Outsourcing - Market Perceptions

•Outsourcing No Longer ‘Dirty Word’ as Technology Spending Rises
The Cleveland Police Authority in Northern England is paying Groupe Steria SCA to help manage the control room of the 2,200-strong force, allowing Chief Constable Sean Price to “concentrate on policing.”

The 211 million-euro ($295 million), 10-year contract to take calls, assist in preparing criminal case files and manage payroll, recruitment and expenses became effective Oct. 1. Price and other first-time customers seeking to simplify back-office operations or upgrade rickety computer systems are helping information technology services companies such as Steria, Cap Gemini SA and Cognizant Technology Solutions Corp. grow faster than the economies they serve.



•Outsourcing Your Internet Marketing Tasks Will Boost Your Income
Outsourcing is as old as business itself. If you have been involved in any type of business, you know what it’s all about. A lot of people don’t use the term outsourcing” and will usually say, “hire someone,” which is basically the same thing. The simple truth is that you can’t do everything yourself and see sign cant growth, that’s exactly where outsourcing comes in at. Outsourcing isn’t the rage for nothing, people are making a lot of money very quickly by expanding their efforts with the help of other people. The most successful marketers understand this concept very well. Outsourcing is simple but it looks simpler than what it really is. It might take you anywhere from a few weeks or even months to actually be successful with your outsourcing efforts. In this article you will learn effective ways to get the most from your outsourcing. How much time will we waste before we finally figure out the proper way to do affiliate marketing?

Market Opportunity BPO & KPO India

Market opportunity
The achievements to date of Indian BPO industry are impressive. However, there is significant
headroom to tap the addressable market opportunity from exports and from serving the domestic
market. A bottom-up analysis shows a total export BPO market opportunity of US$ 220-280 billion
by 2012. The domestic Business Process Outsourcing market provides an additional US$ 15-20 billion
opportunity for the industry by 2012.
The addressable market opportunity for Indian BPO industry shows that traditional areas of focus will
continue to be large, but several other areas also have significant untapped potential for buyers and
providers alike.
• Market opportunity by verticals: There is a large market opportunity not only for established
industry verticals like Banking, Insurance and Manufacturing, but also for buyers and providers
in many other emerging verticals. The Banking & Capital Markets, Insurance9 and Manufacturing
verticals together constitute almost 70 percent (US$ 160-190 billion) of the total US$ 220-280
billion export market opportunity over the next five years. However, emerging verticals such as
Technology, Telecom and Travel & Transportation verticals also provide opportunities in excess
US$ 10 billion by 2012. Other verticals such as Media & Publishing, Pharmaceuticals & Life Sciences,
and Energy & Utilities too represent significant untapped opportunity.
• Market opportunity by type of services: Another way to look at the total export market
opportunity is by type of services demanded — vertical-specific BPO services10 and horizontal BPO
services.11 Over the next five years, vertical-specific BPO services provide larger market
opportunity (60 percent; US$ 145-175 billion) compared to horizontal BPO services. Horizontal BPO
services, which currently account for a greater share of services offshored to India, also provide a
significant addressable market opportunity — a total of US$ 75-105 billion spread across
traditionally mature areas like CIS and F&A as well as emerging segments like HR, Knowledge
Services, and Procurement Services.
• Market opportunity by nature of work: Buyers and providers need to expand their relationships
into middle-office and front-office services, which together represent an opportunity in excess of
US$ 100 billion by 2012. However, back-office processes are expected to remain the largest
opportunity areas over the next five years (providing more than 50 percent of the overall market
opportunity). Back-office opportunities extend beyond traditional SG&A (e.g., F&A, HR) functions;
services such as transaction processing activities in Banking and Capital Markets, investment
operations in Capital Markets, supply chain and logistics support for the Manufacturing, Retail, and
Travel industries are some examples of high-potential back-office services.
• Market opportunity by source geography: There is significant BPO opportunity for buyers and
providers across geographic markets. While North America is expected to contribute
roughly 70 percent of the total market opportunity for the Indian BPO industry, both providers and
buyers should increasingly look at exploiting opportunities in the UK, Continental Europe and Asia
Pacific. English-language based business processes from these geographies represent a huge market
opportunity of US$ 45-75 billion by 2012. Furthermore, domestic Business Process Outsourcing
market (in verticals such as, Banking, Retail, Insurance, Media, Telecom, and Government) provides
an additional US$ 15-20 billion opportunity for the industry.
It is possible for Indian BPO providers to maximise the available market opportunity by developing
a stronger nearshore presence, strengthening language and cultural capabilities, and developing
distinctive value propositions.

Considerations for future growth
Efforts being undertaken by the Indian BPO industry will enable it to grow rapidly in the future.
Continuing on current growth momentum could help the Indian BPO industry reach about US$ 30
billion in export revenues by 2012. However, comparing past growth trends with the significant future
market opportunity, the Indian BPO industry can set itself a stretch target of US$ 50 billion (that is,
approximately five times its present size) in export revenues by 2012. A fivefold growth in the Indian
BPO market will add nearly 2.5 percent directly to India’s GDP from exports earnings and provide direct
employment to about 2 million people. This will also spur growth in smaller Tier - 2/3 cities to enable
the sixfold growth in the number of delivery centers that will be required to support the stretch target
for the industry. Also, it is important to note that secondary impact of the Indian BPO industry’s growth
on employment in related service industries and consumer spending is likely to be multiple times as
compared to the direct impact.
In order to capture a significant part of the available opportunity, various stakeholders will need
to manage multiple internal and external considerations: 1) supply-side constraints such as
talent and infrastructure, 2) emerging competition from other offshore destinations, 3) threat to
sustainability of Indian BPO industry’s cost advantage and economic value proposition, and 4) evolving buyer
expectations that require up-shifting of providers’ value propositions. Further, fulfilling these
expectations will require providers to make specific choices and trade-offs in terms of capabilities and
investments.
The future growth of the Indian BPO industry will put significant constraints on the supply side.
From a people perspective, capturing a fivefold growth will put pressure on talent availability at all
levels. While the number of people required to support impending growth are available, unless the
current focus on ‘ready-to-eat’ talent is altered, the future growth may lead to a shortage of 0.8-1.2
million entry-level graduates by 2012. This shortage may become further accentuated on account of
competition for resources from domestic industries such as Retail, Insurance, Telecom, and Banking, as
well as from additional requirements to support growth in domestic BPO business. Middle-management
personnel with domain experience, largely sourced from the domestic industry, will also be in short supply.
Sector-specific skill shortages (specialized skill categories for vertical-specific processes such as
actuaries for Insurance BPO) are also likely to emerge. Additionally, a significant part of the fresh,
entry-level pool is difficult to access, due to geographic distribution of employable talent. Tier - 2/3
cities in India will have to meet approximately 50 percent of the additional talent requirements.
This will necessitate creation of physical and social infrastructure in these cities, which needs to be
facilitated by various stakeholders.
While India is best equipped to capitalise on the available opportunities, these opportunities are not
lost to other offshore destinations. A number of offshore / nearshore BPO destinations are emerging
as viable options for BPO delivery centers (e.g., Philippines, Eastern Europe, Latin America, and China),and could pose a threat to India’s continued dominance of the space. These locations also offer lower
cost than source geographies, provide sizeable pools of talent, and offer valuable leverage points to
buyers. Further, these competing destinations are continuing to reshape their fiscal and regulatory
incentive structures to attract buyers as well as providers of BPO services.
The economic model behind India’s BPO industry is constantly changing. Historically, providers
have been able to tap into relative wage differentials across geographies to build a strong value
proposition for offshoring. While cost-arbitrage continues to be a significant driver of global sourcing
for most buyers, the associated benefits will diminish over time with changes in underlying factors.
Adverse currency movements and wage inflation in India are putting pressure on operating margins of
providers. Compared to the US dollar, the Indian currency appreciated significantly since 2002 — a trend
that is likely to continue in the near term and even in the medium to long-term. Inflationary pressures
on operating cost are unlikely to ease, due to resource scarcity and overall economic growth. Scenarios
on potential momentum indicate that cost-arbitrage can diminish in the medium-term. As a result,
reliance on a cost-savings-driven value proposition alone will not be in the best long-term interest of
the Indian BPO industry.
Given this environment, two broad priorities emerge for the industry: a) optimize the current
environment in order to continue the cost-arbitrage-led proposition, and b) innovate to continue
building new, higher-value propositions for buyers.
Evolving buyer expectations also drive the necessity to deliver additional value beyond labour arbitrage.
With increasing maturity, buyers are looking for impact beyond costs and efficiency. Mature buyers
are adopting optimization and transformation-focussed objectives. Evolving buyer expectations are
also reflected in buyers’ third-party vendor selection criteria — in addition to cost- and quality-related
criteria, process expertise, industry expertise, and strategic impact today figure as key vendor selection
criteria for mature buyers. Similarly, captives are also facing growing expectations from their parent
companies, with more than 70 percent of parent companies expecting captive operations to deliver
value beyond cost savings.
Fulfilling these expectations will require that providers make specific choices and trade-offs in terms
of capabilities and investments. Providers will need to develop value-add approaches in terms of the
type of work (move from providing simple rules-based work to complex judgment-based work), type
of capability (develop standards and centers of excellence) and accountability for outcome (move from
ownership of task to ownership of process and business outcome). There is early evidence of providers
stepping-up to deliver such initiatives and value-add results to buyers.
Successful outcomes will be reflected in terms of broad adoption of future-state provider models
and changes in the way buyers pursue global sourcing opportunities. Increasingly, buyers will need to
approach global sourcing issues with a transformational mindset while deciding on a) sourcing models,b) engagement and governance approaches with providers, and c) developing output-based pricing /
performance metrics.
As providers step up, arbitrage-centric, sub-scale operations will come under pressure. Most players will
need to invest in highly specialized offerings or diversify to build scale. Industry dynamics suggest four
kinds of end-state models for third-party vendors:
1. Global leader - large integrated, full-service BPO player offering end-to-end service delivery
in multiple segments (across multiple key verticals and most horizontals). These vendors
will have global delivery capabilities including a fairly large onshore delivery presence and will
deliver true transformational services to large and mid-size buyers, and will act as value-adding
innovation partners.
2. BPO specialist - provide best-in-class BPO services for priority verticals and horizontals. These
vendors will have distinctive offerings based on domain expertise and superior transition
capabilities. They will service transformation-focused as well as optimization-focused buyers that
are willing to offshore core as well as non-core processes.
3. Diversified BPO player - provider of large number of undifferentiated BPO services for priority
verticals and horizontals. These vendors will provide end-to-end services for a small number of key
domains and be ‘strategically opportunistic’ in service delivery across other domains.
4. Segment specialist - provide end-to-end services for 1-2 key domains (verticals or horizontals).
These vendors will develop as large specialized players with significant global expertise in select
domains and will service specific core skills not addressed by other providers.
Similarly, three potential end-state alternatives will emerge for captives, each requiring
appropriate operational trade-offs across capability building, metrics, organization structures, and decision-
making processes:
1. Global center of excellence - drive excellence / improvement theme(s) in global context, provide
end-to-end ownership of process and alignment with parent on business and strategic objectives.
These organizations will develop based on deep domain experience in high-value horizontal or
vertical processes and will increasingly create solutions for the parent company versus simply
delivering services.
2. Innovation incubator - drive innovation at a global company level and develop based on significant
investment in cutting-edge tools, technologies, and platforms.
3. Low-cost aggregator - develop as cost-competitive, scaled organization operating within internal
marketplace (combination of third-party vendors and other captive locations).

Key action themes for the future
Over the next five years, right choices by stakeholders of the Indian BPO industry could effect a
fivefold growth. There is, however, a need for concerted and collaborative action by various stakeholders to
create the enabling ‘eco-system’ for future growth of the industry.
Efforts are required across eight action themes for the industry to realize its potential and to maintain
and accelerate its growth trajectory over the next five to ten years:
1. Protect India’s cost advantage to ensure that buyer interest, adoption and growth are sustained
Multiple levers can be used to protect Indian BPO industry’s cost-advantage. As a first step,
providers need to diversify their delivery footprint within India through creative and innovative
operating models. Movement to low-cost Tier- 2/3 cities is attractive despite lower employability
and higher management overheads. Our analysis shows that providers can reduce total operating
costs by 20-30 percent by moving to a low-cost city within India. By doing this, the industry can
effectively tap labour pools in several states across India.
In addition, providers will need to increase focus on cost rationalization and revenue de-risking
initiatives. These could involve initiatives to 1) increase resource utilization, 2) manage wage cost
increases, 3) optimize internal SG&A expenses, and 4) de-risk revenue stream by diversifying the
client base and adopting currency hedging strategies.
The Government also needs to maintain support to the industry through appropriate incentives
and facilitate creation of infrastructure to ensure parity with other competing nations. These
incentives and support mechanisms could include fiscal incentives (e.g., continuation of the tax
benefits under the STPI scheme beyond 2009, stamp duty exemptions), infrastructure incentives
(e.g., build infrastructure capacity ahead of demand in Tier- 2/3 cities through incentives to direct
and indirect participants and increased public-private partnerships) or even changes to labour laws,
promotion of SMEs12, and removal of some key telecom-related restrictions.
2. Create ‘BPO hubs’ with the enabling physical and social ‘eco-system’ to drive BPO-led growth
broader and deeper within India
Government and industry will need to collaborate to facilitate creation of BPO hubs in Tier- 2/3
cities within India. Creation of BPO hubs is dependent on creation of an enabling eco-system
required to successfully operate in Tier- 2/3 cities. This eco-system should include elements of
physical (e.g., international connectivity, mass-transport system, telecom connectivity, power,
housing) as well as social (e.g., healthcare, education, shopping and entertainment, security,
hotels) infrastructure. Further, there may be an opportunity to shape the creation of infrastructure in
a way that it is based on skill availability and the domestic industry footprint within each BPO hub.

3. Increase employability and access untapped talent pools by creating greater linkages between the
current education system and the needs of the BPO industry, and facilitating the development of
BPO-specific education models
Initiatives related to education are required to expand the employable talent pool in India. The
industry needs to work more aggressively with the Government to create greater linkage between
the current education system and requirements of the BPO industry. This can be done by 1) policy
changes like liberalization of higher education, 2) increased collaboration between industry and
academic institutions to take up initiatives such as introduction of BPO-specific curriculum and
improving students’ access to funds for higher studies, 3) introducing coursework changes and
teacher training at the school level in accordance with future requirements of the BPO industry.
There is also a significant opportunity for private players to step in and create a BPO education
industry. Such a move should be based on creating longer-term training programs to improve
communication and other skills required by the BPO industry. Specific training programs
need to be developed to create several intermediate levels of skills and specialization (between
generalists and highly trained specialists), and to bring alternate talent pools (e.g., highschool
graduates, educated housewives) into the BPO workforce.
4. Encourage the growth of domestic BPO market to enhance the competitiveness of Indian
industry, create additional employment, and facilitate development
In order to facilitate growth of the domestic BPO market, specific regulatory barriers (e.g., cap
on domestic operations that can be handled from an existing center used for export businesses)
need to be removed. In addition, the value proposition of domestic BPO needs to be crystallised
and communicated to the buyer community to enable widespread adoption. To be successful in
the domestic market, providers will need to develop an end-to-end value proposition and adopt
innovative delivery strategies.
5. ‘Up-shift’ the third-party and captive value proposition to effectively deliver against changing
buyer expectations
Providers will need to step up to fulfill evolving buyer expectations regarding optimization and
transformational value creation. Our extensive interaction with buyers indicates that one of the
key initiatives required would be providers engaging with buyers early in the decision-making
process. Providers need to become a part of the decision-making process by developing
consulting capabilities, creating strategic account-management capabilities, and tailoring their value
proposition based on buyer maturity and requirements. Providers will also need to create an
improved value-added approach by investing in people, process, and technology-related initiatives.
The final aspect of up-shifting the value proposition would be for buyers and providers to create
win-win economics by adopting pricing metrics related to process output or business drivers and
linking them to business performance metrics. Such a move will incentivize providers to develop
into value adding partners.
6. Shape an ‘integrator’ role for the Indian BPO industry in the emerging global services
supply chain
As large, mature buyer organizations push offshoring lever harder, a global services supply
chain is emerging. There are many examples of multi-location global sourcing networks created
through use of captives and third-party vendors. While India is often the nerve center of such
networks, other offshore locations offer unique advantages that may not be replicable in India
(e.g., Philippines has superior English language and soft skills for customer service operations
especially for US buyers, Eastern Europe offers language and time-zone advantages for
European buyers). The Indian BPO industry, therefore, needs to aggressively take on a more
proactive and shaping role in the global sourcing space. Providers need to continue to expand their
delivery network to other low-cost geographies to take advantage of the leverage points offered
by these destinations and expand their service delivery footprint onshore to take end-to-end
ownership of service delivery. Providers could also identify opportunities to create alliances
(mergers, acquisitions, subcontracting) with overseas players to develop compelling propositions for
buyers. The industry should collaborate and develop alliances with industry bodies in other
competing destinations in order to create an enabling environment for acquiring specialized skills
from other emerging locations (e.g., European language skills from providers in Eastern Europe).
7. Communicate the true performance and potential of the industry to a broader set of stakeholders,
including buyers, employees and Government
The Indian BPO industry needs to clearly communicate its value proposition to buyers, current
and potential employees, influencers, and Government. Specific outreach programs need to be
implemented to increase interaction with buyers in order to highlight the growing maturity of
service offerings and provide perspectives on perceptions regarding political, economic and social
risks. The industry should also partner actively with media to facilitate greater and more balanced
communication to the external world through proactive coverage of achievements and potential of
the BPO industry. Current and future employees, as well as influencers such as parents of young
graduates, form a very critical group of stakeholders for the BPO industry. Individual providers as
well as the industry need to promote the attractiveness of BPO as a career option by highlighting
exceptional firm-level initiatives for employee development and facilitating information-exchange
forums / mass outreach programs at various colleges.
8. Help buyers embrace the overall opportunity of India’s BPO industry in a more meaningful way
Buyer organizations will need to re-orient their global sourcing decision-making process in order
to tap the significant opportunity presented by the Indian BPO industry. They need to adopt a
more holistic view of global sourcing opportunities, engage a larger internal stakeholder group, and
develop a comprehensive global sourcing plan along with an enabling organization model.
In addition, buyers also need to develop sourcing and engagement models with providers that
foster integration, optimization and innovation.
The traditional notion of what Business Process Offshoring could deliver for buyers is gradually
giving way to a transformation-driven outlook. These changes present significant opportunities for
the Indian BPO industry but, at the same time, also necessitate conscious decision-making by all
stakeholders. We believe that the eight key action themes outlined in this report will enable the Indian
BPO industry to ride the next wave of growth. However, effective implementation will require continuous
collaboration between key stakeholders in the industry, including the Government.

NASSCOM-EVEREST INDIA BPO STUDY - Roadmap 2012

BPO MARKET INDIA

India is at the forefront of the rapidly evolving Business Process Offshoring (BPO) market and is well
established as a ‘destination of choice’. Having grown manifold in size and matured in terms of service
delivery capability and footprint over the past decade, the Indian BPO industry is now at an inflexion
point – and faces a unique opportunity to enhance its role as a full-service, value-adding partner. There
is significant headroom in the addressable BPO opportunity for buyers and providers, and there are
sizeable untapped opportunities across a wide spectrum of segments. Also, Indian BPO industry is
favourably positioned to benefit from its established delivery capabilities, which bear a key
influence on buyers’ decision to expand their global sourcing exposure. Over the next five years, the right
choices by stakeholders of the Indian BPO industry could effect a fivefold growth. The aspired target is
aggressive, but it is achievable, and will bring huge payoffs to India’s economy, employment and role in
the global marketplace.
This study is a comprehensive fact-based view of capabilities, opportunities, and growth imperatives
for the Indian BPO industry that will allow for focussed decision-making by all stakeholders — providers
(third-party vendors and captives), buyers, NASSCOM and the Government.


Evolution to date
Growing at more than 35 percent over the past three years, BPO is the fastest growing segment of the
overall offshore market3, and is currently estimated at US$ 26-29 billion. While labour arbitrage has
been a key driver for this growth, other factors such as access to talent, service quality, productivity, and
time-to-market have gained importance.
The Indian BPO industry’s growth and increasing maturity is reflected across multiple dimensions. In
just over a decade, the industry has grown to reach nearly US$ 11 billion4 in export revenues, employs
more than 700,000 people, and accounts for more than 35 percent of the worldwide BPO market. This
growth has been driven by 1) accelerated adoption by buyers of different sizes, from across industry
verticals and geographies, and 2) rapidly evolving supply-side maturity across service segments. This is
reflected in widening service portfolio, increased scope of services, greater penetration across vertical
and geographic markets served, evolution of business and engagement models, and development of
global delivery capabilities by the Indian BPO industry.
Most horizontal BPO5 segments (e.g., Customer Interaction and Support6, Finance & Accounting,
Human Resources, Procurement Services, and Knowledge Services) have matured significantly and
account for more than 70 percent of the Indian BPO industry. While Customer Interaction & Support (CIS) and Finance & Accounting (F&A) have been the dominant horizontal market segments, other
service segments like Knowledge Services are increasingly becoming important and continue to drive
market maturity. Many horizontal services are now demanded and offered across verticals — Everest’s
full-service index for the aggregate industry shows providers offer CIS, F&A and Knowledge Services
across multiple verticals. In addition, both buyers and providers increasingly cover end-to-end services
within each horizontal.
Another dimension of increased maturity of the industry is reflected in the growing importance
of vertical-specific processes7. More than 25 percent of the Indian BPO market today consists of
delivering functions and processes that are specific to a particular industry or vertical. In response
to evolving buyer needs, providers have expanded their service footprint into core vertical-specific
processes and are developing vertical specialization to increase breadth and depth of service delivery.
As an example, our analysis shows that more than 50 percent of providers servicing Banking, Capital
Markets and Insurance verticals have developed credible vertical specialization.
Further, the buyer (i.e. customer) profile of the industry shows increased diversification in terms of
geography and size. Buyers from the UK, Continental Europe and Asia Pacific are increasingly offshoring
delivery of business processes to India. Similarly, there is increased awareness and adoption amongst
mid-sized and small buyers. In addition, the domestic Business Process Outsourcing market8 has also
grown rapidly and is expected to reach about US$ 1.6 billion by FY2008.
The provider landscape has also witnessed significant changes. In addition to establishing
captive BPO centers, buyers now have a substantially large choice of third-party vendors to engage. In
addition, several hybrid sourcing models like build-operate-transfer and virtual captives are also being
used. The market is witnessing increased merger and acquisition (M&A) activity, as providers are looking
to build scale and acquire new capabilities rapidly, particularly to increase geographic reach and acquire key
service segment capabilities. Efforts are also underway to deliver value beyond cost savings and
sustain high growth levels through increased use of tools and technologies, adoption of standards and
best practices, and leveraging a global delivery model. The delivery footprint of the Indian BPO industry
now extends to over 75 cities across 25 countries outside India. Within India, the delivery footprint of the
BPO industry now extends to more than 30 cities across the country, and covers many Tier- 2/3 cities.

Domestic BPO Challenges

Domestic Challenges

The domestic BPO sector requires focused initiatives from stakeholders to achieve its market potential. Currently, regulatory barriers and perception issues remain roadblocks to the uptake of domestic BPO.


Regulatory barriers such as a cap on the extent of domestic operations that can be delivered from an existing offshore delivery center, disallowing the use of common telecom infrastructure for international and domestic business, etc, are restricting seat utilization and negatively impacting the margins of providers serving both international and domestic clients. Indian providers have started serving international clients in capital markets vertical, but are prevented from providing the complete range of services to domestic clients in this space due to regulations. Regulations should be modified to give an impetus to the growth of domestic BPO.

The absence of a clear value proposition for domestic buyers is another deterrent to the markets growth. Providers need to communicate their value proposition better, especially due to the lack of arbitrage-driven proposition for domestic BPO. Increased adoption of outsourcing by the Indian government and development of model contracts are initiatives that can further help grow the domestic BPO market.

From Nasscom-Everest Indian BPO Study

Job Description - Teleservice CSR

Position: Customer Service Representative - Outbound/Inbound Teleservice Process.

Responsibility: Perfrom Teleservice exercise on a Monthly Basis.

Primary Functions/Responsibilities:

- Attend Educational & Training Programs based on Product Knowledge & Skill Sets required to perform work.
- Achieve Test Scores above 90% to be eligible for On Job Training Certification (OJT).
- Generate Average Business for OJT certification.
- Entitled for Bonus & Incentives based on deliverance above benchmark set at start of the Month based on criteria.
- Refresher Training Programs will be compulsory based on the feedback received from the Quality Team.
- Use of Telephone Headset & Computer Training for usage of CRM will be provided by respective support departments.
- Reporting will be to Team Leader of the process.
- Performance will be measured on Daily, Weekly, Monthly & Quarterly basis.
- Job Profile: Teleservice executive to perform conversation over a telephone with prospects, sharing information for their account details, conduct Customeromer service, complaint management, escalation etc…related to service, across Industry like Banking, Insurance, Telecom, Retail, Market Research, Manufacturing etc.
- Capturing information on Online Tool related to the conversation with prospects.
- Listening to the voice calls & improvising.
- Reporting to work on time & delivering the desired Login Hrs, Talk Time & Presentations as per the process requirement.
- Growth Path: From CSR to Sr. CSR to TL.

Critical Attributes/Competencies:

- Language: Fluency in Hindi & Favorable Understanding & Conversational attribute in English. Mother Tongue beneficial for Other States Tele conversation.
- Writing: English for capturing information on an Online Application form for each transaction/conversation with prospects.
- Math’s: Read Price Tables and apply mathematical formulas to arrive at correct price or amount as per the product range or payment defaults charges.
- Internet Browsing: Should have an internet email ID & able to browse search engines. Average typing Speed.
- Conversational Skills: Able to ask questions and acknowledge answers. Patience in listening and strike with relevant answers. Summarize the conversation and share the solutions with the Customeromer.
- Willingness to Learn: Body language showcases interest in Learning & taking feedbacks for self improvement.
- Experience: Shares integrity details on any past assignments at a professional level or a stint at Academic level.
- Education: Holding Higher Secondary Certification - HSC or Diploma for 2 years. Pursuing Graduation or a Graduate of any stream will be added advantage.
- References: Shares references for character verification.

Terms & Conditions Apply: Candidates have to fill in an Online Application Form at Eureka OSL prior to next level of interview. Interviews will be conducted based on the Standards set by Eureka OSL and holds the rights to decide on the recruitment of those selected candidates. Any recommendation letters will not be entertained if found not meeting the Eureka OSL standards of employment levels. Eureka OSL solely recruits based on the Client requirement as it’s an outsourcing firm and reserves the right to make changes in the JD on periodical basis

Job Description - Telemarketing CSR

Position: Customer Service Representative - Outbound Telemarketing Process
Responsibility: Generate Business from Telemarketing exercise on a Monthly Basis.

Primary Functions/Responsibilities:

- Attend Educational & Training Programs based on Product Knowledge & Skill Sets required to perform work.
- Achieve Test Scores above 90% to be eligible for On Job Training Certification (OJT).
- Generate Average Business for OJT certification.
- Entitled for Bonus & Incentives based on deliverance above benchmark set at start of the Month based on criteria.
- Refresher Training Programs will be compulsory based on the feedback received from the Quality Team.
- Use of Telephone Headset & Computer Training for usage of CRM will be provided by respective support departments.
- Reporting will be to Team Leader of the process.
- Performance will be measured on Daily, Weekly, Monthly & Quarterly basis.
- Job Profile: Telemarketing executive to perform conversation over a telephone with prospects, sharing information for promotion or lead generation, End to End Sales, Fixing appointments for products or services across Industry like Banking, Insurance, Telecom, Retail, Market Research, Manufacturing etc.
- Capturing information on Online Tool related to the conversation with prospects.
- Listening to the voice calls & improvising.
- Reporting to work on time & delivering the desired Login Hrs, Talk Time & Presentations as per the process requirement.
- Growth Path: From CSR to Sr. CSR to TL.

Critical Attributes/Competencies:

- Language: Fluency in Hindi & Favorable Understanding & Conversational attribute in English. Mother Tongue beneficial for Other States Tele conversation.
- Writing: English for capturing information on an Online Application form for each transaction/conversation with prospects.
- Math’s: Read Price Tables and apply mathematical formulas to arrive at correct price or amount as per the product range.
- Internet Browsing: Should have an internet email ID & able to browse search engines. Average typing Speed.
- Conversational Skills: Able to ask questions and acknowledge answers. Patience in listening and strike with relevant answers. Prompt with Closed & Open ended Questions related to pitching the product.
- Willingness to Learn: Body language showcases interest in Learning & taking feedbacks for self improvement.
- Experience: Shares integrity details on any past assignments at a professional level or a stint at Academic level.
- Education: Holding Higher Secondary Certification - HSC or Diploma for 2 years. Pursuing Graduation or a Graduate of any stream will be added advantage.
- References: Shares references for character verification.

Terms & Conditions Apply: Candidates have to fill in an Online Application Form at Eureka OSL prior to next level of interview. Interviews will be conducted based on the Standards set by Eureka OSL and holds the rights to decide on the recruitment of those selected candidates. Any recommendation letters will not be entertained if found not meeting the Eureka OSL standards of employment levels. Eureka OSL solely recruits based on the Client requirement as it’s an outsourcing firm and reserves the right to make changes in the JD on periodical basis.

Insurance

Insurance (Short Brief to assist deciding the prospect segment)

There are 7 lines of products which are sold as a life insurance policy through a certified (licensed) insurance advisor. A certified insurance advisor undergoes 100 hrs of training as per IRDA guidelines http://www.irdaindia.org , which is followed with an examination which needs to be passed. Later, the Insurance company conducts training on their products followed with a test prior to advisors selling their first policy. A contract is signed between the company and the advisor for an agreed period as per rules and regulations from IRDA. It is mandate for Company to get each product certified by IRDA prior to their promotions.

Product knowledge is the key factor in any business. The understanding of features and benefits enables the customer to gain from viz a viz market conditions. The information of the product should be communicated with pride & confidence to the prospect.

A prospect shows interest in the product due to the advice offered by the Advisor. The advisor must advice on product selections based on the needs for a long term. Misinformation or Misleading of the product features or benefits can lead to a disturbed prospect which ends up losing long term premiums and potential loss to the entire Insurance industry.

Product details have to be transparent and all the relevant terms & conditions explained to a customer prior to enrollment into a contract. Therefore, the insurance products are aligned based on their basic types. The features are altered to meet various segmented and periodical needs of the prospect.

Combination of products helps the prospect to meet up with the change in their needs through time.

7 Lines of Product types are:

1) Endowment
2) Term
3) TROP
4) Whole Life
5) Health
6) Pension
7) Unit Link

Rider is a top up on these product types for provisioning additional protection cover. They are not incorporated in the design for most of the base plans.

Endowment Policy: Premiums paid to this policy gives a guaranteed return at the end of maturity. Anticipated endowment policy will pay cash returns at an interval of 3 or more years. Bonuses accrued for each year is paid at maturity. Insurance coverage is paid in the event of death of an insured during the tenure of a policy. Few policies are developed with features to support education & marriage demands as per the age of the insured (lifecycle).

Term: Insurance coverage is paid in the event of death of an insured during the tenure of a policy. There are no returns paid at maturity. Insured is covered only during the tenure of the policy.

TROP: (Term return of premium) Premiums paid during the tenure of a policy is returned at maturity. Insurance coverage is paid in the event of death of an insured during the tenure of a policy. However, certain plans give coverage for few years extended from maturity date without any premium payment.

Whole Life: Whole life plan extends guaranteed fixed returns after maturity based on the age of the insured. Guaranteed returns and bonuses are paid at maturity. Insurance coverage is paid in the event of death of an insured during the tenure of a policy.

Heath: A plan which provides coverage benefits at hospitalization, surgical, accident or any other health issues for the tenure of a policy. There are no returns paid at maturity. There are several cashless policies floated in the market with multiple benefits.

Pension: Premiums paid are allocated to buy annuities (% of it) for paying pension at maturity. Insurance coverage is paid in the event of death of an insured during the tenure of a policy. Bonuses accrued for each year is paid at maturity along with benefits at vesting period near to sum assured.

Unit Link: Premiums paid are towards the insurance coverage along with an opportunity to decide on the choice of investment. Returns are based on market performance. Insurance coverage is paid in the event of death of an insured during the tenure of a policy. Premiums are paid for limited tenure. Several ULIP products are amalgamated with rest of the product type lines for dual benefits.

Combination of the plan types gives a customer a complete suite of protection, savings, retirement income and asset building options. Products are designed for the three areas of an insured life: 1st Area: End Point of Tenure - Endowment, TROP & Whole Life. 2nd Area: Middle Succession - Anticipated Endowment, Unit Link & Pensions. 3rd Area: Unforeseen Circumstances - Term & Health.

In addition to a lifelong insurance protection, a portion of the premium payments goes toward a separate cash account which grows over time (specific in the case of a participating policy):
The premiums are adjusted as follows:
1) "Mortality Expense": It is the main cost of providing insurance based on Mortality table.
2) Other Acquisition Costs: Processing fees, Commissions, Operations cost, Proposals, etc…
3) Cash Account: Cash Value Growth based on market performance.

As the insured ages, their cost of insuring goes up because the chance of dying goes up each year. Thus based on age of the insured a much larger portion of the premium is moved to mortality expense & less is put in the Cash Account.

The cash account is invested in funds which supports socio economic causes through infrastructure, schools, power, fuel, agriculture, Real estate, manufacturing etc…increasing the GDP of India.

CSR Facility List

Call center is an area of contact with the customer. It is developed using the aid of a telephone instrument. However, the most important element which generates the right connection is a “Mindset”.

Mindset depends on an environment it’s been exposed to & behaves as follows:
It favors cut to chase in information delivery.
It functions on healthy conversation.
It reacts with demand and supply.
It prefers disconnecting on argument.
It fades away when the objective is lost.
It’s all which is required to work passionately.

Facility list for a Tele-caller:

Headset:
Binaural (two side earphones) headsets are essential for conducting the work.
The connectors between the two-ear phones need to be flexible and adjustable to balance tension.
The earpiece is covered with a cushion pad, which helps in providing comfort to the ears. The cushion has to be washed with mild soap frequently as it accumulates dirt and sweat which would lead to skin rash if kept unhygienic.
Mouthpiece or microphone is available which has to be positioned at a distance of two fingers below the lower lips for better output to the listener. Mouthpiece has a cushion cover, which requires cleaning on a regular basis as it collects saliva due to continuous talking.
Headset BAG:
Headset has to be kept in a clean transparent bag for storage when not in use to avoid dirt accumulating over it.

Note: Avoid interchanging or sharing headset as it can transfer rashes or any other chronic ailments to another user.

Chord:
The spiral chord connects the two earphones and ends into a socket, which is connected to another chord which runs into a dial pad. (In some instances it is connected to CPU or Dial Pad)
The spiral chord is provided with a clip which is to be attached to any part of the clothes in the upper body. This avoids building of pressure to the ears during a pull caused due to a change in position.

Chair:
A standard chair should have a hand rest, cushioned seat and backrest, should swivel, castor legs and height adjustment lever. The backrest should support the lower back and help in maintaining an upright posture. It is advised to stand up for 5 minutes every hour to support blood circulation.

Workstation:
Workstation is made of a desk with partition on 3 sides for enclosure in order to assist focus on the call. Other accessories like a foot rest, drawer, locker, computer CPU stand, Keypad & mouse tray, hose on the desk for computer & telephone wires and electrical sockets (Raw and UPS). The layout may change based on architectural requirement, affordability of innovative technology & process specific.

Pinup Board:
A pinup board or a corkboard is available on any one side of the partition for pinning up important updates, placards or relevant pictures.

Dial PAD:
Dial pad acts as an adapter, which consist of numeric key pads, operational assistance buttons (hold, mute, transfer, dial tone, supervisor login) and acts as a connector for the headset with a telephone line. There is a provision of volume control for headphones. Dial pad consists of two sockets, which are data port and voice port. The specifications may change due to upgrade versions available in technology.

Computer:
A typical computer setup is available which has a LCD or TFT monitor, CPU, keypad and mouse. CRM software will be available for transactions.

Note: Always do adjustment to the Monitor for brightness, color and contrast which best suit your eyes.

Water:
High capacity UV water filters are installed across the facility. The water is tested & certification is opted from a leading lab for safe drinking water.

Cafeteria:
A large cafeteria facility is available with food counter open for the entire day. The food is prepared & served in hygienic environment. The price for the food is maintained reasonably low as compared to the market.

Illumination & AC:
A proper illumination arrangement from the ceiling is arranged with a pleasant air cooling system, which maintains required temperature.

Biometric Attendance:
Biometric machines are placed at strategic areas for ease of employees to mark their attendance for the day.

Identity Card:
Employee is given an identity card for access into the premise.

Salary Bank Account:
Employee gets to open an account in the relevant bank tied up with the company. The account is zero balance maintenance till the employee is employed with the company. Salary gets credited to the account on monthly basis. Employee can withdraw from their account through a debit card provided by the bank.

Training Facility:
There are several training rooms created to facilitate employees to attend respective training programs. The training facility is equipped with projector, wide white board, Computer & Speakers to create the experience for the participants.

Teleservice

Tele-service:
Eureka being an outsourcing firm provides facility for Telemarketing & Teleservice verticals. Tele-service referred herein is for Customer service activity which is designed as after sales support or pre-sales inquiry.
Tele-service is a touch point for a Customer or a prospect in the life cycle of service delivery for all business establishments. Tele-service is commonly associated with inbound call flow management & identified with Customer service.

Tele-service origin took place during the evolution of telephone networking to connect millions of users wherein the calls were connected by the operators at the telephone company. The operator’s assistance was required to connect two long distance calls & also attend to any issues. It was difficult for the Telephone companies to manage so many connections via an assistant operator which increased the cost of service. So they designed the automatic exchange for direct dialing which further developed to the modern day switch from electronic to digital platform.

Many Customers like organizations wanted their own telephone operators located within the office premise to connect calls to respective extensions of various departments. So the design of epabx electronic private branch exchange unit was installed so that inbound calls could land to this unit & the operator (Receptionist) could route it to respective target extensions. The organizations used to publish only single Pilot number in their advertisement for buyers or potential business prospects could dial the number & get connected to respective executives.

In course of time, the pilot number with several hunting lines used to get insufficient as information about the organization used to reach more distant locations producing more inquiry. The receptionist was unable to cater to the inbound calls which used to vary as per the peak hours in a day based on the media of advertisement. So an IVR – Interactive voice recognition system was engaged to intercept the calls of the prospects or Customers with options on requests.

Due to the competitive markets, organizations wouldn’t want to lose out on business opportunity so they set up their own Customer service department. The department comprised of several receptionist who would answer to the query of the prospect or Customer & route the information to respective department or transfer calls in some cases. The receptionist was further recognized as Teleservice or (CSR) Customer service representatives as they captured relevant data along with attending to the prospect or Customer.

The Customer service representatives were given access to organizations information tool which showcased details of the product & updates on Customers purchased details. The tool evolved into software application over an intra web which was integrated with several departmental databases known as CRM – Customer Relationship Management. An ACD – Automatic call diversion was evolved with features of automatically routing of the inbound calls to CSRs who were on an available mode. The CSRs after the interaction with the Customer used to update the CRM with relevant details. The base of Telephone instruments was provided with a feature called as CLI – Caller Line Identification facility to be able to record or view the telephone number of the caller.

The CRM is further integrated with digital telephone connection & server using respective technical cards. Advanced intelligent systems have capability of CTI – Computer Telephone Integration which triggers the callers profile details on the screen of a computer to the CSR with recognition of CLI mapping it to Customer database on the server. Analog lines do not support the CTI capabilities.

The inbound call center with CSRs is an important hub for the business houses to manage their Customer requests, failing which the losses are huge. So the organizations consider the Customer service setup as a sensitive touch point for showcasing their values. Today, the call center caters to several new touch points for supporting Customer service like SMS, email, Chat, induced marketing campaigns, viral internet marketing, & Postal service which evolved into a new business line as (CCM) Contact center management. The CCM supports the inbound enquiries which is generated through various marketing campaigns on several medias & mediums like Television, Newspaper, magazines, outdoor advertising, digital displays in public places, SMS, emails etc… displaying a toll free number.

The number of calls hitting the inbound call center varies throughout the day & through the week which is termed as call traffic. The number of Customer service representatives allocated to the call traffic is managed by a work force management tool which is designed on erlang ratio based on the trend of past few months across various media campaigns & mediums respectively.

The inbound call center is now turned into a profit center by promotion of up sell & cross sell initiatives after addressing the request of Customer. When the volume of enquiries go up & the management cost of the call center is high due to non-scalability & technology aspect it is outsourced by the organization to a BPO company to address the requests on behalf of it.
Therefore, the BPO Company has to provide service equivalent as it was if the call center was under the management of the organization considering it as an extension of it.
Tele-service is a complicated & driven by highly skilled workforce with state of the art technology available to support updated information. Overall quality scores have to be 90% with Accuracy of information delivered to be around 95%.

Tele-service process at Eureka is bifurcated into following groups:
A) Account Status & Product Inquiry.
B) Complain Management.
C) Retention & Collection Management.
D) Verification Process.
E) CSAT & ESAT services.

Applied across the industry like Insurance, Banking, Telecom, Real Estate, Retail & Others.
However, This draft is designed in generic to cover the basics of Tele-service.

A) Account Status & Product Inquiry: The most commonly known setup of Tele-service which addresses all the inquiry related to tracking status of application, logistics of delivery, billing details, product updates, value added features, registration of complain, accolades & in some instances the support is extended to partners like dealers, agents, suppliers, franchises etc.

The CSR for this profile undergoes a stringent educational program to be trained for handling query of the caller. Identification of the caller is highly sensitive prior to disclosing any account details. The product information is shared with interested callers as there is no identity theft or compliance issues in interaction with them.

CSR has to be provided or equipped with relevant information through a CRM tool or systems which can be referred for sharing details with the caller in a minimum turn around time. The first time resolution (FTR) is achieved through the best in breed process cycle over a cutting edge technology.

Today, callers use SMS, email, toll free numbers to connect with contact center. Therefore, integration of the platforms is essential into one framework for CSRs to access details despite the route taken by the caller to reach them.

B) Complain Management: Complain is a concern shared by a caller who might have become a Customer or a well wisher. The CSR is the frontline window or the first contact with the caller to address the complaint. CSR acts as a facilitator for routing the complaints to respective process owners or departments on resolution.

The CSR undergoes an educational program on process flow cycle followed by each department & their inter links to resolve a complaint type. The complain type is designed basis the stages of life cycle of the Customer like misinformation of product features at pre-sales, & post sales like delay in product delivery or damage goods, product break down & delay in service, behavior of company representative or breach of trust etc.

Complain management follows an escalation matrix if the resolution TAT goes beyond agreed SLA by a department or process owner. Today, a Customer knocks the door of consumer courts which is a reputational risk for the organization. This process is outsourced by client to an outsource agency based on trust & support them with all relevant information tools. This is a critical process to be outsourced for a client & requires frequent checks on quality & accuracy of information shared with Customers. Retaining the Customer is managed by the retention department in most of the organization.

C) Retention & Collection Management: This is an outbound activity falling under the Tele-service vertical due to the nature of it being a Non-Marketing process. Every organization realizes the cost of acquisition is higher to retention of a Customer. A Customer shows signals prior to disconnecting its relationship with the service provider (client) like non-payment of renewals, delayed payments, wrong contact numbers, shift of contact address, frequent complaints, low usage, less transactions on the account, decrease in account balance etc.

Retention process is a more active than passive activity & Customer behavior study is important to track or group the Customers for contact. The group is contacted by CSRs and pro-actively reminded on the status of their account or update on risk of losing privileges. The prime objective of the retention CSR is to keep the Customer in the books of the company. Bad accounts termed by the company is not retained they are moved to collection unit for recovering any financial or asset belonging to the company.

CSR is educated on relationship management & equipped with information to connect with relevant process owners to support the Customer for any request which triggered their behavior to discontinue relationship. Collection team is trained to interact with defaulters & conduct skip tracing for contacting Customer. The Customer is updated with repercussions or risk if he/she doesn’t comply with the company on the grounds of legal or CIBIL ratings based on the intense or size of collection.

D) Verification Process: Know your Customer (KYC) is essential for all clients as per the guidelines laid by AML – Anti money laundering due to the transactions which supports terrorist or unethical white collar crimes. The company has laid certain prerogative for itself while providing a product or service to a prospect. They could be from verifying the contact details for both residential or office, residential proofs, reference authenticity or guarantee, pan card validity, document justification & other areas enlisted by the client for verification.

General belief of verification process is to maintain an updated Customer profile data & also inform for any identity theft. Client outsources this process for a neutral statements & lowering the risk of prejudiced decision.

CSR is compelled to follow strict checklist & standard questioning pattern to acquire information from the Customer in order to verify their details. CSR is given knowledge based on the updates in KYC norms or requirements by the client. The information captured by CSR on the Customer is kept highly confidential & under supervision.

E) CSAT & ESAT services: Customer satisfactory survey & employee satisfactory survey plays a key role in detecting the health of a business for a client. Therefore, the survey for gauging the service aspect forms a part of Tele-service.

Customer satisfactory survey comprise of a checklist prepared by the client on areas which is in contact with Customer like Customer service, TAT on resolution of concern, product feature details, delivery process of goods etc. The list is designed to capture important areas of a Customer life cycle & gauge the success ratio on the service. The Customer is given an option to choose from to rate the parameter of the checklist. The survey supports the client to manage their budget basis the ratings given by Customer. They can spend more on innovation the service for a parameter which is on high rating or develop low areas to enhance to delight.

Outsourcing this process is to avoid the risk of being influenced by company loyalty rather Customer loyalty. This data is referred by operations & marketing department to work around their strategy to service or attract new prospects respectively. The result in most of the cases is different to what was conceptualized as a brand equity service.

CSR is directed to ensure there is no prompt or hint to the Customer for a positive answer. The method of asking questions is to be able to make the Customer understand the objective & answer at his/her free will without any repercussion on their relationship with client.

Telemarketing

Definition of Telemarketing:
Eureka being an outsourcing firm provides facility for Telemarketing & Teleservice verticals. Telemarketing is a form of evolved marketing over a telephone. It can be applied to various industries through creative campaigns. Delivering results on telemarketing is achieved in tandem with operational efficiency. It is an efficient medium to reach out to a larger segmented population in a short period of time, which reduces cost compared with door-to-door promotion.

Telemarketing is a dialogue between the promoter (Tele-caller) & cold prospect, which initiates with a prompt to strike a conversation. This interactive dialogue is supported by visualization through choice of words & requires a good sense of instant creativity by the promoter. In fact, the promoter wins over any healthy argument and facilitates a closure of sale. Financial transaction & application form fulfillment makes telemarketing a flexible model for marketing products. Information captured by the promoter on various calls is converted to transactions, which provide a trend & market feedback to redesign marketing communications.

Telemarketing evolved in US around late 1940s & spread to Europe by early 1970s. India experienced telemarketing revolution in early 1990s with the advent of Multinational banks operating on this model. Telephone regulatory authority of India http://www.trai.gov.in/ encouraged privatization in 1990s which saw the evolution of Vodafone, Bharti Airtel, Tata Teleservice, Idea Cellular, Loop, Reliance communication, Aircel, MTS in mobile & landline services within 2 decades. The introduction to International BPO (Business Process Outsourcing) in their late 1990s supported the revolution of domestic contact center towards the beginning of 21st century. The BPO market created new job profile for millions of young challenging generation experiencing as a part of global architecture. The technology breakthrough hit India & it became a mirror image on techniques, skills & knowledge of developed world. Economy of India saw a tremendous upward movement, which supported budding of new cities & towns across pan India.

Telemarketing is benefited by this revolution of Telecommunication, which increased the penetration of telephone or contact opportunities. Telemarketing is conducted with an aid of telephone through manual dialing or computer integrated dialing system known as Dialer. CRM applications support telemarketing to assign, follow-up or closure of a prospect.

Telemarketing process at Eureka is bifurcated into following groups:A) Lead Generation:
B) End to End Sales
Applied across the industry like Insurance, Banking, Telecom, Real Estate, Retail & Others.

A) Lead Generation: The prospect sharing an interest & qualify for the product is termed as a lead. The activity to generate qualified leads is known as lead generation. The product features & benefits are shared with the prospect along with confirmation on the eligibility criteria set for qualifying it as a lead.
The database for Telemarketing is a pre-requisite segment, which match to the demographics required to be able to apply for an insurance policy. Example: Age, Occupation, Work Grade (designation), Gender, Residential Location, Income etc…which pre-qualify for a visit by Insurers representative for presentation of a product. Any unqualified lead will not be eligible for a sales closure though the prospect is interested in the product. Maybe the prospect is eligible for a credit card however not for insurance basis eligibility requirement for applying. The leads are forwarded to the Client who in turn shares it with their field sales officers to meet the respective prospects for a sales closure.

B) End to End Sales: The prospect is explained & convinced on the telephone for buying a product and shares critical information to fill the online application form. The monetary transaction is conducted over a telephone in certain cases through credit card authorization or else a representative meets the prospect for a sales closure and collecting a cheque. This activity as a whole is termed as End-to-End Sales. The telemarketing formula applied in an E2E is a secondary step from lead generation and the Tele-caller officer is considered as a developed Marketing executive. The Tele-caller requires a high level of patience & well equipped with tools & sales techniques to manage prospects query over a telephone. The length of the conversation in an E2E is longer to lead generation and depends on the complexity of Information to be captured on the online application, pricing & product features. This is a most convenient marketing model & preferred by new generation prospects. Tele-callers spending a considerate amount of time in this model develop confidence in their personality & adapt to any challenging assignments.

Operation Department of Eureka OSL performs the functional role of managing the telemarketing activity.