Improving Customer Service in South African Contact ...

Improving Customer Service in South African Contact Centers: Lessons Learn’t from Australian Contact Centers Akinlolu Olumide Akande, Nicholas Kuilman, Mike Hart, Jean-Paul Van Belle Department of Information Systems University of Cape Town Cape Town, South Africa [email protected], [email protected], [email protected], [email protected]

Abstract—For many years now, the government of South African has identified contact centers as an important and strategic area to focus on in order to make South Africa a more attractive outsourcing destination. There are several benefits that contact centers offers to organizations and their customers. Contact centers also boost foreign investments and help to create jobs. In order to achieve these benefits, the South African government has consistently offered support for contact center industry. Although there is enormous support from government, it is disappointing that contact centers in South Africa have not been able to deliver all the expected benefits even with the support from the government. This research aims to uncover the reasons why the South African contact centers are unable to meet expectations. This research also aims to find solution to the issues identified so as to help contact centers deliver expected level of service. In order to find ways in which contact centers in South Africa can improve their services and attract more foreign investments while creating more jobs at the same time, this research investigated both the South African contact center industry and Australian contact center industry. Findings from both South Africa and Australian contact center industries were compared to identify lessons which the South African contact centers can learn from their Australian counterparts so that the expected benefits from contact centers can be fully realized thereby helping the contact centers meet expectations. Based on the comparison, this paper provided recommendations for South African contact centers. Some important areas that require further research were also identified. Keywords—contact center; South Africa; Australia; customer satisfaction; agents, staff; customer

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I. INTRODUCTION The South African government has made several efforts in ensuring that the contact center industry in South Africa (SA) becomes an attractive destination for outsourcing with the hope that it will attract more foreign investment and lead to creation of jobs [1]. Although much effort has been put to achieve this goal, the contact centers have not been able to deliver all the expected benefits. As a result, there is a need for an assessment to find out what the contact centers in SA are not doing right or where improvement is needed so that the expected benefits can be realized. The contact center information systems theory is not often followed by the contact centers. This research is not advocating that the Australian contact centers are doing better than the SA contact centers but lessons will be drawn from both SA and Australian contact centers and either of them can learn from the other. The paper will start with a literature review on contact centers and the approaches of the contact center management and agents. The implications for their approaches will also be discussed. The quality of services offered will be discussed using the selected framework for this research. The research methodology, findings and recommendations will also be discussed. II. WHAT IS A CONTACT CENTER A call center is usually a computer automated environment. It is operated by people who respond to customer enquiries or complaints over a telephone [2][12]. A contact center is an organizational division that is tasked with building and maintaining good customer relationships with the aid of business processes and integrated technology solutions [2]. Contact centers are very important in ensuring the success of an organization [12][13]. Contact centers takes care of all the complaints and enquiries from customers using several channels that combines the traditional telephone and fax

systems with later technologies like internet [14].

SMS, emails and the

The availability and integration of several channels such as emails, telephone, fax and SMS is essential for efficient customer services. This allows the contact center agents to respond to a customer’s request regardless of the channel used by the customer [14][15]. In the past, many organizations viewed contact centers as a way to reduce cost but they have since realized that customer service and satisfaction could also be derived through contact centers [13]. Customers tend to feel more comfortable and closer to the organization when they are able to communicate their concerns with the organization. The communication between customers and organizations becomes easy when there is an efficient contact center [12][16]. Contact center is the origin of customer experience. Majority of the transactions also take place in the contact center of organizations which focus on maintain good relationship with their customers [6]. A. Types of Contact Centers Contact centers can be either inbound or outbound or a combination of both [5]. The focus of this research is on inbound contact centers. B. Contact Center Market The contact center industries in both SA and Australia mainly focus on internal markets with only about 30% to 33% of the Australian contact centers servicing clients that are based abroad [3][4] while a high percentage of work in the SA contact center are from organizations based in SA [17]. III.

APPROACH BY MANAGEMENT AND AGENTS

In the past, there used to be a lot of disagreements between managers and contact center agents on the choice between production-line approach and empowerment approach [12][17]. The performance of agents was based on countable measures such as number of calls answer in an hour or time before a call was picked. There has been improvements in managers productivity and customer satisfaction since both approaches have been merged [12][17]. A. The Manager’s Perspective Gone are those days when managers believed that the quality of customer service depends only on the number of calls received. They also believed that the only way to maintain the organizations integrity is that all decisions should be made by them. This is the production-line approach where agents have little power on decision making [12][13][17]. These days, managers allow contact center agents to make some decisions without having to first contact the manager and the combination of production-line and empowerment approaches has help to increase customer satisfaction [12][13][17].

This research was sponsored by the National Research Foundation (NRF) of South Africa.

B. The Agent’s Perspective The agents are more confident in themselves because of the freedom giving to them to make some decisions on their own (empowerment approach). They feel that the time they used to waste trying to get feedback from their managers is now being saved and has contributed to improved customer satisfaction as customer enquiries now receive immediate response most of the time [13]. The time saved with the empowerment approach makes agents feel it is more efficient. The customers that used to be angry due to time wasted on the phone are now happy because of the quick response to their enquiries [12][17]. The measurement of agent’s performance based on time spent on a call was also a problem in the past because some calls usually requires more time than others. In order to avoid negative performance, agents used to avoid those types of calls. This also left many customers unsatisfied as they feel the agent did not provide them with adequate answer but was merely rushing in order to end the call on time so as to avoid negative rating based on long calls [12][17]. The combination of the two approaches has helped to eliminate this problem and customer calls are now being resolved to the customer’s satisfaction on the first time. Agents are now empowered and are able to provide better quality of service to customers [13]. C. Findings from approaches by management and agents It was realized that both managers and agents are justified for their decisions. Not all decisions can be made by the agents as some decisions may affect the reputation and integrity of the organization [12]. The agents might misinform the customers if they are allowed to make some decisions that require the managers consent and that could negatively affect the organizations reputation [12][17]. For decisions in which the agent has enough knowledge, there would be an improvement in service quality and the customer, agents and managers time will be saved [12][17]. IV.

SOUTH AFRICAN CONTACT CENTER INDUSTRY

There has been growth in the SA contact center market since 1990 [7]. The infrastructure, geography and staff of SA contact centers will now be discussed. A. Infrastructure Adequate fixed line infrastructure is important to ensure that the contact center is up to standard and would be able to meet customer demands. In a South Africa, there is little competition in the fixed line infrastructure services due to the monopoly of Telkom and this has hindered the development in this service [10][11][17] hence, fixed line infrastructure could be seen as either strength or weakness [11][17][18]. It could be a weakness because competition could have led to an improvement in the service and reduction in cost. Although there is monopoly, [11] and [17] argued that the quality of fixed line infrastructure in SA is good and the services offered are acceptable while there has been occasional reductions in cost. Both [11] and [17] however agreed that Telkom’s

monopoly in the telecommunications infrastructure industry may affect future growth in the telecommunications industry.

counterparts in other countries such as India have higher qualifications [17].

Some authors such as [18] have also argued that Telkom’s monopoly should be controlled by legislature as it makes the price telecommunication to remain high. The high price of telecommunications is negatively affecting the suitability of SA as an attractive outsourcing destination as about 33.3% of new contact centers do not survive for more than 2 years after opening [20].

Regular and continuous staff training is important in every contact centers to maintain standards [21]. According to [11], SA contact centers have several training programs in place but they are mostly in-house [8][9] with the most common type of training being the classroom training sessions with an instructor [8][9][21].

Although the broadband capacity in SA is sufficient [29], the uptake of Voice-Over IP (VOIP) can also improve SA’s viability as a good outsourcing destination. For example, the call tariffs on international calls could be reduced by more than 10% by Neotel’s VOIP. This will make SA a more desirable contact center outsourcing destination [20]. There are underwater internet cables installed in Africa which have contributed to the quality of internet in SA. This is depicted in Fig. 1.

V. AUSTRALIAN CONTACT CENTER INDUSTRY Academic research on Australian contact centers is limited. As a result, this research relied on data gathered from interviews with contact center managers of Australian contact centers and few academic researches available. The Australian contact center industry is well regulated and stable and is easily adapted to change [4]. There is about 4000 contact centers in Australia with about 70% of them located Sydney and Melbourne [3][4]. About 30% of the work done by Australian contact centers are from clients located abroad [3][4]. There are over 250 000 staff in the Australian contact center and they generate around 15 billion Australian dollars per year [4]. The training subsidies provided to Australian contact centers by the Australian government has been effective in ensuring the success of the industry [4]. There is also a contact center qualification in Australia that is recognized nationally. This has also contributed to the performance of the Australian contact center agents [27]. VI.

SIMILARITIES AND DIFFERENCES

A. Maturity of Industry The Australian contact center industry is more mature than the SA contact center industry because it had been in existence long before the SA contact center industry came into existence. There is over 4000 individual contact centers with over 250 000 staff in the Australian contact center industry [3][4][7]. Fig. 1: Map of South Africa's new internet access adopted from [19].

B. Geography The location of SA makes it a strategic destination for outsourcing for European market because of the similar time zones [23][29]. For North American markets, outsourcing their contact centers to SA may not be feasible because they are in a different time zone with SA [11]. Both [7] and [11] suggested that the problem with different time zones can be overcome if SA contact centers form strategic alliances with outsourcing contact centers in India and Brazil so as to ensure that each set of time zones are covered. C. Staff The biggest issue in SA in terms of staff is that some staffs are incompetent [22]. This could be because most contact center agents in SA only have a matric certificate while their

B. Government Support In terms of government support, there is adequate government support in both the Australian and the SA contact center industries although [20] reported that most SA contact centers are not satisfied with available support from government. Training subsidy is a major source of support for the Australian contact centers from the Australian government [27]. C. Geography In terms of location, SA has an advantage over Australia because SA shares similar time zones with Britain and mainland Europe [11][29]. As a result, SA organizations share similar working hours with organizations in Europe [23][29]. SA contact centers’ advantage over Australian contact centers is further supported by [24] who argued that there is an

increased risk in outsourcing when there is a difference in time zone. VII.

RESEARCH METHODOLOGY

The research took an interpretive stance because it attempts to provide recommendations to contact centers in SA. The inductive approach was used because the paper developed recommendations from the data analyzed. Both secondary and primary data were used. This research is qualitative in nature and data from both interviews and case studies were used. The research is cross sectional and it focused on the state of contact center industries in SA and Australia at a particular point in time. A thematic analysis of different themes in the interview transcript, case studies and other documents used was done. The themes were the grouped based on the four major themes that were identified by the researchers. The four major themes are shown in Fig. 2.

C. Work from home Australian contact centers allow their staff to work from home and are able to retain valuable staff members who may have quitted their job because of transportation cost. The contact centers are also able to save on the cost of renting an office for the entire staff. It is a different situation in SA and most contact center managers in SA prefer their staff to work from the office so as to be able to monitor them. D. Government (Legislature) Both Australia and SA have laws that affect their contact center industries. Frequent changes in exchange rate and high rate of crime are some of the reasons why some organizations are reluctant to outsource their contact centers to SA. One of the contact center managers interviewed in Australia however mentioned that the problem with stringent laws that affect the contact center industry could be eliminated if the organization ensures that there is someone who ensures that the organization meets the legislative requirements E. Information Availability Both Australian and SA contact centers have problem with getting full access to some information from the organizations that they work for because those organizations believe that it could be risky to give such information to an outsourcing company. This has left many customers unsatisfied as time is wasted while the contact center agents are trying to get the necessary information from the organization. F. Promotion of Contact centers The Australian contact centers engage in regular promotions and advertisement while their SA counterparts are lacking in this regard.

Fig. 2: Contact Center Research Model

The other themes will now be discussed based on the four major themes. VIII. ORGANISATION AND ENVIRONMENT A.

Market and Environment The contact center market in both Australia and SA enjoy reasonable amount of government support. The low cost of living and favorable weather conditions in SA also favor the contact center industry [11]. The Australian contact center industry encourages participation and there is adequate support from team leaders and as a result, the contact centers are able to retain their staff [27]. B. Outsourcing and Time Zone The high cost of telecommunication affects the suitability of SA as an outsourcing destination of choice [11]. The similar time zone with Europe has attracted many European companies to SA.

IX.

MANAGEMENT, STAFF, AND AGENTS

A. Management approaches The management of SA contact centers should ensure they employ and retain experienced and valuable staff in both upper and middle management level. SA contact centers do not have enough middle management staff while they have sufficient upper management level staff. Policies from SA contact center management affect the access of agents to information in some cases [25]. The Australian contact centers focus more on customer satisfaction and ensure their teams are divided into small and manageable groups of 10. The Australian contact centers also move agents around from one department to another in order to allow them to have knowledge of all the business areas. There are also a physical contact centers where customers whose call was not resolved on the phone can come in to resolve the issue face to face. This improves customers trust in the organization. B. Staff In SA, majority of the agents in the contact centers are youths with ages from 20 to 25. They often lack necessary soft skills such as empathy, people skills and interpersonal skills [11]. As a result, SA contact center staffs are believed to be

disrespectful, rude and lack the patience to follow up on a customer’s complaint until it is resolved. The Australian contact centers are well managed and they are able to identify busy and less busy periods in order to make provisions for adequate staff to me customer demands. In Australia, emphasis is placed on looking for respectful and competent staff that will be able to take ownership of calls until the issue is resolved. C. Training, Skills, Cultural Issues and Conflict Management Culture plays an important role when organizations are choosing an outsourcing destination. Australian contact centers train their staff to develop a culture of respect and to develop skills necessary to manage and resolve conflicts. The difference in accent is another cultural issue that may contribute to the selection of an outsourcing center. Although [28] reported that SA is a preferred outsourcing destination for European organizations because the accent of South Africans sound ‘British’, more work needs to be done in order to train agents to develop the right accent that customers will easily understand. There are several formal training programs in SA for contact center agents but more work needs to be done to centralize training so as to maintain the standards across the entire country. There is a lack of information technology (IT) and technical support skills in SA. Agents in SA contact centers also lack the ability to admit when they make mistakes and they fail to apologize but there are training programs in place to resolve this issue [11]. D. Empowerment The production line approach is till common in SA contact centers with only a few of the contact centers embracing the empowerment approach. The Australian contact centers have fully embraced the empowerment approach and involve agents in every decision making process [27]. X. CONTACT CENTER SYSTEMS A. Technology & Systems Employed Technology plays a vital role in the running of an effective and efficient contact center. There are few SA contact centers making use of customer portals that permits customers to make use of self service facilities [26]. SA contact centers make use of Integration Voice Response (IVR) but its use is ineffective and it often leaves customers confused. SA contact centers make use of knowledge management systems as well as employee management tools. Voice recording equipment’s are also widely used in SA contact centers. The Australian contact centers make use of customer relation management (CRM) systems and this improves the accuracy of customer information as well as agent’s access to customer information. Most of the contact centers in Australia prefer using live agents to using IVR as they agreed that IVR irritates customers. Others disagree with them and said that IVR helps them to direct customer calls to the right agent who is knowledgeable about the customer issue. Some of the Australian contact centers interviewed make use of virtual desktop and work force management that is used to manage employees working from home. Web channels are also common among the Australian

contact centers and they believed that it enables customer selfservice. B. Efficiency of Technology As more and more sophisticated technologies are becoming available for use by contact centers, it is important for contact Center managements to be able to select the right technology that will improve their service. The SA contact centers have not been able to alight IT with their business needs and most of the technologies they adopt are not being utilized correctly [15]. There is also a shortage of IT skills in SA and this could be the reason why the technologies are not being fully utilized [11]. In Australia, some of the contact centers are also using latest technologies while some agreed that they are still using old technologies because of the high cost of acquiring latest technologies. The Australian contact centers that use latest technologies noted that they upgrade regularly and there is an improvement in accuracy and speed of accessing customer information. C. Multiple Channels The use of multiple channels is employed in both the Australian and SA contact centers. The common channels used include telephone, emails, fax, online and video chat and face to face interaction. The use of social media platforms such as Facebook, Skype and Twitter is also common in both the Australian and SA contact centers. D. Effectiveness of Data Integration across Multiple Channels Effective use of CRM systems assists in integrating customer information from different channels. SA contact centers have problems using CRM successfully as customer information is often not properly integrated and a customer has to explain himself or herself all over again when using a different channel [25]. The Australian contact centers also struggle with proper integration of customer data from different sources but some of the Australian contact Center managers interviewed noted that they have discovered ways of integrating data from different channels. One of the Australian contact center managers interviewed said that they have a knowledge management system (KMS) that they use in integrating customer information from different channels. XI.

CONTACT CENTER METRICS

The use of metrics in contact center should be carefully considered by contact center management. This is because agents get demotivated and feel disempowered through the use of metrics [22]. SA contact centers are unable to satisfy customers because of the strict use of metrics like calls per hour and first call resolution (FCR). Although the Australian contact centers also use metrics, they have priroritized customer satisfaction. The most common metric in both the Australian and SA contact centers is FCR. In order to ensure customer satisfaction, some of the Australian contact centers have quality analysis teams that listen to recording of agents coversation with customers to ensure standards and quality.

XII.

CONCLUSION AND RECOMMENDATIONS

This paper investigated and compared contact center industries in Australia and SA in order to assist SA contact centers to improve their services and focus more on customer satisfaction. There are so many similarities between the Australian and SA contact centers but there are several differences as well. The Australian and SA contact centers can both learn some lessons from each other in order to improve customer satisfaction. In order to improve customer satisfaction in SA contact centers, agents should be more involved in decision making processes and they need more support from their team leaders. The contact center managers should ensure that they meet all legislative requirements. The government of SA should also come up with more stringent measures to reduce the crime rate. The government also needs to find ways to regulate the telecommunication industry and review policies that affect outsourcing to increase the attractive of SA as an outsourcing destination. SA contact centers also need to begin to look into the possibility of allowing their staff to work from home as this will help them to retain valuable staff. SA contact centers should convince outsourcers to make all the necessary information available to them by developing a service level agreement that will protect the outsourcers in case there is a breach by the contact center. Regular promotions and advertisement should also be carried out by contact centers in SA so as to make customers aware of available services. In order to improve the performance of SA contact centers, there is a need for more focus on customer satisfaction. Emphasis should also be placed on training qualified staff members to develop more middle management staffs. SA contact centers also need to employ more mature staffs with empathy and respect. The staff also need to responsibility of calls until the issue is resolved. Staffs with good conflict management and research skills should be employed and encouraged to train others. Staffs should also be encouraged to acknowledge their mistakes and amend them as necessary. SA contact center management should provide opportunities for staffs to have knowledge of different areas of the business by moving them around frequently to enable them develop skills in the different areas of the business. The recruitment process of SA contact centers should also be improved to assess and identify the right staff with necessary skills and motivation.

to ensure the customer is happy and satisfied. For SA to position itself as a leading outsourcing center, FCR is important but it should be achieved in conjunction with customer satisfaction [11]. AREAS OF FUTURE RESEARCH There is a need to investigate why contact centers in SA are unable to retain valuable staff. Secondly, there is a need to investigate why contact centers fail to follow recommendations from research. For example, several researches have pointed out the need to have a single view of customer but many SA contact centers still fail to achieve this. It would also be important to conduct a strength, weaknesses, opportunity and threats (SWOT) analysis of different major contact center outsourcing destinations across the world so as to be able to identify lessons which the different outsourcing centers can learn from one another and come up with a set of guideline and best practices for contact center industry. ACKNOWLEDGEMENT The authors would like to thank God for successful completion of this work. The authors would also like to thank Chief Samuel Oladapo Akande, Mrs Florence Ajoke Akande and Nozuko Aurelia April for their continuous support. Finally, the authors would like to thank the National Research Foundation of South Africa (NRF) for their support which has made this work a success. REFERENCES [1]

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