of 53
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12006 Customer Operations Performance Center Inc.
Improving Profitabili tyImproving Profitabili ty
COPCCOPCs Impact on Operationss Impact on Operations
Customer Operations Performance Center Inc.
Contact Center Excellence
www.copc.com
The Company The Framework
The COPC Family of Standards
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22006 Customer Operations Performance Center Inc.
Who Is COPC Inc.?Who Is COPC Inc.?
Customer Operations Performance Center Inc.
Founded by three partners in 1995
Grown to a worldwide staff of more than 60associates in nine countries
More than:
800 onsite operational audits in 30 countries / average 10
audits per month
150,000 contact center seats
Operations of all sizes:
From 10 to 3,000 customer contact seatsCo-developers of the Industry Standard for contactcenters worldwide
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Global FootprintGlobal Footprint
Argentina Australia Brazil Canada India Japan
Singapore United Kingdom United States
Offices in nine countries around the world
Offices in nine countries around the worldOffices in nine countries around the world
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Key Terms and RelationshipsKey Terms and Relationships
VMOsVMOs(Vendor
Management
Organizations)
Customers of clients.
ClientsClientsCSPsCSPs
End UsersEnd Users
Organizations and individuals, typically
within the client enterprise, responsible for
managing a portion of the Enterprises
programs with CSPs.
Provide services to end users
on behalf of cl ients.Hire CSPs to provide services to
their end-user customers.
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What Is COPC?What Is COPC?
Exclusive authorized entity to audit and certify
compliance to the COPC-2000 Standard
Internal providersInternal providers33rdrd party providersparty providers
Outsourcers / BuyersOutsourcers / Buyers
Performance management system that reducescosts, while increasing revenue improving service,
quality and customer satisfaction
Driving the trend for buyers of services to requirecertification of their vendors
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The COPCThe COPC--20002000 Standard isStandard is
A rigorous and balanced system to concurrently
measure all customer-touch activities
A framework to identify and measure specificattributes required for sustained operational
performance
A dynamic system updated annually reflecting theindustry evolution
Where did the COPCWhere did the COPC--20002000 Standard originateStandard originate
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COPCCOPC--2000 CSP2000 CSP Gold StandardGold Standard
The new framework for CSPs achieving certification
to the COPC-2000 and COPC Gold Standards
Represents the most significant change to theCOPC-2000 Standards since its 1996 introduction
Standards Committees core objective for revisions
Improvement of the end-user experience
Driving operational and financial performance
improvement
COPC and Results Inextricably Linked
Release 4.0ARelease 4.0A
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2006 Customer Operations Performance Center Inc.
The Standards CommitteeThe Standards Committee 19951995
Team of recognized industry leaders formed in 1995
to share common contact center performanceissues
Created a framework to meet and exceed end user
requirements
Founders from Fortune 500 firms:
Microsoft Compaq Dell Novell Intel
American Express L.L. Bean - Motorola
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2006 Customer Operations Performance Center Inc.
The Standards CommitteeThe Standards Committee 20062006
Comprised of buyers of services, third party
providers, and internal operations
Participation requires detailed working knowledge of
the Standard, operations, and the ROI of superior
service delivery systemsCurrent Members:
HealthNow Harris L.L. Bean Monster
General Motors Microsoft (U.S. Companies)
Lenovo Group (China) International SOS (Singapore)
Transworks (India) a representative from the Japanese User Group
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COPCCOPC--2000 CSP2000 CSP Gold StandardGold Standard
Planning andLeadership
3 Items
Driver
Enablers
Goal
Enablers
Processes
13 Items
Performance 9 Items
People
5 Items
30 Items across 4 Categories30 Items across 4 CategoriesRelease 4.0ARelease 4.0A
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Gold StandardGold Standard FrameworkFramework
DriverDriverDriver
1.1 Statement of Direction
1.2 Management System
Review
1.G.A Planning and Reviewing
Business Performance
1.0 Planning and
Leadership4.1 Cl ient Sat is faction and
Dissatisfaction
4.2 End-user Sat is factionand Dissatisfaction
4.3 Service Per formance
4.4 Quality Performance
4.5 Process-level Efficiency
4.6 Staff Attrit ion and
Absenteeism
4.7 Achieving Results
4.G.A Asset Efficiency
4.G.B Cost of Poor Quality
(COPQ)
4.0A Performance
GoalsGoalsGoals
2.1 Implementing NewProducts,Services, Programs,Clients, and Requirements
2.2 Process Control
2.3 Problem Solving Process
2.4 Transaction Moni toring
2.5 Forecasting, Staffing and Scheduling
2.6 CUIKA
2.7 End-user Privacy
2.G.A Managing Transactions atthe Interval Level
2.G.B Managing Key Suppliers2.G.C Process Audits
2.G.D Data Security
2.G.E Contingency Plan
2.G.F Data and InformationAvailabi li ty and Update
2.0 Processes
3.0 People3.1 Defining Jobs, Recruit ing and
Hiring
3.2 Training & Development
3.3 Ver ifying Skil ls & Knowledge
3.4 Staf f PerformanceManagement
3.G.A Managing Staff Feedback
EnablersEnablersEnablersRelease 4.0ARelease 4.0A
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COPCCOPC--2000 VMO Standard2000 VMO Standard
Leadership
and Planning
3 Items
Driver
Goal
Enabler
Enabler
BusinessProcesses
21 Items
Performance
4 Items
People
Processes
3 Items
31 Items across 4 Categories31 Items across 4 CategoriesRelease 2.0Release 2.0
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VMO StandardVMO Standard FrameworkFramework
DriverDriverDriver
1.1 Statement of Direction
1.2 Planning and Reviewing
Business Performance
1.3 Reviewing the Performance
Management System
1.0 Leadership and
Planning4.1 Client Satisfaction &
Dissatisfaction
4.2 End-user Satisfaction &Dissatisfaction
4.3 CSP Satisfaction &Dissatisfaction
4.4 Key Business ProcessPerformance
4.0A Performance
GoalsGoalsGoals
Establishing and closing Relationships and Programs2.1 Defining Requirements2.2 Developing & Issuing RFXs2.3 Selecting & Contracting CSPs
2.4 Implementing New Clients & Programs2.5 Closing Relationships & ProgramsManaging Relationships and Programs2.6 Forecasting2.7 Staffing & Scheduling2.8 Managing Transactions at the Interval Level2.9 Monitoring Transactions2.10 Training & Verifying CSP Staff Skills2.11 Making Data and Information Available&Up to Date2.12 Recovering f rom Service Interruptions2.13 Reviewing CSP Performance2.14 Paying CSPs2.15 Reporting Performance to Clients2.16 Managing Telecom & IT Systems Provided to CSPsManaging the VMOs Processes2.17 Controlling VMO Processes2.18 Problem Solving Processes2.19 CUIKA2.20 Ensuring Data Security2.21 Ensuring End-User Privacy2.22 Key Supp lier Management
2.0 Key Business Processes
EnablersEnablersEnablers
3.0 Key People Processes3.1 Defining Minimum Skills & Knowledge3.2 Training & Developing Staff3.3 Managing Staff Feedback
Release 2.1Release 2.1
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142006 Customer Operations Performance Center Inc.
Global StandardGlobal Standard
Canada Ireland
United States England
Dominican Republic FranceArgentina Norway
Brazil Netherlands
Costa Rica Germany
Japan
Singapore
Malaysia
Hong Kong
Australia
India
125 Companies 200 Locations30 Countries 6 Continents
Global Internal / External Operational EnvironmentsGlobal Internal / External Operational EnvironmentsGlobal Internal / External Operational Environments
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ExperienceExperience
Global operational improvement strategies for
Contact Center Excellence
More than 200 Contact Centers worldwide using the
Standard is experiencing performance improvement
Utilize and develop proprietary technology
Auditing process (COPC-2000 Standard)
SmartScore (Transaction Monitoring)
Maintaining an estimated 90% share of in-depth
operational audits
Continue to operate in conjunction with user
community as part of the Standards Committee
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Critical Service FunctionsCritical Service Functions
Customer Service
Order Management
Technical Support
Electronic Commerce
Back Office Processing
Collections
Outbound
Lead Management
Service Dispatch
Claims Processing
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Internal ProvidersInternal Providers
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Third Party ProvidersThird Party Providers
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Outsourcers / BuyersOutsourcers / Buyers
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COPC Return on InvestmentCOPC Return on Investment
ServiceService
QualityQuality
RevenueRevenue
CustomerCustomer
SatisfactionSatisfaction
ProfitabilityProfitability
CostsCosts
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Services PortfolioServices Portfolio
VMO ServicesVMO Services
SmartMove SmartSelect SmartManage SmartVMO
CSPCSP CertificationCertification COPCCOPC--20002000 CSP StandardCSP StandardCustomer Service ProvidersBaseline Audit - Structured Support - Certification Audit
VMOVMO CertificationCertification COPCCOPC--2000 VMO Standard2000 VMO StandardVendor Management Organizations
Baseline Audit - Structured Support - Certification Audit
Performance ImprovementPerformance ImprovementBenchmark Review High Performance Management Techniques
Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO HPMT
Implementing Six Sigma in Contact Centers I & II
eToolseToolsSmartScore SmartMonitor SmartOutbound SmartFloor
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Certification ProcessCertification ProcessCertif ication to the COPC-2000 Standard
Baseline Assessment
Operational Audit defining the gap between current status and
COPC-2000
Standard requirementsEvaluation tool identifying and detailing gaps
Management team review
Structured Support
Scheduled conference calls to implement actions to close gaps
Review documentation
Strategic plan / recruit ing profiles
Establish high integrity performance metrics
Review operational targets and Performance Summary Table
Certification Audit
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Certification ProcessCertification Process
1. Define entity
2. Workshop
and KickoffMeeting
3. RC Training
Preparation
4. COPC
conducts
Baseline
Assessment
with
Registered
Coordinator
Baseline
Assessment
5. Team closes
gaps and COPC
begins
Structured
Support
6. HPMT Training
Close Gaps
7. COPC
conducts
Stress Test8. Certification
Appl ication
Evaluated
9. COPC
conductsCertification
Audi t
Certification
Audit
Nine Typical Steps to Certi ficationNine Typical Steps to Certification
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Certification ProcessCertification ProcessDriving Performance
The COPC-2000 Standard is a holistic approach
requiring management to run business by:Balancing Service, Quality and Cost
Setting high performance benchmark targets
Monitoring results using objective data
Continually improving in areas not meeting targets
Consistently meeting client and internal
performance requirements
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Typical Certification TimelineTypical Certification Timeline
Baseline Audit
Structured
Support
HPMT
RC Training
Stress Test
Certification
Audit
Clean-up
Audit
Applied Status
Certification
1Month 122 3 4 5 6 7 8 9 10 11
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Benefits of COPC FrameworkBenefits of COPC FrameworkQuantif iable FinancialQuantifiable FinancialTypical Ops Improvement Projects
Reduced cost per transaction
On-time program launch
Higher accuracy and FCRImproved Supplier performance
Reduced staff attrit ion
Quantifiable NonQuantifiable Non--financialfinancialConsider both - financial / non-financial
Increased customer satisfaction
Improved employee satisfaction
Reduced customer attrition
NonNon--quantifiable/Nonquantifiable/Non--financialfinancialTypical Ops Improvement ProjectsKey metrics defined
where and how to use them
Access to global best practices
Implement / sustain annual planningsystem
Clarify mission statement
Recognition from potential clients
NonNon--quantifiable Financialquantifiable FinancialConsider both - financial / non-financialIncreased sales from current clients
Less re-work generates cost savings
Maintaining Certification requires
- 65% of metrics hit targets 9 of 12 months- 75% demonstrate continued improvement
Sustained performance
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Services PortfolioServices Portfolio
VMO ServicesVMO Services
SmartMove SmartSelect SmartManage SmartVMO
CSPCSPCSP CertificationCertificationCertification COPCCOPCCOPC---200020002000
CSP StandardCSP StandardCSP StandardCustomer Service ProvidersCustomer Service ProvidersCustomer Service ProvidersBaseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
VMOVMO CertificationCertification COPCCOPC--2000 VMO Standard2000 VMO StandardVendor Management Organizations
Baseline Audit - Structured Support - Certification Audit
Performance ImprovementPerformance ImprovementBenchmark Review High Performance Management Techniques
Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO HPMT
Implementing Six Sigma in Contact Centers I & II
eToolseToolsSmartScore SmartMonitor SmartOutbound SmartFloor
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COPCCOPC--20002000 VMO StandardVMO StandardPurpose Driving Performance
Provide VMOs a framework or road map for effectively
managing their clients and CSPs for high performance. Thisincludes:
Ensuring key approaches, processes, and metrics are in place
Educating VMO staff on high performance
Enable outsourcers to assess the performance of their VMOs
globally
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Potential BenefitsPotential BenefitsTo Vendor Management Organizations:
Higher and more consistent VMO performance globally
The proven ability to achieve a majority of their highperformance targets
Greater scalability and flexibil ity through standardized
processes, procedures, and metrics
Lower costs for:Acquiring and managing client and CSP relationships
Services provided by CSPs
Higher performing CSPs and better service to end users
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Potential BenefitsPotential BenefitsTo Vendor Management Organizations:
Better relationships with their CSPs and the ability to obtain the
CSPs best resourcesObjective measures in place for all activities that directly impact
end users, cl ients, and CSPs
Aligned VMO and CSP performance measurement systems
Performance Improvement methodologies that have been
demonstrated to produce results
A system that allows clients and VMO management to verify that
the VMO is actively monitoring and managing the system overtime to improve performance
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Potential BenefitsPotential BenefitsTo Customer Service Providers:
More consistent input and requirements from VMOs
Knowledgeable VMO staff who:
Understand CSP operations and the interrelationships
between key processes and metrics
Provide more consistent and timely inputs and requirementsto CSPs
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The CSPThe CSP GoldGold and VMO Standardsand VMO Standards
have bothhave both UniqueUnique andand SharedShared ItemsItems
Transaction Monitoring
Contingency
Planning
Forecasting, Staffing, and Scheduling
End-User Sat and Dissat
End-UserPrivacy
Information
Availabi li ty
Training and Verifying CSP Staff Skills
ProcessImprovement
Asset Eff ic iency
Service and RevenuePerformance
Staff Attrition andAbsenteeism
COPQ
CSP Establishing and ClosingRelationships and
Programs (3)
Reviewing VendorPerformance
Paying Vendors
Reporting Performanceto Clients
Managing Telecomand IS
Training and VerifyingVMO Staff Skills
VMO
Leadership and
PlanningAchieving Results/
KBP Performance
Process Control Process Audits
CUIKA Client Sat and
Dissat
Key Supplier Mgt Data Security
Staff Feedback
VMO and
CSP
Problem Solving
Process
Managing Transactions at theInterval Level
Process Level Efficiency
Staff Performance
Vendor Sat and Dissat
Quality Performance
Implementing NewPrograms
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COPCCOPC--20002000 VMO StandardVMO StandardAAdoptiondoptionTo date:Five companies have formallyadopted the COPC-2000 VMOStandard as their performancemanagement system:
GM
IBMMicrosoft
Rogers Wireless (Canada)
T-Online (Germany)
Over 150 VMO RegisteredCoordinators have been trained in20+ companies:
12 Sessions (6 public, 6 dedicated)
In the past 2.5+ years over 2,000copies of the VMO Standard havebeen downloaded from COPCswebsite:
2003 = 287
2004 = 784
2005 = 1,075
A & E Television Networks
ABN AMRO
Adobe Systems
America Online
Amex Billing & Payment Services
Cingular
Cisco Systems Pte. Ltd.
Dell, Inc.
General Motors
JPMorgan Chase
KPN Telecom
Lexmark International, Inc.
Microsoft Corp.
Motorola
Nokia Corp.
Rogers
Saturn Corp.
Toys "R" Us
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COPC VMO SystemCOPC VMO SystemCertification Services Suite
VMO Assessment and Certif ication/Process Registration
VMO TrainingRegistered Coordinator
HPMT
Vendor Selection and Management
Site Assessment
Contract Compliance
VMO Staff Skills
Enterprise Contact Center StrategyVMO Design and Implementation
CSP Lifecycle Management
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VMO CertificationVMO CertificationCertification Process
Kickoff Meeting
VMO Registered Coordinator TrainingBaseline Assessment
Structured Support
Stress TestProcess Registration
Certification Process
Evaluation Tool
Readout Presentation
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Services PortfolioServices Portfolio
VMO ServicesVMO Services
SmartMove SmartSelect SmartManage SmartVMO
CSPCSPCSP CertificationCertificationCertification COPCCOPCCOPC---200020002000
CSP StandardCSP StandardCSP StandardCustomer Service ProvidersCustomer Service ProvidersCustomer Service ProvidersBaseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
VMOVMOVMO CertificationCertificationCertification COPCCOPCCOPC---2000 VMO Standard2000 VMO Standard2000 VMO StandardVendor Management OrganizationsVendor Management OrganizationsVendor Management Organizations
Baseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
Performance ImprovementPerformance ImprovementBenchmark Review High Performance Management Techniques
Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO HPMT
Implementing Six Sigma in Contact Centers I & II
eToolseToolsSmartScore SmartMonitor SmartOutbound SmartFloor
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Benchmark ReviewBenchmark ReviewDriving Best Practices
Determines the best resource focus for maximum ROI andcustomer impact
Directs a comprehensive assessment delving intooperations, information technology, human resources,training and finance
Provides executives with clear view of strengths andweaknesses
Generates strategy for rapid implementation of
performance improvement initiatives while cutting costsand increasing customer satisfaction
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Performance ImprovementPerformance ImprovementReturn on Investment Strategies
Results driven consulting designed to identify high ROI
opportunities and define the methodologies required to
implement changes
Delivers operational and financial improvement strategies
based on Benchmark Review, Implementation Strategy, and
Training workshops
Implementation of staff development and training techniques
to drive knowledge into the organization, building teams to
drive revenue enhancement, cost reduction, accuracy
improvement, and cycle time reduction initiatives
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Implementation SupportImplementation SupportOperational / Strategy Consulting
Achieve Best Practices and accelerate Certification
Assist in development of effective processes and metrics
Init iate cost reduction implementation
Integrate revenue enhancement programs
Strategic analysis
Number and location of sites required
Outsourcing options
Multi- center strategy
Organization structure
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Performance ImprovementPerformance Improvement
COPC 7COPC 7--Step Work PlanStep Work Plan
Finalize
Objectives
Work Plan
Step 1
Compile
Required
Data
Step 2
Conduct
Benchmark
Review
Step 3
Develop Plan
to Close Gaps
Step 4
Implementthe Plan
Step 6
Define DesiredCustomer
Experience
Step 5
MonitorProgress
Step 7
Typical Implementation
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Performance Improvement RoadmapPerformance Improvement RoadmapExecute DMAICPlan
Define Measure Analyze Improve Control
2 Weeks 2 Weeks 4 to 8 Weeks 8 Weeks 4 Weeks 2 weeks
P1.0 Project
Selection
D1.0 Conduct
kickoff Meeting
M1.0 Select
Measures
A1.0 Data
Analysis
I 1.0 Brainstorm
Potential
Solutions
C1.0 Develop
Documentation
D2.0 Complete
Project charter
M2.0 Prepare
Data collection
& Sampling
Plan
I 2.0 Select a
Solution
D3.0 Identify
customer
Requirements
M3.0 Collect
Data
I 3.0 Pilo t
Solutions
M4.0A
Understand
Variation on
Output
Measures
D4.0A map the
Process
M5.0 Calculate
Process Sigmaon Output
Measure
I 4.0A Deploy
Full-Scale
Implementation
Tollgate Review w/ Project Sponsor
Communicate to Stakeholders
C2.0 Monitor &
Control
Process
A2.0 Process
Analysis
P2.0 Team
Selection
X1.0 Close
the Project
Close
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Services PortfolioServices Portfolio
VMO ServicesVMO Services
SmartMove SmartSelect SmartManage SmartVMO
CSPCSPCSP CertificationCertificationCertification COPCCOPCCOPC---200020002000
CSP StandardCSP StandardCSP StandardCustomer Service ProvidersCustomer Service ProvidersCustomer Service ProvidersBaseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
VMOVMOVMO CertificationCertificationCertification COPCCOPCCOPC---2000 VMO Standard2000 VMO Standard2000 VMO StandardVendor Management OrganizationsVendor Management OrganizationsVendor Management Organizations
Baseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
Performance ImprovementPerformance ImprovementPerformance ImprovementBenchmark ReviewBenchmark ReviewBenchmark Review High Performance Management TechniquesHigh Performance Management TechniquesHigh Performance Management Techniques
Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO HPMT
Implementing Six Sigma in Contact Centers I & II
eToolseToolsSmartScore SmartMonitor SmartOutbound SmartFloor
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SmartScoreSmartScoreLinking Transaction Monitoring to Customer Satisfaction
Best practices transaction monitoring process
solutions
Ensure CSAT items measured and identify system
issues preventing value-add activity
Calibration process implementation
Achieve consistent measurement to gage agent and
process level performance
Calibration reporting and data management
Decrease variation among auditors to gather more
meaningful data
S i P tf li
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Services PortfolioServices Portfolio
VMO ServicesVMO Services
SmartMove SmartSelect SmartManage SmartVMO
CSPCSPCSP CertificationCertificationCertification COPCCOPCCOPC---200020002000
CSP StandardCSP StandardCSP StandardCustomer Service ProvidersCustomer Service ProvidersCustomer Service ProvidersBaseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
VMOVMOVMO CertificationCertificationCertification COPCCOPCCOPC---2000 VMO Standard2000 VMO Standard2000 VMO StandardVencor Management OrganizationsVencor Management OrganizationsVencor Management Organizations
Baseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
Performance ImprovementPerformance ImprovementPerformance ImprovementBenchmark ReviewBenchmark ReviewBenchmark Review ROI AnalysisROI AnalysisROI Analysis Knowledge Integration / StaffKnowledge Integration / StaffKnowledge Integration / Staff
DevelopmentDevelopmentDevelopment Team Driven InitiativesTeam Driven InitiativesTeam Driven Initiatives
Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO HPMT
Implementing Six Sigma in Contact Centers I & II
eToolseToolseTools
SmartScoreSmartScoreSmartScore SmartMonitorSmartMonitorSmartMonitor SmartOutboundSmartOutboundSmartOutbound SmartFloorSmartFloorSmartFloor
VMO C l i S i
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VMO Consulting ServicesVMO Consulting ServicesDriving Return On Investment
SmartMove
Benefits / costs of outsourcing
RFP development for vendor
Performance criteria
Evaluation and selection
Performance assessmentManagement
Site selection
Transition requirements / planning
Lower your riskLower your risk drive the return!drive the return!
S i P tf liS i P tf li
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Services PortfolioServices Portfolio
VMO ServicesVMO ServicesVMO Services
SmartMoveSmartMoveSmartMove SmartSelectSmartSelectSmartSelect SmartManageSmartManageSmartManage SmartVMOSmartVMOSmartVMO
CSPCSPCSP CertificationCertificationCertification COPCCOPCCOPC---200020002000
CSP StandardCSP StandardCSP StandardCustomer Service ProvidersCustomer Service ProvidersCustomer Service ProvidersBaseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
VMOVMOVMO CertificationCertificationCertification COPCCOPCCOPC---2000 VMO Standard2000 VMO Standard2000 VMO StandardVendor Management OrganizationsVendor Management OrganizationsVendor Management Organizations
Baseline AuditBaseline AuditBaseline Audit --- Structured SupportStructured SupportStructured Support --- Certification AuditCertification AuditCertification Audit
Performance ImprovementPerformance ImprovementPerformance ImprovementBenchmark ReviewBenchmark ReviewBenchmark Review High Performance Management TechniquesHigh Performance Management TechniquesHigh Performance Management Techniques
Contact Center Excellence TrainingContact Center Excellence TrainingCOPC Registered Coordinator for CSP and VMO HPMT
Implementing Six Sigma in Contact Centers I & II
eToolseToolseToolsSmartScoreSmartScoreSmartScore SmartMonitorSmartMonitorSmartMonitor SmartOutboundSmartOutboundSmartOutbound SmartFloorSmartFloorSmartFloor
T i iT i i
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TrainingTrainingContact Center Excellence
CCE 1 COPC Registered Coordinator (RC) for CSPs
CCE 2 COPC Registered Coordinator (RC) for VMOsRequirement for Certification one COPC RC for each site
Typically multi-client program / can be on-site dedicated
Five-day, twelve-hour per day intensive course
Registered Coordinator (RC) must score a minimum of 90% onfour-hour exam
Excellent training vehicle for entit ies not seeking certification
As of January 1, 2006As of January 1, 2006More than 2000 COPC Registered CoordinatorsMore than 2000 COPC Registered Coordinators
across 35 countriesacross 35 countries
VMO T i iVMO T i i
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VMO TrainingVMO Training
COPC VMO Registered Coordinator TrainingRigorous 5 day class with test; 90% passing grade
High Performance Management Techniques Training
Client dedicated sessions from 2 to 3 daysOver 1500 graduates in less than 2 years
Vendor Selection and Management TrainingClient dedicated sessions from 2 to 4 days
Over 200 graduates in 4 yearsSite Assessment Training
Client dedicated sessions from 2 to 4 days
Over 100 graduates in 3 years
Contract Compliance/Auditing TrainingContract Training
Contract Compliance Audit Training
Other VMO Staff Skills Training
T i iTraining
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TrainingTrainingContact Center Excellence
CCE 3 High Performance Management Techniques (HPMT)
Provides practical Best Practices operational techniques:
Increase customer satisfaction
Improve service and quality
Decrease costs
How to manage for High Performance
Hands-on day-to-day management techniques
Interpretation of operational data to improve performance while
reducing costs
T i iTraining
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TrainingTrainingContact Center Excellence
CCE 4 Implementing Six Sigma in Contact Centers IYellow Belt Course
Intensive four-day course designed to integrate Six Sigma
methodologies into the Contact Center environment
Use of key Six Sigma tools to more effectively install, deploy
and improve the ROI using the COPC-2000 StandardPerform Six Sigma analysis on data from individuals
Contact Center operations using Six Sigma tools to
demonstrate the positive impact of structured and complete
data analysis
TrainingTraining
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TrainingTrainingContact Center Excellence
CCE 5 Implementing Six Sigma in Contact Centers IIGreen Belt Course
Intensive 2 1/2-day course designed for participants who
attended the Yellow Belt class. Students who passed the
Yellow Belt exam and score a 90% or higher on the Course ll
exam are eligible to become COPC Green Belts aftersuccessfully demonstrating success with at least one Six
Sigma performance improvement project
COPC Return on InvestmentCOPC Return on Investment
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COPC Return on InvestmentCOPC Return on Investment
ServiceServiceQualityQuality
RevenueRevenue
CustomerCustomerSatisfactionSatisfaction
ProfitabilityProfitability
CostsCosts
Improving Profitabili tyImproving Profitabili ty
COPC I O i
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COPCCOPCs Impact on Operationss Impact on Operations
Customer Operations Performance Center Inc.
Contact Center Excellencewww.copc.com
For more information:[email protected]