsCSPs

End UsersEnd Users

Organizations and individuals, typically within the client enterprise, responsible for managing a portion of the Enterprise’s programs with CSPs.

Provide services to end users on behalf of clients.Hire CSPs to provide services to

their end-user customers.

Outsourcers / Buyers

copc inc overview presentation

Documents

standard operational

copc commitmentachieve

overview copc

vendors copc return

contact center excellencemore

operational targets

industry standard

onsite operational audits