copc executive overview 27-june-06

7/29/2019 Copc Executive Overview 27-June-06

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12006 Customer Operations Performance Center Inc.

Improving Profitabili tyImproving Profitabili ty

COPCCOPCs Impact on Operationss Impact on Operations

Customer Operations Performance Center Inc.

Contact Center Excellence

www.copc.com

The Company The Framework

The COPC Family of Standards


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Who Is COPC Inc.?Who Is COPC Inc.?


Founded by three partners in 1995

Grown to a worldwide staff of more than 60associates in nine countries

More than:

800 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 seatsCo-developers of the Industry Standard for contactcenters worldwide


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Global FootprintGlobal Footprint

Argentina Australia Brazil Canada India Japan

Singapore United Kingdom United States

Offices in nine countries around the world

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


4/5342006 Customer Operations Performance Center Inc.

Key Terms and RelationshipsKey Terms and Relationships

VMOsVMOs(Vendor

Management

Organizations)

Customers of clients.

ClientsClientsCSPsCSPs

End UsersEnd Users

Organizations and individuals, typically

within the client enterprise, responsible for

managing a portion of the Enterprises

programs with CSPs.

Provide services to end users

on behalf of cl ients.Hire CSPs to provide services to

their end-user customers.



What Is COPC?What Is COPC?

Exclusive authorized entity to audit and certify

compliance to the COPC-2000 Standard

Internal providersInternal providers33rdrd party providersparty providers

Outsourcers / BuyersOutsourcers / Buyers

Performance management system that reducescosts, while increasing revenue improving service,

quality and customer satisfaction

Driving the trend for buyers of services to requirecertification of their vendors



The COPCThe COPC--20002000 Standard isStandard is

A rigorous and balanced system to concurrently

measure all customer-touch activities

A framework to identify and measure specificattributes required for sustained operational

performance

A dynamic system updated annually reflecting theindustry evolution

Where did the COPCWhere did the COPC--20002000 Standard originateStandard originate



COPCCOPC--2000 CSP2000 CSP Gold StandardGold Standard

The new framework for CSPs achieving certification

to the COPC-2000 and COPC Gold Standards

Represents the most significant change to theCOPC-2000 Standards since its 1996 introduction

Standards Committees core objective for revisions

Improvement of the end-user experience

Driving operational and financial performance

improvement

COPC and Results Inextricably Linked

Release 4.0ARelease 4.0A


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The Standards CommitteeThe Standards Committee 19951995

Team of recognized industry leaders formed in 1995

to share common contact center performanceissues

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


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The Standards CommitteeThe Standards Committee 20062006

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 systemsCurrent Members:

HealthNow Harris L.L. Bean Monster

General Motors Microsoft (U.S. Companies)

Lenovo Group (China) International SOS (Singapore)

Transworks (India) a representative from the Japanese User Group


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COPCCOPC--2000 CSP2000 CSP Gold StandardGold Standard

Planning andLeadership

3 Items

Driver

Enablers

Goal

Enablers

Processes

13 Items

Performance 9 Items

People

5 Items

30 Items across 4 Categories30 Items across 4 CategoriesRelease 4.0ARelease 4.0A


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Gold StandardGold Standard FrameworkFramework

DriverDriverDriver

1.1 Statement of Direction

1.2 Management System

Review

1.G.A Planning and Reviewing

Business Performance

1.0 Planning and

Leadership4.1 Cl ient Sat is faction and

Dissatisfaction

4.2 End-user Sat is factionand Dissatisfaction

4.3 Service Per formance

4.4 Quality Performance

4.5 Process-level Efficiency

4.6 Staff Attrit ion and

Absenteeism

4.7 Achieving Results

4.G.A Asset Efficiency

4.G.B Cost of Poor Quality

(COPQ)

4.0A Performance

GoalsGoalsGoals

2.1 Implementing NewProducts,Services, Programs,Clients, and Requirements

2.2 Process Control

2.3 Problem Solving Process

2.4 Transaction Moni toring

2.5 Forecasting, Staffing and Scheduling

2.6 CUIKA

2.7 End-user Privacy

2.G.A Managing Transactions atthe Interval Level

2.G.B Managing Key Suppliers2.G.C Process Audits

2.G.D Data Security

2.G.E Contingency Plan

2.G.F Data and InformationAvailabi li ty and Update

2.0 Processes

3.0 People3.1 Defining Jobs, Recruit ing and

Hiring

3.2 Training & Development

3.3 Ver ifying Skil ls & Knowledge

3.4 Staf f PerformanceManagement

3.G.A Managing Staff Feedback

EnablersEnablersEnablersRelease 4.0ARelease 4.0A


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COPCCOPC--2000 VMO Standard2000 VMO Standard

Leadership

and Planning

3 Items

Driver

Goal

Enabler

Enabler

BusinessProcesses

21 Items

Performance

4 Items

People

Processes

3 Items

31 Items across 4 Categories31 Items across 4 CategoriesRelease 2.0Release 2.0


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VMO StandardVMO Standard FrameworkFramework

DriverDriverDriver

1.1 Statement of Direction

1.2 Planning and Reviewing

Business Performance

1.3 Reviewing the Performance

Management System

1.0 Leadership and

Planning4.1 Client Satisfaction &

Dissatisfaction

4.2 End-user Satisfaction &Dissatisfaction

4.3 CSP Satisfaction &Dissatisfaction

4.4 Key Business ProcessPerformance

4.0A Performance

GoalsGoalsGoals

Establishing and closing Relationships and Programs2.1 Defining Requirements2.2 Developing & Issuing RFXs2.3 Selecting & Contracting CSPs

2.4 Implementing New Clients & Programs2.5 Closing Relationships & ProgramsManaging Relationships and Programs2.6 Forecasting2.7 Staffing & Scheduling2.8 Managing Transactions at the Interval Level2.9 Monitoring Transactions2.10 Training & Verifying CSP Staff Skills2.11 Making Data and Information Available&Up to Date2.12 Recovering f rom Service Interruptions2.13 Reviewing CSP Performance2.14 Paying CSPs2.15 Reporting Performance to Clients2.16 Managing Telecom & IT Systems Provided to CSPsManaging the VMOs Processes2.17 Controlling VMO Processes2.18 Problem Solving Processes2.19 CUIKA2.20 Ensuring Data Security2.21 Ensuring End-User Privacy2.22 Key Supp lier Management

2.0 Key Business Processes

EnablersEnablersEnablers

3.0 Key People Processes3.1 Defining Minimum Skills & Knowledge3.2 Training & Developing Staff3.3 Managing Staff Feedback

Release 2.1Release 2.1


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Global StandardGlobal Standard

Canada Ireland

United States England

Dominican Republic FranceArgentina Norway

Brazil Netherlands

Costa Rica Germany

Japan

Singapore

Malaysia

Hong Kong

Australia

India

125 Companies 200 Locations30 Countries 6 Continents

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


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ExperienceExperience

Global operational improvement strategies for

Contact Center Excellence

More than 200 Contact Centers worldwide using the

Standard is 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 Standards Committee


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Critical Service FunctionsCritical Service Functions

Customer Service

Order Management

Technical Support

Electronic Commerce

Back Office Processing

Collections

Outbound

Lead Management

Service Dispatch

Claims Processing


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Internal ProvidersInternal Providers


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Third Party ProvidersThird Party Providers


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Outsourcers / BuyersOutsourcers / Buyers


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COPC Return on InvestmentCOPC Return on Investment

ServiceService

QualityQuality

RevenueRevenue

CustomerCustomer

SatisfactionSatisfaction

ProfitabilityProfitability

CostsCosts


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Services PortfolioServices Portfolio

VMO ServicesVMO Services

SmartMove SmartSelect SmartManage SmartVMO

CSPCSP CertificationCertification COPCCOPC--20002000 CSP StandardCSP StandardCustomer Service ProvidersBaseline Audit - Structured Support - Certification Audit

VMOVMO CertificationCertification COPCCOPC--2000 VMO Standard2000 VMO StandardVendor Management Organizations

Baseline Audit - Structured Support - Certification Audit

Performance ImprovementPerformance ImprovementBenchmark Review High Performance Management Techniques

Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO HPMT

Implementing Six Sigma in Contact Centers I & II

eToolseToolsSmartScore SmartMonitor SmartOutbound SmartFloor


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Certification ProcessCertification ProcessCertif ication to the COPC-2000 Standard

Baseline Assessment

Operational Audit defining the gap between current status and

COPC-2000

Standard requirementsEvaluation tool identifying and detailing gaps

Management team review

Structured Support

Scheduled conference calls to implement actions to close gaps

Review documentation

Strategic plan / recruit ing profiles

Establish high integrity performance metrics

Review operational targets and Performance Summary Table

Certification Audit


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Certification ProcessCertification Process

1. Define entity

2. Workshop

and KickoffMeeting

3. RC Training

Preparation

4. 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 Test8. Certification

Appl ication

Evaluated

9. COPC

conductsCertification

Audi t

Certification

Audit

Nine Typical Steps to Certi ficationNine Typical Steps to Certification


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Certification ProcessCertification ProcessDriving 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


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Typical Certification TimelineTypical Certification Timeline

Baseline Audit

Structured

Support

HPMT

RC Training

Stress Test

Certification

Audit

Clean-up

Audit

Applied Status

Certification

1Month 122 3 4 5 6 7 8 9 10 11


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Benefits of COPC FrameworkBenefits of COPC FrameworkQuantif iable FinancialQuantifiable FinancialTypical Ops Improvement Projects

Reduced cost per transaction

On-time program launch

Higher accuracy and FCRImproved Supplier performance

Reduced staff attrit ion

Quantifiable NonQuantifiable Non--financialfinancialConsider both - financial / non-financial

Increased customer satisfaction

Improved employee satisfaction

Reduced customer attrition

NonNon--quantifiable/Nonquantifiable/Non--financialfinancialTypical Ops Improvement ProjectsKey metrics defined

where and how to use them

Access to global best practices

Implement / sustain annual planningsystem

Clarify mission statement

Recognition from potential clients

NonNon--quantifiable Financialquantifiable FinancialConsider both - financial / non-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


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CSPCSPCSP CertificationCertificationCertification COPCCOPCCOPC---200020002000

CSP StandardCSP StandardCSP StandardCustomer Service ProvidersCustomer Service ProvidersCustomer Service ProvidersBaseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit

VMOVMO CertificationCertification COPCCOPC--2000 VMO Standard2000 VMO StandardVendor Management Organizations

Baseline Audit - Structured Support - Certification Audit






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COPCCOPC--20002000 VMO StandardVMO StandardPurpose Driving Performance

Provide VMOs a framework or road map for effectively

managing their clients and CSPs for high performance. Thisincludes:

Ensuring key approaches, processes, and metrics are in place

Educating VMO staff on high performance

Enable outsourcers to assess the performance of their VMOs

globally


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Potential BenefitsPotential BenefitsTo Vendor Management Organizations:

Higher and more consistent VMO performance globally

The proven ability to achieve a majority of their highperformance targets

Greater scalability and flexibil ity through standardized

processes, procedures, and metrics

Lower costs for:Acquiring and managing client and CSP relationships

Services provided by CSPs

Higher performing CSPs and better service to end users


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Potential BenefitsPotential BenefitsTo Vendor Management Organizations:

Better relationships with their CSPs and the ability to obtain the

CSPs best resourcesObjective measures in place for all activities that directly impact

end users, cl ients, and CSPs

Aligned VMO and CSP performance measurement systems

Performance Improvement methodologies that have been

demonstrated to produce results

A system that allows clients and VMO management to verify that

the VMO is actively monitoring and managing the system overtime to improve performance


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Potential BenefitsPotential BenefitsTo Customer Service Providers:

More consistent input and requirements from VMOs

Knowledgeable VMO staff who:

Understand CSP operations and the interrelationships

between key processes and metrics

Provide more consistent and timely inputs and requirementsto CSPs


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The CSPThe CSP GoldGold and VMO Standardsand VMO Standards

have bothhave both UniqueUnique andand SharedShared ItemsItems

Transaction Monitoring

Contingency

Planning

Forecasting, Staffing, and Scheduling

End-User Sat and Dissat

End-UserPrivacy

Information

Availabi li ty

Training and Verifying CSP Staff Skills

ProcessImprovement

Asset Eff ic iency

Service and RevenuePerformance

Staff Attrition andAbsenteeism

COPQ

CSP Establishing and ClosingRelationships and

Programs (3)

Reviewing VendorPerformance

Paying Vendors

Reporting Performanceto Clients

Managing Telecomand IS

Training and VerifyingVMO Staff Skills

VMO

Leadership and

PlanningAchieving Results/

KBP Performance

Process Control Process Audits

CUIKA Client Sat and

Dissat

Key Supplier Mgt Data Security

Staff Feedback

VMO and

CSP

Problem Solving

Process

Managing Transactions at theInterval Level

Process Level Efficiency

Staff Performance

Vendor Sat and Dissat

Quality Performance

Implementing NewPrograms


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COPCCOPC--20002000 VMO StandardVMO StandardAAdoptiondoptionTo date:Five companies have formallyadopted the COPC-2000 VMOStandard as their performancemanagement system:

GM

IBMMicrosoft

Rogers Wireless (Canada)

T-Online (Germany)

Over 150 VMO RegisteredCoordinators have been trained in20+ companies:

12 Sessions (6 public, 6 dedicated)

In the past 2.5+ years over 2,000copies of the VMO Standard havebeen downloaded from COPCswebsite:

2003 = 287

2004 = 784

2005 = 1,075

A & E Television Networks

ABN AMRO

Adobe Systems

America Online

Amex Billing & Payment Services

Cingular

Cisco Systems Pte. Ltd.

Dell, Inc.

General Motors

JPMorgan Chase

KPN Telecom

Lexmark International, Inc.

Microsoft Corp.

Motorola

Nokia Corp.

Rogers

Saturn Corp.

Toys "R" Us


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COPC VMO SystemCOPC VMO SystemCertification Services Suite

VMO Assessment and Certif ication/Process Registration

VMO TrainingRegistered Coordinator

HPMT

Vendor Selection and Management

Site Assessment

Contract Compliance

VMO Staff Skills

Enterprise Contact Center StrategyVMO Design and Implementation

CSP Lifecycle Management


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VMO CertificationVMO CertificationCertification Process

Kickoff Meeting

VMO Registered Coordinator TrainingBaseline Assessment

Structured Support

Stress TestProcess Registration

Certification Process

Evaluation Tool

Readout Presentation


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VMOVMOVMO CertificationCertificationCertification COPCCOPCCOPC---2000 VMO Standard2000 VMO Standard2000 VMO StandardVendor Management OrganizationsVendor Management OrganizationsVendor Management Organizations

Baseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit






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Benchmark ReviewBenchmark ReviewDriving Best Practices

Determines the best resource focus for maximum ROI andcustomer impact

Directs a comprehensive assessment delving intooperations, information technology, human resources,training and finance

Provides executives with clear view of strengths andweaknesses

Generates strategy for rapid implementation of

performance improvement initiatives while cutting costsand increasing customer satisfaction


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Performance ImprovementPerformance ImprovementReturn 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


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Implementation SupportImplementation SupportOperational / Strategy Consulting

Achieve Best Practices and accelerate Certification

Assist in development of effective processes and metrics

Init iate cost reduction implementation

Integrate revenue enhancement programs

Strategic analysis

Number and location of sites required

Outsourcing options

Multi- center strategy

Organization structure


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Performance ImprovementPerformance Improvement

COPC 7COPC 7--Step Work PlanStep 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

Implementthe Plan

Step 6

Define DesiredCustomer

Experience

Step 5

MonitorProgress

Step 7

Typical Implementation


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Performance Improvement RoadmapPerformance Improvement RoadmapExecute DMAICPlan

Define Measure Analyze Improve Control

2 Weeks 2 Weeks 4 to 8 Weeks 8 Weeks 4 Weeks 2 weeks

P1.0 Project

Selection

D1.0 Conduct

kickoff Meeting

M1.0 Select

Measures

A1.0 Data

Analysis

I 1.0 Brainstorm

Potential

Solutions

C1.0 Develop

Documentation

D2.0 Complete

Project charter

M2.0 Prepare

Data collection

& Sampling

Plan

I 2.0 Select a

Solution

D3.0 Identify

customer

Requirements

M3.0 Collect

Data

I 3.0 Pilo t

Solutions

M4.0A

Understand

Variation on

Output

Measures

D4.0A map the

Process

M5.0 Calculate

Process Sigmaon Output

Measure

I 4.0A Deploy

Full-Scale

Implementation

Tollgate Review w/ Project Sponsor

Communicate to Stakeholders

C2.0 Monitor &

Control

Process

A2.0 Process

Analysis

P2.0 Team

Selection

X1.0 Close

the Project

Close


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Performance ImprovementPerformance ImprovementPerformance ImprovementBenchmark ReviewBenchmark ReviewBenchmark Review High Performance Management TechniquesHigh Performance Management TechniquesHigh Performance Management Techniques





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SmartScoreSmartScoreLinking Transaction Monitoring to Customer Satisfaction

Best practices transaction monitoring process

solutions

Ensure CSAT items measured and identify system

issues preventing value-add activity

Calibration process implementation

Achieve consistent measurement to gage agent and

process level performance

Calibration reporting and data management

Decrease variation among auditors to gather more

meaningful data

S i P tf li


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VMOVMOVMO CertificationCertificationCertification COPCCOPCCOPC---2000 VMO Standard2000 VMO Standard2000 VMO StandardVencor Management OrganizationsVencor Management OrganizationsVencor Management Organizations


Performance ImprovementPerformance ImprovementPerformance ImprovementBenchmark ReviewBenchmark ReviewBenchmark Review ROI AnalysisROI AnalysisROI Analysis Knowledge Integration / StaffKnowledge Integration / StaffKnowledge Integration / Staff

DevelopmentDevelopmentDevelopment Team Driven InitiativesTeam Driven InitiativesTeam Driven Initiatives



eToolseToolseTools

SmartScoreSmartScoreSmartScore SmartMonitorSmartMonitorSmartMonitor SmartOutboundSmartOutboundSmartOutbound SmartFloorSmartFloorSmartFloor

VMO C l i S i


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VMO Consulting ServicesVMO Consulting ServicesDriving Return On Investment

SmartMove

Benefits / costs of outsourcing

RFP development for vendor

Performance criteria

Evaluation and selection

Performance assessmentManagement

Site selection

Transition requirements / planning

Lower your riskLower your risk drive the return!drive the return!

S i P tf liS i P tf li


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VMO ServicesVMO ServicesVMO Services

SmartMoveSmartMoveSmartMove SmartSelectSmartSelectSmartSelect SmartManageSmartManageSmartManage SmartVMOSmartVMOSmartVMO





Performance ImprovementPerformance ImprovementPerformance ImprovementBenchmark ReviewBenchmark ReviewBenchmark Review High Performance Management TechniquesHigh Performance Management TechniquesHigh Performance Management Techniques



eToolseToolseToolsSmartScoreSmartScoreSmartScore SmartMonitorSmartMonitorSmartMonitor SmartOutboundSmartOutboundSmartOutbound SmartFloorSmartFloorSmartFloor

T i iT i i


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TrainingTrainingContact Center Excellence

CCE 1 COPC Registered Coordinator (RC) for CSPs

CCE 2 COPC Registered Coordinator (RC) for VMOsRequirement 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% onfour-hour exam

Excellent training vehicle for entit ies not seeking certification

As of January 1, 2006As of January 1, 2006More than 2000 COPC Registered CoordinatorsMore than 2000 COPC Registered Coordinators

across 35 countriesacross 35 countries

VMO T i iVMO T i i


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VMO TrainingVMO Training

COPC VMO Registered Coordinator TrainingRigorous 5 day class with test; 90% passing grade

High Performance Management Techniques Training

Client dedicated sessions from 2 to 3 daysOver 1500 graduates in less than 2 years

Vendor Selection and Management TrainingClient dedicated sessions from 2 to 4 days

Over 200 graduates in 4 yearsSite Assessment Training

Client dedicated sessions from 2 to 4 days

Over 100 graduates in 3 years

Contract Compliance/Auditing TrainingContract Training

Contract Compliance Audit Training

Other VMO Staff Skills Training

T i iTraining


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CCE 3 High Performance Management Techniques (HPMT)

Provides practical Best Practices operational techniques:

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

T i iTraining


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CCE 4 Implementing Six Sigma in Contact Centers IYellow Belt Course

Intensive four-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 StandardPerform Six Sigma analysis on data from individuals

Contact Center operations using Six Sigma tools to

demonstrate the positive impact of structured and complete

data analysis

TrainingTraining


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CCE 5 Implementing Six Sigma in Contact Centers IIGreen Belt Course

Intensive 2 1/2-day course designed for participants who

attended the Yellow Belt class. Students who passed the

Yellow Belt exam and score a 90% or higher on the Course ll

exam are eligible to become COPC Green Belts aftersuccessfully demonstrating success with at least one Six

Sigma performance improvement project



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ServiceServiceQualityQuality

RevenueRevenue

CustomerCustomerSatisfactionSatisfaction

ProfitabilityProfitability

CostsCosts

Improving Profitabili tyImproving Profitabili ty

COPC I O i


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COPCCOPCs Impact on Operationss Impact on Operations


Contact Center Excellencewww.copc.com

For more information:[email protected]

copc executive overview 27-june-06

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