The move to a global delivery model should be more than simply reducing delivery costs by accessing diverse pools of labour, It’s should also be about leveraging global delivery alternatives and accessing a network of high-quality skills to help meet growing demands for innovation.

A well-designed global delivery model can help position your organization as a leader in customer service and grow your market share.

While each global delivery model is different, through our experience, our consultants have identified common pitfalls and critical factors that are common to most operations.

Common Market Spin:

•    Lower cost of service (nearly 50%-70% savings in labour cost)
•    Infrastructure costs built into agent rates (Network, Telephony, Training, Quality)
•    Highly educated, talented pool of agents – many with MBAs
•    India is the largest English speaking country in the world

Reality Check:

• High attrition rates cancel our lower labour costs. In some parts of India, a 15-17 per cent is the normal rate of attrition,  Factor in agent down time due to cultural issues e.g. two to three weeks for funerals, that rate can feel much higher.  
• Inferior infrastructure means more downtime while the cost of infrastructure upgrades will eat away anticipated profits.
• While India has 250 Universities, 13,000 Higher Education Institutions and graduates 2.5 to 3 million graduates each year, including 300,000 Engineers and 150,000 IT Professionals – not all are readily employable. Soft skills, communication, and the ability to apply theory to practical work situations are areas that often require additional training.
• India’s illiteracy rate is 40 per cent.
• India may be the largest English speaking country in the world, but there are various (and often exaggerated) levels of  English proficiency:
• The top Level consists of well-educated Indians with English as a language of instruction. They speak, act and think in English. They speak English at home and use their mother tongue only with older family members.
• The next level doesn’t speak English at home and has various accented intonations with a different speed of speech.
• Indians from regional language schools (schools where English is taught as a second language) find English a challenge.  These employees often translate conversations in their heads before speaking English.

The majority of organizations that move their operations to India, either directly or though a service provider, encounter numerous operational and quality issues that impact their bottom line.

Common Pitfalls:

• Quality of Agents
• Service Level Manipulation
• On-Site Management Reliability
• Voice and Accent Issues
• Customer Satisfaction Issues
• Longer Talk Times
• Longer Wait Times
• Calls being Abandoned
• Delayed Resolutions
• Lack of On-site Management involvement
• Lack of Proper Escalation Handling
• Lack of Proper Outage Handling

Critical Success Factors:

• Establish a position of authority with both your client and on-site management
• Engage directly with those who hold authority.
• Establish a strong governance system
• Reach out to Vendor Employees
• Hire a STRONG Reporting and Measurements focal

Jnana was formed specifically to address these issues. We have extensive experience in the call center, outsourcing and global delivery space. We specialize in designing, developing, deploying and optimizing call center solutions in a global delivery environment.

Our management team has domestic and international call center experience and an intrinsic understanding of the Indian business culture.

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