Why Outsourcing?
Many companies debate whether to outsource their contact centers or to leave them inside the organization.
Outsourcing requires prior examination of the type of activity they wish to remove: whether this activity constitutes the heart of company's business, or if this is only a supplemental activity; whether this activity is the company's business growth engine.
The pros and cons of such a decision demand a thorough examination of a number of variables in the organization. These include:
- The existence of the physical and technological infrastructure for carrying out the work;
- The ability to supply trained personnel – for this the company must run a recruitment and training department, in order to select and prepare the necessary personnel.
- Understanding of the equipment needs for the center (switchboards, CRM, information systems, switching systems, recording systems, quality assurance, playback of recorded calls, etc.), the existence of call-center management and operational methodology and the ability to reach sales or service targets;
- The ability to supply the changing needs of the organization as needed, and rapidly.
Outsourcing – “Let the experts manage for you”
A major trend in business today is to transfer activities with specific professional requirements to specialist organizations. We believe that management operations and the running of sales and service centers requires specialization, knowledge, experience and professionalism. Removing these activities to specialized outsourcing will seriously reduce the management resources allotted to the centers' activities, the running costs of inefficient centers, and primarily – will allow the organization to concentrate on the heart of its business.
Our Way
Tikshoov specializes in managing and operating outsourced service, sales and support centers for various organizations, and serves as their specialized operations arm.
Each Tikshoov client has its own center, characterized according its specific needs. A unique team of representatives is allotted to them and a center is set up that acts as a totally independent unit, physically and technologically separate from all the other centers.
The process of setting up a new center, or absorbing an existing center, comprises a number of stages:
1. Characterizing and defining the necessary activities:
- Types of services, service activities, and the necessary skills required of the service representatives;
- Extent of activities, divided by their types, and the various channels of communication with the center;
- Analysis of the extent of activity, while examining the trends of activity on an hourly, daily, monthly and seasonal basis;
- Examination of the interfaces operating with the organization's units and external suppliers;
- Necessary technological systems – switchboards, information systems, CRM systems, etc.
2. Set-Up and Operations
- Putting together a set of work processes, call scripts, ets;
- Characterizing and defining work interfaces with the client, and between the client's various departments;
- Building a training department.
- Recruiting, selecting and training employees;
- Coordinating work structures, reports structures and means of control and supervision with the client;
- Defining the center's service requirements (targets, service indices, availability, quality, etc.)
Activity within the client’s organization
Tikshoov operates from a number of contact-center sites throughout Israel, some of which are located Tikshoov's own sites and some at the business client's sites.
Tikshoov has unique experience in taking over activities currently operating at the client's site, while absorbing and keeping current personnel, in order to make the work processes more efficient, and to instill specialized management and operational methodology at the client's site.
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