07.09.2022
Despite the progress of digitalization, the number of client contacts to be processed manually by staff is on the increase in most sales and service departments. At the same time, the customers‘/sales partners‘ expectations in terms of accessibility, processing and opening times as well as the quality of solutions are rising. If a company wants to manage the rising volume of contacts with the quality expected by clients/sales partners, additional human resources in the sales and service departments need to be developed. Against the backdrop of significantly rising levels of complexity regarding the recruitment, qualification and the long-term retention of sales and service employees, more and more enterprises are considering the chances and risks of having their customer contacts processed by external service providers.
Companies usually see the greatest professional added value in outsourcing customer contacts in the fact that they can react more flexibly to “volatile” contact volumes. By cooperating with external service providers, a “breathing system” leading to nearly constant service levels even in daily, weekly and annual peak phases is meant to develop. Also, enterprises are hoping for a higher degree of flexibility of service providers when it comes to an extension of opening hours or of the customer service, e.g. in the form of additional languages.
Since the processing of customer contacts is the core business of contact centre service providers, most of them display a high level of expertise in contact-centre-specific fields such as HR, IT, management control and quality management. Furthermore, there are providers who have specialized in specific processes (e.g. outbound calls) or are highly experienced in more modern channels (e.g. chats). Thus, companies can certainly benefit from the advanced level of know-how of service providers.
Apart from the work-related advantages, companies also seek to save costs by outsourcing client contacts. In principle, cooperating with external contact centre service providers opens up the possibility of more flexible costs as the cost accounting largely occurs on the basis of the work put in (e.g. in the form of processing time or processed contacts). Furthermore, service providers are mostly cost-oriented and take advantage of scale effects by cooperating with several clients. In addition, the same prices by minute/contact offered by service providers are often not feasible within the company, particularly when the external service provider “produces” the contacts in a foreign place with lower site and personnel costs.
In order to make the most of the three opportunities linked to the outsourcing of costumer contacts (increase of customer satisfaction, higher degree of professionalism and lowering of costs), a lot of pitfalls need to be steered clear of. Among these are:
In addition to the pitfalls mentioned above, it is worth noting that the expectations towards outsourcing should not be set too high, particularly in the beginning: During this time, a pilot phase in which one can overcome possible starting difficulties or potentially optimize the form of cooperation with the service provider turns out to be helpful.
Regarding the topic of customer contacts, there is no ideal way when it comes to Make-or-Buy-decisions. Every company needs to determine for itself which contacts should be dealt with by its own employees and which ones should be taken care of by a professional service provider. Answering the following questions helps to make a structured decision:
Even if an outsourcing of customer contacts presumably offers some advantages, a careful screening of the five topic areas presented above is necessary when it comes down to deciding which contacts should be outsourced to an external service provider and which ones should better be processed in-house. Taking the possible pitfalls mentioned above into account greatly increases the chance for a sustainable exploitation of the advantages.