Contact Centre and Business Processing Services

1. 1
Overview of Inceku’s Contact Centre
and Business Processing Services
Solution for Silver Dynamic
Technologies
10 September 2013

2. 2
Contents
Introduction ...................................................................................................................................... 3
1. High level overview of Inceku’s Contact Centre and Business Processing (BPS) Operating Model4
2. Management of the Business Processes, Quality Assurance and Overall Business Performance . 5
3. Technology and telephony......................................................................................................... 6
4. Facilities and infrastructure ....................................................................................................... 7
5. Workforce management and talent management...................................................................... 7
6. Management Information Systems............................................................................................ 9
Conclusion......................................................................................................................................... 9
Annexure A ..................................................................................................................................... 10

3. 3
Introduction
We are delighted to introduce our Contact Centre and Business Processing Services solution to
facilitate the following key Business Processes for Silver Dynamic Technologies:
1. Client engagement
2. Installation logistics
3. Customer services
BPS is a service that “...performs a business process activity either in full or in part” (Engman, 2007,
p.81
). Business processing forms an integral part of the activity in contact and call centres. Contact
Centre Services (CCS) forms approximately 65% of BPS activity in Gauteng, South Africa (Gauteng
Economic Development Agency, 2011). A CCS is fundamentally defined by the integration of
telephonic and computer technologies which enable employees to engage in specialist operations
with the work controlled by automatic systems which virtually distribute work, determine the pace
thereof and monitor performance (Ellis & Taylor, 20062
). Customer-employee specific interactions
take place with the use of display screen equipment (Holman, 20033
) with access to, or inputting of,
information while facilitating inbound, outbound, blended calls or multimedia interactions (e-mail,
web and text messaging).
From the brief introduction above, it’s clear that the delivery of such solutions are specialised and
comes with unique challenges that makes the outsourcing partner chosen to deliver such solutions
critical.
A high level overview with corresponding information is detailed in the sections following as well as
some key assumptions in Annexure A.
Inceku assumes that the solution proposed in this document - as well as the costing thereof - will be
workshopped with Silver Dynamic Technologies in order to achieve optimal efficiencies and
effectiveness aligned to Silver Dynamic Technologies’ strategic goals and increased productivity
targets.
Owner: Inceku Energy Stewards
Author: Chris Jacobs
1
Engman, M. (2007). Expanding International Supply Chains: The Role of Emerging Economies in Providing IT
and Business Process Services. OECD Trade Policy Working Paper No. 52, Organisation for Economic Co-
operation and Development.
2
Ellis, V. & Taylor, P. (2006). You don’t know what you’ve got till it’s gone’: re-contextualising the origins,
development and impact of the call centre. New Technology, Work and Employment, 21, 107-122.
3
Holman, D. (2003). Phoning in sick? An overview of employee stress in call centres. Leadership & Organization
Development Journal, 24, 123-130.

4. 4
1. High level overview of Inceku’sContact Centre and Business
Processing (BPS)Operating Model
The high level rich picture below details the essential elements of a BPS solution with the main
architectural components (based on the South African Bureau of Standards’ national standards for
business process services operations4
) being the following:
 Management of the Business Processes, Quality Assuranceand Overall Business Performance
 Workforce Management and Talent Management
 Technology and Telephony
 Facilities and Infrastructure
 Management Information Systems
Note that the blue areas depict the management of compliance and strategy, the green talent
management inclusive of profiling, sourcing, training, managing and retention of the agents. The red
areas depict the underlying technology and various processes driven in the BPS centre inclusive of
4
South African Bureau of Standards. (2008). South African national standard: business process outsourcing and
offshoring operations. Part 2: Inbound contact centre operations. SANS 990-2:2008. Edition 1. Pretoria: SABS
Standards Division.

5. 5
self services, inbound and outbound (or blended) call solutions as well as case resolution of service
and/or product escalations.
Silver Dynamic Technologies provides key logistics and distribution insights (i.e. tender share,
manufacturing capabilities, turnarounds times, etc.) in order for Inceku to facilitate its Workforce
Management. The Workforce Management cycle determines the number and profile of human
resources required to fulfil the various business processes and achieve Performance Management
outputs such as Customer Satisfaction, Manage Installations, Incident reporting and Weekly and
monthly project reporting. The human resources risk is also a critical consideration to mitigate by
ensuring sufficient training, performance management and retention of skills.
The operation’s organizational ability to deliver quality services is based on its stated customer focus
and demonstrable commitment to customer satisfaction with all aspects of its activities that is
aligned in terms of the following key business processes:
1. Client engagement This entails the initial contact with the client, scheduling of
appointments and managing of the installation;
2. Installation logistics incorporates the issuing of the pre-paid meters, physical
installation, signoff and inspection;
3. Customer services include the logging of service and/or product queries, etc.
2. Management of the Business Processes, Quality Assurance and
Overall Business Performance
In line with the SABS’ operating standards, Inceku adhere to various management practices as
discussed below.
Operational processes The solution demonstrates that it has an annual and measurable operational
plan in place that is documented, demonstrating its alignment and integration with other aspects of
overall organizational planning (for example, information technology, marketing, human resources
and finance), committed to financial and non-financial goals, including specified annual targets, and
that incorporates metrics that track progress towards delivery against such targets.
Customer-related process management Customer-related processes represent the service offered
by Inceku to customers. The efficiency and effectiveness of these processes remain indicators of the
operation's ability to consistently deliver quality service.
Support processes The operation depends on its various internal and external suppliers. Changes in
support processes have a direct impact on customer-related processes and consequently on the
operation’s ability to consistently deliver quality service.

6. 6
Quality service is at risk where the operation is conducting business solely as an operational silo and
where the operation and its activities are not integral to organizational planning or fail to derive the
support needed from the organization (or both) of which the operation is part.
Compliance by the operation with all applicable legal and regulatory requirements to which it is
subjected represents a minimum requirement of the operation’s commitment to quality.
Continuous improvement is an integral aspect of a commitment to quality. Understanding the
reasons for any breakdown (by doing a root-cause analysis) in customer-related processes and the
support processes on which their effectiveness depends, helps Inceku prevent the breakdowns from
recurring and so strengthens operational effectiveness.
A systematic approach to risk management shall be taken to anticipate or identify (or both) areas of
risk and corrective measures that shall be taken to minimize the impact of such risk on the
organization and customers.
Quality assessment Periodic and methodical analysis and assessment, in accordance with
predetermined criteria of the extent to which quality is delivered, are integral components of
continuous improvement. Such analysis and assessment serve to identify and address perceived
weaknesses and to highlight and build on perceived strengths.
Performance reporting Transparent internal performance reporting in accordance with established
metrics strengthens the focus of operation management and staff on their ability to meet targets.
Transparent external performance reporting provides the means by which customers and other key
stakeholders can gauge the ability of the operation to meet its commitments.
3. Technology and Telephony
Technical resource management practices include the following aspects as detailed below.
Data security Security of customer data represents an integral aspect of Inceku’s ability to promote
Silver Dynamic Technologies and customer confidence in its service delivery capabilities.
Disaster recovery Inceku’s ability to maintain a high level of quality service delivery and also to
maintain and strengthen Silver Dynamic Technologies and customer confidence is a crucial
dimension, particularly the ability to maintain critical services in the face of a potential disaster.
Management of internal and external technical support Internal and external technical support
resources are a key element of support processes and Inceku manages its dependence in this
respect efficiently and effectively to prevent any risk of compromising the integrity of its customer-
related processes. These technologies are database and telephony related.

7. 7
Data management Data shall be managed responsibly and effectively in such a way as to ensure that
data integrity is at no time compromised, with the attendant potential risk of a breach of legal or
contractual obligations (or both) and of damage to Silver Dynamic Technologies or customer
confidence (or both). To maintain integrity, data shall remain unchanged from source and not be
accidentally or maliciously modified, altered or destroyed in any transfer, storage or retrieval
operation.
Fraud risk management The risk of fraud poses a threat to the viability of the operation and to its
Silver Dynamic Technologies and customers. The operation shall therefore ensure that it has taken
all reasonable measures to prevent the occurrence of such risks and to mitigate any impact such
occurrence might have.
Security procedures Technical equipment shall be housed in a secure environment, in such a way
that it does not negatively impact on, or otherwise compromises other aspects of, safety on the
operation’s premises.
4. Facilities and infrastructure
Health and environmental management A safe and healthy working environment promotes staff
well-being, which in turn facilitates staff focus on meeting client and customer expectations and
requirements.
Safety and security procedures The safety and security of staff members on the premises and also
their safe access to and safe exit from the premises at all times shall be of paramount concern to the
operation.
5. Workforce management and talent management
Work Force Management Effective capacity planning ensures that appropriate numbers of staff at
the right levels are in the right place at the right time to ensure the operation’s ability to fully meet
Silver Dynamic Technologies and customer expectations and requirements.
Management structure Staff members with a clear understanding of their own and others’
responsibility in relation to any given issue promote both timely customer interactions with
customers and clarity of communications and expedite the escalation process, where required.

8. 8
Code of conduct A code of conduct promotes focus on appropriate staff conduct and interaction
with other staff members, customers and other key stakeholders.
Staff management model A clear understanding of expectations regarding the respective roles and
responsibilities helps to ensure that staffing or human resources departments (or both) appreciate
what is expected of them and to direct their focus on delivering on such expectations.
Recruitment and selection of staff A clear articulation of the Inceku’s policy and procedure relating
to recruitment and selection of staff guides management in ensuring that only suitable staff who can
deliver on the expectations associated with their roles and responsibilities are recruited as required.
This minimizes inefficiencies (including the associated resource reallocation and other costs) in
operational practices and thereby the potential negative impact on the ability to consistently deliver
a quality service.
Reward and recognition programmes Transparent and equitable reward and recognition
programmes promote staff understanding of the basis of their remuneration by reference to their
ability to deliver in accordance with the expectations placed upon them.
Staff satisfaction Well-motivated staff members, as the “face” of the organization and primary point
of contact with customers, are a vital element in the operation’s ability to consistently deliver quality
service.
Staff development A commitment to staff development represents a key aspect of the operation’s
organizational sustainability, not least as a primary means of investment in its ongoing ability to
improve its operational efficiency.
Attrition Attrition serves as a key indicator of the prevailing level of staff satisfaction and motivation
within the operation, as well as an indicator of the ongoing risk of potential loss of institutional
knowledge and the ability to maintain a level of suitable skilled staff commensurate with operational
requirements at any given time.
Skills requirements A clear articulation of the skills requirements for any given role in the operation
supports management in reallocating, hiring and training staff as required for its activities. This
minimizes inefficiencies (including the associated resource reallocation and other costs) in
operational practices and thereby the potential negative impact on the ability to consistently deliver
a quality service.
Skills evaluation Periodic and methodical skills evaluations represent an integral part of the
operation’s ongoing ability to clearly evaluate the extent to which it can comply with the skills
requirements for any given role in the operation and to which it can inform management of
decisions relating to the reallocation, hiring and training of staff members as required for the
activities of the operation from time to time.

9. 9
Performance management Periodic and methodical measurement of performance in accordance
with defined metrics promotes personal accountability and responsibility at all levels of the
operation and serves to identify, in a timely manner, strengths and weaknesses that might impact
on, or compromise, the ability to meet targets.
Training Training is the means by which staff members are made familiar with the requirements of
customer-related processes and of managing their dependencies relating to support processes.
Well-informed, knowledgeable staff members are better equipped to anticipate and respond to
customer expectations and requirements.
Shift managementShift management shall strike an optimal balance between compliance with the
requirements of the operation’s clients and customers and the legitimate expectations of its staff
members relating to working conditions.
6. Management Information Systems
The operation requires effective management information systems to ensure that performance
reporting in accordance with established metrics (as detailed under the overview) is accurate and
timely, so that management is at all times in a position to understand and, if required, take
corrective action to redress, any deficiency in performance to targets and other issues that might
affect quality.
Conclusion
Our solution is customised to combine a flexible, cost effective delivery with the requirement to
consistently exceed Silver Dynamic Technologies and Tshwane customers’ expectations relating to
the installation and project management of pre-paid electricity meters.
We are looking forward to discussing this solution driven design with you!

10. 10
Annexure A
The assumptions below are an initial high level forecast based on the solution detailed.
Assumptions Calculations
300, 000 meters in 24 months
Units per months 12 500
Average calls per unit 4
Calls generated per month 50 000
Average call per minute 1.5
Hours per month 1 250
Average occupancy per agent 6.50
Agents required per 8 hour shift 192
Timeline to operationalise 3-6 months