COPC Inc Overview Presentation | Benchmarking | Strategic

August 29, 2018 | Author: Anonymous | Category: Documents
Share Embed


Short Description

... download as Powerpoint Presentation (.ppt), PDF File (.pdf), Text File (.txt) or ... The COPC-2000® Standard is a h...

Description

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

What Is COPC? Exclusive authorized entity to audit and certify compliance to the COPC-2000 ®  Standard Internal providers 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 ti mes Return on Investment! We guarantee our work w ork 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 improveme improvement nt

Utilize and develop proprietary p roprietary 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 Re 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 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 Coordinator for CSP and and VMO – HPMT 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 Audit defining the gap g ap between current status and COPC-2000 ®  Standard requirements Evaluation Evalua tion tool identifying and detailing gaps Management team review

Structured Support Scheduled conference calls to implement actions to close gaps Review Revie w documentation Strategic plan / recruiting profiles Establish high integrity performance metrics Review Revie w operational o perational 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 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 Coordinator for CSP and and VMO – HPMT 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 initiatives while w hile 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 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 Coordinator for CSP and and VMO – HPMT 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 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 Coordinator for CSP and and VMO – HPMT 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 Certification – one o ne COPC RC for each site Typically multi-client multi-client program / can be on-site dedicated Five-day,, twelve-hour Five-day tw elve-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 Provide s 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 five-day course designed to integrate Six Sigma methodologies into the Contact Center environment Use of key Six Sigma tools to more effectively effectively install, deploy and improve the ROI using the COPC-2000 Standard Perform Six Six Sigma analysis analysis on data from from individual’s 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 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 Coordinator for CSP and and VMO – HPMT 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 Evalua tion 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 p rovided 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 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 Coordinator for CSP and and VMO – HPMT 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 Sta Statem tement ent of Dir Direct ection ion 1.2 1. 2 Stra Strate tegi gic c and and Annua Annuall Business Plans 1.3 Rev Review iewing ing Per Perfor forman mance ce 1.4 Rev Review iewing ing the Per Perfor forman mance ce Management System

2.1 Def Definin ining g Req Requir uireme ements nts 2.2 Dev Develo eloping ping & Issu Issuing ing RFX RFXs s 2.3 Se Selec lectin ting g & Contr Contract acting ing CSPs CSPs 2.4 Imp Implem lement enting ing New New Clients Clients & Progra Programs ms 2.5 Clo Closin sing g Relation Relationshi ships ps & Progra Programs ms 2.6 2. 6 Fo Fore reca cast stin ing g 2.7 2. 7 St Staf affin fing g & Schedul Schedulin ing g 2.8 Mana Managing ging the Com Comman mand d Cente Center  r  2.9 Moni Monitor toring ing Tran Transa sactio ctions ns 2.10 Trainin Training g & Verif Verifying ying CSP Staff Skills Skills 2.11 Making Data and Information Information Available Available & Up to Date 2.12 Recovering from Service Interruptions 2.13 Reviewing CSP Performance 2.14 Paying CSPs 2.15 Reporting performance to Clients 2.16 Invoicing Clients 2.17 Managing TCOM & IT provided to CSPs 2.18 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 5. 1 Clie Client nt Sati Satisf sfac acti tion on & Dissatisfaction 5.2 End-us End-user er Sat Satisf isfact action ion & Dissatisfaction 5.3 5. 3 Key Key Busin Busines ess s Proce Process ss 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 Sta Statem tement ent of Dir Direct ection ion 1.2 1. 2 Stra Strate tegi gic c and and Annua Annuall Planning Process 1.3 1. 3 Busi Busine ness ss Strat Strateg egie ies s and Plans 1.4 Rev Review iewing ing Per Perfor forman mance ce 1.5 1. 5 Manag Managem emen entt Syst System em Review

2.1 De 2.1 Deve velop lopin ing g New CSP CSP End End-user Servicing Capabilities 2.2 Implem Implement enting ing New New Produ Products cts,, Services, Program, Clients 2.3 2. 3 Pr Proc oces ess s Co Contr ntrol ol 2.4 2. 4 Pr Proc oces ess s Improve Improveme ment nt 2.5 2. 5 Pr Proc oces ess s Au Audit dits s 2.6 Tran Transac saction tion Moni Monitor toring ing 2.7 2. 7 St Staf affi fing ng & Schedu Scheduli ling ng 2.8 2. 8 Co Conti ntinge ngenc ncy y Pl Plan an 2.9 CUIKA 2.10 Data Secur Security ity 2.11 Data and and Information Information Availability and Update

3.0 People

3.1 3. 1 De Defi fini ning ng Jo Jobs bs 3.2 3. 2 Re Recr crui uitin ting g and Hiri Hiring ng 3.3 3. 3 Tra Train inin ing g & De Deve velop lopme ment nt 3.4 3. 4 Veri Verify fyin ing g Skil Skills ls & Knowledge 3.5 3. 5 Staf Stafff Perf Perfor orma manc nce e Management 3.6 3. 6 Comp Compen ensa sati tion on & Recognition 3.7 3. 7 Wor Work k En Envir vironm onmen entt

Goals 4.0 Performance 4.1 4. 1 Clie Client nt Sati Satisf sfac acti tion on & Dissatisfaction 4.2 End-us End-user er Sat Satisf isfact action ion & Dissatisfaction 4.3 4. 3 Servi Service ce & Qua Qualit lity y Performance 4.4 Key Sup Supplie plierr Perf Perform ormanc ance e 4.5 Pro Proces cess s Leve Levell Effic Efficien iency cy 4.6 4. 6 Re Reso sourc urce e Utiliza Utilizati tion on 4.7 4. 7 St Staf afff At Attr trit ition ion 4.8 4. 8 Staf Stafff Satisf Satisfac actio tion, n, Absenteeism, and Safety 4.9 4. 9 Ac Achie hievin ving g Resu Result lts s 4.10 Cost of Poor Poor Quality Quality

Benefits of COPC Framework Quantifiable Financial

Quantifiable Non-financial

Typical Ops Improvement Projects

Consider both financial and non-financial

Reduced cost per transaction

Increased customer satisfaction

On-time program launch

Improved employee satisfaction

Higher accuracy and FCR

Reduced customer attrition

Improved Supplier performance Reduced staff 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

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

Clarify mission statement

Sustained performance

Less re-work generates cost savings

Recognition from potential clients

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.

End-Users Provide services to endusers on behalf of clients.

3rd party providers

Customers of clients.

Key Terms and Relationships VMOs (Vendor  Management Organizations)

Organizations and individuals, typically within the client enterprise, responsible r esponsible 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.

View more...

Comments

Copyright © 2017 DATENPDF Inc.