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    2015 Breakfast and High Tea Seminars

    18 November 2015

    (Event photos will be up soon!)

     

    21 October 2015

    We had the privilege of organising this breakfast event for MFE International & ININ on "The Next Generation Customer...

    Posted by Contact Centre Association of Singapore on Thursday, 22 October 2015

     

    15 October 2015

    We had the privilege of organising this High Tea event for Cisco Systems on "Regional Contact Centre Award Winners'...

    Posted by Contact Centre Association of Singapore on Monday, 26 October 2015

     

    12 June 2015

    We had the privilege of organising this breakfast event for Calabrio Inc., our Diamond Sponsor for 2015 Symposium &...

    Posted by Contact Centre Association of Singapore on Monday, 15 June 2015

     

    22 May 2015

    CCAS organises Breakfast Seminars throughout the year. We had the privelege of organising one for Hewlett-Packard on "...

    Posted by Contact Centre Association of Singapore on Wednesday, 27 May 2015

     

    2015 Site Visits

    4th September 2015

    On 4th September 2015, NCS Pte Ltd had hosted our members for the site visit to the Ministry of Manpower Contact Centre....

    Posted by Contact Centre Association of Singapore on Wednesday, 23 September 2015

    31st July 2015

    Thank you Resorts World at Sentosa Contact Centre for hosting our members for the site visit on 31st July 2015.Resorts...

    Posted by Contact Centre Association of Singapore on Wednesday, 5 August 2015

    30th April 2015

    We conducted a site visit to Alexandra Health's Call Centre on the 30th April 2015 with our CCAS members. As usual, the...

    Posted by Contact Centre Association of Singapore on Monday, 4 May 2015

    8th April 2015

    We conducted a site visit to the Delta Air Lines Inc. Call Centre on the 8th April 2015 with our CCAS members. The site...

    Posted by Contact Centre Association of Singapore on Monday, 13 April 2015

    25th March 2015

    We conducted a site visit to the DHL Express Call Centre on the 25th March 2015 with our CCAS members. A few attendees...

    Posted by Contact Centre Association of Singapore on Thursday, 26 March 2015

    20th March 2015

    Gold award winning contact center sharing best practices

    Posted by Contact Centre Association of Singapore on Friday, 20 March 2015

    6th March 2015

    We are privileged to be able to bring our CCAS members for a site visit to DBS Bank, winners of multiple awards in the 2014 CCAS International Awards! Thank you DBS Bank for hosting us graciously!

    Posted by Contact Centre Association of Singapore on Tuesday, 24 March 2015

     

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    CCAS respects your privacy and your personal data is of utmost importance to us. Personal data held by us will only be used in accordance with the purpose for which it was collected and directly related purposes and will never be shared, distributed or revealed to any third party.
    By clicking Subscribe, you are agreeing to be added to CCAS' mailing list.
    2021 CCAS Sponsorship Prospectus

    Contact Centre Association of Singapore is the platform where all contact centre experts network and gather to share best practices. There is a big business opportunity and value if you are a provider of business services and solutions that contact centre industry needs. 

    Be one of our CCAS Event Sponsors and this will make it easier for you to sell your solutions or services to potential companies. Showcase your latest technology to the contact centre professionals in exclusive workshops or seminars and let them learn about your solutions.  

     

     Click the icon below to begin downloading the file.

     

      Copyright © 2021 CCAS. Permission to reproduce or adapt copyright-protected material must be obtained from the copyright owner (CCAS). 

    Members' Portal

    Knowledge Assessment

    Dear Participants,

    On behalf of the CCAS EXCO Committee & Secretariat, we would like to extend our great appreciation for your participation and support for the CCAS Awards 2014 Knowledge Assessment & Mystery Shopper Findings on 8th October 2014, Wednesday. 

    We hope that the post-awards event has given you plenty of opportunities to understand in depth on the knowledge assessment and the mystery shopper findings from our Official Knowledge Assessment & Mystery Shopper Partner of CCAS Awards 2014, OmniTouch International.

    The Knowledge Assessment deck is available for download via the link below. 

    We look forward to your active participation in the next year’s Awards!

    {password pass="CCASka14"}

     

    CCAS Personal Data Protection & Telemarketing Guidelines

    This code of conduct has been developed by Contact Centre Association of Singapore (CCAS) as a guide to our CCAS members, consumers and the community at large as to the expectations of professional, competent and ethical telemarketing arena in Singapore.

    It has been developed to help enhance the image and professionalism of the conduct of telemarketers when making unsolicited calls within the industry. The Contact Centreshave the responsibility to ensure that their representatives, their appointed introducers and telemarketers adhere to these standards.

    To download the complimentary copy of CCAS Personal Data Protection & Telemarketing Guidelines, please click here.

    To learn more about the Personal Data Protection Act, please click here.

    CCAS Personal Data Protection & Telemarketing Guidelines - download

    Thank you for downloading the CCAS Personal Data Protection & Telemarketing Guidelines

     

     

     Copyright © 2014 CCAS. Permission to reproduce or adapt copyright-protected material must be obtained from the copyright owner (CCAS). 

    Personal Data Privacy

    As your personal data privacy is important to us, we have updated our Privacy Policy to comply with the recently enacted Singapore Personal Data Protection Act 2012 (which data protection rules come into force on 2 July 2014). This new Singapore law regulates the way personal data can be collected, used and/or disclosed in Singapore.

    In accordance with the Privacy Policy, CCAS may use your personal data for current and/or future marketing and promotional  which may include profiling and conducting of customer surveys. We may also share your personal data with other associations and/or our third party service providers for the purposes stated below. When doing so, we will require them to ensure that your Personal Data disclosed to them is kept confidential and secure.

    Your personal data will be collected, held on computer and/or in manual files, used, disclosed and otherwise processed by CCAS to facilitate the performance and administration of our functions as an association, including the following purposes:

    1.       For marketing activities

    2.       For administrative and billing purposes and collection of outstanding payments

    3.       For market research and/or statistical analysis and for the maintenance of Member database(s) and customer service related processes

    It is important that your personal data is kept up-to-date with CCAS. Should there be any changes in your personal data, such as address, phone/fax number, email address and other information, please notify us at secretariat@ccas.org.sg.

    For the latest update on the Personal Data Protection Act, please click here.

    Constitution of Contact Centre Association of Singapore

     

    NAME

    1.1 This Society shall be known as the "Contact Centre Association of Singapore", hereinafter referred to as the "Society".

     

    PLACE OF BUSINESS

    2.1 Its place of business shall be at “1 Scotts Road, Shaw Centre, #24-05, Singapore 228208” or such other address as may subsequently be decided upon by the Committee and approved by the Registrar of Societies. The Society shall carry out its activities only in places and premises which have the prior written approval from the relevant authorities, where necessary.

     

    OBJECTS

    3.1  Its objects are:

    a. To professionalize the contact centre industry in Singapore through Networking, Education, Certification and Research.

    b. To make Singapore the key hub for the contact centre industry in the Asia Pacific region.

    c. To raise awareness of the contact centre industry, establish and develop self- regulatory standards.

    3.2 In furtherance of the above objects, the Society may also represent the Government or professional bodies of similar interests to pursue, promote events, activities or standards and guidelines suitable for the contact centre or service related industries.

     

    MEMBERSHIP QUALIFICATION AND RIGHTS

    4.1 Membership is opened for Corporate, Associate, Individual and Additional Corporate Representative described as follows and such other types of members as may be established from time to time.

    Type A:   Corporate Member includes Any person, firm or company which is a registered business in Singapore; and a bona fide user, creator, supplier, servicer or producer of any form of contact centre or telephony-based customer servicing in the promotion of its business shall be eligible to apply for Corporate membership. Each Corporate member is entitled up to two named representatives. Each representative shall have one voting right and are eligible to stand for election. Only one representative per Corporate Member may stand for election for any one given term

    Type B:   Associate Member includes any person, firm or company which would otherwise be eligible to apply for corporate membership save that it is not a registered business or company in Singapore, shall be eligible to apply for Associate membership. Associate members shall not have the right to vote and are not eligible to stand for election

    Type C: Individual Member includes Any individual who is a bona fide user, creator, supplier, servicer or producer of any form of call centre or telephony-based customer servicing in the promotion of its business but chooses not to be an applicant under the patronage of his/her company of employment shall be eligible to apply for Individual membership. Individual members shall not have the right to vote but are eligible to stand for election.

    Type D:  Members shall be eligible to apply for additional Corporate Membership for its employees. Additional Corporate Members shall not have voting rights nor the right to stand for election.  Furthermore, each Corporate Member will be allowed to have a maximum of five additional Corporate Members. The privileges and validity of membership will depend on the annual subscription terms described under "Entrance fees, subscriptions and other dues" section.

    Type E: Agent Membership includes all Customer Service Agents employed by the Corporate Member. Agent Members shall not have voting rights and are not eligible to stand for election

    Persons who are below 18 years of age shall not be accepted as members without the written consent of their parent or guardian.*

    4.2 Only members who are above 21 years of age shall have the right to vote and to hold office in the Society.

     

    APPLICATION FOR MEMBERSHIP

    5.1 A person wishing to join the Society should submit his particulars to the Secretary on a prescribed form.

    5.2 The Committee will decide on the application for membership during the committee meeting.

    5.3 A copy of the Constitution shall be furnished to every approved member.

     

    ENTRANCE FEES, SUBSCRIPTIONS AND OTHER DUES

    6.1 An entrance fee of S$608.00 for Corporate, S$298.00 for Associate Member and S$128.00 for Individual Member is payable within two weeks of election to membership, in default of which membership may be cancelled by order of the Committee. There is no Entrance fee for additional Corporate Membership and Agent Membership

    6.2 The annual subscription shall be determined by the Committee from time to time, and notice must be given to all members to inform them of the changes. 

    6.3 Annual subscriptions are payable in advance within the first month of the year. If a member falls into arrears with his subscription or other dues, he shall be informed immediately by the Treasurer. If he fails to settle his arrears within four (4) weeks of their becoming due, the Chairman may order that his name be posted on the Society's notice board and that he be denied the privileges of membership until he settles his account. If he falls into arrears for more than three (3) months, he will automatically cease to be a member.

     

    SUPREME AUTHORITY AND GENERAL MEETINGS

    7.1 The supreme authority of the Society is vested in a General Meeting of the members presided over by the Chairman.

    7.2 A General Meeting shall be held in once every two years in April.

    7.3 At other times, an Extraordinary General Meeting must be called by the Chairman on the request in writing of not less than 25% of the total voting membership or 30 voting members whichever is lesser, and may be called at any time by order of the Committee. The notice in writing shall be given to the Secretary setting forth the business that is to be transacted.  The Extraordinary General Meeting shall be convened within two (2) months from receiving this request to convene the Extraordinary General Meeting.

    7.4 If the Committee does not within two (2) months after the date of the receipt of the written request proceed to convene an Extraordinary General Meeting, the members who requested for the Extraordinary General Meeting shall convene the Extraordinary General Meeting by giving two (2) weeks' notice to voting members setting forth the business to be transacted and simultaneously posting the agenda on the Society's notice board.

    7.5 At least two (2) weeks' notice shall be given of an Annual General Meeting and at least two (2) weeks' notice of an Extraordinary General Meeting. Notice of meeting stating the date, time and place of meeting shall be sent by the Secretary to all voting members. The particulars of the agenda shall be posted on the Society's notice board four (4) days in advance of the meeting.

    7.6 Voting by proxy is allowed at all General Meetings.

    7.7 The following points will be considered at the Annual General Meeting:

    a. The previous financial year's accounts and annual report of the Committee.

    b. Where applicable, the election of office-bearers and Honorary Auditors for the following term.

    Any member who wishes to place an item on the agenda of a General Meeting may do so provided he gives notice to the Secretary one (1) week before the meeting is due to be held.

    7.8 At least 25% of the total voting membership of the Association, either in person or by proxy at a General Meeting shall form a quorum.  Proxies shall be constituted as part of the quorum.

    7.9 In the event of there being no quorum at the commencement of a General Meeting, the meeting shall be adjourned for half an hour and should the number then present be insufficient to form a quorum, those present shall be considered a quorum, but they shall have no power to amend any of the existing Constitution.

     

    MANAGEMENT AND COMMITTEE

    8.1 The administration of the Society shall be entrusted to a Committee consisting of the following to be elected at alternate General Meeting:

    A Chairman

    A Vice-Chairman

    A Secretary

    A Treasurer

    8 Committee Members

     

    8.2 Names for the above offices shall be proposed and seconded at the General Meeting and election will follow on a simple majority vote of the members. All office-bearers may be re-elected to the same or related post for a consecutive term of office. The term of office of the Committee is two years.

    8.3 Election will be either by show of hands or, subject to the agreement of the majority of the voting members present, by a secret ballot.  In the event of a tie, a re-vote shall be taken and if it still results in a tie, a lot shall be drawn to determine who shall be the successful candidate unless the contesting candidate(s) withdrew in favour of one of themselves.*

    8.4 A Committee Meeting shall be held at least once every Two (2) months after giving seven (7) days' notice to Committee Members. The Chairman may call a Committee Meeting at any time by giving five (5) days' notice. At least half (1/2) of the Committee Members must be present for its proceedings to be valid.

    8.5 Any member of the Committee absenting himself from three (3) meetings consecutively without satisfactory explanations shall be deemed to have withdrawn from the Committee and a successor may be co-opted by the Committee to serve until the next General Meeting. Any changes in the Committee shall be notified to the Registrar of Societies within two (2) weeks of the change.

    8.6 The duty of the Committee is to organise and supervise the daily activities of the Society. The Committee may not act contrary to the expressed wishes of the General Meeting without prior reference to it and shall always remain subordinate to the General Meetings.

    8.7 The Committee has power to authorise any expenditure from the Society's funds for the Society's purposes.

    8.8 The Committee may replace any vacant position within the Committee in the event that the office-bearer resigns from the Committee, terminates his membership or dies. Names for the vacant position shall be proposed and seconded at the Committee. The newly co-opted successor will be elected by a simple majority of votes of the existing Committee members. The successor may serve until the next Annual General Meeting. Any changes in the Committee shall be notified to the Registrar of Societies within two (2) weeks of the change.  

    8.9 The Committee has power to authorise any investment of the accumulated surplus that is not required for day-to-day recurrent expenses of maintaining the smooth operation of secretariat and services to the members. The approved investment is in Singapore denominated Fixed Deposits with a Financial Institution regulated by the Monetary Authority of Singapore; any other types of investment will require a General Meeting and with the consent of not less than two-thirds (2/3) of the total voting membership of the Society, either in person or by proxy, at a General Meeting convened for the purpose.

     

    DUTIES OF OFFICE-BEARERS

    9.1 The Chairman shall chair all General and Committee meetings.   He shall also represent the Society in its dealings with outside persons.

    9.2 The Vice-Chairman shall assist the Chairman and deputise for him in his absence.

    9.3 The Secretary shall keep all records, except financial, of the Society and shall be responsible for their correctness. He will keep minutes of all General and Committee meetings. He shall maintain an up-to-date Register of Members at all times.

    9.4 The Treasurer shall keep all funds and collect and disburse all moneys on behalf of the Society and shall keep an account of all monetary transactions and shall be responsible for their correctness. He is authorised to expend up to $2000.00 per month for petty expenses on behalf of the Society.  He will not keep more than $500.00 in the form of cash and money in excess of this will be deposited in a bank to be named by the Committee. Cheques, etc. for withdrawals from the bank will be signed by the following Committee members:

    a) For issuance of any payment of an amount less than S$2000, any two signatories are required (Either the Chairman, Vice-Chairman, the Treasurer or the Secretary)

    b) For issuance of any payment of an amount equal to or more than S$2000, signatories of the Treasurer and/either the Chairman, Vice-Chairman or the Secretary are required.

    9.5 Ordinary Committee Members shall assist in the general administration of the Society and perform duties assigned by the Committee from time to time.

     

    AUDIT AND FINANCIAL YEAR

    10.1 A firm of Certified Public Accountants shall be appointed as Auditors at each General Meeting for a term of two years and shall be eligible for reappointment. *

    10.2 They: 

    a) will be required to audit each year's accounts and present a report upon them to the General Meeting.

    b) may be required by the Chairman to audit the Society's accounts for any period within their tenure of office at any date and make a report to the Committee.

    10.3 The financial year shall be from 1st July to 30th June.

     

    TRUSTEES

    11.1 If the Society at any time acquires any immovable property, such property shall be vested in trustees subject to a declaration of trust.

    11.2 The trustees of the Society shall:

    a) Not be more than four (4) and not less than two (2) in number.

    b) Be elected by a General Meeting of members.

    c) Not affect any sale or mortgage of property without the prior approval of the General Meeting of members.

     

    11.3 The office of the trustee shall be vacated:

    a) If the trustee dies or becomes a lunatic or of unsound mind.

    b) If he is absent from the Republic of Singapore for a period of more than one (1) year.

    c) If he is guilty of misconduct of such a kind as to render it undesirable that he continues as a trustee.

    d) If he submits notice of resignation from his trusteeship.

    11.4 Notice of any proposal to remove a trustee from his trusteeship or to appoint a new trustee to fill a vacancy must be given by posting it on the notice board in the Society's premises at least two (2) weeks before the General Meeting at which the proposal is to be discussed. The result of such General Meeting shall then be notified to the Registrar of Societies.

    11.5 The address of each immovable property, name of each trustee and any subsequent change must be notified to the Registrar of Societies.

     

    VISITORS AND GUESTS

    12.1 Visitors and guests may be admitted into the premises of the Society but they shall not be admitted into the privileges of the Society. All visitors and guests shall abide by the Society's rules and regulations.

     

    PROHIBITIONS

    13.1 Gambling of any kind, excluding the promotion or conduct of a private lottery which has been permitted under the Private Lotteries Act Cap 250, is forbidden on the Society's premises. The introduction of materials for gambling or drug taking and of bad characters into the premises is prohibited.

    13.2 The funds of the Society shall not be used to pay the fines of members who have been convicted in court of law.

    13.3 The Society shall not engage in any trade union activity as defined in any written law relating to trade unions for the time being in force in Singapore.

    13.4 The Society shall not attempt to restrict or interfere with trade or make directly or indirectly any recommendation to, any arrangement with its members which has the purpose or is likely to have the effect of fixing or controlling the price or any discount, allowance or rebate relating to any goods or service which adversely affect consumer interests.

    13.5 The Society shall not indulge in any political activity or allow its funds and/or premises to be used for political purposes.

    13.6 The Society shall not hold any lottery, whether confined to its members or not, in the name of the Society or its office-bearers, Committee or members unless with the prior approval of the relevant authorities.

    13.7 The Society shall not raise funds from the public for whatever purposes without the prior approval in writing of the Head, Licensing Division, Singapore Police Force and other relevant authorities.

     

    AMENDMENTS TO CONSTITUTION

    14.1 No alteration or addition/deletion to this Constitution shall be made except at a General Meeting and with the consent of not less than two-thirds (2/3) of the total voting membership of the Society, either in person or by proxy, at a General Meeting convened for the purpose and they shall not come into force without the prior sanction of the Registrar of Societies.

     

    INTERPRETATION

    15.1 In the event of any question or matter pertaining to day-to-day administration which is not expressly provided for in this Constitution, the Committee shall have power to use their own discretion. The decision of the Committee shall be final unless it is reversed at a General Meeting of members.

     

    DISPUTES

    16.1 In the event of any dispute arising amongst members, they shall attempt to resolve the matter at an Extraordinary General Meeting in accordance with this Constitution. Should the members fail to resolve the matter, they may bring the matter to a court of law for settlement.

     

    DISSOLUTION

    17.1 The Society shall not be dissolved, except with the consent of not less than two-thirds (2/3) of the total voting membership of the Society, either in person or by proxy, at a General Meeting convened for the purpose.

    17.2 In the event of the Society being dissolved as provided above, all debts and liabilities legally incurred on behalf of the Society shall be fully discharged, and the remaining funds will be disposed of in such manner as the General Meeting of members may determine or donated to an approved charity or charities in Singapore.

    17.3 A Certificate of Dissolution shall be given within seven (7) days of the dissolution to the Registrar of Societies.

    -END-

    Glossary

    The content for this page is currently a work in progress.

    Training

    Contact Centre Association of Singapore is open for collaboration with training institutions and companies. Join us as a member and tap on a library of corporations, associates and individuals who can benefit from the training program you can offer.

    To get in touch with us for training collaboration opportunities, please drop us an email at secretariat@ccas.org.sg. You can also contact us here.

    To view our current training collaboration sessions, click here.

    Training Roadmap for Contact Centre Consultants

    Training Roadmap for

    1. Contact Centre Consultants
    2. Inbound/Outbound Sales Agents
    3. Customer Relationship Consultants (or equivalent)

    CORE COMPETENCIES

    • Communication includes Literacy Skills
    • Customer Focus & Orientation
    • Building Relationships
    • Team Skills
    • Computer Skills (includes Access, Word, PowerPoint and Excel)
    • Technical Competency Skills
    • Business Awareness & Specialist Skills

    Career Training & Development Program

    Service Skills

    Specialist Skills

    Certification

    Maintenance Programs

    Our Members

    Corporate Members 


      

              
           

              

     
     
       
     
       
     

     

         
      
        
        
                 

     

    Associate Members

     

     

            
             

     

    Individual Members

     

     

     

      

     

           
             

     
     
    Training List

    The content for this page is currently a work in progress.

    Whitepapers

    ARTICLES ON CONTACT CENTRE


    Benchmarking Your Contact Center

    By Avaya
    Natalie Romano; Managing Principal, Strategic Consulting, Avaya Professional Services
     
    To meet changing customer requirements and growing expectations, contact centers must be proactive and continuously improve their operational performance. However, shrinking budgets and other scarce resources make this task difficult.
    One of the arrows in the contact center quiver is benchmarking: the process of improving performance by identifying, understanding, and adapting leading practices found both within and outside the organization. In the current environment of conflicting pressures—cost containment and growing customer demands—benchmarking can be the right tool for this difficult job.
     Click to download Whitepaper

    Are Your Agents Following Your Scripts?

    By Avaya
    Lee Chong-Win; Managing Director, ASEAN, Avaya
     
    You’ve gone to great lengths to develop effective campaign scripts and you’ve invested in the technology to deliver them directly to agents as needed. But are your agents following them?
    The cost of noncompliance can include everything from poor conversion rates and longer-than-expected talk times to dissatisfied customers. Agents who go off script can cause additional costly problems: longer talk times, incorrect information given to customers, and added administrative costs.

    Bringing Social Media Interactions Into the Contact Center

    By Avaya
    Sheila McGee-Smith; Analyst and Founder, McGee-Smith Analytics
     
    Gone are the days of MySpace, when social media use was principally confined to high school students. Today, social media is used by consumers and businesspeople of all ages. It has become a distinct communications medium, one with unique strengths and weaknesses.

    What Customers Hate About Contact Centers

    By Avaya
    Ajay Kapoor; Vice President, Professional Services: Strategy and Consulting, Avaya
     
    Do you know what really bugs customers about calling in to a company’s contact center? Consumer Reports surveyed customers in July 2011 to find out, and here’s what topped its list of reported grievances concerning customer service over the phone:
    The inability to reach a real person on the phone.
    • Too many steps required.
    • Long hold times.
    • Unhelpful solutions.
    • Extras being pitched.
    • Lack of an apology for unsolved issues.
    • Boring hold music or messages.
    In a perfect world, you’d always have enough contact center agents available to handle the number of incoming calls. However, spikes in call volume can and do occur. Whether prompted by a new marketing campaign, a product recall, seasonal sales cycles, or even an unpredictable news event, managing these spikes is important. If you fail to do so, your customers have just two options: Wait or hang up!

     Click to download Whitepaper


    The Role of Contact Centers in Compliance Management Systems (CMS)

    By NICE Systems
     
    According to the second Supervisory Highlights issued by the CFPB in August 2013, a CMS is how a supervised entity conducts the following six objectives:
    1) establishes its compliance responsibilities;
    2) communicates those responsibilities to employees;
    3) ensures that responsibilities for meeting legal requirements and internal policies are incorporated into business processes;
    4) reviews operations to ensure responsibilities are carried out and legal requirements are met;
    5) takes corrective action, and 6) updates tools, systems and materials, as necessary.

     Click to download Whitepaper


    Interaction Recording For Regulatory Compliance

    By NICE Systems
     
    Recording is an important tool to create and maintain a robust Compliance Management System (CMS) in a large or complex organization with contact centers that service customers across business lines and departments. Non-compliance within contact centers can severely impact the enterprise along all areas of its risk management structure with legal, reputational, operational and compliance risk. The contact center operations can be a crucial barometer for the overall posture of the consumer compliance risk that is inherent within the enterprise. The intelligence that can be gathered and analyzed from the contact center data can be a valuable tool to provide a 360 degree feedback loop to continually enhance and optimize your compliance management systems.

    ARTICLES ON CUSTOMER EXPERIENCE


    CX Mystery Shopper Awards 2017 *NEW*

    By Activeo
     
    This white paper highlights the performance and trends by the best teams in the industry who had participated in the 17th Contact Centre Association of Singapore (CCAS) International Annual Awards 2017for Voice, Email and Webchat channels. The 7 pillars of Me2B were used as the key assessment for all the participants who joined in the Awards regardless of Voice, Email or Webchat. The Social Media channel was opened for entries, however, there were no participation this year. 
     
    A total of 8 industries with various participation are primarily from the Airline, Banking, Energy Utilities, Enterprise Software, Express Logistics, Government, Hospitality and Transportation. Fieldwork was conducted from July to August 2017, Awards were presented on 6th October 2017 at the 17th CCAS International Annual Awards Gala Dinner. The list of winners was published on The Straits Times newspaper on 9th October 2017. 

     

    Digital Transformation 3.0: the Next Digital Wave in Customer Experience 

    By Activeo
     
    Digital transformation is a complex process that is continuously evolving with many obstacles, challenges and pitfalls along the way. Companies who are aware of the challenges and are willing to take risks and develop agile processes to keep up with the pace of change are those that gain value from their digital transformation.
     
    In this paper, we outline the key trends that are emerging in the digital revolution. We introduce the digital maturity levels that different organizations go through as they go digital, including the common barriers to digital transformation. Then we provide you with a holistic view of the five building blocks of digital transformation and a new customer centric model from which to understand customer needs.

    The Best Customer Service Is Proactive Customer Service

    By Avaya
    Gregg Widdowson; Sales Engineering Manager, Public Sector and Ireland High Touch Sales Engineering, Avaya
     
    Truth be told, a large percentage of the traffic into a contact center is “unwanted” traffic—unwanted either because it holds little revenue value or it detracts from the customer experience because it’s something like a service outage, incorrect bill, missed delivery date, or faulty product. When something goes wrong, the contact center is usually the first place to know about it.
     
    Don’t Wait Around
    Chances are, when customers call due to something caused by your organization, they’re probably not too happy about having to contact you! Customers would rather you alerted them to problems in advance, proactively reaching out to them when situations arise that could impact the service they receive and expect.
     

    Why Multichannel Customer Service Is Important

    By Avaya
    David Lover; Vice President, Strategy and Technology, Arrow S3
     
    Successfully integrating mobile apps into the organization’s customer experience strategy and processes translates to convenience, speed of service, and more first contact resolutions. Early adopters will stand out from the competition, and customers are sure to notice and share their positive experiences. 

    What's the state of the customer experience? 8 Key Findings

    By Eptica

    Delivering the best customer experience is crucial for organisations looking to win new business and retain existing customers. However, it has never been more difficult. Many companies are still struggling to deliver adequate customer service through the web, email, social media and web chat channels. So, what are the top 8 key findings of the customer experience study?

    What are the 4 key attributes of successful customer engagement? 

    By Eptica

    Creating an engaged customer community is therefore a key aim for brands and organisations across every sector. Engagement moves beyond transactional, potentially cost-based, interactions to build deeper ties between a brand and its customers. So what can organisations do to get closer to customers? To help, Gartner has identified the 4 key attributes that drive engagement...

    Linguistics: The future of successful customer service

    By Eptica

    Applying techniques based on the scientific study of language will allow your customer service team to achieve operational excellence by understanding what customers are saying. Download our latest guide, to find more about linguistics today and its use with the customer service environment.

    Click to download Whitepaper


    Knowledge Management for Customer Service Success

    By Eptica

    Organisations are under unprecedented pressure to deliver on customer expectations if they are to increase sales in highly competitive markets.
     
    This white paper demonstrates the critical importance of knowledge management to your business moving forward and provides a start point for transforming your operations.

    Click to download Whitepaper

     

    Breaking the CSAT Ceiling

    Complimentary white paper from Future Perfect & Call Center

    On average, a manager at a contact center spends 93 days coaching their teams each year. This is a significant time and resource commitment for both coaches and their agents. The return on this investment is often negligible, which raises the question: are we getting the most of what we put into coaching?

    This whitepaper details three simple ways to coach your teams and get real and sustained impact on your KPIs without additional coaching time. Effective communication coaching could be the key to unlocking your team’s potential. Download this insightful and easy-to-read resource to find out how!
     

    ARTICLES ON INFORMATION TECHNOLOGY


    2016 Consumer Technology Trends and their Impact on the Contact Centre

    By Sabio

    Sabio's Study Tour has been instrumental in helping to take our Transforming Customer Contact vision forward – not only helping us to build a picture of what’s coming down the line, but also ensuring that our customers stay ahead of the curve as consumer service expectations accelerate.
     

    The Best of Both Worlds: Delivering world-class contact centre technologies via the cloud

    By Sabio

    To date the contact centre industry has lagged behind other market sectors when it comes to the deployment of cloud technologies. Perhaps one of the key reasons for this - despite the many different contact centre cloud offerings that have been available - has been the lack of an approach that successfully combines the strength of a true enterprise contact centre platform with the flexibility and cost advantages of cloud deployment. With the introduction of its Sabio OnDemand powered by Avaya and powered by Verint solutions, Sabio offers the best of both worlds – enabling organisations to continue trusting their customer engagement to proven, best-in-class contact centre technologies, while enabling delivery via a more flexible hosted model.
     

    Authentication In The Contact Center

    By NICE Systems

    Customer authentication is a critical process in protecting customers and the enterprise against the increasing threat of fraud that is targeting the contact center. However, this time-consuming process adversely affects operational efficiency, comprising more than 25% of average handle time (AHT). Customers also don’t appreciate being subjected to a barrage of security questions at the outset of each call. Moreover, current authentication methods, such as knowledge-based authentication and caller ID are proving inadequate against ever more sophisticated fraudsters.

    To that end, enterprises are faced with the significant challenge of making the authentication process quick and easy, yet more secure.

    This white paper discusses customer authentication and how voice biometrics presents a unique solution that addresses the business needs of all key stakeholders in the authentication environment – customers, customer service reps, risk managers, regulators and those measured on operational efficiency and customer experience.
     

     

    NB: All Whitepapers posted here are republished with permission

     
    Training

    The content for this page is currently a work in progress.

    Become a CCAS Member

    There are many benefits of being a CCAS Member; below are the key highlights:

    • The opportunity to participate in annual CCAS Awards to gain recognition for your organization
    • Participate in CCAS events including seminars, trainings, networking, symposium, site visits, overseas study trips etc.
    • Access to Contact Centre industry information including various industry white papers, CCAS Telemarketing Guidelines, Social Media Guidelines etc.
    • Join the CCAS LinkedIn and Facebook groups and be connected to industry professionals for industry discussions, updates on the industry etc.

    CCAS Membership

    There are 3 types of CCAS membership; choose one that is suitable for you.

    For more information or questions on CCAS membership, please contact our secretariat at 6-CONTACT (6266 8228) or secretariat@ccas.org.sg

    Corporate Membership
    Joining Fee $280 one-time charge (excluding 7% GST)
    Membership Fee $608 per year (excluding 7% GST)
    Requirements
    • For companies located in Singapore only.
    • For companies who operates a Call/Contact Centre or are a User or Vendor of the Call/Contact Centre.
    • Membership benefits are only applicable to the company named as member.
    • The membership is not transferable.
    • Each corporate member is entitled to have 1 main contact and 1 supplementary contact as the key contacts for the membership.
    • All employees of the company are covered by the corporate membership and are entitled to attend events and training at member's rates.
    • At the Annual General Meeting, each corporate membership is entitled to 2 votes and can also stand for election for the CCAS Executive Committee
    Individual Membership
    Joining Fee
    $80 one-time charge (excluding 7% GST)
    Membership Fee $128 per year (excluding 7% GST)
    Requirements
    • For individuals located in Singapore only.
    • For individuals who would prefer to join CCAS for themselves versus for their  company.
    • Membership benefits are only applicable to the individual named as member.
    • The membership is not transferable.
    • Individual memberships are suitable for individuals who would prefer to join CCAS for themselves versus for their company located in Singapore.
    • Individual members are able to stand for positions in the CCAS Executive Committee at the Annual General Meeting (AGM) held every 2 years; however individuals are not given the voting right during the AGM.
    Associate Membership
    Joining Fee
    $280 one-time charge 
    Membership Fee
    $298 per year
    Requirements
    • For companies/individuals located outside of Singapore only.
    • Membership benefits are only applicable to the company or individual named as member.
    • Each associate member is entitled to have 1 main contact and 1 supplementary contact as the key contacts for the membership.
    • All employees of the company are covered by the associate membership and are entitled to attend events and training at member’s rates
    • Associate members are not allowed to stand and vote for any positions in the CCAS Executive Committee at the Annual General Meeting (AGM) held every 2 years.

     

    Terms & Conditions* for CCAS membership:

    • A minimum commitment of 12 or 18 months membership is required for new members (dependent on month the new member is signing up)
    • New members who signed up between January to May of the year, will be billed a pro-rated fee for membership until December of the year
    • New members who signed up between June to December of the year, will be billed a pro-rated fee for membership for the balance months plus the 12 months of the following year
    •   Membership is strictly non-transferable
    • Annual membership renewal for the next year will be sent out by October of the year (e.g. for 2022 membership renewal, the renewal letter will be sent by October 2021 and the invoice will be sent out by November 2021)
    • All fees are excluding 7% Goods and Services Tax (GST)  or otherwise stated

     

    *Terms & Conditions may change when required

    About Us

    Contact Centre Association of Singapore (CCAS), founded in 1998, is a not for profit, educational organization that focuses on technologies, operational approaches for, and business issues of local and global contact centres. The CCAS offers seminars, round-tables, panel discussions, leading-edge showcases, social events, networking opportunities, and its annual Contact Centre Awards and Regional Contact Centre Industry Symposium. 

    (GST Registration No. M90372412E)

    Content

    The content for this page is currently a work in progress.

  • Executive Committee Members 2020 - 2022
    EXCO Info 2018

    • CCAS Steering Committee
      Kenneth Chong

      Chairman
      Amazon Web Services (AWS)

      Angie Tay

      Vice Chairman
      TDCX (SG) Pte. Ltd.

      Stamford Low

      Honorary Treasurer
      M1 Ltd

      Andrew Leo

      Honorary Secretary

      Connect Centre Pte Ltd

    • CCAS EXCO Members
      Aaron Chua

      EXCO Member

      United Overseas Bank Limited

      Janice Lai

      EXCO Member

      Central Provident Fund Board 

      Nicholas Loh

      EXCO Member

      Tele-centre Services Pte Ltd

      Sarumathi

      EXCO Member

      Shopee

      Shirin Anne Wan

      EXCO Member

      Salesforce 

      Vivien Ong

      EXCO Member

      DBS Bank Ltd

  • Awards
    2021 Awards Winners

    2020 Awards Winners

     

    Correction(s):
    1. The list was corrected on 26/10/2020. May Thet Lwin Ma Tun was previously written as CX Warrior Award recipient. It was erroneous and it has been revised to the correct Award, Judges' Mention. Our sincere apologies. 
    CCAS Contact Centre Awards Categories 2021

     

    About CCAS Awards

    The International Contact Centre Awards reached its 21st milestone this year. Launched by Contact Centre Association of Singapore in 2001, the Awards highlight the very best Contact Centres and Contact Centre Professionals across Singapore and the region today. It recognises the efforts and achievements of outstanding Contact Centres, Programmes and Professionals. This enables organisations as well as individuals to soar to an even greater height in their profession and industry. The nominees and winners will benefit from communications support and increased visibility to stakeholders, press and the general public. The Awards judges are industry professionals and leaders across Asia Pacific who are no strangers in the Contact Centre industry. 
     
    Silver Awards Technology Sponsor
     
     
     
    Bronze Awards Sponsor
     
     
     
     
     
     For more information, email to awards@ccas.org.sg 
     
     
     

    CCAS Contact Centre Awards Categories 2021

    CATEGORIES

    SUB-CATEGORIES

    ENTRY FEES
    (subject to prevailing GST rates)

    CORPORATE

    Best In-House Contact Centre of the Year

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$1,450.00
    (with Feedback Report)

     

    S$950.00
    (without Feedback Report)

    Best Outsourced Contact Centre of the Year

    Best In-House Contact Centre Programme/Section of the Year

     

     

    Best Outsourced Programme Contact Centre 

    Best Social Media Contact Centre of the Year

    Best Contact Centre Sales or Revenue-Based Programme of the Year

    SPECIAL

    Most Innovative Productivity Solution in a Contact Centre

     

    S$550.00

    Best Contact Centre Employee Recruitment &/or Retention Programme

     

    Best Customer Experience Delivered

     

    Customer Experience (CX) Mystery Shopper Awards

    1. Voice
    2. Chat
    3. Email
    4. Social Media
    5. Chatbot

    S$1,550.00
    (with Feedback Report)
    Participating in any 2021 Awards Corporate categories


    S$1,950.00
    (with Feedback Report)
    All Others

    INDIVIDUAL

    Best Contact Centre Manager of the Year

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$400.00

    Best Contact Centre Team Leader of the Year

    S$400.00

    Best Customer Service Professional of the Year

    S$340.00

    Best Contact Centre Support Manager of the Year

     

    S$400.00

    Best Contact Centre Trainer of the Year

    S$340.00

    Best Contact Centre Quality Assurance Specialist of the Year

    S$340.00

    Best IT Infrastructure Support Specialist of the Year

    S$340.00

    Best Human Resource Support Specialist of the Year

    S$340.00

    Best Contact Centre Data Scientist of the Year *NEW*

    S$340.00

    Contact Centre Champion of the Year *NEW*

     

    S$480.00

     

    CORPORATE CATEGORIES

    Best In-House Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best in-House Programme/Section Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other Contact entity of the company in that country. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Outsourced Contact Centre
    Outsourced Contact Centres must represent all of its programs and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best Outsourced Programme Contact Centre
    Outsourced Programme Contact Centres must be represented by one client’s Programme and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other programs of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Social Media Contact Centre
    Contact centres which demonstrate excellence in management of the social media channel for customer service leading to improved end-to-end multi-channel customer experience, thereby ensuring a high level of customer satisfaction. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Contact Centre Sales/Revenue Based Programme/Section 

    Contact centres which demonstrates excellence in management of sales / revenue generating based projects.  Projects could either be a inbound / outbound sales, telemarketing and upselling.  In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    SPECIAL CATEGORIES

    Most Innovative Productivity Solution in a Contact Centre
    Contact centres which most effectively improved the agent or contact centre productivity through a project or initiative that can be demonstrated through improved results in the Contact Centre metrics.

    Best Contact Centre Employee Recruitment and/or Retention Programme
    Contact centres which improved solutions to either hire the most suitable agents and/or to manage staff attrition targets along with implemented strategies such as talent management and employee engagement which resulted in improved business outcomes and/or improved relevant Contact Centre metrics.

    Best Customer Experience Delivered
    Contact centres which improved the delivery of an outstanding end-to-end customer experience, thereby ensuring a high level of customer satisfaction and instilling a strong customer-focused culture that can be demonstrated through improved results in the Contact Centre metrics.

    Customer Experience (CX) Mystery Shopper Awards
    It will consist of mystery calls to your inbound program over 4-8 weeks period. The calls will be scored and you will be awarded based on your overall average score for the calls. 

    A detailed report will also be provided post awards dinner, to provide you with an analysis and benchmarking data. Participants will also be able to attend a breakfast seminar whereby the study’s findings and best practices in customer service delivery are shared. 
     

    INDIVIDUAL CATEGORIES

    Best Contact Centre Manager of the Year
    Applicants’ title may include: Call Centre Manager, Contact Centre Manager, Operations Manager, Customer Service Manager, Service Centre Manager, or similar. This individual does not manage contact center professionals (agents) directly and has key responsibility over Contact Centre metrics such as service, costs and revenue (if applicable). The seat size refers to the number of staff who report directly or indirectly to this Manager.

    Best Contact Centre Team Leader of the Year
    The applicant manages a team of contact centre professionals, representatives and agents reporting directly to him or her, and not to other supervisors. This individual would have full responsibility for the management of the team as well as day-to-day operations to ensure a high quality of service is delivered to end users/customers. The scope for Best Contact Centre Team Leader of the Year has been revised to cover that of the entire Contact Centre. Please note that the seat size refers to the entire Contact Centre.

    Best Customer Service Professional of the Year
    The applicant’s primary job function involves direct customer interaction and his/her job title may include: Representative, Customer Service Officer, Telemarketer, Help Desk Analyst, or similar. The seat size refers to the entire Contact Centre.

    Best Contact Centre Support Manager of the Year
    The applicant’s responsibility involves the strategic development and tactical planning of the support departments under the contact centre. Specific areas of responsibility may include training, quality assurance, WFM etc. The applicant would have people management responsibilities and report to the contact center leader and the applicant’s job title may include: Support Manager, Training Manager, WFM Manager, Quality Assurance Manager or similar. 

    Best Contact Centre Trainer of the Year
    The applicant’s responsibility involves direct execution of the in-house training for the contact centre. The applicant’s job title may include: Trainer, Staff Development Executive or similar. 

    Best Contact Centre Quality Assurance Specialist of the Year
    The applicant’s responsibility involves direct execution of the daily quality assurance tasks and driving the quality agenda of the contact centre. The applicant’s job title may include: Quality Specialist, Coach and Customer Experience Executive or similar. 

    Best IT Infrastructure Support Specialist of the Year
    The applicant’s primary job function is to support the IT and Telephony infrastructure of the contact centre. The applicant’s job title may include: IT Support Specialist, IT Project Specialist, TTI Engineer, TTI Technician, TTI Programme Manager, System Administrator or similar.

    Best Human Resource Support Specialist of the Year
    The applicant’s primary job function is to support the recruitment of the contact centre. The applicant’s job title may include: HR Recruiter or similar. 

    Best Contact Centre Data Scientist of the Year *NEW*

    The applicants' primary job function involves supporting the Contact Centre in creating value through analytics of the rich contact centre data. This person would be vital in helping the contact centre interpret and manage data so as to solve problems and recommend solutions. 

    Contact Centre Champion of the Year *NEW*

    This award recognises outstanding persons who champion the goals and objectives of the contact centre. The applicants have been in/or supporting the contact centre for at least 5-7 years. These individuals are recognised as the pillars of the contact centres.  

    TERMS & CONDITIONS FOR AWARDS PARTICIPATION

    A.   Entry Requirements

    1. Entry must be from persons or companies based in Singapore and/or Asian countries which are Corporate, Associate or Individual members of CCAS;
    2. Only fully-paid CCAS Corporate, Associate and Individual members may participate;
    3. Entry nominations for the Corporate Awards categories have to be an Associate or Corporate member of CCAS
    4. These Awards are open to all contact centres, help desks, telemarketing centres & service centres where the predominance of work involves handling customer interaction via telephone, email and/or WEB-chat, or Social Media. Non-customer interaction centres do not qualify for participation (e.g. BPO, Fulfilment Centres). 
    5. The entity participating must be clearly identified and named. If the participant is for a Programme/Section, then the Programme/Section must be clearly identified and named. 
    a. Corporate Category : 
    i. Non-Programme/Section categories must be for the main Contact Centre. Example : Bank ABC Contact Centre
    ii. Programme/Section categories must name the specific Programme/Section. Example : Bank ABC VIP Contact Centre.
    b. Special Category must be represented by the main Contact Centre and not the Programme/Section.
    c. Individual Category :
    i. Manager, Team Leader and Professional may be for the Programme/Section or main Contact Centre
    ii. Trainer, Quality Assurance, IT and HR must be for the main Contact Centre. 
     
    B.   Sub-Category Guidelines

    1. To even the playing field as bigger Contact Centres tend to have a more advanced supporting structure, there are some categories which have sub-categories to denote the size of the main Contact Centre or Programme/Section.
    2. The sub-category applicable for a participant :

    1. Where participant is the main Contact Centre, the seat size refers to the main Contact Centre
    2. Where the participant is the Programme/Section, the seat size refers to the Programme/Section.

    C.   Maximum Entry Limits

    1. Only one sub-category in:

    • Best In-House Contact Centre
    • Best Outsourced Contact Centre

    2. Limitation of participation in more than one Corporate category in Best In-House Contact Centre and Best Outsourced Contact Centre is allowed only if :

    • The Contact Centres have separate CCAS membership and are named differently,
    • The Contact Centres serve a different customer base,
    • The Contact Centres do not share Contact Centre resources (such as quality assurance, workforce management, project management etc) i.e. they are managed separately,
    • and the Contact Centres have a separate P&L and cost centres.

    TERMS & CONDITIONS FOR SUBMISSION OF TEMPLATE

    (I)   System Requirements

    The templates require Microsoft(TM) PowerPoint(C) 2010, and have embedded Microsoft(TM) Excel 2010 tables. Therefore, you need a system that meets the above requirements.

    (II)   All templates must be completed in full

    • Exceeding the maximum word count as defined & requested or going beyond the space as provided by the template parameters will mean automatic disqualification.
    • Where needed, please insert the phrase "Not Available" to indicate that the requested information has been considered and reflect inability to address the request as articulated.
    • Do not insert or attached documents, excel or any object into the templates as they cannot be opened once the template is pdf.
    • No slide should be added, deleted or left blank, unless otherwise indicated in the template.
    • Template format must neither be altered nor should any attempts be made to over-ride the template parameters.
    • All submissions must be made within the template framework or will be disqualified.
    • Submissions must be in PDF format
    • Participants must enter selected data into the on-line judging portal. The data entered is considered to be a part of the submission template and will be used by the judges.

    (III)   CCAS reserves the right to disqualify any submission templates that:

    • are incomplete
    • have been tempered with
    • have been amended
    • or any participant who does not meet the criteria, terms & conditions as stated

    OWNERSHIP, CONFIDENTIALITY & USE OF INFORMATION

    1. CCAS places great importance to the confidentiality of all data relating to the Awards.
    2. All judges and appointed parties will sign a NDA with CCAS.
    3. All information collected as part of the Awards is owned by CCAS and all information submitted in the application form and entry templates shall remain the property of CCAS and will be governed by the NDA signed between CCAS and the judges and/or other parties appointed by CCAS.
    4. CCAS reserves the right to use the information provided and/or collected in the Awards application form, submission template, mystery shopper and skills assessment for press release purposes, for the production of any feedback report, for the judges debrief held at the CCAS Symposium or similar event and for answering Contact Centre industry questions which the CCAS may receive from time to time. No formal approval will be made by CCAS prior to the use of this information as described.
    5. In regards to the feedback report for the corporate category and mystery shopper, the reports will be delivered to the contact person listed in the application form.
    6. CCAS is authorized to identify and publicize the winners in public media, not limited to the CCAS Website and national newspaper(s).
    7. Winners may publicise their results in public media after obtaining CCAS authorization in writing.

    TERMS AND CONDITIONS AND GENERAL REQUIREMENTS

    1. There will be no refunds given for entry withdrawals.
    2. Participants who did not provide any data in the on-line judging portal and/or mystery shopper and/or skills assessment will be scored zero for the relevant sections and will not receive the feedback report even if payment has been made.
    3. Awards entrants are entitled to the early bird discount for the seats that are required to be purchased.
    4. Winners commitment to CCAS :
           i. Winners of the corporate category shall make their winning Contact Centre available for a CCAS organized site-visit.
          ii. Winners of the individual category shall participate as a speaker in one CCAS event to be determined by CCAS

     
    2020 Awards Judges

     

     

    2020 Awards Briefing

    The Awards Call for Entry briefing is open to all. If you are keen to know more about the awards and the call for entry, this briefing is for you. The briefing will touch on the following items:

    1. Introduction of CCAS Awards
    2. Categories and Sub-Categories, including new categories
    3. Steps to complete to participate
    4. Important dates to take note of
    5. Terms and conditions

    Download the Awards Call for Entry briefing slide here

    Information to join the Awards Call for Entry briefing:

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    CCAS Contact Centre Awards Categories 2020

    About CCAS Awards

    The International Contact Centre Awards reached its 20th milestone this year. Launched by Contact Centre Association of Singapore in 2001, the Awards highlight the very best Contact Centres and Contact Centre Professionals across Singapore and the region today. It recognises the efforts and achievements of outstanding Contact Centres, Programmes and Professionals. This enables organisations as well as individuals to soar to an even greater height in their profession and industry. The nominees and winners will benefit from communications support and increased visibility to stakeholders, press and the general public. The Awards judges are industry professionals and leaders across Asia Pacific who are no strangers in the Contact Centre industry. 

    Important Dates to Take Note

     
     
    Closing date for Call for Entry is extended to 6 March 2020, 12:00 noon (SGT)
     
     
    Download the PDF version of the form if you are unable to access the link above. The completed form should be emailed to awards@ccas.org.sg by 12:00 noon, 6 March 2020. 
    Click here to download PDF Call for Entry Form
     

    CCAS Contact Centre Awards Categories 2020

    CATEGORIES

    SUB-CATEGORIES

    ENTRY FEES
    (subject to prevailing GST rates)

    CORPORATE

    Best In-House Contact Centre of the Year

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$1,450.00
    (with Feedback Report)

     

    S$950.00
    (without Feedback Report)

    Best Outsourced Contact Centre of the Year

    Best In-House Contact Centre Programme/Section of the Year

     

     

    Best Outsourced Programme Contact Centre 

    Best Social Media Contact Centre of the Year

    Best Contact Centre Sales or Revenue-Based Programme of the Year

    SPECIAL

    Most Innovative Productivity Solution in a Contact Centre

     

    S$550.00

    Best Contact Centre Employee Recruitment &/or Retention Programme

     

    Best Customer Experience Delivered

     

    Customer Experience (CX) Mystery Shopper Awards

    1. Voice
    2. Chat
    3. Email
    4. Social Media
    5. Chatbot

    S$1,550.00
    (with Feedback Report)
    Participating in any 2020 Awards Corporate categories


    S$1,950.00
    (with Feedback Report)
    All Others

    INDIVIDUAL

    Best Contact Centre Manager of the Year

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$400.00

    Best Contact Centre Team Leader of the Year

    S$400.00

    Best Customer Service Professional of the Year

    S$340.00

    Best Contact Centre Support Manager of the Year

     

    S$400.00

    Best Contact Centre Trainer of the Year

    S$340.00

    Best Contact Centre Quality Assurance Specialist of the Year

    S$340.00

    Best IT Infrastructure Support Specialist of the Year

    S$340.00

    Best Human Resource Support Specialist of the Year

    S$340.00

    Best Contact Centre Data Scientist of the Year *NEW*

    S$340.00

    Contact Centre Champion of the Year *NEW*

     

    S$480.00

     

    CORPORATE CATEGORIES

    Best In-House Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best in-House Programme/Section Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other Contact entity of the company in that country. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Outsourced Contact Centre
    Outsourced Contact Centres must represent all of its programs and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best Outsourced Programme Contact Centre
    Outsourced Programme Contact Centres must be represented by one client’s Programme and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other programs of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Social Media Contact Centre
    Contact centres which demonstrate excellence in management of the social media channel for customer service leading to improved end-to-end multi-channel customer experience, thereby ensuring a high level of customer satisfaction. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Contact Centre Sales/Revenue Based Programme/Section 

    Contact centres which demonstrates excellence in management of sales / revenue generating based projects.  Projects could either be a inbound / outbound sales, telemarketing and upselling.  In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    SPECIAL CATEGORIES

    Most Innovative Productivity Solution in a Contact Centre
    Contact centres which most effectively improved the agent or contact centre productivity through a project or initiative that can be demonstrated through improved results in the Contact Centre metrics.

    Best Contact Centre Employee Recruitment and/or Retention Programme
    Contact centres which improved solutions to either hire the most suitable agents and/or to manage staff attrition targets along with implemented strategies such as talent management and employee engagement which resulted in improved business outcomes and/or improved relevant Contact Centre metrics.

    Best Customer Experience Delivered
    Contact centres which improved the delivery of an outstanding end-to-end customer experience, thereby ensuring a high level of customer satisfaction and instilling a strong customer-focused culture that can be demonstrated through improved results in the Contact Centre metrics.

    Customer Experience (CX) Mystery Shopper Awards
    It will consist of mystery calls to your inbound program over 4-8 weeks period. The calls will be scored and you will be awarded based on your overall average score for the calls. 

    A detailed report will also be provided post awards dinner, to provide you with an analysis and benchmarking data. Participants will also be able to attend a breakfast seminar whereby the study’s findings and best practices in customer service delivery are shared. 
     

    INDIVIDUAL CATEGORIES

    Best Contact Centre Manager of the Year
    Applicants’ title may include: Call Centre Manager, Contact Centre Manager, Operations Manager, Customer Service Manager, Service Centre Manager, or similar. This individual does not manage contact center professionals (agents) directly and has key responsibility over Contact Centre metrics such as service, costs and revenue (if applicable). The seat size refers to the number of staff who report directly or indirectly to this Manager.

    Best Contact Centre Team Leader of the Year
    The applicant manages a team of contact centre professionals, representatives and agents reporting directly to him or her, and not to other supervisors. This individual would have full responsibility for the management of the team as well as day-to-day operations to ensure a high quality of service is delivered to end users/customers. The scope for Best Contact Centre Team Leader of the Year has been revised to cover that of the entire Contact Centre. Please note that the seat size refers to the entire Contact Centre.

    Best Customer Service Professional of the Year
    The applicant’s primary job function involves direct customer interaction and his/her job title may include: Representative, Customer Service Officer, Telemarketer, Help Desk Analyst, or similar. The seat size refers to the entire Contact Centre.

    Best Contact Centre Support Manager of the Year
    The applicant’s responsibility involves the strategic development and tactical planning of the support departments under the contact centre. Specific areas of responsibility may include training, quality assurance, WFM etc. The applicant would have people management responsibilities and report to the contact center leader and the applicant’s job title may include: Support Manager, Training Manager, WFM Manager, Quality Assurance Manager or similar. 

    Best Contact Centre Trainer of the Year
    The applicant’s responsibility involves direct execution of the in-house training for the contact centre. The applicant’s job title may include: Trainer, Staff Development Executive or similar. 

    Best Contact Centre Quality Assurance Specialist of the Year
    The applicant’s responsibility involves direct execution of the daily quality assurance tasks and driving the quality agenda of the contact centre. The applicant’s job title may include: Quality Specialist, Coach and Customer Experience Executive or similar. 

    Best IT Infrastructure Support Specialist of the Year
    The applicant’s primary job function is to support the IT and Telephony infrastructure of the contact centre. The applicant’s job title may include: IT Support Specialist, IT Project Specialist, TTI Engineer, TTI Technician, TTI Programme Manager, System Administrator or similar.

    Best Human Resource Support Specialist of the Year
    The applicant’s primary job function is to support the recruitment of the contact centre. The applicant’s job title may include: HR Recruiter or similar. 

    Best Contact Centre Data Scientist of the Year *NEW*

    The applicants' primary job function involves supporting the Contact Centre in creating value through analytics of the rich contact centre data. This person would be vital in helping the contact centre interpret and manage data so as to solve problems and recommend solutions. 

    Contact Centre Champion of the Year *NEW*

    This award recognises outstanding persons who champion the goals and objectives of the contact centre. The applicants have been in/or supporting the contact centre for at least 5-7 years. These individuals are recognised as the pillars of the contact centres.  

    TERMS & CONDITIONS FOR AWARDS PARTICIPATION

    A.   Entry Requirements

    1. Entry must be from persons or companies based in Singapore and/or Asian countries which are Corporate, Associate or Individual members of CCAS;
    2. Only fully-paid CCAS Corporate, Associate and Individual members may participate;
    3. Entry nominations for the Corporate Awards categories have to be an Associate or Corporate member of CCAS
    4. These Awards are open to all contact centres, help desks, telemarketing centres & service centres where the predominance of work involves handling customer interaction via telephone, email and/or WEB-chat, or Social Media. Non-customer interaction centres do not qualify for participation (e.g. BPO, Fulfilment Centres). 
    5. The entity participating must be clearly identified and named. If the participant is for a Programme/Section, then the Programme/Section must be clearly identified and named. 
    a. Corporate Category : 
    i. Non-Programme/Section categories must be for the main Contact Centre. Example : Bank ABC Contact Centre
    ii. Programme/Section categories must name the specific Programme/Section. Example : Bank ABC VIP Contact Centre.
    b. Special Category must be represented by the main Contact Centre and not the Programme/Section.
    c. Individual Category :
    i. Manager, Team Leader and Professional may be for the Programme/Section or main Contact Centre
    ii. Trainer, Quality Assurance, IT and HR must be for the main Contact Centre. 
     
    B.   Sub-Category Guidelines

    1. To even the playing field as bigger Contact Centres tend to have a more advanced supporting structure, there are some categories which have sub-categories to denote the size of the main Contact Centre or Programme/Section.
    2. The sub-category applicable for a participant :

    1. Where participant is the main Contact Centre, the seat size refers to the main Contact Centre
    2. Where the participant is the Programme/Section, the seat size refers to the Programme/Section.

    C.   Maximum Entry Limits

    1. Only one sub-category in:

    • Best In-House Contact Centre
    • Best Outsourced Contact Centre

    2. Limitation of participation in more than one Corporate category in Best In-House Contact Centre and Best Outsourced Contact Centre is allowed only if :

    • The Contact Centres have separate CCAS membership and are named differently
    • The Contact Centres serve a different customer base.
    • The Contact Centres do not share Contact Centre resources (such as quality assurance, workforce management, project management etc) i.e. they are managed separately
    • The Contact Centres have a separate P&L and cost centres.

    TERMS & CONDITIONS FOR SUBMISSION OF TEMPLATE

    (I)   System Requirements

    The templates require Microsoft(TM) PowerPoint(C) 2010, and have embedded Microsoft(TM) Excel 2010 tables. Therefore, you need a system that meets the above requirements.

    (II)   All templates must be completed in full

    • Exceeding the maximum word count as defined & requested or going beyond the space as provided by the template parameters will mean automatic disqualification.
    • Where needed, please insert the phrase "Not Available" to indicate that the requested information has been considered and reflect inability to address the request as articulated.
    • Do not insert or attached documents, excel or any object into the templates as they cannot be opened once the template is pdf.
    • No slide should be added, deleted or left blank, unless otherwise indicated in the template.
    • Template format must neither be altered nor should any attempts be made to over-ride the template parameters.
    • All submissions must be made within the template framework or will be disqualified.
    • Submissions must be in PDF format
    • Participants must enter selected data into the on-line judging portal. The data entered is considered to be a part of the submission template and will be used by the judges.

    (III)   CCAS reserves the right to disqualify any submission templates that:

    • are incomplete
    • have been tempered with
    • have been amended
    • or any participant who does not meet the criteria, terms & conditions as stated

    ATTENDANCE FOR CCAS AWARDS DINNER

    Each participant in the Corporate Category is required to purchase seats for the CCAS International Contact Centre Awards Gala Dinner in addition to the entry fee. Kindly refer to the table below for the number of seats to be purchased based on the Corporate Category and Sub-Category.

    Corporate Categories

    Sub-Categories 

    Contact Centres in Singapore

    Overseas Contact Centres

    Best In-House Contact Centre
     

    Under 20 Seats

     2 seats

     2 seats

    20 to 100 Seats

     5 seats

     2 seats

    Above 100 Seats

     10 seats

     2 seats

    Best In-House Programme/Section Contact Centre

     

     5 seats

     2 seats

     Best Outsourced Contact Centre

    Under 20 Seats

     2 seats

     2 seats

    20 to 100 Seats

     5 seats

     2 seats

    Above 100 Seats

     10 seats

     2 seats

    Best Outsourced Programme/Section Contact Centre

     

     5 seats

     2 seats

    Best Social Media Contact Centre

     

     2 seats

     2 seats

    Best Contact Centre Sales or Revenue-Based Programme/Section 

     

    2 seats

    2 seats

     

    OWNERSHIP, CONFIDENTIALITY & USE OF INFORMATION

    1. CCAS places great importance to the confidentiality of all data relating to the Awards.
    2. All judges and appointed parties will sign a NDA with CCAS.
    3. All information collected as part of the Awards is owned by CCAS and all information submitted in the application form and entry templates shall remain the property of CCAS and will be governed by the NDA signed between CCAS and the judges and/or other parties appointed by CCAS.
    4. CCAS reserves the right to use the information provided and/or collected in the Awards application form, submission template, mystery shopper and skills assessment for press release purposes, for the production of any feedback report, for the judges debrief held at the CCAS Symposium or similar event and for answering Contact Centre industry questions which the CCAS may receive from time to time. No formal approval will be made by CCAS prior to the use of this information as described.
    5. In regards to the feedback report for the corporate category and mystery shopper, the reports will be delivered to the contact person listed in the application form.
    6. CCAS is authorized to identify and publicize the winners in public media, not limited to the CCAS Website and national newspaper(s).
    7. Winners may publicise their results in public media after obtaining CCAS authorization in writing.

    TERMS AND CONDITIONS AND GENERAL REQUIREMENTS

    1. There will be no refunds given for entry withdrawals.
    2. Participants who did not provide any data in the on-line judging portal and/or mystery shopper and/or skills assessment will be scored zero for the relevant sections and will not receive the feedback report even if payment has been made.
    3. Awards entrants are entitled to the early bird discount for the seats that are required to be purchased.
    4. Winners commitment to CCAS :
           i. Winners of the corporate category shall make their winning Contact Centre available for a CCAS organized site-visit.
          ii.Winners of the individual category shall participate as a speaker in one CCAS event to be determined by CCAS

     
        Silver Technology Sponsor          Awards Technology Sponsor          CX Mystery Shopper Partner    
    Image Image Image
    CCAS Contact Centre Awards 2020

     

     

                                                MESSAGE FROM THE AWARDS CHAIRMAN

     

    Dear Friends,

    The CCAS International Contact Centre Awards, by the Contact Centre Association of Singapore (CCAS), have been pivotal in celebrating the best talents, the mind-blowing innovation and the ever-changing aspirations of our contact center members. 

    It gives me great pleasure to announce the Call for Entry for the 20th CCAS International Contact Centre Awards 2020.  

    We heard you. At our 20th Awards milestone, we will be introducing new awards to honor the groundbreaking work across the many different evolving disciplines in the contact centre.  

    We want to honor outstanding entrants who have created a winning edge for their organizations to remain competitive in the global markets of today. Our esteemed judges, with their strong contact center DNAs in the various fields of people, technology and processes have been handpicked meticulously. They will undertake the rigorous judging process to define the best of us.     

    I am excited to see you at the 20th CCAS International Contact Centre Awards. 

    Wishing you a very good year end from all of us at CCAS! 


    Sarumathi
    CCAS International Contact Centre Awards Chairman 2020

     

    Silver Technology SponsorAwards Technology Sponsor

    CX Mystery Shopper Partner

    Image Image Image
    CCAS Contact Centre Awards Categories

    About CCAS Awards

    Launched by Contact Centre Association of Singapore in 2001, the Awards highlight the very best Contact Centres and Contact Centre Professionals across Singapore and the region today. It recognises the efforts and achievements of outstanding Contact Centres, Programmes and Professionals. This enables organisations as well as individuals to soar to an even greater height in their profession and industry. The nominees and winners will benefit from communications support and increased visibility to stakeholders, press and the general public. The Awards judges are industry professionals and leaders across Asia Pacific who are no strangers in the Contact Centre industry. 

     

    CCAS Contact Centre Awards Categories 2019

     

    CORPORATE CATEGORIES

    Best In-House Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best in-House Programme/Section Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other Contact entity of the company in that country. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Outsourced Contact Centre
    Outsourced Contact Centres must represent all of its programs and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best Outsourced Programme Contact Centre
    Outsourced Programme Contact Centres must be represented by one client’s Programme and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other programs of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Social Media Contact Centre
    Contact centres which demonstrate excellence in management of the social media channel for customer service leading to improved end-to-end multi-channel customer experience, thereby ensuring a high level of customer satisfaction. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Contact Centre Sales/Revenue Based Programme/Section *NEW*

    Contact centres which demonstrates excellence in management of sales / revenue generating based projects.  Projects could either be a inbound / outbound sales, telemarketing and upselling.  In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    SPECIAL CATEGORIES

    Most Innovative Productivity Solution in a Contact Centre
    Contact centres which most effectively improved the agent or contact centre productivity through a project or initiative that can be demonstrated through improved results in the Contact Centre metrics.

    Best Contact Centre Employee Recruitment and/or Retention Programme
    Contact centres which improved solutions to either hire the most suitable agents and/or to manage staff attrition targets along with implemented strategies such as talent management and employee engagement which resulted in improved business outcomes and/or improved relevant Contact Centre metrics.

    Best Customer Experience Delivered
    Contact centres which improved the delivery of an outstanding end-to-end customer experience, thereby ensuring a high level of customer satisfaction and instilling a strong customer-focused culture that can be demonstrated through improved results in the Contact Centre metrics.

    Customer Experience (CX) Mystery Shopper Awards
    It will consist of mystery calls to your inbound program over 4-8 weeks period. The calls will be scored and you will be awarded based on your overall average score for the calls. 

    A detailed report will also be provided post awards dinner, to provide you with an analysis and bench-marking data. Participants will also be able to attend a breakfast seminar whereby the study’s findings and best practices in customer service delivery are shared. 
     

    INDIVIDUAL CATEGORIES

    Best Contact Centre Manager of the Year
    Applicants’ title may include: Call Centre Manager, Contact Centre Manager, Operations Manager, Customer Service Manager, Service Centre Manager, or similar. This individual does not manage contact center professionals (agents) directly and has key responsibility over Contact Centre metrics such as service, costs and revenue (if applicable). The seat size refers to the number of staff who report directly or indirectly to this Manager.

    Best Contact Centre Team Leader of the Year
    The applicant manages a team of contact centre professionals, representatives and agents reporting directly to him or her, and not to other supervisors. This individual would have full responsibility for the management of the team as well as day-to-day operations to ensure a high quality of service is delivered to end users/customers. The scope for Best Contact Centre Team Leader of the Year has been revised to cover that of the entire Contact Centre. Please note that the seat size refers to the entire Contact Centre.

    Best Customer Service Professional of the Year
    The applicant’s primary job function involves direct customer interaction and his/her job title may include: Representative, Customer Service Officer, Telemarketer, Help Desk Analyst, or similar. The seat size refers to the entire Contact Centre.

    Best Contact Centre Support Manager of the Year
    The applicant’s responsibility involves the strategic development and tactical planning of the support departments under the contact centre. Specific areas of responsibility may include training, quality assurance, WFM etc. The applicant would have people management responsibilities and report to the contact center leader and the applicant’s job title may include: Support Manager, Training Manager, WFM Manager, Quality Assurance Manager or similar. 

    Best Contact Centre Trainer of the Year
    The applicant’s responsibility involves direct execution of the in-house training for the contact centre. The applicant’s job title may include: Trainer, Staff Development Executive or similar. 

    Best Contact Centre Quality Assurance Specialist of the Year
    The applicant’s responsibility involves direct execution of the daily quality assurance tasks and driving the quality agenda of the contact centre. The applicant’s job title may include: Quality Specialist, Coach and Customer Experience Executive or similar. 

    Best IT Infrastructure Support Specialist of the Year
    The applicant’s primary job function is to support the IT and Telephony infrastructure of the contact centre. The applicant’s job title may include: IT Support Specialist, IT Project Specialist, TTI Engineer, TTI Technician, TTI Programme Manager, System Administrator or similar.

    Best Human Resource Support Specialist of the Year
    The applicant’s primary job function is to support the recruitment of the contact centre. The applicant’s job title may include: HR Recruiter or similar.  

     

    TERMS & CONDITIONS FOR AWARDS PARTICIPATION

    A.   Entry Requirements

    1. Entry must be from persons or companies based in Singapore and/or Asian countries which are Corporate, Associate or Individual members of CCAS;
    2. Only fully-paid CCAS Corporate, Associate and Individual members may participate;
    3. Entry nominations for the Corporate Awards categories have to be an Associate or Corporate member of CCAS
    4. These Awards are open to all contact centres, help desks, telemarketing centres & service centres where the predominance of work involves handling customer interaction via telephone, email and/or WEB-chat, or Social Media. Non-customer interaction centres do not qualify for participation (e.g. BPO, Fulfilment Centres). 
    5. The entity participating must be clearly identified and named. If the participant is for a Programme/Section, then the Programme/Section must be clearly identified and named. 
    a. Corporate Category : 
    i. Non-Programme/Section categories must be for the main Contact Centre. Example : Bank ABC Contact Centre
    ii. Programme/Section categories must name the specific Programme/Section. Example : Bank ABC VIP Contact Centre.
    b. Special Category must be represented by the main Contact Centre and not the Programme/Section.
    c. Individual Category :
    i. Manager, Team Leader and Professional may be for the Programme/Section or main Contact Centre
    ii. Trainer, Quality Assurance, IT and HR must be for the main Contact Centre. 
     
    B.   Sub-Category Guidelines

    1. To even the playing field as bigger Contact Centres tend to have a more advanced supporting structure, there are some categories which have sub-categories to denote the size of the main Contact Centre or Programme/Section.


    2. The sub-category applicable for a participant :

    1. Where participant is the main Contact Centre, the seat size refers to the main Contact Centre
    2. Where the participant is the Programme/Section, the seat size refers to the Programme/Section.

    C.   Maximum Entry Limits

    1. Only one sub-category in:

    • Best In-House Contact Centre
    • Best Outsourced Contact Centre

    2. Limitation of participation in more than one Corporate category in Best In-House Contact Centre and Best Outsourced Contact Centre is allowed only if :

    • The Contact Centres have separate CCAS membership and are named differently
    • The Contact Centres serve a different customer base.
    • The Contact Centres do not share Contact Centre resources (such as quality assurance, workforce management, project management etc) i.e. they are managed separately
    • The Contact Centres have a separate P&L and cost centres.
     
    2019 Awards Winners

     

     
     
     
    2019 Panel of Judges

    CCAS Contact Centre Awards Categories 2019

    About CCAS Awards

    The Annual International Contact Centre Awards is celebrating its 19th year. Launched by Contact Centre Association of Singapore in 2001, the Awards highlight the very best Contact Centres and Contact Centre Professionals across Singapore and the region today. It recognises the efforts and achievements of outstanding Contact Centres, Programmes and Professionals. This enables organisations as well as individuals to soar to an even greater height in their profession and industry. The nominees and winners will benefit from communications support and increased visibility to stakeholders, press and the general public. The Awards judges are industry professionals and leaders across Asia Pacific who are no strangers in the Contact Centre industry. 

    Important Dates to Take Note

     
     
    Closing date for Call for Entry is 27th February 2019, 12:00 noon (SGT)
     
     
     
     

    Participant Briefing and Q&A, 30 January 2019, 15:00hrs SG

     
    Download the Briefing Slides here.
    Listen to the recording here:
    Play recording (55 min 17 sec) 
    Recording password: VyZgjvw3
     

    CCAS Contact Centre Awards Categories 2019

     

    CATEGORIES

    SUB-CATEGORIES

    ENTRY FEES

    CORPORATE

    Best In-House Contact Centre 

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$1,450.00
    (with Feedback Report)

     

    S$950.00
    (without Feedback Report)

    Best In-House Programme/Section Contact Centre 

     

    Best Outsourced Contact Centre 

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    Best Outsourced Programme Contact Centre 

     

    Best Social Media Contact Centre

    Best Contact Centre Sales/Revenue Based Programme/Section *NEW*

    SPECIAL

    Most Innovative Productivity Solution in a Contact Centre







    1. Voice
    2. Chat
    3. Email
    4. Social Media
    5. Chatbot

    S$550.00

    Best Contact Centre Employee Recruitment &/or Retention Programme

    Best Customer Experience Delivered

    Customer Experience (CX) Mystery Shopper Awards

    S$1,550.00
    (with Feedback Report)
    Participation in any 2019 Awards Corporate categories


    S$1,950.00
    (with Feedback Report)
    All Others

    INDIVIDUAL

    Best Contact Centre Manager of the Year

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$400.00

    Best Contact Centre Team Leader of the Year

    S$400.00

    Best Customer Service Professional of the Year

    S$340.00

    Best Contact Centre Support Manager of the Year

     

    S$400.00

    Best Contact Centre Trainer of the Year

    S$340.00

    Best Contact Centre Quality Assurance Specialist of the Year

    S$340.00

    Best IT Infrastructure Support Specialist of the Year

    S$340.00

    Best Human Resource Support Specialist of the Year

    S$340.00

     

    CORPORATE CATEGORIES

    Best In-House Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best in-House Programme/Section Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other Contact entity of the company in that country. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Outsourced Contact Centre
    Outsourced Contact Centres must represent all of its programs and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best Outsourced Programme Contact Centre
    Outsourced Programme Contact Centres must be represented by one client’s Programme and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other programs of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Social Media Contact Centre
    Contact centres which demonstrate excellence in management of the social media channel for customer service leading to improved end-to-end multi-channel customer experience, thereby ensuring a high level of customer satisfaction. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Contact Centre Sales/Revenue Based Programme/Section *NEW*

    Contact centres which demonstrates excellence in management of sales / revenue generating based projects.  Projects could either be a inbound / outbound sales, telemarketing and upselling.  In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    SPECIAL CATEGORIES

    Most Innovative Productivity Solution in a Contact Centre
    Contact centres which most effectively improved the agent or contact centre productivity through a project or initiative that can be demonstrated through improved results in the Contact Centre metrics.

    Best Contact Centre Employee Recruitment and/or Retention Programme
    Contact centres which improved solutions to either hire the most suitable agents and/or to manage staff attrition targets along with implemented strategies such as talent management and employee engagement which resulted in improved business outcomes and/or improved relevant Contact Centre metrics.

    Best Customer Experience Delivered
    Contact centres which improved the delivery of an outstanding end-to-end customer experience, thereby ensuring a high level of customer satisfaction and instilling a strong customer-focused culture that can be demonstrated through improved results in the Contact Centre metrics.

    Customer Experience (CX) Mystery Shopper Awards
    It will consist of mystery calls to your inbound program over 4-8 weeks period. The calls will be scored and you will be awarded based on your overall average score for the calls. 

    A detailed report will also be provided post awards dinner, to provide you with an analysis and benchmarking data. Participants will also be able to attend a breakfast seminar whereby the study’s findings and best practices in customer service delivery are shared. 
     

    INDIVIDUAL CATEGORIES

    Best Contact Centre Manager of the Year
    Applicants’ title may include: Call Centre Manager, Contact Centre Manager, Operations Manager, Customer Service Manager, Service Centre Manager, or similar. This individual does not manage contact center professionals (agents) directly and has key responsibility over Contact Centre metrics such as service, costs and revenue (if applicable). The seat size refers to the number of staff who report directly or indirectly to this Manager.

    Best Contact Centre Team Leader of the Year
    The applicant manages a team of contact centre professionals, representatives and agents reporting directly to him or her, and not to other supervisors. This individual would have full responsibility for the management of the team as well as day-to-day operations to ensure a high quality of service is delivered to end users/customers. The scope for Best Contact Centre Team Leader of the Year has been revised to cover that of the entire Contact Centre. Please note that the seat size refers to the entire Contact Centre.

    Best Customer Service Professional of the Year
    The applicant’s primary job function involves direct customer interaction and his/her job title may include: Representative, Customer Service Officer, Telemarketer, Help Desk Analyst, or similar. The seat size refers to the entire Contact Centre.

    Best Contact Centre Support Manager of the Year
    The applicant’s responsibility involves the strategic development and tactical planning of the support departments under the contact centre. Specific areas of responsibility may include training, quality assurance, WFM etc. The applicant would have people management responsibilities and report to the contact center leader and the applicant’s job title may include: Support Manager, Training Manager, WFM Manager, Quality Assurance Manager or similar. 

    Best Contact Centre Trainer of the Year
    The applicant’s responsibility involves direct execution of the in-house training for the contact centre. The applicant’s job title may include: Trainer, Staff Development Executive or similar. 

    Best Contact Centre Quality Assurance Specialist of the Year
    The applicant’s responsibility involves direct execution of the daily quality assurance tasks and driving the quality agenda of the contact centre. The applicant’s job title may include: Quality Specialist, Coach and Customer Experience Executive or similar. 

    Best IT Infrastructure Support Specialist of the Year
    The applicant’s primary job function is to support the IT and Telephony infrastructure of the contact centre. The applicant’s job title may include: IT Support Specialist, IT Project Specialist, TTI Engineer, TTI Technician, TTI Programme Manager, System Administrator or similar.

    Best Human Resource Support Specialist of the Year
    The applicant’s primary job function is to support the recruitment of the contact centre. The applicant’s job title may include: HR Recruiter or similar.  

     

    TERMS & CONDITIONS FOR AWARDS PARTICIPATION

    A.   Entry Requirements

    1. Entry must be from persons or companies based in Singapore and/or Asian countries which are Corporate, Associate or Individual members of CCAS;
    2. Only fully-paid CCAS Corporate, Associate and Individual members may participate;
    3. Entry nominations for the Corporate Awards categories have to be an Associate or Corporate member of CCAS
    4. These Awards are open to all contact centres, help desks, telemarketing centres & service centres where the predominance of work involves handling customer interaction via telephone, email and/or WEB-chat, or Social Media. Non-customer interaction centres do not qualify for participation (e.g. BPO, Fulfilment Centres). 
    5. The entity participating must be clearly identified and named. If the participant is for a Programme/Section, then the Programme/Section must be clearly identified and named. 
    a. Corporate Category : 
    i. Non-Programme/Section categories must be for the main Contact Centre. Example : Bank ABC Contact Centre
    ii. Programme/Section categories must name the specific Programme/Section. Example : Bank ABC VIP Contact Centre.
    b. Special Category must be represented by the main Contact Centre and not the Programme/Section.
    c. Individual Category :
    i. Manager, Team Leader and Professional may be for the Programme/Section or main Contact Centre
    ii. Trainer, Quality Assurance, IT and HR must be for the main Contact Centre. 
     
    B.   Sub-Category Guidelines

    1. To even the playing field as bigger Contact Centres tend to have a more advanced supporting structure, there are some categories which have sub-categories to denote the size of the main Contact Centre or Programme/Section.
    2. The sub-category applicable for a participant :

    1. Where participant is the main Contact Centre, the seat size refers to the main Contact Centre
    2. Where the participant is the Programme/Section, the seat size refers to the Programme/Section.

    C.   Maximum Entry Limits

    1. Only one sub-category in:

    • Best In-House Contact Centre
    • Best Outsourced Contact Centre

    2. Limitation of participation in more than one Corporate category in Best In-House Contact Centre and Best Outsourced Contact Centre is allowed only if :

    • The Contact Centres have separate CCAS membership and are named differently
    • The Contact Centres serve a different customer base.
    • The Contact Centres do not share Contact Centre resources (such as quality assurance, workforce management, project management etc) i.e. they are managed separately
    • The Contact Centres have a separate P&L and cost centres.

    TERMS & CONDITIONS FOR SUBMISSION OF TEMPLATE

    (I)   System Requirements

    The templates require Microsoft(TM) PowerPoint(C) 2010, and have embedded Microsoft(TM) Excel 2010 tables. Therefore, you need a system that meets the above requirements.

    (II)   All templates must be completed in full

    • Exceeding the maximum word count as defined & requested or going beyond the space as provided by the template parameters will mean automatic disqualification.
    • Where needed, please insert the phrase "Not Available" to indicate that the requested information has been considered and reflect inability to address the request as articulated.
    • Do not insert or attached documents, excel or any object into the templates as they cannot be opened once the template is pdf.
    • No slide should be added, deleted or left blank, unless otherwise indicated in the template.
    • Template format must neither be altered nor should any attempts be made to over-ride the template parameters.
    • All submissions must be made within the template framework or will be disqualified.
    • Submissions must be in PDF format
    • Participants must enter selected data into the on-line judging portal. The data entered is considered to be a part of the submission template and will be used by the judges.

    (III)   CCAS reserves the right to disqualify any submission templates that:

    • are incomplete
    • have been tempered with
    • have been amended
    • or any participant who does not meet the criteria, terms & conditions as stated

    ATTENDANCE FOR CCAS AWARDS DINNER

    Each participant in the Corporate Category is required to purchase seats for the CCAS International Contact Centre Awards Gala Dinner in addition to the entry fee. Kindly refer to the table below for the number of seats to be purchased based on the Corporate Category and Sub-Category.

    Corporate Categories

    Sub-Categories 

    Contact Centres in Singapore

    Overseas Contact Centres

    Best In-House Contact Centre
     

    Under 20 Seats

     2 seats

     2 seats

    20 to 100 Seats

     5 seats

     2 seats

    Above 100 Seats

     10 seats

     2 seats

    Best In-House Programme/Section Contact Centre

     

     5 seats

     2 seats

     Best Outsourced Contact Centre

    Under 20 Seats

     2 seats

     2 seats

    20 to 100 Seats

     5 seats

     2 seats

    Above 100 Seats

     10 seats

     2 seats

    Best Outsourced Programme/Section Contact Centre

     

     5 seats

     2 seats

    Best Social Media Contact Centre

     

     2 seats

     2 seats

    Best Contact Centre Sales/Revenue Based Programme/Section *NEW*

     

    2 seats

    2 seats

     

    OWNERSHIP, CONFIDENTIALITY & USE OF INFORMATION

    1. CCAS places great importance to the confidentiality of all data relating to the Awards.
    2. All judges and appointed parties will sign a NDA with CCAS.
    3. All information collected as part of the Awards is owned by CCAS and all information submitted in the application form and entry templates shall remain the property of CCAS and will be governed by the NDA signed between CCAS and the judges and/or other parties appointed by CCAS.
    4. CCAS reserves the right to use the information provided and/or collected in the Awards application form, submission template, mystery shopper and skills assessment for press release purposes, for the production of any feedback report, for the judges debrief held at the CCAS Symposium or similar event and for answering Contact Centre industry questions which the CCAS may receive from time to time. No formal approval will be made by CCAS prior to the use of this information as described.
    5. In regards to the feedback report for the corporate category and mystery shopper, the reports will be delivered to the contact person listed in the application form.
    6. CCAS is authorized to identify and publicize the winners in public media, not limited to the CCAS Website and national newspaper(s).
    7. Winners may publicise their results in public media after obtaining CCAS authorization in writing.

    GENERAL REQUIREMENTS

    1. There will be no refunds given for entry withdrawals.
    2. Participants who did not provide any data in the on-line judging portal and/or mystery shopper and/or skills assessment will be scored zero for the relevant sections and will not receive the feedback report even if payment has been made.
    3. Awards entrants are entitled to the early bird discount for the seats that are required to be purchased.
    4. Winners commitment to CCAS :
           i. Winners of the corporate category shall make their winning Contact Centre available for a CCAS organized site-visit.
          ii.Winners of the individual category shall participate as a speaker in one CCAS event to be determined by CCAS

     
    CCAS Contact Centre Awards 2019

     

     

                                                MESSAGE FROM THE AWARDS CHAIRMAN

     

    On behalf of Contact Centre Association of Singapore (CCAS), I am pleased to announce the Call for Entry for the 19th CCAS International Contact Centre Awards 2019. 

    As a continued process of revamping some aspects of the Awards to ensure enhanced level and quality, we are further fine-tuning it based on valuable feedback from the participants and judges. 

    Although the changes made are not massive, the improvements will be covered during the upcoming Call for Entry Briefing at the end of the month. Do look out for the changes and the new award category that will be introduced this year to better cater to participants' job scopes. 

    Digitalization remains our focus this year as Contact Centres these days are required to be equipped with the relevant technologies, work processes and more to remain competitive in the global market.  We will be looking at who is the best from the industry and what type of indicative benchmarks we can set for the future.

    This year’s Gold Awards winners from the corporate category and manager category will continue to be recognized at the Asia Pacific Level, with the opportunity to compete amongst the winners of the categories from other Asia Pacific countries.

    I look forward to your participation in this year’s 19th CCAS International Contact Centre Awards and wish you all the best!  

    On behalf of CCAS, I would also like to take this opportunity to wish all of you an early Happy Lunar New Year! 新年快乐!  谨祝新年快乐幸福,大吉大利!!

     

    Andrew Leo
    CCAS International Contact Centre Awards Chairman 2019

     

     

                                                                         OUR SPONSORS

                                                                                

     

    2018 Awards Winners

     

     
     
     
    2017 Awards Winners

    2017 Awards Winners List

     

     

     
     
     
    Awards Video Contest 2017

     For more information, email us at secretariat@ccas.org.sg or call +65 6266 8228 


     Official Rules

    Rules for the 2017 CCAS International Contact Centre Awards “The most successful story in our Contact Centre is…” Video Contest

    ORGANISER: Contact Centre Association of Singapore (CCAS)

    ELIGIBILITY: “The most successful story in our Contact Centre” Video Contest is open to companies that:

    •Operate a Contact Centre; and

    •Are willing and lawfully able to share an original video online through the Contest Portal hosted on CCAS Facebook Page (Entry Site) and/or Website http://ccas.org.sg/, and potentially broadcast on the internet and otherwise publicized; and

    •Are willing to comply in full with these Official Rules and all other terms and conditions of the Contest; and

    •Are not excluded from eligibility by these Official Rules and/or the other terms and conditions of the Contest; and

    •Understand entry will be publicly available on the Internet and elsewhere both during and after the Contest Period, and is willing to have it be so available.

    ORGANISER’S DISCRETION: Any reference in these Official Rules or as part of the Contest to Organiser’s "discretion" and/or any exercise of discretion by Organiser shall mean in Organiser’s "sole and unfettered discretion."

    HOW TO ENTER: Create a video according to the theme in not more than 3 minutes, submit by uploading the video to CCAS website. Video should have a storyline about making a difference for others, building teamwork with your colleagues, or show case a contact centre professional in your company.  The Contest will begin on 11 August 2017 and will end on 13 September 2017 at 6:00 p.m. (GMT +8) ("Submission Period"). During the Submission Period, Entrants may visit the Website (http://www.ccas.org.sg/awards/contest) to enter the contest. Maximum 2 entries per company.

    To enter, you must:

    a. provide a valid contact for the Entrant and a valid email address for at least one member of the Entrant for contact and notice purposes hereinafter; 

    b. provide a hyperlink to an original video that does not exceed 3 minutes in length and that demonstrates the awareness about Contact Centre and the people in this industry in accordance to the theme

    By entering and participating, entrant agrees to hold harmless, defend and indemnify Facebook from and against any and all claims, demands, liability, damages or causes of action (however named or described), losses, costs or expenses, with respect to or arising out of or related to 

    (i) entrant’s participation in the Contest, or 

    (ii) entrant’s participation in any Prize related activities, acceptance of a Prize and/or use or misuse of a Prize (including, without limitation, any property loss, damage, personal injury or death caused to any person(s).

    This contest is in no way sponsored, endorsed or administered by, or associated with Facebook.

    Each Entry (whether complete or incomplete, singular or duplicate) is and shall at all times remain the Entrant’s property as of the time submitted. Entrant’s will grant the Organiser non-exclusive rights to use the submitted property to promote and administer “The most successful story in our Contact Centre” Video Contest.

    ENTRY REQUIREMENTS/CLEARANCES: All of the below requirements and criteria are collectively referred to herein as the "Requirements & Clearances."

    Automatic Disqualification: In the event an Entry does not effectively meet the Requirements & Clearances, the Organizer will disqualify and discard the Entry either immediately or at any time during the Contest. The Organizer reserves the right to remove any Entry that does not meet these Official Rules and the Requirements & Clearances.

    Publicity Release: By entering the Contest, the Entrant (and each member of such Entrant) consents to the use of all information in the Entry, including, without limitation, each member's name, likeness, city of headquarters and other information, for any and all publicity or promotional purposes as Organiser may select in its discretion.

    No Infringement: The content of the Entry must not infringe any person's or entity's rights (including, without limitation, intellectual property rights) in any way, including without limitation, any copyrights, trademarks, logos, company names, labels, symbols, store or building facades, music, photographs, works of art, or images that have been created, distributed, aired or published in any media.

    Obtain Third-Party Releases: If the Entry contains any material or elements that are not owned by Entrant and/or are subject to any rights of any third parties, Entrant is responsible for obtaining any and all releases and consents in writing necessary to permit the use and exhibition of the Entry by Sponsor in the manner set forth in these Official Rules, including, without limitation, name and likeness releases for any person who appears in or is identifiable in the Entry, prior to submission of the Entry.

    No Illegal, Offensive or Inappropriate Content: The Entry must not include any content which, in the discretion of Organiser, constitutes or contains 

    (i) any words, images or statements that are or could be considered offensive to individuals on the basis of age, race, ethnicity, national origin, religion, sexual orientation, disability status, veteran status or any other class or characteristic protected from discrimination by the laws of the Republic of Singapore, or that promote bigotry, racism, hatred, harm or discrimination against any such individuals; 

    (ii) any threats (real or perceived) to any person, place, business, group or entity; 

    (iii) any materials that depict illegal acts or that are sexually explicit, libellous, obscene, violent, hateful, slanderous or defamatory; 

    (iv) any other inappropriate content that includes, but is not limited to, any display of smoking, alcohol, illegal drugs, firearms, harming of animals, nudity, or provocative/suggestive outfits or poses; or 

    (v) any content not in keeping with Organiser’s reputation and image.

    CATEGORIES: 

    (i) People’s Choice Award

    (ii) Most Creative

    (iii) Best Story and Message

    (iv) Best Videography

    SELECTING THE WINNER: The winner will be chosen using the following scoring methodology. All Entries will be scored using a 100 point scale.  Popular vote will get a 40% weightage (see “Public Voting to Select Winner”) and the judges’ vote will have a 60% weightage (see “Judging to Select Winner” for more details).

    Public Voting to Select Winner: Entries will be posted at CCAS Facebook Page for public voting. Organiser in its discretion reserves the right at any time not to post, or to remove, any Entry that fails to comply with these Official Rules. Visitors to the Entry Site will be given the opportunity to vote on eligible Entries through 22 September 2017 at 11:59 PM (GMT +8). Anyone may vote, and an Entrant may vote for his/her own Entry; provided, however, that (a) voters must either register and create an account or log in with Facebook to vote, (b) electronic or automatically generated voting is not allowed, and (c) only one vote per person (meaning one vote per Facebook account), per entry allowed. Multiple votes cast for the same entry by the same person will be determined and disallowed in Organiser’s sole discretion. Organiser encourages voters to judge entries based on the criteria for winning set forth in these Official Rules.

    The Entry with the highest number of online votes at the end of the last day of the Voting Period, 22 September 2017 at 11:59 PM (GMT +8), will be used as the top-line basis for the 100 point Popular Vote scale. Judging to Select Winner: Representatives chosen by Organiser (the "Judges") will rate Entries based on a 100 point scale. The decisions of the Judges are final and binding on all matters relating to the selection of the winner. Entries will be judged on the following criteria in the Judges' sole and unfettered discretion:

    • Originality and Creativity of video (0-25 points);

    • Message Content – connection between Contact Centre and the message in the video (0-25 points);

    • Memorable and Relevance (0-25 points);

    • Overall Quality of Production (0-25 points).

    DETERMINATION OF WINNER

    The Entry with the highest scores from the combined popular vote and judges vote total will be deemed the Winner. 

    The Winner will be announced during the 2017 CCAS International Contact Centre Awards Gala Dinner, 6 October 2017 at Grand Copthorne Waterfront Hotel, Singapore. 

    PRIZES AND APPROXIMATE RETAIL VALUES ("FAIR MARKET VALUE"): FOUR (4) CATEGORIES OF WINNERS will be chosen. The winners of each category will be presented with S$1,000.00 cheque. 

    VERIFICATION OF WINNER AND DELIVERY OF PRIZES: Winner will be notified by 6 October 2017 in accordance with the contact information provided in their respective Entries. 

    RELEASES: By entering the Contest, each member of each Entrant releases and holds harmless Organiser, and any participating prize providers, as well as any of their respective parent companies, subsidiaries, affiliates, directors, officers, employees and agencies (collectively, the "Promotion Entities"), against any and all claims, demands and liabilities arising out of or relating to the Contest, Entrant's (and each individual member of Entrant's) participation in the Contest and/or any Contest-related activity, including, without limitation, from winner's use or misuse of a prize or any portion thereof. Entrant assumes all liability for any injury or damage caused, or claimed to be caused, by participation in this Contest and/or use/redemption of any prize.

    INTERNET: Entrant agrees to be bound by these Official Rules. Organiser is not responsible for any typographical or other error in the submission, the Entry, the printing of the offer, administration of the Contest or the announcement of the prizes. Organiser is not responsible for any electronic transmission errors resulting in omission, interruption, deletion, defect, delay in operations or transmission, theft or destruction or unauthorized access to or alterations of entry materials, or for technical, network, telephone equipment, electronic, computer, hardware or software malfunctions or limitations of any kind, or inaccurate transmissions of or failure to receive Entry information by Organiser on account of technical problems or traffic congestion on the Internet or at any website or any combination thereof. If for any reason the Contest is not capable of running as planned, including infection by computer virus, bugs, tampering, unauthorized intervention, fraud, technical failures, or any other similar causes or causes beyond the control of Organiser which corrupt or affect the administration, security, fairness, integrity or proper conduct of this Contest, then, subject to any governmental approval which may be required, Organiser shall have the right to modify, suspend or terminate the Contest. If technical malfunctions or suspect voting irregularities corrupt the voting process, Sponsor reserves the right, in its sole discretion, to award prizes based solely on the non-suspect votes. In the event of termination, a notice will be posted on greatplacetowork.com and all eligible Entries received prior to termination will be judged per these Official Rules. Any use of robotic, automatic, programmed or similar methods of participation/voting will void all such submissions/votes by such methods.

    GOVERNING LAW: The Contest is governed by and subject to the laws of the Republic of Singapore, and all disputes will be decided in accordance with the laws of the Republic of Singapore. Void where prohibited by law.

    PERSONAL DATA PROTECTION ACT 2012: CCAS aims to comply with the requirements of the Personal Data Protection Act 2012 (“PDPA”) and respects your choices in respect of your personal data. For more information on how CCAS collects, use and/or disclose your personal data please read our Personal Data Protection Policy at http://ccas.org.sg/about-us/personal-data-privacy.

    2016 Awards Winners

     
     
     

     

     
     
     
    Awards Video Contest

     For more information, email us at secretariat@ccas.org.sg or call +65 6266 8228 


     Official Rules

    Rules for the 2016 CCAS International Contact Centre Awards “Life in a Contact Centre” Video Contest

    ORGANISER: Contact Centre Association of Singapore (CCAS)

    ELIGIBILITY: “Life in a Contact Centre” Video Contest is open to companies that:

    • Is a valid CCAS Corporate Member; and
    • Operates a Contact Centre; and
    • Are willing and lawfully able to share an original video online through the Contest Portal hosted on CCAS Dropbox Request Page (Entry Page), Facebook Page (Voting Page) and/or Website, and potentially broadcast on the internet and otherwise publicized; and
    • Are willing to comply in full with these Official Rules and all other terms and conditions of the Contest; and
    • Are not excluded from eligibility by these Official Rules and/or the other terms and conditions of the Contest; and
    • Understand entry will be publicly available on the Internet and elsewhere both during and after the Contest Period, and is willing to have it be so available.

    ORGANISER’S DISCRETION: Any reference in these Official Rules or as part of the Contest to CCAS "discretion" and/or any exercise of discretion by CCAS shall mean in CCAS’s "sole and unfettered discretion."

    HOW TO ENTER: Create a video about working life in Contact Centre, in not more than 3 minutes (no exceptions allowed), submit by uploading the video to the Dropbox Request link.

    The video should have a storyline about making a difference for others, building teamwork with your colleagues or showcase a contact centre professional in your company.  The Contest will begin on 10th August 2016 and will end on 13th September 2016 at 6:00 p.m. (GMT +8) ("Submission Period"). During the Submission Period, Entrants may visit the Website (http://ccas.org.sg/awards/contest) to enter the contest. There is a maximum of 2 entries allowed per company.

    By entering and participating, the entrant agrees to hold harmless, defend and indemnify Facebook from and against any and all claims, demands, liability, damages or causes of action (however named or described), losses, costs or expenses, with respect to or arising out of or related to

    (i)    entrant’s participation in the Contest, or

    (ii)   entrant’s participation in any Prize related activities, acceptance of a Prize and/or use or misuse of a Prize (including, without limitation, any property loss, damage, personal injury or death caused to any person(s).

    This contest is in no way sponsored, endorsed or administered by, or associated with Facebook.

    Each Entry (whether complete or incomplete, singular or duplicate) is and shall at all times remain the Entrant’s property as of the time submitted.  Entrant’s will grant CCAS non-exclusive rights to use the submitted property to promote and administer the “Life in a Contact Centre”  Video Contest.

    ENTRY REQUIREMENTS/CLEARANCES: All of the below requirements and criteria are collectively referred to herein as the "Requirements & Clearances.

    Video Format: Save your videos as either QuickTime .MOV, Windows .AVI, or .MPG files— these are the most common formats. Recommended: Original resolution of your video - for HD it is 1920x1080 (1080p) or 1280 x 720. Codec H.264 or MPEG-2. Preferred containers are FLV, MPEG-2, and MPEG-4.

    *Note: Because your video may be shown on large screens at the Awards Gala Dinner, it is important that you create it at the highest resolution you can.

    Automatic Disqualification: In the event an Entry does not effectively meet the Requirements & Clearances, the Sponsor will disqualify and discard the Entry either immediately or at any time during the Contest. CCAS reserves the right to remove any Entry that does not meet these Official Rules and the Requirements & Clearances.

    Publicity Release: By submitting a video to this competition, participants grant to CCAS a royalty-free license to copy, distribute, modify, display and perform publicly and otherwise use, and authorise others to use, your video for any educational and/or promotional purpose throughout the world and in any media without requirement for any further consent, compensation or approval from Entrant(s). 

    No Infringement: The content of the Entry must not infringe any person's or entity's rights (including, without limitation, intellectual property rights) in any way, including without limitation, any copyrights, trademarks, logos, company names, labels, symbols, store or building facades, music, photographs, works of art, or images that have been created, distributed, aired or published in any media.

    Obtain Third-Party Releases: If the Entry contains any material or elements that are not owned by Entrant and/or are subject to any rights of any third parties, Entrant is responsible for obtaining any and all releases and consents in writing necessary to permit the use and exhibition of the Entry by Sponsor in the manner set forth in these Official Rules, including, without limitation, name and likeness releases for any person who appears in or is identifiable in the Entry, prior to submission of the Entry.

    No Illegal, Offensive or Inappropriate Content: The Entry must not include any content which, in the discretion of Organiser, constitutes or contains

          (i)          any words, images or statements that are or could be considered offensive to individuals on the basis of age, race, ethnicity, national origin, religion, sexual orientation, disability status, veteran status or any other class or characteristic protected from discrimination by the laws of the Republic of Singapore, or that promote bigotry, racism, hatred, harm or discrimination against any such individuals;

        (ii)          any threats (real or perceived) to any person, place, business, group or entity;

       (iii)          any materials that depict illegal acts or that are sexually explicit, libellous, obscene, violent, hateful, slanderous or defamatory;

       (iv)          any other inappropriate content that includes, but is not limited to, any display of smoking, alcohol, illegal drugs, firearms, harming of animals, nudity, or provocative/suggestive outfits or poses; or

        (v)          any content not in keeping with CCAS reputation and image.

    SELECTING THE WINNER: The winner will be chosen using the following scoring methodology. All Entries will be scored using a 100 point scale.  

    Public Voting to Select Winner: Entries will be posted at the CCAS Facebook Page at https://www.facebook.com/CCAS.org.sg  for public voting. CCAS in its discretion reserves the right at any time not to post, or to remove, any Entry that fails to comply with these Official Rules. Visitors to the Entry Site will be given the opportunity to vote on eligible Entries from 23 September to 29 September, 2016 at 11:59 PM (GMT +8). Anyone may vote, and an Entrant may vote for his/her own Entry; provided, however, that (a) voters must either register and create an account or log in with Facebook to vote, (b) Voters must ‘Like’ the CCAS facebook page before being able to vote, (c) electronic or automatically generated voting is not allowed, and (d) only one vote per person (meaning one vote per Facebook account), per entry allowed. Multiple votes cast for the same entry by the same person will be determined and disallowed in CCAS sole discretion. CCAS encourages voters to judge entries based on the criteria for winning set forth in these Official Rules.

    The Entry with the highest number of online votes at the end of the last day of the Voting Period, September 29, 2016 at 11:59 PM (GMT +8), will be used as the top-line basis for the 100 point Popular Vote scale. Subsequent submissions will have their points calculated as a percentage of the top popular vote.

    Judging to Select Winner: Representatives chosen by CCAS (the "Judges") will rate Entries based on a 100 point scale. The decisions of the Judges are final and binding on all matters relating to the selection of the winner. The final judging will take place in mid-September 2016. Entries will be judged on the following criteria in the Judges' sole and unfettered discretion:

    ·        Originality and Creativity of video (0-25 points);

    ·        Message Content – connection between Contact Centre and the message in the video (0-25 points);

    ·        Memorable and Relevance (0-25 points);

    ·        Overall Quality of Production (0-25 points).

    ·        Each Entry will be given a score by the Judges based on the above.

    DETERMINATION OF WINNER

    The Entry with the highest scores from the combined popular vote and judges vote total will be deemed the Winner. 

    The Winner will be announced during the 2016 CCAS International Contact Centre Awards Gala Dinner, October 7, 2016 at Grand Copthorne Waterfront Hotel, Singapore.

    PRIZES AND APPROXIMATE RETAIL VALUES ("FAIR MARKET VALUE"): FOUR (4) CATEGORIES OF WINNERS will be chosen. The winners of each category will be presented with S$1,000.00 cheque. 

    ·        Most Creative

    ·        Best Story and Message

    ·        Best Videography

    ·        People’s Choice Award 

    VERIFICATION OF WINNER AND DELIVERY OF PRIZES: Winner will be notified on October 7, 2016 in accordance with the contact information provided in their respective Entries. 

    RELEASES: By entering the Contest, each member of each Entrant releases and holds harmless Organiser, and any participating prize providers, as well as any of their respective parent companies, subsidiaries, affiliates, directors, officers, employees and agencies (collectively, the "Promotion Entities"), against any and all claims, demands and liabilities arising out of or relating to the Contest, Entrant's (and each individual member of Entrant's) participation in the Contest and/or any Contest-related activity, including, without limitation, from winner's use or misuse of a prize or any portion thereof. Entrant assumes all liability for any injury or damage caused, or claimed to be caused, by participation in this Contest and/or use/redemption of any prize.

    INTERNET: Entrant agrees to be bound by these Official Rules. CCAS is not responsible for any typographical or other error in the submission, the Entry, the printing of the offer, administration of the Contest or the announcement of the prizes. CCAS is not responsible for any electronic transmission errors resulting in omission, interruption, deletion, defect, delay in operations or transmission, theft or destruction or unauthorized access to or alterations of entry materials, or for technical, network, telephone equipment, electronic, computer, hardware or software malfunctions or limitations of any kind, or inaccurate transmissions of or failure to receive Entry information by CCAS on account of technical problems or traffic congestion on the Internet or at any website or any combination thereof. If for any reason the Contest is not capable of running as planned, including infection by computer virus, bugs, tampering, unauthorized intervention, fraud, technical failures, or any other similar causes or causes beyond the control of CCAS which corrupt or affect the administration, security, fairness, integrity or proper conduct of this Contest, then, subject to any governmental approval which may be required, CCAS shall have the right to modify, suspend or terminate the Contest. If technical malfunctions or suspect voting irregularities corrupt the voting process, Sponsor reserves the right, in its sole discretion, to award prizes based solely on the non-suspect votes. In the event of termination, a notice will be posted on greatplacetowork.com and all eligible Entries received prior to termination will be judged per these Official Rules. Any use of robotic, automatic, programmed or similar methods of participation/voting will void all such submissions/votes by such methods. 

    GOVERNING LAW: The Contest is governed by and subject to the laws of the Republic of Singapore, and all disputes will be decided in accordance with the laws of the Republic of Singapore. Void where prohibited by law.  

    PERSONAL DATA PROTECTION ACT 2012: CCAS aims to comply with the requirements of the Personal Data Protection Act 2012 (“PDPA”) and respects your choices in respect of your personal data. For more information on how CCAS collects, use and/or disclose your personal data please read our Personal Data Protection Policy at http://ccas.org.sg/about-us/personal-data-privacy.

    Research Expert in Customer Experience Measurement


    Whether you’re eyeing markets in the next city or across continents, we understand the importance of knowing what consumers watch and buy.  That’s our passion and the very heart of our business.

    We study consumers in more than 100 countries to give you the most complete view of trends and habits worldwide.  And we’re constantly evolving, not only in terms of where we measure, or who we measure, but in how our insights can help you drive profitable growth.

    Whether your business is a multinational enterprise or a single storefront, we believe innovation is the key to success, in both what you create and how you market your products and ideas.  That’s why we continue to develop better solutions to help you meet the needs of today’s consumers, and find out where they’re headed next.

    So let’s put our heads together.  We’ll bring our insight to your business and help you grow. For more information, please visit: www.nielsen.com

    Awards Silver Technology Sponsor



    Innovax Systems is a pioneer and leading provider of  contact centre,  unified communications  and customer  service  solutions.  The  company's  proprietary solution OpsCentral, which can be deployed in the cloud or on-premises, are in use by more than 100 companies in the region, including Singtel, Telstra, and the Singapore government. With more than ten years of experience and a pool of  multi-industry expertise,  technology and partners,  Innovax Systems helps businesses  leverage  on secure,  reliable,  scalable  contact  centre  software  to create delightful  customer  experiences,  increase agent  productivity with less complexity, more control and cost savings.

    OpsCentral-On-Demand  is  the  company's  state-of-the-art  contact  centre solution on the cloud. Based on a data centre hosted, subscription-based model consisting of IVR, CTI, Call Management, Monitoring, Recording and Reporting modules,  the company supports  a wide range of  industries including retail, financial, healthcare, F&B, telcos and the high tech.

    Headquartered  in  Singapore,  Innovax  Systems  has  offices  and  partners throughout the Asia Pacific region.

    For more information visit www.innovax.systems

    Awards Platinum Technology Sponsor
     
    The explosion of social media, mobile and smart devices is forcing organisations to rethink how they engage with customers (public and private sectors). Customer Experience excellence is a multi-channel, multi-touch process that anticipates customer needs, and is both effortless and delightful. Cisco Customer Experience Solutions uses technology and business process innovation to create a 360-degree view of the customer. This enables an outstanding brand experience across every touch point and service path. Customer Experience excellence increases customer loyalty, drives upsell/cross-sell opportunities, simplifies the customer journey, and delivers continuous operational improvements.
     
    The Cisco Customer Experience solution offers are specially-curated packages of hardware, software and services that deliver specific business outcomes.  Aligned with your business imperatives, validated to work together, extensible by design, and supported by Cisco.
    2015 Awards Winners

     
     
     

     

     
     
     
    CCAS Awards Open Mic

     
     
    2014 Awards Winners

     
     

     

     
     
    2004 Awards Winners

     

     

    2005 Awards Winners

     

    2006 Awards Winners

     

    2007 Awards Winners

     

    2008 Awards Winners

     

    2009 Awards Winners

     

    2010 Awards Winners

     

    2011 Awards Winners

     

    2012 Awards Winners

     

     

    2013 Awards Winners

     

     
     
     
    CCAS Contact Centre Awards Categories 2018

    About CCAS Awards

    The Annual International Contact Centre Awards is celebrating its 18th year and it will be held at the Grand Copthorne Waterfront Hotel. Launched by Contact Centre Association of Singapore in 2001, the Awards highlight the very best Contact Centres and Contact Centre Professionals across Singapore and the region today. It recognises the efforts and achievements of outstanding Contact Centres, Programmes and Professionals. This enables organisations as well as individuals to soar to an even greater height in their profession and industry. The nominees and winners will benefit from communications support and increased visibility to stakeholders, press and the general public. The Awards judges are industry professionals and leaders across Asia Pacific who are no strangers in the Contact Centre industry. 

    Important Dates to Take Note

    Closing date for Call for Entry is 16th March 2018, 12:00 noon (SGT)

     
    If you are unable to open the page from Google Forms, please download the PDF form here  and submit to awards@ccas.org.sg.
     
    Please note that the Awards Submission Template will be released on Wednesday 2nd May 2018 to those participants who have made full payment of the entry fees.  
     

    Participant Briefing and Q&A

    For those who missed the Participant's briefing on 12th February, you can playback the recording by clicking on this link. You may also download the presentation deck here.
     
    Kindly download the 2018 Awards and CX Mystery Shopper FAQs here.

     

    CCAS Contact Centre Awards Categories 2018

    CATEGORIES

    SUB-CATEGORIES

    ENTRY FEES

    CORPORATE

    Best In-House Contact Centre 

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$1,450.00
    (with Feedback Report)

     

    S$950.00
    (without Feedback Report)

    Best In-House Programme/Section Contact Centre 

     

    Best Outsourced Contact Centre 

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    Best Outsourced Programme Contact Centre 

     

    Best Social Media Contact Centre

    SPECIAL

    Most Innovative Productivity Solution in a Contact Centre







    1. Voice
    2. Chat
    3. Email
    4. Social Media
    5. Chatbot

    S$550.00

    Best Contact Centre Employee Recruitment &/or Retention Programme

    Best Customer Experience Delivered

    Customer Experience (CX) Mystery Shopper Awards

    S$1,550.00
    (with Feedback Report)
    Participation in any 2018 Awards Corporate categories


    S$1,950.00
    (with Feedback Report)
    All Others

    INDIVIDUAL

    Best Contact Centre Manager of the Year

    1. Under 20 Seats
    2. Between 20 to 100 Seats
    3. Above 100 Seats

    S$400.00

    Best Contact Centre Team Leader of the Year

    S$400.00

    Best Customer Service Professional of the Year

    S$340.00

    Best Contact Centre Support Manager of the Year  

    S$400.00

    Best Contact Centre Trainer of the Year

    S$340.00

    Best Contact Centre Quality Assurance Specialist of the Year

    S$340.00

    Best IT Infrastructure Support Specialist of the Year

    S$340.00

    Best Human Resource Support Specialist of the Year

    S$340.00

     

    CORPORATE CATEGORIES

    Best In-House Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best in-House Programme/Section Contact Centre
    The centre has to be a wholly-owned entity of a company, does not do work on behalf of other clients and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other Contact entity of the company in that country. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Outsourced Contact Centre
    Outsourced Contact Centres must represent all of its programs and does not share Contact Centre resources (such as quality assurance, workforce management, project management etc) with any other entity of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, the entire Contact Centre including any sub-units are considered to be in-scope and the seat size refers to the entire Contact Centre.

    Best Outsourced Programme Contact Centre
    Outsourced Programme Contact Centres must be represented by one client’s Programme and shares Contact Centre resources (such as quality assurance, workforce management, project management etc) with other programs of the company in that country. This award will also cover co-sourced contact centres (whether on the clients’ premises or the outsourcers’ premises). In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    Best Social Media Contact Centre
    Contact centres which demonstrate excellence in management of the social media channel for customer service leading to improved end-to-end multi-channel customer experience, thereby ensuring a high level of customer satisfaction. In this category, only the named Programme/Section which is a sub-unit of the main Contact Centre is considered to be in-scope.

    SPECIAL CATEGORIES

    Most Innovative Productivity Solution in a Contact Centre
    Contact centres which most effectively improved the agent or contact centre productivity through a project or initiative that can be demonstrated through improved results in the Contact Centre metrics.

    Best Contact Centre Employee Recruitment and/or Retention Programme
    Contact centres which improved solutions to either hire the most suitable agents and/or to manage staff attrition targets along with implemented strategies such as talent management and employee engagement which resulted in improved business outcomes and/or improved relevant Contact Centre metrics.

    Best Customer Experience Delivered
    Contact centres which improved the delivery of an outstanding end-to-end customer experience, thereby ensuring a high level of customer satisfaction and instilling a strong customer-focused culture that can be demonstrated through improved results in the Contact Centre metrics.

    Customer Experience (CX) Mystery Shopper Awards
    This is a bespoke mystery shopper program designed & executed by Activeo Pte Ltd for CCAS. It has been renamed to Customer Experience (CX) Mystery Shopper Awards and extending the benchmarking to 3 new categories to assist companies who are already supporting digital channels to evaluate their services for Voice, Chats, Emails, Social Media and Chatbot. 

    It will consist of mystery calls to your inbound program over 4-8 weeks period. The calls will be scored and you will be awarded based on your overall average score for the calls. 

    A detailed report will also be provided post awards dinner, to provide you with an analysis and benchmarking data. Participants will also be able to attend a breakfast seminar whereby the study’s findings and best practices in customer service delivery are shared. 
     

    INDIVIDUAL CATEGORIES

    Best Contact Centre Manager of the Year
    Applicants’ title may include: Call Centre Manager, Contact Centre Manager, Operations Manager, Customer Service Manager, Service Centre Manager, or similar. This individual does not manage contact center professionals (agents) directly and has key responsibility over Contact Centre metrics such as service, costs and revenue (if applicable). The seat size refers to the number of staff who report directly or indirectly to this Manager.

    Best Contact Centre Team Leader of the Year
    The applicant manages a team of contact centre professionals, representatives and agents reporting directly to him or her, and not to other supervisors. This individual would have full responsibility for the management of the team as well as day-to-day operations to ensure a high quality of service is delivered to end users/customers. The scope for Best Contact Centre Team Leader of the Year has been revised to cover that of the entire Contact Centre. Please note that the seat size refers to the entire Contact Centre.

    Best Customer Service Professional of the Year
    The applicant’s primary job function involves direct customer interaction and his/her job title may include: Representative, Customer Service Officer, Telemarketer, Help Desk Analyst, or similar. The seat size refers to the entire Contact Centre.

    Best Contact Centre Support Manager of the Year
    The applicant’s responsibility involves the strategic development and tactical planning of the support departments under the contact centre. Specific areas of responsibility may include training, quality assurance, WFM etc. The applicant would have people management responsibilities and report to the contact center leader and the applicant’s job title may include: Support Manager, Training Manager, WFM Manager, Quality Assurance Manager or similar. 

    Best Contact Centre Trainer of the Year
    The applicant’s responsibility involves direct execution of the in-house training for the contact centre. The applicant’s job title may include: Trainer, Staff Development Executive or similar. 

    Best Contact Centre Quality Assurance Specialist of the Year
    The applicant’s responsibility involves direct execution of the daily quality assurance tasks and driving the quality agenda of the contact centre. The applicant’s job title may include: Quality Specialist, Coach and Customer Experience Executive or similar. 

    Best IT Infrastructure Support Specialist of the Year
    The applicant’s primary job function is to support the IT and Telephony infrastructure of the contact centre. The applicant’s job title may include: IT Support Specialist, IT Project Specialist, TTI Engineer, TTI Technician, TTI Programme Manager, System Administrator or similar.

    Best Human Resource Support Specialist of the Year
    The applicant’s primary job function is to support the recruitment of the contact centre. The applicant’s job title may include: HR Recruiter or similar.  

     

    TERMS & CONDITIONS FOR AWARDS PARTICIPATION

    A.   Entry Requirements

    1. Entry must be from persons or companies based in Singapore and/or Asian countries which are Corporate, Associate or Individual members of CCAS;
    2. Only fully-paid CCAS Corporate, Associate and Individual members may participate;
    3. Entry nominations for the Corporate Awards categories have to be an Associate or Corporate member of CCAS
    4. These Awards are open to all contact centres, help desks, telemarketing centres & service centres where the predominance of work involves handling customer interaction via telephone, email and/or WEB-chat, or Social Media. Non-customer interaction centres do not qualify for participation (e.g. BPO, Fulfilment Centres). 
    5. The entity participating must be clearly identified and named. If the participant is for a Programme/Section, then the Programme/Section must be clearly identified and named. 
    a. Corporate Category : 
    i. Non-Programme/Section categories must be for the main Contact Centre. Example : Bank ABC Contact Centre
    ii. Programme/Section categories must name the specific Programme/Section. Example : Bank ABC VIP Contact Centre.
    b. Special Category must be represented by the main Contact Centre and not the Programme/Section.
    c. Individual Category :
    i. Manager, Team Leader and Professional may be for the Programme/Section or main Contact Centre
    ii. Trainer, Quality Assurance, IT and HR must be for the main Contact Centre. 
     
    B.   Sub-Category Guidelines

    1. To even the playing field as bigger Contact Centres tend to have a more advanced supporting structure, there are some categories which have sub-categories to denote the size of the main Contact Centre or Programme/Section.
    2. The sub-category applicable for a participant :

    1. Where participant is the main Contact Centre, the seat size refers to the main Contact Centre
    2. Where the participant is the Programme/Section, the seat size refers to the Programme/Section.

    C.   Maximum Entry Limits

    1. Only one sub-category in:

    • Best In-House Contact Centre
    • Best Outsourced Contact Centre

    2. Limitation of participation in more than one Corporate category in Best In-House Contact Centre and Best Outsourced Contact Centre is allowed only if :

    • The Contact Centres have separate CCAS membership and are named differently
    • The Contact Centres serve a different customer base.
    • The Contact Centres do not share Contact Centre resources (such as quality assurance, workforce management, project management etc) i.e. they are managed separately
    • The Contact Centres have a separate P&L and cost centres.

    TERMS & CONDITIONS FOR SUBMISSION OF TEMPLATE

    (I)   System Requirements

    The templates require Microsoft(TM) PowerPoint(C) 2010, and have embedded Microsoft(TM) Excel 2010 tables. Therefore, you need a system that meets the above requirements.

    (II)   All templates must be completed in full

    • Exceeding the maximum word count as defined & requested or going beyond the space as provided by the template parameters will mean automatic disqualification.
    • Where needed, please insert the phrase "Not Available" to indicate that the requested information has been considered and reflect inability to address the request as articulated.
    • Do not insert or attached documents, excel or any object into the templates as they cannot be opened once the template is pdf.
    • No slide should be added, deleted or left blank, unless otherwise indicated in the template.
    • Template format must neither be altered nor should any attempts be made to over-ride the template parameters.
    • All submissions must be made within the template framework or will be disqualified.
    • Submissions must be in PDF format
    • Participants must enter selected data into the on-line judging portal. The data entered is considered to be a part of the submission template and will be used by the judges.

    (III)   CCAS reserves the right to disqualify any submission templates that:

    • are incomplete
    • have been tempered with
    • have been amended
    • or any participant who does not meet the criteria, terms & conditions as stated

    ATTENDANCE FOR CCAS AWARDS DINNER

    Each participant in the Corporate Category is required to purchase seats for the CCAS International Contact Centre Awards Gala Dinner in addition to the entry fee. Kindly refer to the table below for the number of seats to be purchased based on the Corporate Category and Sub-Category.

    Corporate Categories Sub-Categories  Contact Centres in Singapore Overseas Contact Centres
    Best In-House Contact Centre
     
    Under 20 Seats  2 seats  2 seats
    20 to 100 Seats  5 seats  2 seats
    Above 100 Seats  10 seats  2 seats
    Best In-House Programme/Section Contact Centre    5 seats  2 seats
     Best Outsourced Contact Centre Under 20 Seats  2 seats  2 seats
    20 to 100 Seats  5 seats  2 seats
    Above 100 Seats  10 seats  2 seats
    Best Outsourced Programme/Section Contact Centre    5 seats  2 seats
    Best Social Media Contact Centre    2 seats  2 seats

     

    OWNERSHIP, CONFIDENTIALITY & USE OF INFORMATION

    1. CCAS places great importance to the confidentiality of all data relating to the Awards.
    2. All judges and appointed parties will sign a NDA with CCAS.
    3. All information collected as part of the Awards is owned by CCAS and all information submitted in the application form and entry templates shall remain the property of CCAS and will be governed by the NDA signed between CCAS and the judges and/or other parties appointed by CCAS.
    4. CCAS reserves the right to use the information provided and/or collected in the Awards application form, submission template, mystery shopper and skills assessment for press release purposes, for the production of any feedback report, for the judges debrief held at the CCAS Symposium or similar event and for answering Contact Centre industry questions which the CCAS may receive from time to time. No formal approval will be made by CCAS prior to the use of this information as described.
    5. In regards to the feedback report for the corporate category and mystery shopper, the reports will be delivered to the contact person listed in the application form.
    6. CCAS is authorized to identify and publicize the winners in public media, not limited to the CCAS Website and national newspaper(s).
    7. Winners may publicise their results in public media after obtaining CCAS authorization in writing.

    GENERAL REQUIREMENTS

    1. There will be no refunds given for entry withdrawals.
    2. Participants who did not provide any data in the on-line judging portal and/or mystery shopper and/or skills assessment will be scored zero for the relevant sections and will not receive the feedback report even if payment has been made.
    3. Awards entrants are entitled to the early bird discount for the seats that are required to be purchased.
    4. Winners commitment to CCAS :
           i. Winners of the corporate category shall make their winning Contact Centre available for a CCAS organized site-visit.
          ii.Winners of the individual category shall participate as a speaker in one CCAS event to be determined by CCAS

     
    Awards 2010

    Click the photos to view our full album on Facebook!

       
           
       
           
       
          Congratulations to all our winners!
       
          Congratulations to all our winners!
        To view more photos, click here!
           

     

     
     
     
     
     
    Awards 2011

     

       
        The trophies are ready to be given out Everyone is dressed to the nines for our Gala Awards

     

     
     
     
     
     
    Awards 2012

    Click the photos to view our full album on Facebook!

       
        Our Chairman Mr. Kenneth Chong presenting his opening speech Our GOH Mr. Ong Ye Kung presenting his speech
       
           
       
        Our 2013 EXCO Members Congratulations to all our winners!
       
        The trophies are ready to be given out What a wonderful evening!
        To view more photos, click here!
        Delicious cupcakes decorated by everyone at the Gala!   

     

     
     
     
     
     
    CCAS Awards Gallery

     

     

     

    CCAS Awards Gala Dinner 2017

    CCAS Awards Gala Dinner 2016

     

    CCAS Awards Gala Dinner 2015

    CCAS Awards Gala Dinner 2014

     

    CCAS Awards Gala Dinner 2013

    CCAS Awards Gala Dinner 2012

     

     

    CCAS Awards Gala Dinner 2011

     

    CCAS Awards Gala Dinner 2010

       

     

     

     

     
     
     
     
    Awards 2013

    Click the photos to view our full album on Facebook!

       
        Our EXCO Members of 2013 Our Chairman Mr. Kenneth Chong presenting his opening speech
       
        Our GOH, Mr. Lim Swee Say presenting his speech  
       
           
       
           
        To view more photos, click here!
           

     

     
     
     
     
    Call for Entry Briefing

    Thank you for attending the Call for Entry Briefing online on 4th February 2016 by our Awards Chairman, Ms Lena Low. Below are the information from the slides shown throughout the call for your further reference.

    To download the slides, click here.

    What is the same?

    Online Judging Portal (we are now 100% Green!)
    Submission of common data is done via online judging portal (Corporate)
    Submission of PowerPoint in PDF is also done through the online judging portal
     
    Judging Process
    Scheduled appointment to be evaluated by judges in a centralised venue
    No additional PowerPoint slides or materials to be used
     
    Feedback Report
    Feedback report (optional) was well received from 2013 - 2015. We showed key contact centre data and provided comparison of participant’s score vs the average vs the maximum for each section vs prior year averages. Hence we will be providing industry trending data in the 2016 report.
    All Corporate entries must provide data for the report. No participant or specific industry data will be shown
     

    Clarity in Entity

    Difference between Company/Member and Participating Entity

    Entire centre is in-scope for the following categories
    Best In-House Contact Centre
    Best Outsourced Contact Centre
    Most Innovative Productivity Solution
    Best Contact Centre Employee Recruitment &/or Retention Programme
    Best Customer Experience Delivered
    Best Contact Centre Trainer of the Year
    Best Contact Centre Quality Assurance Specialist
    Best IT Infrastructure Support Specialist of the Year
    Best Human Resource Support Specialist of the Year
    Best Social Media Customer Service Contact Centre 
    Best Contact Centre Team Leader of the Year  
    Best Customer Serive Professional of the Year
    Best Contact Centre Support Manager 
     
    Entire OR Programme/Section is in-scope
    Best Contact Centre Manager of the Year

    Only Programme/Section is in-scope
    Best In-House Programme/Section Contact Centre
    Best Outsourced Programme/Section Contact Centre
     

    Where the Entity is not the Entire centre, then it must be named / identified

    Example

    Example 1:   
    Contact Centre Manager works in a 200 seater at XZY company contact centre and is in-charge of the billing section and has 60 staff reporting to her.
     
    She participates in Best CC Manager category
    The correct sub-category is : 20-100 seats
    The correct entity name : Billing section of XYZ Company
     
    Her boss who runs the entire Center participates in Best CC Manager category
    The correct sub-category is : Above 100 seats
    The correct entity name : XYZ Company Contact Centre
     
    The entity Centre participates in Best In-house Contact Centre category
    The correct sub-category is : Above100 seats
    The correct entity name : XYZ Company Contact Centre
     
    An agent from her team participates in Customer Experience Professional category
    The correct sub-category is : Above100 seats
    The correct entity name : XYZ Company Contact Centre

     
    Example 2:
    Bank ABC has a Call Center called “Bank ABC Contact Centre” and has a total of 200 seats
     
    This Call Center is made up of :
    • Consumer banking section – 70 seats
    • Credit Card section – 120 seats
    • Telemarketing section – 10 seats

    This is how Bank ABC Contact Centre should enter the information needed for the Participation Form:

    Company Contact Centre Information

     
    Example 3:
    Company 123 is an outsourcer. They have 3 outsourced programmes under them which they have contracted
     
    This Call Center is made up of :
    • IT company’s call centre
    • Cosmetic company’s call centre
    • Printing company’s call centre

    This is how Company 123 should enter the information needed for the Participation Form if they wish to enter one of their programmes into the Best Outsourced Programme Contact Centre:

    Company Contact Centre Information

    The Awards Chairman for 2016



    Lena Low

     

    The Judges

     

    Any matters pertaining to the CCAS Awards 2016, you can email us at awards@ccas.org.sg or call us during office hours at +65 62971368

     
     

    AWARDS SPONSORS

    Platinum Technology Sponsor
    for the Annual Contact Centre Awards 2016
    Silver Technology Sponsor
    for the Annual Contact Centre Awards 2016
    Research Expert in Customer Experience Measurement for the Annual
    Contact Centre Awards 2016

     

     
     
    CCAS Contact Centre Awards 2018

     

     

    MESSAGE FROM THE AWARDS CHAIRMAN

     

    The Contact Centre Association of Singapore (CCAS) is pleased to announce its 18th CCAS International Contact Centre Awards.

    As the previous year, we had shifted our focus to digitization in a conventional Contact Centre. Steps were taken and changes were made from the old and tested ‘Telephone-only’ approach to a more advance medium such as Mobile First Strategies, Chatbots, Artificial Intelligence (AI) and many others. This year, we will continue to strive to focus on these rapid changes that are embracing not just the Contact Centre industry but also other industries like the traditional brick and mortar business.

    Look forward to our Call for Entry Awards Briefing this year as there are massive changes in the format and templates as compared to the past years. The Awards format transformation is not only meant to keep ourselves on par with the latest happenings in the Contact Centre Industry to stay relevant, but also to ensure that the bar is raised by pushing the boundaries to exceed your expectations.

    Wishing all the best of luck and anticipating your participation in the 18th CCAS International Contact Centre Awards! May we all thrive and grow as an industry and reach an even greater height in 2018!

     

    Andrew Leo
    CCAS International Contact Centre Awards Chairman 2018

     

    SPONSORS

     

    Silver Technology Sponsor

     

    CX Mystery Shopper Sponsor

     

     

  • Symposium
    Register for Symposium 2021
    17th CCAS Regional Contact Centre Symposium 2021

     

     6 - 8 October 2021

    [Digital Platform]

     

    Many core business has changed in 2021, contact centre activities have also been given the challenge to transform rapidly in the last 12 months. Customer experience delivery has evolved in many industries and so did customer expectations.

     

    With many of us working from home, staff engagement has also moved from office to their doorstep such as remote hiring, virtual training and monitoring. Imagine agents starting their first day of work at home, fresh from their video interview.

     

    It is clear that we now need to re-imagine business operations and delivery, staying agile and ensuring resiliency for sustainable business. Speed and adaption are key in this dynamic world today.

     

    Your customers and employees are elements to your success! It is within your power to keep them delighted, engaged and safe. Let’s re-imagine together technologies that can provide them with better experiences. Re-imagine the way we collect data and consume data to give our customers what they want before they know they need it!

     

    The rules of customer engagement are of course ever-changing. By re-imagining CX strategies to incorporate the 'new norm' of digital customer engagement, businesses of the future are looking for fresh perspective, not only future-proofing the contact centre, but also making a fundamental shift in the evolution of the market and consumer landscape.

     

    Together, lets re-imagine and join us in the 17th Regional Contact Centre Virtual Symposium from 6 to 8 October 2021!

     

     

    [REGISTER NOW]

     

     GOLD SPONSOR

       

     

      SILVER SPONSORS 

     

                                     

     

     

    CORPORATE PARTNER 

     

     

     SUPPORTING ASSOCIATION

     

      

     

    For more information please email us at secretariat@ccas.org.sg or call us at +65 6(CONTACT) +65 6266 8228

     

     

     

     

    Speakers Lineup

    15th CCAS Regional Contact Centre Symposium 2019

    9 & 10 October 2019

    Sands EXPO and Convention Centre, Marina Bay Sands 

    We now live in the world where change is constant, catalyzed by digitalization. The consumers have become more sophisticated, connected and empowered by accessible information. Nine (9) traditional channels of customer service today are predicted to increase to 11 channels, accelerated by digital dominance in the next 12 months (Global Benchmarking Report).While mobile applications are getting more prevalent, one of the emerging channels of interest is Messaging, where potentially high demands, adoption and opportunities were noticed.

    Each and every one of us are Consumers and it is interesting as we try “Decoding the New Consumer Mind” (Kit Yarrow).“I Want What I Want When I Want It” have made accessibility to consumption of services –anytime, anywhere - the new baseline. Surfing the website or app, having a web-chat, sending an email or text message and even putting the call to the customer service hotline on a speaker phone with the single objective of getting our answers and our needs addressed when we wanted it.

    All of us as customers yearn to be treated with a personalized service, curated for a segment of one, expecting every business organizations to know our life-time value and potential to their business. Question remains: How real is the problem above? How complex and how consistent are the responses across the various channels? How it is impacting the business operations of the various channels and how agile is the business in addressing to customer needs today and beyond?

    If we are to take a step back and review the basics of Augmented Intelligence, Brand Influence, Customer Journey Innovation and Data Insights, coupled with a conscious effort to ensure customer adoption and sustainability across the various innovations, we may have the right ingredients as the baseline to serve the customers of today and beyond.

    Join us on 9th & 10th October 2019 as we go deep dive into the discussion and networking on the theme: Agile Now !

    Check out the 2019 Symposium Speakers LineUp 

     SYMPOSIUM SPONSORS

    GOLD SPONSOR

    SILVER SPONSOR

                              

     

    DAY BOOTH SPONSOR

       

     NETWORKING EVENT PARTNER

     SUPPORTED BY

      ORGANISER

    CCAS Symposium Registration

     

    For more information, please email secretariat@ccas.org.sg

    14th CCAS Regional Contact Centre Symposium 2018

    Customer Evolution 2.x

    26 - 27 September 2018

    Grand Copthorne Waterfront Hotel

     

      Focusing on how to make customers the forefront of businesses last year, together, we explored tools to evolve with them.  Having established the baseline, Customer Evolution 2.x is back to further understand what Customers expect as the new norm and how operational optimisation coupled with leading technology enables us to leverage upon it to reach the next milestone of service excellence.

    How do businesses design a compelling customer journey? 

    Looking into the future, customer services are evolving to become more virtual, from click to delivery and beyond. As technology steps in as a double-edged sword to the industry, it offers the most agile and responsive customer service it has ever been but also poses a threat for human labour as the demand falls.

    Businesses need to discover new ways to cater to a constantly changing audience. While they continue to progress, so will customers demand. The rules of the game aren’t changing — they are evolving. It is relatively important for companies to take a step back and evaluate their position as customer expectations are increasing. With the launch of various customer service tools and booming technology, how does the industry keep up with the transformation?

    Spanning across 2 days, the 14th CCAS Regional Contact Centre Symposium will continue being a platform for sharing best practices, strategies, tools and regional trends to tackle the evolving customers. By tapping on the knowledge of industry experts locally and regionally, the Symposium aims to enlighten digital transformation, technological trends, innovative techniques and resources to match and exceed customers’ expectations.

    For enquiries, please email secretariat@ccas.org.sg or call at +65 6266 8228.

    13th CCAS Regional Contact Centre Symposium 2017

    Customer Evolution 1.x

    4-5 October 2017 | Grand Copthorne Waterfront Singapore

     

     

    In an era where information is vast, constant interaction is happening with high dependence of technology that companies are being faced with a new customer – the more knowledgeable, demanding, empowered and diverse.

    Customer expectations are changing, how and where your company engages your customers also needs to evolve. Customer Service is no longer what you can do for your customers but what you enable them to do in your channels and touch points. If there’s a constant in the evolution of customer experience, it is that companies are always—and should be—striving to make that experience the best it can be for customers.

    So are your customers evolving? How are you evolving with them?

    The aim of Customer Evolution 1.x this year is to continuously make customers the forefront of every business by showcasing the best strategies, concepts and tools that we can use to evolve the contact centre experience to meet this new hybrid of customers. Delighting your customers now need to be predictive, proactive and personalize their experience with you: A journey from “Bricks and Mortars” to “Clicks and Mortars” in the digital age.

    As an additional component to the CCAS Regional Contact Centre Symposium, we will be sharing success case studies from last year’s award winners as well as sharing and presenting the insights on the analysis of its very own Members Sensing Results.

    The symposium is a platform for sharing tactical and implementation issues, regional trends and new developments as well as to bring together strategies to meet the needs of the industry. Spanning across a 2-day event, we will be tapping and sharing the knowledge and expertise of various industry experts on innovative techniques, digital transformation, people management and modern trends in technologies. 

    For more information, please email secretariat@ccas.org.sg or call at +65 6266 8228.


     

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    11th CCAS Regional Contact Centre Symposium Agenda 2015

    For more information, please email to secretariat@ccas.org.sg

     
    11th CCAS Regional Contact Centre Symposium 2015
    Details of the 2-Day Symposium are as follows:
     
    Date: Wed, 16th September & Thu, 17th September 2015
    Time: 0900-1700
    (Registration starts at 8:00am)
    Venue:Resorts World Sentosa - Equarius Hotel
    Level 2
    Cinnamon Room,
    8 Sentosa Gateway Sentosa Island
    Singapore 098269
     
    Delegate Fees for 2 Days:
    Early Bird: S$480.00 per delegate
    Early Bird Rates are valid til 31 May
    Regular Rate 1 June onwards: S$580.00 per delegate
    Non-CCAS Member: S$980.00 per delegate
     
    Prices stated above is in Singapore Dollar and is inclusive of 2-Day pass for the 11th CCAS Regional Symposium in conjunction with the 8th APCCAL Expo & Conference, lunch and tea/coffee breaks only.
     
    CCAS CANCELLATION POLICY: 
    All confirmed registrations are not entitled to refunds or reversal in the event of any cancellations received (100% cancellation fee will be imposed). Kindly email secretariat@ccas.org.sg if you wish to send a replacement delegate on your behalf should you be unable to make it for the event.
     
    For more information or enquiries on the registration, please contact our secretariat at +65 6CONTACT (+65 6266 8228) or secretariat@ccas.org.sg
     
     
     
    10th CCAS Regional Contact Centre Symposium 2014

     Symposium Agenda Day 1     |     10th Regional CCAS Symposium 2014 Speaker Deck     |     Keynote Speakers' Biography





    Note: Registrations have closed for the event. Thank you for your interest.

     
    11th Regional CCAS Symposium 2015 Speaker Deck

     

    Day 1, 16th September 2015

    Day 2, 17th September 2015

    Updated: 01/10/2015

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    11th CCAS Regional Contact Centre Symposium 2015

    Last year, we focused on an organization’s ability in Sustaining Excellence to maintain relevance with the New Baseline. We shared with our delegates how we can sustain quality service for the long run to establish a long working relationship with our customers.

    One of the main ingredients in sustaining excellence is the ability of the organization to consistently keep their customers feeling ‘important’ even though there are ever growing requirements and increased customer expectations as the society advances.

    At the end of the day, it is evident that the customers are the bridge between the profits an organization can make right now and in the future.

    In the age of the elite customer experience, a long working relationship with the customers will keep that ‘bridge’ intact and have the potential to expand.

    So how do we actually put the customer in the CENTER of our business and marketing efforts?

    For the 11th CCAS Regional Contact Centre Symposium this year,we will be looking at ways that we can build an organizations’ strategy that is designed to focus on the customer rather than the sale. By making the customers feel that we truly understand them from their standpoint to satisfy them in both their needs and wants while exceeding their expectations.

    That is, embracing the mindset of Customer Centricity to service our customers.

    In our first ever crossover, CCAS will also be hosting the Asia Pacific Contact Centre Association Leaders (APCCAL) Conference and Expo 2015 in conjunction with our 11th CCAS Regional Contact Centre Symposium

    Running across a 2-day event, we will be tapping and sharing the knowledge and expertise of various industry experts not just locally but from the region.  The Symposium will enlighten what are some of the innovative techniques and methods on manpower resources, strategies, people management and latest trends in technologies that can be used to put the customers in the epicenter of a business.

    Photos from Day 1 of Symposium & APCCAL EXPO

    2015 is a special year as we won the bid to host the Asia Pacific Contact Centre Association Leaders EXPO in Singapore! Check out the photos from Day 1 here.

    Posted by Contact Centre Association of Singapore on Friday, 2 October 2015

     

    Photos from Day 2 of Symposium & APCCAL EXPO

    2015 is a special year as we won the bid to host the Asia Pacific Contact Centre Association Leaders EXPO in Singapore!Check out some of the photos from Day 2 here.

    Posted by Contact Centre Association of Singapore on Friday, 2 October 2015

     

    Our Sponsors
    DIAMOND APCCAL SPONSOR



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    For more information, please email secretariat@ccas.org.sg

     
    CCAS Call for Speakers

     

     For more information on submitting your interest as a Symposium Speaker or as a Sponsor please email us at secretariat@ccas.org.sg or call us at +65 6(CONTACT) +65 6266 8228

  • Talk Time
    The CCAS Best Practices Session

     

    Wilson Wong

    Monica Malika

    Cheryl Ng

    Melanie Teo

     

     

     

    It was an eye-opener for me as a presenter, because of the information shared by the fellow presenters and also concerns raised by the attendees; are all real life situation that affects our industry and our daily operations.

    By attending such events and learning about one another’s best practice, we are all doing our part on quality improvement for the entire contact center industry; thereby, upgrading skillsets and mindsets of our employees into a professional in this field.

     

     

    The event had indeed given me a good exposure and experience.  I have learn different styles of presentation and picked up best practices from other presenters .  The Q&A session was really thrilling as we were posted with random questions.  Every answer has it’s own view point based on the individual  experiences.  There were several tips that I have picked up and  bring back to work while others we can reflect upon.  

    I would recommend it. Sharing session gives  us an idea of what is expected out of us as a participant . It gives us a heads up of the CCAS journey.  Most importantly it will give everyone a wider scope of understanding what the other organizations are doing differently.

    The Learning Journey for Agents and Team Leaders Best Practice Session provided a good opportunity for the agents and team leaders to learn from past award winners across different industries.  Hearing how the past award winners prepared themselves for the award judging would aid them in their own preparations.  Even if the participants are not going for the award, he/she could still benefit from the sharing session.

    It is an effective way to learn best practices across different industries so as to prepare themselves for the future.  

    The sharing event was a great experience. It gave me an opportunity to share my journey as well as hear from others. I have gained much insights and made friends along the way.

    Personally, I would recommend our readers to attend the sharing session whether you are participating in the award or not.

    It is a good exposure for people working in the call centre to gain and share knowledge within the industry. In fact, I went for one session in 2014 and the information shared was relevant and still kept at the back of my mind.

     

    Who has the Best Customer Service in Singapore?

     

    Wilson Wong

    Monica Malika

    Cheryl Ng

    Melanie Teo

     

     

     

    From my perspective as a customer, I would say Singtel is exemplary for their customer service. There was an incident during one of the IT shows about 1 to 2 years back, an agent provided wrong information which caused confusion in the whole process. The on shift management team was willing to go the extra mile to clear up the misunderstanding and even resolved my re-contracting issue.

     

    Sharing these  lines from “Maya Angelou” quotes “People will forget what you said, people will forget what you did, but people will never forget how you made them feel”. 

    I had a wonderful customer experience from “ Bega” women’s clothing store. They have few outlets in Singapore and   I  have been to most of their outlets islandwide. I observed almost all of them have similarities in the way they handle their customers. They welcome me with smile and check if they can help me. They  help to look out for clothes that suits my needs  . The sales staff will be with the shoppers  till the end. There were times I didn’t get any items after few tries. They never display any form of impatience or annoyance . They thank me for shopping with them. This experiece has made me their regular customer.

     

    Inland Revenue Authority of Singapore (IRAS)  

    Filing income tax can be burdensome in some countries.  However, filing personal income tax with IRAS is a very simple task.  IRAS is able to extract trove of data such as personal data, salary data, personal relief entitlement and prepopulate the information on the electronic tax return.  This not only speed up the tax filing process by the taxpayer, in fact it is a non-event for majority of the taxpayers as they don’t even need to do anything to file their income tax.  In addition, IRAS also launched “Ask Jamie @ IRAS”, a personal virtual assistant to help taxpayers with simple enquiries instantly.  This means that we only need to call their Contact Centre for complex enquiries.  IRAS also promotes self-service by sending login page of taxpayer’s latest income tax bill via SMS.  In this way, taxpayer could easily view the tax payment amount on the mobile without waiting for paper statement.

    I had a good experience with Singapore Airlines recently. Working in a call centre environment, I understand if the agent tells me that they are unable to do something for me. This is because each agent has his or her own set of empowerment and sometimes demands may exceed what they can provide. The agent I spoke to was very patient and listened to me before she spoke. Even though she was unable to accede to my request immediately, she made sure that she took note of my requests. This is a basic requirement for call centre agents. We are our customers’ listening ears, and listening is the first step to understand our guests.

     

    The Future of Contact Centre

     


    Wilson Wong


    Monica Malika


    Cheryl Ng


    Melanie Teo

     

     

     

    I believe it would be the advancement of technology/AI; since it is an uncontrollable factor, which is also an ambiguous trend that can either undermine or create success.

    If use in the right manner, AI can actually help operations to achieve better customer experience with more effective and efficient business analytics. And this would allow more resources available for employees to upgrade their existing skillsets to become a professional in this field.

     

    Both AI and Outsourcing will have the biggest impact in the long term and this will cause concerns for unemployment within the organization.

     

    My view is AI will be the most impactful in the long term.  This is because AI is a very potent technology that we can apply in many areas that could transform the business and change the way we work.  This includes:

    - Enhance customer personalization: The bank could use robots and AI to communicate with customers in the form of virtual assistants, chatbots, and robo-advisers.  Thus the bank could advise customers account balances, transaction history and even portfolio management advice with no or little human intervention.

    - Streamline processes: Processes such as new credit card/mortgage application, payment processing could be optimized and several steps could be automated thus increasing turnaround time and accuracy.

    - Minimize business risk: AI could better secure the banking environment through anti-money laundering and anti-fraud measures.  It could sift through the data banks to spot irregularities and patterns that point to money laundering activity instead of just looking for anomaly and irregular pattern detection based on statistical methods.

    - Crunch a trove of data: It could provide bank a clearer picture of what customers’ needs.  Predictive analysis is also possible, for instance it might notice from customer’s deposit account that his/her salary has increased and could suggest ways to save more for retirement.

    AI was discussed during the sharing session and many pros and cons were highlighted. It is important for us to embrace AI and not be worried that it might replace the jobs of agents. Marina Bay Sands has started our journey with Robotics Process Automation (RPA) which helped to automate many backend mundane work. This helped to cut down manpower hours needed in these areas and allows us to focus on providing personalized services to our guests. The error rate is also lower and tasks are completed within a shorter time.

     

    New Trends for 2017

     

    Wilson Wong

    Monica Malika

    Cheryl Ng

    Melanie Teo

     

     

     

    Such trends (outsourcing and AI) do have a certain degree of impact on the Contact Center Industry as a whole.

    We may see that the industry going into direction of turning the employees to become professionals in this field, in order to maintain our competiveness in the global market. This would need that companies will need to build up and strengthen the customer experience provided by their employees.

    AI (Artificial interlligence) is the key trend in the Customer Service industry as this the trend embraced by many industries and we can see a great change in productivity .It will also provide better Customer Experience. AI together with RPA(Robotics Process Automation) will minimize the workloads on the back office processes. As for Customer Fronting officers, information will be readily available and their responses to customer will be quicker.  

    I feel that human built with emotion and thinking skills will still be more superior than robot. We certainly need to continue to learn new skills and be ready to embrace the future. As for outsourcing, this is inevitable as cost structure can be a lot lower.  However, I feel that certain key processes such as handling high value customers and sensitive billing issues should be retained in the organization. Processing can be outsourced to external vendors as these processes are tailored and no changes are allowed.

    Disruptive technologies have already fundamentally reshaped our ways of thinking.  While there could be challenges to implement some of these technologies (like Artificial Intelligence, Augmented Reality and Robotic Process Automation) due to high cost, integrating the new technologies with banking legacy IT systems, it also raises the question of what will be the impact on our Contact Centre job.  

     In my view, these technologies will impact our Contact Centre job in 3 broad manners:

    1. Elimination of mundane, repetitive & transactional job roles through Self-Service and Simple interactions.  Examples of such jobs include handling balance/payment enquiries, campaign explanations/clarifications, transactional functions like fee waivers, credit card activation.  These jobs can be replaced by the self-service capability of these new technologies can bring forth.  Artificial Intelligence can seamlessly provide customers the right information they need by offering self-service options such as in the form of Chatbots, Cognitive Agents.

    2. Stronger focus on more value-adding, complex and business critical-types of job roles:  By removing the monotonous tasks, the phone agents could focus on acquiring new skillsets to take on more value-adding, complex and business critical-types of job roles such as reporting suspicious transactions/caller behaviors that could prevent fraud.  The phone agents are also able to handle more complicated issues where relationship engagement, human empathy and emotional skills required like complaints, cross-selling of banking products and services.  The human touch is very important in building long-term loyalty and customer experience.

    3. Blended approach between technologies (like AI) and humans in Contact Centre Operations: Such technologies (like AI) and the people will work in tandem.  For instance, data captured by AI like chatbots can provide phone agents with insights and information to help make customer interactions more seamless and effective.  Another example is by using speech recognition coupled with the ability to process data to interpret and predict customer response, the phone agents could be better equipped with the information to resolve customer issues.

    Artificial Intelligence is a part of our company’s journey towards better experience. It helps to run repetitive backend work efficiently, leaving the complicated / more customer centric processes to the agents who will add the personal engagement aspect that may be lacking in AI. In short, AI will create more opportunity for me to do higher value work and assist to save time spent on other work.

    Introduction of the Virtual Panel

    Can you please introduce yourself and the award that you have won?


    Wilson Wong


    Monica Malika


    Cheryl Ng


    Melanie Teo

     

     

     

    I am Wilson Wong from DHL Supply Chain Singapore. I had been with the company for more than 5 years and it was an honor to be able to represent  on behalf of my organization to participate in CCAS 2016.

    I was awarded Silver for the Best Customer Service Professional on CCAS 2016.

    Hi I’m Monica and I am a Customer Service Executive in Singtel.
    I won Silver in the Best Contact Center Team Leader of the Year under the category ( between 20 -100 seats)

    Cheryl Ng, Vice President, Strategic Projects, Regional Customer Centre of DBS.  She has more than 15 years of customer management experience in Contact Centre, Service Quality and Onshore Priority Banking segment in banks. She was awarded Best Contact Centre Manager of the Year, Gold by CCAS 2016.  She also serves as a Senior Business Excellence Assessor, SPRING Singapore.

    My name is Melanie Teo, Paiza Services Shift Manager from Marina Bay Sands Pte Ltd. I was the Silver Award Winner for Best Contact Centre Team Leader Year 2016 (above 100 seats).

     

    Learn How Decoding Contact Centre Interactions Offers Valuable Insights

    Customer relations can either make or break an enterprises profitability. Since customers are increasingly opting for the digital route to communicate with a brand, decoding contact centre interactions can unveil valuable insights for business to track the consumer pulse.

    Contact  centre  interactions  offer  consumers  a  platform  to  resolve  their  grievances  faster,  get their queries addressed, and obtain advice and product information. They enable enterprises to communicate effectively with their consumers, enhancing relationships and building brand loyalty.  Successful  enterprises  are  now  using  smart  communication  tools  that  can  decode insights from such interactions, providing better customer services and driving business upside with better cross channel sales.  

    Smart contact centre interactions and business insights

    The  use  of  smart  tools  like  Speech  Analytics  are  empowering enterprises to maximize data extraction  from  customer-agent interactions at contact  centres.  By smarter tracking of every call, organizations can offer better services, improve sales, and reduce costs amid other takeaways. 

    Speech Analytics tools track every agent-consumer call and evaluate the consumer’s feedback on various products and services.  Such  tracking  gives  organizations  powerful  insights  into consumer  behavior,  paving  the  path  for  improvement  of  future  products  or  tweaking  existing offerings for future updates.  

    Improved services and agent performance tracking 

    With its nose to the ground, Speech Analytics helps enterprises track agent performance based on real time data.  A  better  performing  agent  not  only  improves  the  overall  quality  of  service but also leads to enhancement of brand identity. Contact centre interactions can be decoded to understand  areas  where  agents  are  performing  poorly,  helping  chalk  a  strategy  for  agent training  and  improvement,  which,  in  turn,  can  lead  to  higher  Net  Promoter  Score  (NPS)  and Customer Satisfaction (CSAT) rates. 

    Driving top line through up-sell and cross-sell opportunities

    Smart  contact  centre  solutions  that  can  track  and  analyse  customer-agent  communication  are uniquely  poised  to  help  brands  identify  other  products  or  services  that  the  customer  may  be interested  in.  Such  technology  can  suggest  up-sell  and  cross-sell  options  to  agents,  as  well  as help  them  time  their  sales  pitch  based  on  a  Sentiment  Analysis  of  the  customer.  This  leads  to improved  sales  conversion,  while  enabling  consumers  to  get  more relevant  products  for  their needs. 

    Moreover,  deep  analysis  of  contact  centre  interactions  allows agents  to  offer  consumers specialized or customized products as per their needs. That an enterprise can  consistently offer a customized  product  or  service  can  go  a  long  way  in  driving  personalization  and  in  ensuring higher customer loyalty. In conclusion, contact centre interactions are not just grievance resolution mechanisms but can offer  powerful  insights  for  business  growth  and  brand  performance  when  tracked  using  new generation technology such as Speech Analytics.

    Social Media Page Links  

    LinkedIn: https://www.linkedin.com/company-beta/1331150/

    Twitter: https://twitter.com/uniphore

    Facebook: https://www.facebook.com/Uniphore/

     

    Riding the Digital Transformation Wave

    The pace of digital transformation across industries is changing the business landscape faster than ever. From July 2017, it will be easier for customers of major banks in Singapore to perform funds transfer. All you need is just a mobile phone number or NRIC number. The PayNow system is one of many innovations towards promoting a cashless society. However, going cashless is not the final destination, but rather a means to deliver greater security, efficiency and customer experience.

    As customers voraciously embrace e-commerce in the recent decade, whether through desktop or mobile apps, initiatives such as PayNow are increasingly shaping customer behaviour and expectations. The customer demands put pressure on various aspects – from friendlier virtual store fronts, easier check-out process, faster delivery services to seamless customer support. Any part of it that breaks will potentially cause you to lose business to your competitors and affect your brand reputation.

    With customers doing more business with you through your digital front door (in addition to your physical stores), you need to be ready to deliver on the increasing customer expectations and manage the end-to-end customer journey. There are 3 key strategies that you can weave into your digital transformation initiatives to ensure it is customer-centric and delivers on your promises. 

    Start with a Vision
    o What are the values that your business provides to your customers?
    o How does your products and services improve their lives? 
    o Does everyone in your business understand their roles and what they can do to achieve the shared vision?

    Follow with Action
    o What is your engagement model to ensure a seamless customer experience across touch points, whether the customer journey starts from your digital front door or physical stores? 
    o How will you design the user experience that is consistent with your brand, yet personalised to each individual customer?
    o What accountability framework will you use to break down departmental silos and instill a common ownership of the customer journey?

    Optimise Fast
    o Is your business adopting Agile or other similar methodology to stay ahead of the digital curve?
    o What risks are you willing to take or let go to achieve your vision?
    o Are you leveraging on big data analysis and capabilities of artificial intelligence to gain deeper insights and understanding of your customers?

    The wave of digital disruption will leave no businesses untouched. Whether you ride on it or not, depends on how you embrace and execute on your transformation initiative. Digital transformation is a journey, but your customers will not just sit back and wait. 

    Contributed by,
    Patrick Wong
    SABIO Solutions (Singapore) Pte Ltd
    www.sabio-apac.com

     

    Are you reactive or proactive with your customers?

    By Anita Bowtell

    Creating an exceptional customer experience requires a pro-active and forward looking approach. Even if you are quick to respond and resolve issues once they are raised, being reactive inhibits your ability to stand apart from your competitors and stand out in the eyes of your customers.  

    What was exceptional service yesterday is now the standard.  Service levels are constantly being challenged, benchmarks are rising and your competitors are doing what you do, just as well or better. Kevin Lefier, from StellaService, says it better than most, "If you’re reacting to events in your customer’s lifecycle instead of leading customers through a well-orchestrated funnel, you’re not giving your customers the experience they deserve. You are giving them the same experience they can expect from your competitors".

    By identifying potential problems and fixing them before customers notice or complain, and being pro-active in communicating how you are addressing the issue and when the issue is likely to be resolved, will enable you to stay ahead of the rest in a dynamically changing environment.

    It’s not just about how you contact your customers, and how well your staff interact with customers and prospects, it’s also about how easy is it for people to do business with your organisation.  Is it easy is for users to find you via your contact points, social media, your website, how easy is it to navigate your website?  

    In this ever-changing environment, you need to find opportunities to provide greater convenience. Evaluate the entire user-experience through a customer’s eyes, exploring functional and emotional needs.  Take a walk in your customers’ shoes and appreciate the effort they expend in order to interact with you, and take time to understand your customers’ expectations in terms of ease of access and desired contact points.  Design and promote communication channels and interactions that allow your customers to connect with you on their terms. Remembering also, that what works for one customer may frustrate another.  

    Digital Media enables organisations to leverage the data they have collect about their customers to evaluate past interactions. Using predictive analysis to predict user intent and behavior, will provide you with answers to questions your customers have yet to ask and will enable you to design new, more effective customer interactions.

    By being pro-active you can truly differentiate your organisation through customer service. Being pro-active is a vital ingredient in building loyalty and trust.  Be creative and innovative. Try new engagement strategies and explore new methods. Differentiation and commitment to the customer experience is what will set you apart from your competitors and ultimately grant you their loyalty. 

    Driving Voice of the Customer (VOC) in the Contact Centre

    Driving Voice of the Customer (VOC) in the Contact Centre
    By Jeannie Quek

    Organizations which put value in their quality of service – or truly cares about their customers are able to articulate the meaning, value, and importance of the “Voice of the Customer” (VOC). The ability to reach out to and understand what is affecting and influencing customers and their behaviour is vital in this competitive and challenging business environment. Regardless of an organisation’s quality practices such as Six Sigma or otherwise, many do use some forms of methods or approaches to understand their customers. The initiative is commonly called Customer Satisfaction Surveying. However, Customers Satisfaction Surveying has evolved with a new generation of technology and capability. With the contact centre being the key touch point of an organization with its customers, the responsibility of obtaining customers voices lies with the Contact Centre Agents who have direct contacts and interactions with customers on a day-to-day basis.

    A few common methods that contact centres uses to carry out a Customer Satisfaction Survey are:

    • Having a group of Agents or Market Research Team (in some organizations, it is the responsibility of the Quality Assurance Team) who make outbound survey calls to a pool of randomly selected customers and ask the customers a series of questions.
    • Engaging 3rd party research companies to conduct the survey.
    • Survey via the Interactive Voice Response (IVR) system which asks the customers a series of survey questions and customers response via the telephone keypad.

    The challenging question here is: “How effective are the above mentioned approaches?” The answer could be “not effective” and “perhaps less effective. There are several reasons why these approaches are not effective and hence may yield insignificant data. The three major reasons are as follow:

    1. Ownership of the Call: When the contact centre or an external party engaged by the organisation contact the customer via outbound survey calls and getting the customer to answer a series of survey question, since the call was not initiated by the customer, he/she will be reluctant to participate in the survey. As such the success rate is low and may result in negative customer experience if the person who is conducting the outbound survey call is not competent. 
    2. Self-selection Bias: In carrying out a customer satisfaction survey, the respondents are selected based on random sampling. It was found that, especially in the Asia region, only the 2 extreme types of customers who are willing to participate in the survey – the ones who are very satisfied with the outcome of the interaction, and those who are very dissatisfied with the outcome of the call. This is a scenario which is called “self-selection bias” which will also result in skewed results.
    3. Transaction Specific / In Context: A customer satisfaction survey that is being carried out via a proactive call by the contact centre Agents or an external party is not transaction specific. This means that it is not in reference to a particular interaction between the contact centre agent and the customer to measure the customer’s experience as a direct outcome from the interaction. Also, in terms of the question content, only general type of questions can be asked hence they may not be in context with the customer interactions.

    Judging from the above lack of effectiveness in the current common customer satisfaction survey methods used in some contact centers, here are some key areas that contact centres should consider in ensuring its VOC initiative or program will be a success:

    1. Carry out a Customer Feedback Survey, instead of Customer Satisfaction Survey. The key difference is that customer feedback is a more positive and proactive yet not confrontational approach of not only able to measure customer satisfaction, but it is able to obtain valuable comments from customers regardless of whether the interaction was a good or bad one. It was found that with the right approach of obtaining customer feedback at the end of a call, for example, by the Agent soliciting it, the customer would agree to participate over 50% of the time. This approach leads to a significantly higher success rate of response, and valid data that can be proven correct.  This process is far more effective than traditional random sampling and it also addresses the issue of self-selection bias.  
    2. The quantity and quality of the feedback question that are posted to the customer are equally important. For effectiveness, the recommended number of questions for each time a feedback request is made to the customer is only 4 to 5 questions which are relevant to the interaction. The questions should be short and precise in order for the customer to respond fast yet accurately. The ability to structure the question “intelligently” will definitely be an added advantage, as it will eliminate “survey toxicity” - i.e. customer feeling annoyed from being asked to answer unrelated questions in a ‘survey’.
    3. The analysis of the survey data and outcome is also utmost important as they determine the required action plan to be undertaken. The data must be relevant and tested. The survey results should also provide “customer feedback liquidity” – i.e. the ability to prove the accuracy of customer perception. From the executive management’s perspective, it will be more valuable if the data can be in real time and actionable almost instantaneously.

    In reality, contact centres are well aware of the value of customer feedback however most are unaware of how to collect VOC data and carry out appropriate analysis to be presented to all relevant stakeholders. It  highly recommended for VOC executive leaders such as Chief Customer Officers (CCOs), Chief Marketing Officers (CMOs) and Chief Experience Officers (CXOs) to implement the appropriate processes and advanced technology which can assist organisations to gather customer experience on its Products or Services, People and Processes - in real-time, and implement improvement plans which will positively impact the customers. 

    About the author:
    Jeannie Quek – an advocate of customer experience (CX) management, is a sought after speaker and facilitator for numerous events organised by the contact centre associations in Singapore, Indonesia, Malaysia, Thailand and the Asia Pacific Contact Centre Association Leaders (APCCAL). She is actively involved in the judging panel of contact centre awards in Singapore, Malaysia and Indonesia. Jeannie’s passion in sharing knowledge continuously drives her to contribute articles and white papers for the contact centre industry. She can be contacted at jeannieq@gmail.com

    Corporate Social Responsibility in Teledirect

    Corporate Social Responsibility in Teledirect


    As a corporate citizen, we have a responsibility towards the society we operate in – to make a positive impact not just through our services, but also through our social work and initiatives. Previously, it was acceptable simply not to harm the general society we conduct our business in; now, it has become imperative that we also contribute positively to the environment we work and live in.

    Finding resources, especially time, to conduct CSR initiatives is challenging for most companies, and even more so for contact centres which operate around the clock. At Teledirect, our CSR strategy is to get our employees involved in activities they would otherwise find challenging or difficult to participate in. 

    It is a four-pronged approach – philanthropy, volunteerism, employee health and well-being, and sustainability.

    Over the past 6 months, Teledirect has organised various events and activities to achieve our goals of being a responsible corporate citizen, doing our part for charity, engaging our employees and creating a balanced work-life environment.

    We set up donation boxes at our various office locations to collect items for organisations such as the Salvation Army and the Singapore Red Cross Society. These proved to be highly popular and successful – it encourages us to recycle, get a better awareness of these organisations’ missions, and the entire process from collection to delivery is both time and carbon efficient.

    We have organised, and are still organising, volunteer sessions at various organisations such as Willing Hearts, Highpoint Community Services Association, Save our Street Dogs, The Ashram, amongst others. Our employees get to volunteer at different types of charitable organisations, which helps them find the activity that resonates with them as a volunteer. One of the highlights of our volunteer sessions was when Minister Khaw Boon Wan came to present our organisation with Certificates of Appreciation.

    Employee health and well-being is important as it not only ensures a healthy workforce but also reduced absenteeism rates. As such, Teledirect organises regular sports and health activities, sports tournaments, has its own Futsal League, books various sports courts and halls for employees to play on their own time, engages speakers for lunchtime talks on health-related topics, conducts complimentary health checks, as well as creates challenges for employees to get fit and live a healthier lifestyle.

    Sustainability has been a hot-buzz and at Teledirect, we encourage energy conservation through our Green Movement campaigns. Our employees are encouraged to reduce energy and water usage even though we function in a 24-hour environment. 

    Through employee participation and judicious management, we have managed to cut our energy usage by 6% month-on-month. With such huge successes behind us, we are preparing to include recycling and waste management into our campaign.

    Corporate social responsibility has many benefits for the company, its employees and society at large. The company benefits from higher productivity and cost savings, while employees are enriched with a better work environment. 

    Ultimately, we aim to make the world a better place for all through our small footsteps at Teledirect. 

    Article was written by:
    Michael Danker
    Engagement Champion
    Teledirect

    The Impact of the Internet of Things on Customer Experience

    The Impact of the Internet of Things on Customer Experience 

    Andrew Milroy, SVP and MD, HfS Research, APAC | LinkedIn

    The Internet of Things (IoT) will revolutionize and transform customer experience. Billions of sensors and small devices are digitizing our physical environment, and opening up enormous opportunities. All major industries are either implementing IoT technology or experimenting with it. Most are also looking for ways in which this technology can enhance and transform customer experience. 

    As IoT implementations increase, it becomes possible to control physical objects, using any IP-enabled devices such as a smartphone or a tablet. 

    The IoT and Customer Experience in Action 

    This is already happening. The IoT is being widely used in cars. We can use our smartphones to control car features such as air conditioning. IoT technology is also being used for predictive maintenance in cars. For example, software defined devices in car engines can be upgraded when a fault is detected. Previously, these faults required the car to be taken to a service center. Providing an automated fix massively enhances the customer experience. Car engines can also collect huge amounts of data that can be used to predict and manage faults. The data can additionally be used to continually improve car model design. 

    Elevators are another great example of how the IoT can enhance customer experience. Again, software defined components can be managed and upgraded remotely. Data transmitted from the elevator to service centers can predict if a fault is likely to occur. Service centers can then be on standby to remedy faults as quickly as possible. The use of IoT technology in elevators significantly reduces both planned and unplanned downtime, and lowers the cost of support and management. This reduces the overall total cost of ownership for elevators and enhances the customer’s experience. 

    There are many other examples of how IoT technology can lower the total cost of ownership of a product and improve customer experience. Aircraft, buildings, urban transportation systems, agricultural and industrial machinery, are just some of the examples of where IoT technology can play a key role in customer experience. 

    Design Thinking is Needed 

    Firms that wish to use IoT technology as a way of enhancing customer experience must radically change the way that they think about running their businesses. Silos between operations, IT, customer service, marketing and other parts of the business must be broken down. Organizations need to think hard about what experience they want to give their customers, and then design the rest of the organization’s functions in a way that focuses on this experience. The organizational structure must also be sufficiently agile to respond to changes in customer sentiment. IoT technology offers many more customer touch points than before and can offer data that can be used to enhance customer experience and provide competitive differentiation. 

    Skills and Security Pose Major Challenges 

    Firms will face major challenges in acquiring the necessary skills for using IoT technology to enhance and transform customer experience. There are comparatively few implementations so there is a shortage of people with experience in this area of work. 

    Perhaps the most important challenge facing firms that wish to use IoT technology to enhance customer experience, is security. IoT devices are being hacked and used for malicious purposes. There have been some very well publicized DDOS attacks that have used unprotected IoT devices. Security must be built into all IoT implementations as opposed to being a consideration once the project has been rolled out.  

    The Last Word 

    In summary, the Internet of Things offers enormous opportunities to enhance customer experience and give firms a major differentiator. We have seen many IoT implementations that lower the total cost of ownership of products, offer predictive maintenance and ultimately enhance customer experience. We will see a lot more. We will also see IoT technology increasingly being used to provide data. In turn, this data will be used to enhance and transform customer experience. 

    On the other hand, skills for IoT implementations are scarce, and security is a major challenge. Security issues and lack of skills are issues that need to be addressed if IoT technology is to be used more widely to enhance customer experience. 

    Creating Customer Advocates

    Creating Customer Advocates  

    Emir Susic, Europe, Middle East, Asia, Africa APS Senior Director at Avaya  | LinkedIn

    I have been involved with the contact center industry for a long time – I was a CC manager 15 years ago, and I’ve seen the contact center go through dramatic evolution. Unsurprisingly, the responsibilities and concerns of the contact center manager have evolved along with the changing nature of contact centers.  

    For a start, CC managers used to only manage all the available resources on hand. Now, contact centers are seen as part of a profit and revenue generator - McKinsey estimates that contact centers will generate as much as 60% of total new revenues for telecom operators. Anybody who has ever worked in a large organization, anywhere, will know the difference in how you are perceived if you manage a cost center versus a profit center! 

    While there is a push towards profit and revenue generation for the CC manager’s role, businesses are starting to focus on customer relationship as part of their strategy: Gartner estimates that 89% of companies today expect to compete primarily on customer experience. And in today’s digitally-engaged, always-on, mobile world, a key driver in creating those all-important positive customer experiences is… the contact center.  

    This also means that the CC manager’s role has now evolved from a mere administrator to a member of the company’s digerati, one of the most important roles. Companies are looking to align their strategies with customer needs and the CC manager is responsible for proactively managing customers’ journeys across multiple channels. 

    In a world where customer experience is everything, companies have to keep innovating and improving on how they engage with their customers. In fact, I’d argue that companies who position their CC managers as customer advocates will eventually be successful.  

    Customer advocates will have to drive transformation within organizations to put the customer at the heart of what they do. This may bring internal challenges but customer advocates will need to step up and champion the customer experience, ensuring that the customers’ voice is always heard. 

    The best way of overcoming those challenges is to get supporters on board and creating alliances within the company. Unsurprisingly, getting the support of both the technical team and marketing team is crucial to making the customer advocate role work – these are the people that will enable you to deliver the customer voice internally and ensure digital transformation initiatives are focused in the right direction. According to research from Altimeter Group, the CMO is more likely to lead a company’s digital transformation strategy than the CIO. 

    Above all, any transformation drive needs sponsorship at executive level, and only when you have the organization aligned behind you, can you achieve your goals. Avaya believes in the importance of breaking down the silos – combining different information sources created by different groups to create meaningful solutions. That applies at corporate level as well. If the CC manager can get alignment of the technical team, marketing and leadership, then they can ensure the customer voice is heard loud and clear in the organization.  

    Talk Time Archive

    Talk Time Archive

    The Talk Time Newsletter is a monthly multimedia publication made of original contributions from CCAS members. It can be accessed publicly.

    Our aims are to:

    • increase public awareness of the Contact Centre industry 
    • provide a forum of thought leadership and experience sharing 
    • allow our members to promote what they do and who they are 

    If you are interested in contributing to Talk Time, download the Contributor Kit to read more about it! 

    Click on the subscribe button to get industry updates and monthly newsletter. 

     

     

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    Don’t just support your customers. DELIGHT them!

    Don’t just support your customers. DELIGHT them! 

    Article by: Harold Thng, Customer Experience Director, ASEAN, Dimension Data Asia Pacific 

    Your modern, digitally savvy customers’ demands are changing. They’re not satisfied with just better service, but expect service through any channel—email, phone, SMS, social media, video and more.  

    The benchmark for quality of customer service has changed widely due to the broadening of digital and social media channel accessThe desired customer experience (CX) combines three core elements to create the perfect ecosystem: Omnichannel view of interactions, analytics which provides ‘understanding’ of the customer and personalisation. 

     

    50.2% rank analytics as the #1 factor to reshape the industry in the next 5 years according to the 2016 Global Contact Centre Benchmarking Report. Customer analytics – and along with that, the personalisation of services is being crafted around mass service segmentation strategies. Analytics, enabled by the digital revolution, has the power to translate commonly available big data into personal, actionable ‘small’ data. This, along with connected customer journeys and optimised workforce solutions, will transform business. 

     

     

    The power of data analytics is helping organisations deliver a more personalised CX with a human touchPersonalisation of services was voted the top trend that will change the industry in next five years. However, some 79.4% of organisations still have no big picture view of interactions across service channels. 

     

     

    The omnichannel ideal leverages technology that creates a well-designed, dynamic customer journey that’s personalised, proactive, seamless and informed by real-time data. Omnichannel customer journeys were voted the number one industry trend for 2016. 

    By combining these three elements, your customers’ experience with your enterprise becomes a top indicator of strategic performance. If you can easily match their evolving needs with technological advancements, you not only keep your service levels on par with expectations, but also gain a scalable platform that supports and provides that support across multiple channels—like voice, video, email, SMS, social media and more. Allowing your customers the option of reaching you on their own terms dramatically increases their satisfaction, which in turn will have a positive impact on your bottom-line. 

    2017 Global Customer Experience (CX) Benchmarking Report

    2017 Global Customer Experience (CX) Benchmarking Report

    Article by: Harold Thng, Customer Experience Director, ASEAN, Dimension Data Asia Pacific 

    The digital dilemma in enterprises is deepening and organisations in APAC must choose a path between digital crisis, or redemption. This a clear message from this year’s Global Customer Experience (CX) Benchmarking Report.  

    There is a growing gap emerging between APAC companies committing to digitising their CX to the standards expected by modern/evolving customer type, versus those procrastinating on when and how to make their move. Fantastic levels of data can inform positive business change, but APAC organisations frequently mishandle the opportunity by only focusing on parts of the story. The opportunity is massive, so needs to be the line of sight.  

    Interesting highlights from the report: 

    1. Virtual assistant is the top growth focus in 2017; IoT is set to double. 
    2. Customers will have a choice of 14 channels to engage with organisations - up from today’s norm of 9 channels. 
    3. Connected customer journeys via omnichannel solutions is the top technology trend for 2017 and is a top factor that reshapes CX capability in the next five years. 

    The uncomfortable truth is that high performing companies that have committed to the opportunity created by the digital revolution, are outpacing established market leaders. The benchmark research highlights that top quartile organisations are performing up to ten times better than the typical standard.  

    It’s now a fact that the world has formed a digital skin. Business, service, technology and commercial models have changed forever. Organisations are strategically challenged to keep pace with customer behaviour.  

    We’ve seen that digital transformation both accelerates opportunities and causes disruption. Pioneers of the digital age have reimagined business models and processes that have changed customer behaviour forever. 

    If you want to ensure the future success of your organisation, you’ll need to make the right choices in your CX and digital strategies. 

    The call to action is apparent: the time to act is now. 

    For more information and to download the APAC summary report, visit http://dimensiondataap.sg/apac-CXBR/  

    Linkedln: https://www.linkedin.com/company/dimension-data-asia-pacific 

    Facebook: https://www.facebook.com/DimensionDataAP 

    Digital Unassisted Channels – Understanding Chatbots

    Digital Unassisted Channels – Understanding Chatbots

    By Ian Aitchison, COPC Inc. Chief Executive Officer, Asia Pacific Region

    The contact centre industry continues to grow throughout the world with an increasing need for advanced software programs to keep abreast of ever-demanding client and customer needs.

    The latest trend we are seeing with software development is the increased use of chatbots. Chatbots are rule-driven computer programs, which enable individuals to interact with an organisation via the chat interface on their website or via text messages or a social media chat facility such as Facebook Messenger.  

    They are often designed to mimic “human conversation” and are being used by companies all around the world to automate simple customer service tasks.

    What is even more interesting is that there are two types of chatbots. The first type is often called a scripted chatbot. This type of chatbot requires a large amount of developmental input, as each branch has to be scripted. Therefore, the more complex you want the script, the more data you have to gather and input it. 

    The limitations of scripted chatbots are that they are time consuming, expensive and will only be as “clever” as you program them to be.

    Artificial Intelligence (AI) drives the second type of chatbot. AI chatbots have extended capabilities over scripted chatbots because they learn from every conversation they have with internal and external customers, therefore they gather knowledge and can incorporate that into every new conversation.

    Why are chatbots necessary?

    So, why are chatbots important? Well, according to BI Intelligence, for the first time ever people are using messenger apps more than they are using social networks. If you are building a business online, you want to build a business where people are that is why you need messenger apps and chatbots.

    Furthermore, Gartner projects that more than 85% of customer interactions will be managed without a human by 2020, and chatbots are also expected to be the No. 1 consumer applications of AI over the next five years, so we can fairly safely predict that every CX Leader needs to get up to speed on chatbots.

    In what capacity are they being used?

    Essentially, they are being used to improve customer service no matter what the industry. 

    Banks and financial services providers have been some of the early adopters of chatbot technology.  For example, DBS in Singapore (one of South East Asia’s largest banks), has launched a chatbot service called the "POSB digibank Virtual Assistant" on Facebook Messenger to let customers chat to the bank online with simple enquiries such as those related to branch locations or foreign exchange rates.

    Now, whilst this chatbot is fairly limited at the moment, DBS claims that by the middle of 2017 customers will also be able to ask for their account balance, transfer funds and make card payments.

    In the United States, financial services organisations such as Bank of America, American Express and MasterCard have all launched similar chatbot services.

    How well do they work?

    As the industry is still in its infancy, there are no standardised metrics for measuring chatbot performance and as a result there is very little “industry-wide” benchmarking data available.

    At a macro-level, the scripted, decision tree-based chatbots generally have lower success rates than the AI chatbots, and even the AI chatbots can still only handle reasonably simple enquiries.  Research seems to indicate that chatbots have between a 60%-85% accuracy rate, but even this depends on what they are being used for.

    Companies like DigitalGenius are trying to improve both the adoption rates and the success rates of chatbots by developing an approach, which enables the chatbot software to learn from human-CSRs when encountering difficult questions, much like how a front-line staff member in a call centre might escalate an enquiry to their team leader for advice.

    But chatbots are the future and they are definitely a technology worth investing in. 

    How High is Your Decision Making Velocity?

    How High is Your Decision Making Velocity?

    It’s not by accident that Amazon is a very powerful player in a number of geographies and markets.   

    Its CEO, Jeff Bezos, is much quoted and with good reason. Previously dumped by investors, before being restored to the helm, his personal brand of customer obsession was proven to be hard to replicate. 

    So this year’s annual letter to shareholders is very interesting. It gives four elements of his secret sauce on how to avoid becoming too flabby or irrelevant. Avoiding ‘Day 2’ as he calls it. He expects everyone to act with the fervour and pace of a start-up - hence “Every day is Day 1”. I remember hearing the same mantra from Bill Gates in the mid 90s. It’s hard to do when you’re the biggest target in town.

    Taking inspiration from his letter, do these four factors apply in your company?

    1) True customer obsession - He describes it eloquently: “Customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great”. You need to invent for the customer.

    2) Resist proxies - deeply understand the customers’ stories and lives so you don’t get lost in the data or in the process. Develop your intuition.

    3) Embrace external trends - they are not hard to read up if you keep yourself externally facing. He talks a lot about artificial intelligence (AI). So it’s interesting to see how Amazon is following up the launch of their own contact centre platform with a raft of AI and speech related products on top it.

    4) High velocity decision making - for me, this is particularly interesting as most large scale clients do not get a grip of this easily. Although spending ever increasing amounts of time and money recruiting or developing future leaders, decision making is often un-designed and ill-executed. There is little of what we call “decisionflow” - check out this animation to see more.

     

    You’ll recognise a lot of these symptoms in your company I’m sure: avoidance of being seen to decide. Requests for more data and more time. Reasons to involve others or defer. Lack of budget and the need to build watertight business cases. 

    So take a look at what he has to say about “disagree and commit”. I look forward to your thoughts and comments .

    You can read the whole of the shareholders’ letter here.

    About the Contributor:

    Peter Massey is CEO of London based customer experience consultancy Budd, now an Activeo Group company. Peter is a serial entrepreneur and recognised expert in customer experience. peter.massey@budd.uk.com or @petermasseybudd 

    Contact Centre: The Digital Goalkeeper

    Contact Centre: The Digital Goalkeeper

    The Connected Digital Experience

    I’ve visited the United Kingdom any number of times and enjoy the culture, history, and the food. (Well, maybe not the food as much.)

    Recently I exposed my lack of verbal maturity in a large public forum there by using a sports metaphor to make a point about customer experience in 2017.  As soon as I referred to the game played by more people than any other one in the world as “soccer”, I knew I was in trouble. After my talk, no less than five U.K. residents kindly encouraged me to refer to the game as “football” next time around.

    After my talk, no less than five U.K. residents kindly encouraged me to refer to the game as “football” next time around.

    But I was encouraged by their reaction to my metaphor of how the modern contact centre has become what I refer to as the “digital goalkeeper.”

    While watching a football match while abroad, I noticed the difference in outcomes on two separate occasions. Both times, the play began with the attacking team moving past the first and second lines of defense to zero in on the goal keeper. In the first instance, the keeper made the right choice, anticipating where the ball was kicked, and deflected the ball. Cheers erupted. In the second case, the goal keeper failed at his primary task and the ball whizzed into the net. Groans ensued.

    In the same way, the contact centre of 2017 has the same opportunity. Think of the first line of defenders as mobile, self-service, and emerging bot technologies. Their primary job is to mitigate the need for live assistance, while still providing a good customer experience. These tools are not yet perfected, and you can’t automate every customer situation. When the customer “ball” gets past these lines of defense – the only thing between you and the ball reaching the net is the goal keeper.

    Think of your contact centre as your “digital backstop” and your agents as your “digital goalkeepers.”

    Think of your contact centre as your “digital backstop” and your agents as your “digital goalkeepers.” Due to the exceptions that the first lines of defense create, these are the resources that defend your business from a customer attrition event. (Also known as a goal for the other team.)

    There’s a reason the goalkeeper often is one of the highest paid performers on a football team. Unlike most moments on the pitch (or field for soccer players) the goalkeeper often represents a specific moment of truth between success and failure – literally a split second. Underinvesting in a goalkeeper can have significant consequences – both on the pitch and in your contact centre.

    In 2017, one of your goals should be to improve your defense.  But make sure you don’t forget where the action really gets interesting – with your “goalkeepers” and the “customer net” they protect.

    Contributor:

    Zack Taylor
    Director, Cisco Global Collaboration

    Twitter

    Is Your Contact Centre Ready for Destruction?

    Sidney Yuen – Ex Chairman of Asia Pacific Contact Centre Association Leaders (APCCAL) and an expert in the field of contact centre industry. He has a singular focus to help organizations transform 

    Being in the contact centre industry for over a decade, I have witnessed several changes in technologies, demographic shift and corporate crisis. Yet our contact centre’s processes remain pretty much the same and C-level executives have left us alone simply because the contact centres make little impact on corporate strategies partly due to the fault of the contact centre managers’ incompetence in executing changes and managing processes.  A contact centre exists to cut waste, delight customers and generate revenue. Managing these processes with measurable results will be the key to the success of any organisation. 

    My conversations with CEOs have convinced me that most of them don’t really care about their contact centres as they see their centre as merely managing tasks and not processes. All these can be something in the past, given that the corporates are going through transformation enabled by a new business model and digital strategy. 

    Strategy, Process, Structure  

    Everything starts with a clear strategy and articulation from the top. A well-articulated strategy spells out how we achieve our vision and it gives clarity on who we serve, how we serve and what type of resources required.  We then change our processes enabled by digital means. One insurance company integrates its front and back ends by automating their claim process. They drastically reduced manual tasks through automation and machine learning. They promote self-service via portal/mobile application. These actions result in fraud ratio reduction and timeliness and accuracy of claims. They also turned its contact centre as a revenue generator by re-training their contact centre professionals.  

    New Key Performance Indicators (KPIs), New Behaviors 

    We all remember the traditional KPIs of a typical contact centre. Most of them were set by technology vendors. Thus, most of them are operational in nature and after all these years, most of them are so outdated that by deploying them, it would not just be a waste of time and effort, but also is detrimental to growthOnly a handful of the best practice contact centres are using new KPIs such as revenue per CCP (Contact Centre Professional), NPS (Net Promoter Score), CPC (Cost per Call), PAI (Percentage of Avoidable Input), Customer Retention Ratio (CRR) and Customer Acquisition Ratio (CAR). All these measures will only be trackable if you have mapped out new processes. As process maps enable you to peel away the complexity of your contact centre structure and internal politics and focus on the processes that form the heart of your business.  

    What’s Next? 

    I believe that that Digital Journey is critical to the survival of any company, big or small.  Contact Centre Heads must get themselves to become part of this effort and offer their contributions, since they can represent the voice of the customers. They have the creditability and knowledge of how their customers feel about their services/products.  

    In summary, below is a must do list. Once you’ve embarked on these actions, you can expect a strategically important unit and to become a key member of the senior management team. 

    1. Understand your company’s digital transformation strategy, integrate some digital marketing KPIs to your centre. E.g. mobile traffic, engagement on website, number of new leads etc. 

    1. Learn about E-Commerce, Social media, Cloud platform, Self-service model, cyber security, Artificial Intelligence and data analytics 

    1. Enhance the quality of the voice of customer through any of the above tools 

    1. Revamp your Contact Centre processes with new measures that align to your digital strategy 

    1. Set bold and “unreasonable” goals like 100% customer satisfaction or 100% improvement on Net Promoter Score or 100% of avoidable input 

    1. Mentor and coach your team with a change of mindset and new skillset 

    1. Visit other centres and learn best practices through benchmarking of other industries 

    It is not going to be easy, yet, by going on this path with your digital team, it will greatly enhance your ability to deliver excellent customer experience.  

    Qualities that make you an Effective Trainer- Part 3

    Listening:

    Listening helps you in self-awareness and also knowing others around you. When interacting with your audience, communication is an essential component that a trainer must have. However communication is a two way theory and that is why with communication, a trainer should develop great listening skills. When I listen to my audience, I always apply the 95:5 rule, which is 95% listening and 5% talking. Listening helps you to empathise and build rapport with your audience. Being an expert in that topic might motivate you to communicate or share a lot of things, which is good. However remember to pause at the right time and listen to your audience. They might have a something critical to share with you and I'm sure you don't want to miss out on that.  

    Facilitation:

    Last but not least, the most crucial point that not only makes you a great trainer, but also remains as the key to how your audience appreciates your efforts, is on how you facilitate the entire training programme. In my words I would define Facilitation as an:

     "Art of anchoring your training programmes, activities and discussions in such a way that, it is highly engaging and can be easily understood by anyone".

    Facilitation helps you to anchor your training programme accurately. For example, if you are training on a topic about ''Negotiation'' and you have an activity on that, during the activity/discussions, you need to stay with the audience, help them if needed and understand each and every person's perspective or point of view. This also helps you to understand whether your audience is participative or not. One of the best ways of facilitating is asking questions and de-briefing at the end of the training/activity/discussion. One way that you could debrief your audience is by asking questions, like:

    1) What was their learning?

    2) How did this benefit them?

    3) Would they be able to relate this to the topic?

    by Harish Subbaraman, Singtel
    Best Contact Centre Trainer 2016 

    Read Part 1 | Read Part 2

    Best Practices: Motivating Contact Centre Agents

    Most would agree that being a contact centre agent is a stressful job. Difficult customers coupled with the stringent monitoring of their work statuses can cause even the most resilient agents to drop their heads in defeat.

    Quoting Richard Branson: “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”

    People react and perceive management styles and incentives differently. How should we, as contact centre managers seek to motivate and care for our staff so that they deliver quality service?

    1. Engage in Frequent Effective Manager-Agent Communications

    In the service sector like ours, contact centre agents are essentially the backbone and supporting structure of the organization. It is necessary to communicate and remind them that they are the important cogwheels of the organization. Their every action contributes and reflects the intent of the organization. Communicate with them to build rapport and foster a bond. Communicate to them on why certain things are done in a certain manner. Communicate the value they each hold to the organization. Let them know every little bit of contribution adds up to a whole as a team.

    Additionally, having avenues for bottom-up communication allows agents to have a say in making decisions. Agents enjoy being heard. This will help to promote a sense of belonging to the organization and value add to their work lives.

    2. Let Agents Do Something Else for a Change (Take Turns of Course!)

    Having been an agent for three years myself previously, I never saw myself doing anything more than just attending to customers. Breaking away from the mundanity of taking calls can go a long way in keeping agents motivated.

    Send them for courses, involve them in upcoming projects, and let them participate in organizing departmental activities, rotate their jobs around the contact centre. You name it. These staff movements, no matter big or small, carry a myriad of benefits to agents’ development. Agents can look further ahead and anticipate potential involvement in other activities in the contact centre. This helps to keep agents engaged in their work on a long-term basis.

    3. Recognize Good Performance

    The importance of employee recognition cannot be understated. A pat on the shoulder, a simple “well done” or even something more specific such as, “I like your tone of voice! Keep it up!” can go a long way in keeping your agents’ spirits up.

    Have a structured and organized system to recognize good performance, with realistic targets which every agent can work towards. Public performance recognition, e.g. “wall of fame” can drive agents’ competitive spirits, to the benefit of the organization.

    There is no one-time fix-all solution to inspire agents to achieve better morale, productivity and quality in their work. It is always a work-in-progress which managers have to actively tweak around. By employing the above basic strategies, contact centre managers can keep their agents well-motivated.

    Author:

    Dean Chong Kian Boon
    Contact Centre Team Manager
    SP Group
    LinkedIn

    Hero of the Day -Will This Novice Swear Off Investing?

    Mr. Tan¹ was interested in investing in stocks via a trading website based in the UK. As a novice, he wanted to deposit only USD 250 into his account with the website to cover his purchases for the initial period. After doing so, he got a call from the website’s representative, persuading him to deposit another USD 250. 

    While hesitant, Mr. Tan succumbed and provided the required debit card information to allow the representative to proceed with the transaction. The next day, he had second thoughts about his participation in trading and decided to withdraw USD 499 out of the account. 

    But instead of doing so, Mr. Tan unwittingly requested for an additional deposit of USD 499! So a total of USD 999 was stuck in his trading account. As the trading representatives were unwilling to assist and the credit and debit cards he used for the transactions were issued by DBS, he called our hotline. 

    Vani listened intently as Mr. Tan related his plight. She suggested cancelling his debit card to prevent further unauthorised transactions by the website and advised the customer to approach the website again to reverse the transactions. Concurrently, she would escalate the case to initiate a claims dispute.  

    She also promised to monitor Mr. Tan’s accounts for any further activity. This combination of approaches did the trick and he eventually got his money back. Mr Tan was deeply appreciative: 

    "I would like to convey my thanks to you and your team for helping me. I am impressed with the trouble you took and your advice helped me get back what I have lost. This is very important to me and I would like to show my gratitude through this compliment.” 

    ¹Name of customer has been changed to comply with the Banking Act - Banking Secrecy. 

     

    Past Award Judges Interviews

    Jun Lau,
    Business and Organisation Design Lead,
    Lavaworks

    Hi everyone, my name is Jun. I run an enterprise and collaborate with like-minded practitioners on organization development and service innovation projects regionally. 

    Serving as the Head of Education and Executive Committee Member of CCAS from 2006 - 2009, I’ve always enjoyed being part of a team, looking at learning and development initiatives for the industry. In 2009, I was invited by CCAS to be part of the judges’ panel for CCAS International Awards. It has been a deeply enriching experience for me as I served as a Judge for the last 5 years. Through this journey, I learned that failures in life are not fearsome, it is the failure to learn from such experiences that can hinder a person from realizing his or her potential.  Winning an award at CCAS goes beyond receiving recognition for excellent work in the industry. I believe the award marks the beginning of something beautiful and intangible because the learning experience that you’ve gained at CCAS is the cornerstone of how success can look like in the next 5 years, for the individual as well as for the organization. 

    For 1st time participants, I’d say to them, “Give your best! Discover more about yourself, your team and your organization by participating enthusiastically in the CCAS Awards. Enjoy the learning journey!”

    This industry is like none other in Singapore because you'll find siblings from another mother there! Over the years I've developed strong friendships with centre managers and professionals who are fun-loving and passionate about the work they do. Seeing how their organization has developed and how their teams have grown professionally always bring delight to my heart. Never under estimate the power of revealing your vulnerable, authentic self, to the judges. Let your inner self shine through. Go for Gold! We always know when we see one! All the best to all the talents out there!

     

     

     

     

    All interviews by Augustin du Payrat.

    Past Award Judges Interviews

    Sydney Yuen,
    Chairman, HBC

    Can you introduce yourself for our readers?

    I am an investor, I am an entrepreneur and I am an advisor. My personal goal is to help companies or individuals to be successful. I had been the chairman for APCAL for 4 years and I have been the chairman for HK Contact centre association for 6 years. I got my first call centre experience in 1988 when I ran the contact centre operations for American Express.

    How did you get to become a CCAS judge?

    I have been involved in the call centre industry for APCAL in the region for years. I have been a judge for Singapore, Malaysia, HK and China for the past 10 years - Combining over 500 and over a 1000 applicants.

    Tell us more about your experience as a judge. What did you learn from it?

    The common learning from all this judging: it’s all about elements of strategy, process, technology and people. That involves customers as well as employees. This learning is obviously from different industries and different countries. That’s where the motivation to be a judge comes from: cross fertilization of learning is such a powerful thing. 

    What makes the CCAS awards so valuable?

    Winning an award will give your customers the confidence that you can serve them well. Because Singapore is similar to Hong Kong, a high cost country, customer expectation is higher. Using the logo of CCAS will add tremendous value therefore from a market differentiation perspective. 

    What advice do you have for first time participants?

    Enjoy the ride. Learn from each other. There is always something to learn. Particularly in a time of change where a lot of KPIs are going through transformation. It’s always a good idea to learn from experienced judges. They can share innovative insights because of the very fact that they are assessing many awards entries.

    What makes this industry special in Singapore as opposed to other countries?

    I have talked about it earlier. Singapore is a high cost country. Most of the regional headquarters in South East Asia are in Singapore. There are a lot of international customers and corporations. Therefore you want to give here an example of great customer service, and call centre is always the front end of the customer service journey. 

    Tell us a story – Without revealing who that was, what’s your funniest time as a judge?

    When we were assessing a centre, the participant showed us a graph demonstrating that the call centre satisfaction was very high. When we asked whether we could call the centre right now she said ok. We called and waited for 10 minutes – nobody answered. The lady got very embarrassed and we all had a laugh at it. 

    The morale of that funny yet embarrassing story is that statistics can lie. Customers expect you to answer the right way all the time. It’s a constant challenge. Sometimes the judging process is a wake-up call. 

    Last but not least, what’s your advice to future participants wanting to win gold?

    There are three things for any call centre that wants to be a best practice call centre. 

    1.It has to be driven by customer requirements

    2.It has to be data driven

    3.It has to be seamless. No matter what channel you use, web, chat etc it has to be seamless

    Winners will focus on simplicity, speed, and anytime anywhere. Always one step ahead of your competitors. One more thing: Go to the award judging as if you have already won. You just tell your judges how you achieved excellence with that mindset. Customer success has to be 100%, not 90% or 95%.

     

     

     

    All interviews by Augustin du Payrat.

    Past Award Judges Interviews

    Chan Fook Yee,
    Vice President
    CCAM (Contact Centre Association of Malaysia)

    Can you introduce yourself for our readers

    My current position is the Vice President of CCAM (Contact Centre Association of Malaysia). I am also the managing director of a recruitment agency that focuses on bringing contact centre foreign resources to Malaysia or Singapore. At the same time, I am as well the business acquisition officer for Redberry contact centre in Malaysia. 

    How did you get to become a CCAS judge?

    I have been a CCAS judge for many years. Too long for me to recall. I am guessing it came from activities I made at APCCAL, as I was a conference speaker in many of the events held. During the time, I was also the executive director for CCAM and we had cooperation events with CCAS. 

    Tell us more about your experience as a judge. What did you learn from it?

    It’s always tough to become a judge. It requires a lot of commitment, in terms of responsibility, time and knowledge. You need to be up to the level. You need to judge with integrity, honesty and professionalism. It’s very important to keep the knowledge up to date, to always stay current, and know the state of the industry. Of course though, judging is a lot of fun as well. 

    It’s an era that is quite interesting. You meet judges from different countries. You see that the service expectations are driven by the culture. You learn a lot of new things by judging side by side with other judges from around the world. You meet new people and all learn from each other.

    What makes the CCAS awards so valuable?

    The CCAS has been inviting me as a judge and I accepted for various reasons. The organizing team is very professional. They always seek improvement. Get new ideas. Share with members. The support of members is fantastic. They come back every year, seeking more awards and seeking feedback to know if they have improved operations. The CCAS are also interesting because they are open to other countries. It enables to get regional knowledge and get comparisons with other countries way of doing things. It’s really the most regional awards. Last but not least, the awards committee, the Exco… are making this process very comfortable, and give a lot of appreciation. 

    What advice do you have for first time participants?

    This is something I always address during the post awards briefing and symposium. First timers should not feel that old timers have the upper hand. You can win as a first timer. You need to focus on the contact centre, not the company. Some newcomers focus on describing their company as a business. Also understand it’s an award, it’s not a report to top management. You need to Wow the judges and you have very little time. You need to strategize. Use the time allocated. Know your winning assets. Why do you deserve to win? What makes you special compared to others? What efforts have you made? Results should not be “green” all the way – it’s all about strategies to address targets, and it’s natural to have challenges. The question is how well you overcome issues. It’s about how well the team performs in good and bad times. It’s very common sense. You need to know as well how much your contact centre contributes. It’s not about producing a report, and remember Singapore is a mature market – everyone has structure, process, people and technology in place. It’s about what makes you unique, what makes you the best.

    What makes this industry special in Singapore as opposed to other countries?

    I have been a judge for more than 10 years. I judge in many other countries. China, Malaysia, Indonesia, even the world’s awards. What makes it special here, is the quality of the awards. The quest to find the best is a true quest. And these awards are supported from all parties – the committee, the members, the sponsors… 

    Tell us a story – Without revealing who that was, what’s your funniest time as a judge?

    To be honest, the Singapore judging experience is very professional. Not “funny”. I have seen experience in other countries where people try to impress the judges by doing things like singing or dancing. And in some companies, the candidates are spending ages just to thank everybody in the top management. Singapore – very professional!

    Last but not least, what’s your advice to future participants wanting to win gold?

    The first thing in mind should be to understand the winning factors. What makes you special? Better than other people? Individual or corporate categories alike - You need to do the right thing. Be honest – the judges don’t judge your English. Be prepared – if you don’t come well prepared, it will upset the judges. And also, don’t forget, you need to prepare to WIN. It’s not like presenting a report to management; it’s about presenting winning factors. We will always ask you: Why do you deserve to win? That should be your first question to ask yourself. Anyone who has been selected by their company to participate in the awards it already a winner – now, it’s about telling us why.

     

     

     

     

     

    All interviews by Augustin du Payrat.

    Past Award Judges Interviews

    Anita Bowtell,
    Director, AusContact

    Can you introduce yourself for our readers?

    I have been part of this industry for several years, working across multiple verticals.

    I led the CCMA (Customer Contact Management Association) as President for 7 years, and have participated in the Judging process for CCAS and other industry Associations in the Asia Pacific region for 10 years. I co-founded APCCAL (Asia Pacific Contact Centre Association Leaders) in 2008, where I am active as a Life Member and am currently a board member and director of AusContact.

    I continue to work in the industry, providing Customer Experience, Sales and Marketing consultancy.

    How did you get to become a CCAS judge?

    I was invited by the CCAS to become a judge at the time when the entire judging process was conducted face to face. I spent 6 weeks in Singapore visiting many companies, and meeting so many people, many of whom I am still in contact with today. This was probably my first real introduction to Singapore and what an enjoyable introductory experience that was!

    Tell us more about your experience as a judge. What did you learn from it?

    I’m always very excited to be a part of the judging process and to see the advancements and successes from previous years! In terms of learning, the first thing I noticed is the diversity across the AsiaPacific region and how much larger, the majority of the contact centres are, compared to those in Australia.

    In Singapore itself, I quickly realised the Contact Centre Industry is much larger than I originally thought, particularly around outsourcing, and that the issues facing recruiting, retaining and rewarding people working in the industry are intrinsically the same across the globe.

    I’ve also witnessed the constant challenges Customer Service and Sales face in an ever-changing environment, when competing to excel at providing Customer Experience.

    While at the same time, the Customer Experience bar continues to raise and organisations are constantly faced with the challenge of keeping the globally and socially educated customer engaged, retained and interested.

    What makes the CCAS awards so valuable?

    The value really is in the process that takes the individuals, teams, departments and organisations through a performance evaluation and discovery journey.

    This journey often results in the dissection of current practices, attitudes and ideas, and the benefits that materialize in the realization that sometimes the adoption of simple changes can make a world of difference to the end delivery, or consequently much more robust effort is needed for the changes required.  Either way the journey begins.

    I am also always pleased to see those who have come through the ranks to senior levels within the business as they become the future advocates for the Customer Service and Sales arms of the organisation

    The awards themselves allow for the sharing and comparing of information and of course the end result is the individual and company recognition in the industry, amongst peers and within the organisation itself.

    What advice do you have for first time participants?

    Be honest, what I mean is, we are not always looking for the right answer or the correct process or procedure.

    What we want to understand is that you know your business, the metrics or processes, or whatever is part of the category you are competing in, and that you can demonstrate you are capable of what is required of you to enable yourself, the team or the organisation to be successful. 

    If there are situations where success has not been achieved, we want you to demonstrate you are able to identify the pain points and can successfully put in a plan to manage a positive outcome. 

    DON’T; please don’t read your notes. This makes you appear to be unprepared or that you don’t know the answers without reference to your notes.

    What makes this industry special in Singapore as opposed to other countries?

    Apart from being a beautiful country and city, in terms of the industry I am pleased to see It pays reasonably well compared to some countries in the same region where contact centre salaries are at the lower end of the scale. 

    Singapore and the contact centre industry compares well to other established countries, attracting continuous interest in employment which is carefully managed by the Government to provide the balance between new and existing talent.

    I really love Singapore, it’s an international city, that attracts a lot of attention and events making it a desirable international business and tourist hub, that supports a diversity of cultures and languages. 

    Tell us a story – Without revealing who that was, what’s your funniest time as a judge?

    There are a lot of stories, however I must say when judging the Individual awards categories, we have interviewed some pretty incredible characters who certainly add value to the dynamics of this industry.

    Last but not least, what’s your advice to future participants wanting to win gold?

    Embrace the process.

    Be confident, I understand sitting and answering questions in front of a judging panel can be intimidating or daunting, but we actually want you to succeed, and we will keep asking questions to get to the answers we want in order to give you the best possible chance to have a successful judging experience.

    Know your business, particularly your metrics. I am not concerned who puts the PowerPoint presentation together, the bottom- line is, make sure it represents you and what you do, and that you can talk to the information included in the presentation on the day.

     

     

     

     

    All interviews by Augustin du Payrat.

    Past Award Judges Interviews

    Mimi BECK
    Section Head, Service Management, School of Business and Services,
    ITE College West

    Can you introduce yourself for our readers?

    I was one of the judges from the 15th CCAS awards.  I am the head of ITE College West, Section Head of Service Management. Our niche is to groom students for the communication sector particularly contact centres and telco companies.  

    How did you get to become a CCAS judge?

    ITE Colleges West has always been a member of CCAS and we have a niche course on grooming students to be contact centre professionals. In that capacity I have been linked to the contact centre industry for many years, from teaching to developing syllabus with industry professionals and following up with the insertion of past students.  

    Tell us more about your experience as a judge. What did you learn from it?

    I accepted the role with high expectations. Indeed the candidates and the rigorous assessments exceeded my expectations.  The experience encapsulated my mantra that 'great service starts with ME'. Contact centre agents play a crucial role in meeting all the promises made.  

    What makes the CCAS awards so valuable?

    It "Recognise, Acknowledge, Reward and Enable" (RARE) professionals who continuously 'WOAH' customers.  

    What advice do you have for first time participants?

    Bring the whole team to the interview. Maybe hire a cheerleading team if you can afford. It has a lot to do with having the right attitude on the day. 

    What makes this industry special in Singapore as opposed to what you see in other countries?  

    Well, this is an ever-green industry in Singapore and everywhere else. With an increase in human mobility and connectivity, engagement with customers must be highly accessible and quick-fix solutions dispense by contact centre professional becomes a prerequisite.  Whenever I experience a good service call, naturally I will conclude... "They should bring home some CCAS awards".  

    Tell us a story - Without revealing who that was, what's your funniest time as a judge?

    Funniest = fondly remembered. I remember one of the "professional of the year" award contestant for his enthusiasm to be WELL prepared. He resonated the core mission of ITE - which is to train hearts-on, mind-on and hands-on human talent for Singapore manpower landscape.  

    Last but not least, what's your advice to future participants wanting to win gold?

     

    Never stop surprising yourself and customers.  Be there for them.  

     

     

     

    All interviews by Augustin du Payrat.

    2016 Award Winners Interviews

    Best Contact Centre Professional of the Year (Above 100 Seats)

    What is your name and which organization do you represent?

    I am Muhammad Azri. I am representing M1 Limited.

    What award did you win?

    I won the gold award for the Best Contact Centre Professional of the Year (Above 100 Seats).

    Tell us more about yourself. How did you fall in the contact centre industry?

    Since day one, I have always loved talking to people. I would rather be talking to people rather than to get stuck on a desk bound job. 

    What is your secret to win gold? What tip do you have for other contact centres?

    I basically serve customers the way I would want to be served. This is how I pick up every call.

     

     

     

    All interviews by Augustin du Payrat and Stamford Low

    2016 Award Winners Interviews

    Best Contact Centre Team Leader of the Year (Between 20 to 100 Seats)

    What is your name and which organization do you represent?

    My name is Madeline. I am from Citibank Singapore Limited. And I am very glad to have received this award.

    What award did you win?

    The Best Contact Centre Team Leader award. It’s actually between 20 to 100 seats.

    Tell us more about yourself. How did you fall in the contact centre industry?

    I joined as a part timer actually, with no knowledge of what a contact centre is all about. As I continued to work on, I became a full timer. I kind of liked that role. It’s a very good opportunity for me to learn really a lot.

    What is your secret to win gold? What tip do you have for other contact centres?

    Be true to yourself. Love the job. Just drive the passion.

     

     

    All interviews by Augustin du Payrat and Stamford Low

    2016 Award Winners Interviews

    Best Customer Service Professional of the Year (Between 20 to 100 Seats)

    What is your name and which organization do you represent?

    My name is Kim Khaw. I am from DHL Express.

    What award did you win?

    This category is the Best Customer Service Professional of the Year (Between 20 to 100 Seats). And I won the gold medal.

    Tell us more about yourself. How did you fall in the contact centre industry?

    This is my first job. Customer service is a passion. The motivation I get from my supervisors and from the customer compliments. It keeps me very strong.

    What is your secret to win gold? What tip do you have for other contact centres?

    My secret is to be true to yourself; To be natural; To share your experience to the judges; To wow them. 

     

     

    All interviews by Augustin du Payrat and Stamford Low

    2016 Award Winners Interviews

    Best Contact Centre Support Manager of the Year

     

    What is your name and which organization do you represent?

    I am Daniel Chua from NCS SingTel and I am very proud to be a gold winner today.

    What award did you win?

    I won the Best Contact Centre Support Manager of the Year. I am the business analytics manager in my contact centre. What we do is reports and analytics for our outsourced clients.

    Tell us more about yourself. How did you fall in the contact centre industry?

    I started in the Contact Centre industry as a reporting executive a few years back. I got the opportunity to support my team. I learned from my bosses all the ropes, what is supposed to be done as a support manager and also how to value add to our clients.

    What is your secret to win gold? What tip do you have for other contact centres?

    As a support manager, our role is mainly a support role. We need to work very closely to the operations team. They must be our priority in everything we do. At the same time we also need to look after our support team members. They are the reason why I go to work every day. Their contributions to the team; what they do every single day really really make the difference, for me and for the organisation. These are my tips.

     

    All interviews by Augustin du Payrat and Stamford Low

    2016 Award Winners Interviews

    Best Contact Centre Manager of the Year (Between 20 to 100 Seats)

    What is your name and which organization do you represent?

    I am Sherlyn. I am from DHL Express Singapore Pte Ltd. 

    What award did you win?

    I won the Best Contact Centre Manager of the Year 2016 award.

    Tell us more about yourself. How did you fall in the contact centre industry?

    I started at the age of 21. I believe in starting from the lowest level in the organisation. So I started as a customer service professional because I think it’s important to be in this role. I know the company well enough in order to be able to provide best service. From there that’s how I moved up to my current role today.

    What is your secret to win gold? What tip do you have for other contact centres?

    The reason for my success today is because I have put in a lot of effort myself in making sure that I am able to handle everything that my team handles. I can pick up a call and speak to a customer myself. I can also manage a team just like my supervisors do it. And I make sure that whenever they need my support I will be there to do exactly the same thing like how they do it so I will be able to get their support. Together with them, I am able to win this award.

     

    All interviews by Augustin du Payrat and Stamford Low

    2016 Award Winners Interviews

    Best Contact Centre Manager of the Year (Under 20 Seats)

    What is your name and which organization do you represent?

    I am Cheryl from ANZ Bank.

    What award did you win?

    I won the Best Contact Centre Manager of the Year award.

    Tell us more about yourself. How did you fall in the contact centre industry?

    I have ten years of customer management experience. I started as a phone banking officer in the contact centre. I like to communicate with customers. I could not do an admin job so I thought customer service is something I would be good at and that’s why I joined the contact centre. 

    What is your secret to win gold? What tip do you have for other contact centres?

    I think first and foremost you must be good at what you do. The passion; The drive; The commitment. Second thing is that you never stop to learn. For myself I am always hungry. I visit other organisations and I have to think how it could apply in my own contact centre. 

    The passion and learning are the key things.

     

    All interviews by Augustin du Payrat and Stamford Low

    2016 Award Winners Interviews

    Best Contact Centre Team Leader of the Year (Above 100 Seats)

    What is your name and which organization do you represent?

    I am Trixie Ann Moissinac and I represent Mobile One Ltd.

    What award did you win?

    Best Contact Centre Team Leader of the Year.

    Tell us more about yourself. How did you fall in the contact centre industry?

    I was in this line for 15 years. It was my first job. I have been very fond of customer service that’s why I still do it.

    What is your secret to win gold? What tip do you have for other contact centres?

    If you put your heart and your soul into doing something, I think whatever comes from within will be something that you can proud of. It just comes from within. I guess this is what I can say.

    I also have a very support company who has always been here for me. Thanks to my bosses and especially to Stamford who has always been there for me during all this journey.

    All interviews by Augustin du Payrat and Stamford Low

    Former CCAS Award Winner Testimony

    Past Experience as a Winner of the CCAS International Contact Centre Award 2007

    Participating in this competition was an eye opener for me since I was very new to this industry back then. Receiving this award was a huge milestone for me as it not only motivated me massively; it went on to help build my confidence to take on different enriching senior roles.

    In my 10 years with SP Services, I have been given endless opportunities to excel in. I was groomed from an Agent to a Mentor, a Trainer, a Team Leader and now, a Quality Coach. Even till date, looking at this award continues to motivate and encourage me. Together with my passion for customer service, I am determined to put in my best for SP Services for many more years to come.


    Pauline Ling
    ,
    Quality Coach, SP Services 

    Best Practices and Trends

    Qualities That Make You an Effective Trainer- Part 2

    Patience:

    Patience is a virtue. Many people think that a trainer's job is a glamourous one, where they only need to stand, face the audience and give a talk. Looks simple, right? In reality a trainer's job could be very tiring and tedious, especially the preparation that is needed before and after the training. A trainer's role involves multi-tasking, a lot of interaction with people and on top of that, paying attention to details by being an effective listener. While you are multi-tasking and focusing on various things, this role can sometimes test your patience, especially when you have a challenging audience.

    Great trainers manage their emotions well and have a good self-control. They exhibit one of the best qualities, which is being patient to people and in everything that they do. People like to deal with people who are patient and understanding. Developing patience is a must and a great asset for a trainer.

    Empathy:

    Empathy is understanding an issue from other's point of view. One of the reasons your audience attends the training programme is to step up in that specific topic. It is possible that your audience might share their experiences and concerns. This could be positive as well as negative. When you listen to these experiences or concerns, try to understand it first from their point of view and then explain how they could work on it by using the techniques they have learnt. For example, when your audience brings up a concern or an issue and they sound negative, do not immediately give an answer, especially when you want to disagree. Be empathetic, understand from their point of view and then take your time to answer. This way, your audience will certainly understand that you are on their side while you are making your stand clear.

    Rapport:

    Rapport is a powerful component in making you a great trainer. It is not only about greeting and saying “Hi” to your audiences but it's about understanding a common interest and creating a connection. It is not only with words, but also by matching and mirroring your audience's feelings and expressions. World-renowned motivational speaker, Tony Robbins once said that "Rapport is created by feeling of commonality". A strong rapport helps you to make your relationship stronger with your audience. Remember that, people may not remember you, but they would remember what you have done for them. A strong rapport helps you, not only to get closer to your audience but also to understand and serve them better.

    Stories:

    This will be a key to make your presentation and training memorable. People make decisions with a lot of emotions. Even a major decision like whether the training that you delivered was good or average. Sharing stories not only helps your audience to connect practically with the topic but it also helps them to remember those for a longer time. So next time when you are training, remember to share a story that will help you to leave an impression in your audience's heart. One of the secrets on why some of the TED talks are viewed online so many times is because the speakers were able to connect with their audience by sharing a personal story that touched their hearts. Carmine Gallo in his book "Talk Like TED" revealed that it is a common practice that TED speakers need to prepare a story, so that it touches the audiences’ heart that makes it a memorable one. In my opinion, as a trainer, stories can win your audiences’ heart and make you their favourite trainer.

    Read Qualities That Make You an Effective Trainer- Part 1 here

     

    Author:
    Harish Subbaraman, Singtel
    2016 CCAS International Contact Centre Awards Winner
    Best Contact Centre Trainer of the Year

    LinkedIn 

    Best Practices and Trends

    Journey Maps Driving Omnichannel Transformation

    Omnichannel, despite being a buzzword, is generating a lot of positive attention and creating a sense of urgency towards change and improvement of customer experience. Understanding the concepts driving this discussion is essential. Equally important is knowing how to actually go about envisioning, developing and implementing Omnichannel solutions. Traditional approaches to requirements discovery and analysis (channel by channel) are not likely be successful.

    From experience working with innovators in Singapore and across the region, the most effective mechanism for Omnichannel design has proven to be: Customer Journey Mapping. We learn so much by “walking a mile“ in our customer’s shoes, not only in terms of understanding how (and why) he or she transitions from one touchpoint to another but also where channel friction can create a negative emotional response, impacting customer satisfaction.

    Journey Mapping is not new. In fact, it predates the concept of Omnichannel. It just so happens that in recent years the two concepts have proven to complement each other very effectively. Journey Mapping is not a strictly-defined methodology. Different approaches have been shown to work more or less effectively in different customer scenarios. Some organisations take a very high level, marketing-focused approach while others also delve into the practical implications of two-way communication and the application capabilities required to support the journey. 

    Sample Template

    Critical in all cases, is support from across the organisation. By its very definition Journey Mapping must include a broad cross section from teams such as: marketing, sales, contact centre, branch, digital and others according to your organisation. Furthermore, both management and operational knowledge is required in the room if a Journey Mapping workshop is to be successful.

    Also critical to success of such a workshop is the selection of journeys to be mapped. Customers interact very differently according to demographics and market and it’s impossible to consider everybody in detail, so narrow your focus. I would suggest starting with a journey in your most profitable customer segment. Secondly perhaps an influential or upcoming segment, eager to try new products and promote your brand. Thirdly you could consider difficult personas, such as those making lots of complaints. Fixing their problems could unlock resources for more productive purposes. Select carefully the specific journeys most likely to influence the profitability and success of your organisation.

    Tools such as UXpressia can be helpful for documenting Journey Maps

    Tools such as UXpressia can be helpful for documenting Journey Maps

    Finally, make a clear distinction between your process of mapping current journeys and brainstorming how to improve them. Don’t fall into the trap of trying to appreciate and improve at the same time. Make sure everybody in the room has a clear understanding of the current end-to-end journey before embarking on the detailed definition of an improved, future state.

    “Change your thoughts and you change your world,” wrote Norman Peale. Let’s change how we think about Omnichannel solution design in order to successfully deliver on the promise of seamless customer experience. 

    Author:

    Martin Porges
    Strategic Consulting Lead APAC
    Avaya 
    LinkedIn | Twitter

    Best Practices and Trends

    Financial Services and Customer Experience: Digital Needs a Human Touch

    Digital technology is fast transforming the financial services (banking and investment) contact centre industry. Customer experience (CX) is now recognised as a key differentiator. It has become the top indicator of strategic performance in the boardroom and the top driver for self- and assisted-service contact channel options. Yet 2016’s Global Contact Centre Benchmarking Report highlights that digital channels could be more powerful if shown more of a ‘human touch’.

    The evolution of the contact centre revolutionised the customer experience by offering a multichannel experience for users. Over the next four years, personalisation and proactive CX will come to the fore and offer an automated contact technology that results in digital-primed CX as opposed to simple telephone-primed CX.

    Another important element of customer experience is the impact of analytics as it applies to the digital channel spectrum. Customer analytics which makes intelligent sense of customer interaction data will drive the personalisation of services, adding a ‘human touch’ and create CX differentiators.

    This offers unlimited possibilities for the financial sector, given that communication between customers and client organisations in this sector thrives on a differentiated customer experience. The true power of CX gives competitive advantage; top strategic performance measures, and dominates the service revolution.

    Author:
    Harold Thng,
    Customer Experience Director, ASEAN
    Dimension Data Asia Pacific

    Hero of the Day

    He couldn't have asked for a better CSO!

    Mr. Song¹ called our hotline to check on the details of a transaction on his POSB Account. The customer then enquired if it was possible to obtain transaction statements close to that period.

    Ryan advised that while it was possible, there would be document retrieval charges involved. When he probed further to understand the purpose of the request, Mr. Song shared that he was currently involved in a property-related lawsuit with his family. Mindful that the customer was going through a difficult time, Ryan empathised with his predicament and offered to do his best to help.

    Mr. Song confided that he needed the statements to prove that he did not receive a lump sum payment of SGD 15K to any of his accounts – money that was supposedly used to partially finance a property with his family. Retrieving these old documents required manual sifting to look for specific transactions, a tedious affair that may take up to three working days.

    But as Mr. Song needed them within a week, Ryan acted decisively to prioritise the task and went through account transactions over a three-month period across two accounts. Within a few hours, he followed-up with the customer to confirm if the records he retrieved were indeed the ones that were required!

    Ryan then made arrangements to send Mr. Song the statements. He also told the customer to ask directly for him if he had to call the hotline again for any related issues. 

    Astonished by what he thought was amazing service, Mr. Song wrote in:

    "I am really impressed with the service he provided and would like to take this opportunity to thank him, and at the same time, let DBS know what a wonderful staff you have!"

    ¹Name of customer has been changed to comply with the Banking Act - Banking Secrecy.

    Contributor:
    Weilin Yu,
    OD Specialist
    DBS Bank
    LinkedIn

    Best Practices - Training

    Qualities that make you an Effective Trainer- Part 1

    Approachable:

    This is a key ingredient to be a great trainer. People hesitate to clarify their doubts or concerns because they are often concerned on how this trainer would react when asking questions. One of the ways you could work on being more approachable is to smile often, (I mean a  genuine smile) when meeting or interacting with your audience. One of the easiest way to practice smiling, is to try practicing it with your friends and family members on a regular basis. 

    Passion:

    Just like how an aeroplane needs a  thrust to lift itself up from the runway, a trainer needs passion to lift their personality and take off smoothly in front of the audience. You have to make it visible to your audience that you are really passionate about training and interacting with them. Being passionate is one of the basic criteria that any trainer should have. If you are a trainer or you are planning to dive into this field please remember that, being passionate makes you an extraordinary trainer.

    Knowledge:

    A great trainer not only possesses a sound knowledge on the topic to be delivered, but at the same time knowledge on other topics. For example if you are a soft skill trainer addressing a group of engineers on customer service, it would be good for you to have a little bit of knowledge on engineering topics as well. This additional knowledge not only helps you to link both the topics well, it also helps you to gain more credibility and respect from your audience.  

    Humour:

    "Laughter is the best medicine". We have heard this many times and it's really true. Humour is a very important part in everyone's life. I'm not saying that trainers need to be a stand-up comedians, but as a guru it would be a good initiative if you are able to bring that smile on people's face. If you are not good at being humorous, you could always research a few jokes from online sites or videos which are relevant to the situation and the topic that you are going to train about. 

    Contributor:
    Harish Subbaraman
    Learning & Development Specialist
    Singtel

     

     

     

     

     

    Festivities in the Centre

    Festivities in Aegis’ Contact Centre

    Aegis Malaysia is truly symbolic of the phrase “Truly Asia”. We are home to employees of over 30 nationalities and truly a cultural melting point. As champions to the cause of Diversity & Inclusion, we celebrate festivities that cater to the joy and sentiments of all our employees. Festivals such as Hari Raya, Chinese New Year, Deepavali and Christmas to name a few apart from several other festivals pertaining to the employees from other countries are celebrated with enthusiasm and fervour.

    We also conduct several indoor and outdoor games and events with exciting giveaways and prizes. Aegis has emerged as a powerhouse of talent in the realm of music, dance, oratorical skills and several other cultural avenues. Aegisites have constantly showcased and surprised all with their amazing inherent skills.

    For every event and festival, Aegisties across the organization join in celebration as one united family.


    Contributor:

    Shetal Doshi
    Aegis BPO Sdn Bhd

    CCAS EXCO Pet Project 2017

    Next Generation Talents

    Working with various institutions in Singapore to promote the contact centre industry, I have always demonstrated a passion and calling for the industry. Volunteering with CCAS has provided me with the platform to reach out and share the career and jobs opportunities to our Singapore fresh graduates.

    In the past eight months, we have visited and hosted visits for several institutions. We are glad to renew the Memorandum of Understanding (MOU) with Republic Polytechnic to strengthen this collaboration. This partnership goes beyond internship programmes and aims at introducing various programs in Republic Polytechnic to our members. Hopefully CCAS will be the bridge to connect and attract more fresh blood. The young graduates will be our members' future customer service talents.  

    Moving forward, I plan to work with more schools and understand the latest programs for example, Earn and Learn. We are hoping to find out more if these opportunities benefit both Education providers and CCAS members and to continue to drive awareness for both parties. 


    Lawrence Luan,
    CCAS EXCO Member
    LinkedIn

    Best Practices - WFM

    How to Become a Master “KingPin” at Workforce Management 

    3 Practical Tips to Get More “Strikes”

    Every year in late November, the Contact Centre Association of Singapore (CCAS) holds the Annual Bowling Extravaganza for its members. And I must tell you, they all play to win!

    The DBS “KingPin” team next to us were scoring double our points tally and looked very professional with their custom bowling ball, special ball wipers and even hand gloves.

    After yet another abject attempt, I approached one of the “DBS Maestros” to get some tips on how to get a strike. His advice changed my bowling style and helped me get my first Strike!

    It showed me the power of sharing and learning from an expert. So, I thought I would give something back and share a few tips in my area of expertise which is Workforce Management (WFM).

    1. Practice Time – A chance to flex your arms, roll the ball, hit the pins and get a strike.

    Your WFM scheduler should have the basic knowledge on how to get around the tool and use it to help achieve your daily service level targets. The more the tool is being used on a daily basis, the better drive you get in maximising agent’s productivity and deliver cost efficiency for your business.

    Performing intraday management should be at minimum being practiced daily by your scheduler. Why? Because not only you’ll get a chance to get into the groove in using the tool, it also allows any required contingency plans to be implemented in case staffing differentials are way above or below the required staffing for the day vs the forecast.

    Result: Strike!

    2. Customise Your Tools – The winners do not settle for a standard ball. Customise! 

    Many contact centres have their agents’ shift start time in a fixed shift on a daily basis (Every shift starting at 8am). This might work perfectly for some contact centres but is this same setup applicable to your centre?

    Your WFM should be designed around your business needs. Don’t settle for fixed shifts; explore flexible shifts (possible shift start at 8:00 AM, 8:30 AM, etc.) and floating breaks. Not only does this give you the opportunity to staff your business needs better, but minimising over or under staffing also helps your agent’s workload.

    Result: Go Team!

    3. Be In the Zone 

    Do not be scared of your WFM application, embrace it! It should be easy.

    Experts in the business started like you and I, with the basic know-how-to play the game. But to become an expert, do not settle for anything good. Be brilliant!

    Once you get familiar with the standard usage of the application, try a new strategy on how to get around to explore the full potential of the application.

    You’ll find new ways to get more accurate projections that results in cost savings. This will drive your management team’s confidence in your ability. 

    Result: Take the lead!

    There are many ways to broaden your horizon around WFM knowledge, like being part of WFM communities on LinkedIn, updates from blogs and whitepapers. Or you can get in touch with me.

    Thank you CCAS for having events likes this which not only creates team spirit but also opens door for opportunity of learning new skills (thanks to @Wayne_Leow, our DBS Maestro).

    Contributor:

    Evetta Azana
    WFO Consultant
    Sabio Solutions (APAC)
    LinkedIn

    CCAS EXCO Pet Project 2017

    Life in a Contact Centre Video Contest 

    CCAS organised a 3-minute video contest to celebrate “Life in the Contact Centre” and received 11 entries from different organisations.  Votes from the public and CCAS judges were consolidated to determine the winners for the categories of “Most Creative”, “Best Story”, “Best Videography”, and “People’s Choice Award”.  

    All the videos were uploaded onto the CCAS Facebook page for public voting for the "People's Choice Award" category and we received an overwhelming number of visits and likes - more than 3,000 during the contest period. Most stories depict the daily life of a contact centre professional, what happens “behind the call” and journey of new hires. All 11 videos were played during the Awards Gala Dinner and received boisterous applause for the heartwarming stories.  

    We are looking to repeat the success of the video contest again in 2017 with a different theme. Members are welcome to let us know what themes they would like to see in the video contest for 2017!


    Michelle Fok,
    CCAS EXCO Member
    LinkedIn

    CCAS EXCO Pet Project 2017

    What’s Next After CCAS Personal Data Protection & Telemarketing Guidelines?

    Since the enforcement of PDPA in 2012, there has been an increased public awareness of information rights. The recent 11 incidents of data breaches in Singapore have heightened the need to ensure that all organisations follow the PDPA requirement. 

    So, what are the key learning points of these breaches and how are they applicable to our CCAS members? What are the key takeaways and how will these help us to review and improve so that we can continue to uphold professionalism in this industry?

    CCAS will continue to play an active role to engage the authorities in providing the perspectives of contact centre industry. It will enable us to improvise the CCAS Personal Data Protection & telemarketing guidelines so that they will remain effective and relevant even when the data protection landscape continues to evolve. Do stay tuned for more updates.


    Fee G. Lee,
    CCAS EXCO Member
    LinkedIn

    CCAS EXCO Pet Project 2017

    Performance Best Practice Dialogue

    The robust changes in technology and business models have impacted most if not all industry members of our Association. As an example, the tradition brick & mortar retail business has been challenged with online offers. Customers have now requested for fast, effective and differentiated services.  

    The project will be looking into establishing dialogues amongst the industry members to create awareness of the latest trends on performance matrix and best practises on raising performance in the digitalisation age. The dialogue will enable contact centre’s managers to take reference the trends to revisit the current state of their respective centres and operations.

    In advance, the project will look into organising dialogue for contact centre’s staff on the importance of raising service standards and skill sets. The members will be able to meet with past awards winners to learn and share best practices to improve the Singapore’s contact centres' services. 


    Francis Loh,
    CCAS EXCO Member

    CCAS EXCO Pet Project 2017

    Education Stream

    CCAS has been working closely with local education providers to source out structured courses and materials for our members in order to drive the development of agents and leaders across the Contact Centre industry.

    We are close to agreeing our first partnership with a local provider and plan to share more details with our members in early 2017.  

    During 2017, we are planning to extend our partnership offering with other providers and also schedule further online sessions for members to receive more information on important industry topics.


    James McIlhagga,
    CCAS EXCO Member
    LinkedIn

    CCAS EXCO Pet Project 2017

    Outreach Campaign - We Want to Hear from You!

    One of the CCAS' mission is to develop awareness and create value for the CCAS member community through "Thought Leadership" and "Education".

    Since May 2016, we started an outreach campaign to our members' community. We conducted visits to our members, where we we collect opinions, feedback and suggestions. Many members have voiced positively on their opinions on CCAS activities and their areas of interest. With the collection of these valuable input, feedback and fresh ideas, we intend to incorporate some into the CCAS activity plan for 2017 and beyond.

    We hope that through this personalized engagement, members will participate more on our activity and have better bonding with the Association.

    If you wish to have a session, feel free to contact our Secretariat for an appointment. We welcome any feedback to make our Association better and relevant to your needs.


    Shawn Teo,
    EXCO Member
    LinkedIn

    CCAS EXCO Pet Project 2017

    Recruitment Stream  

    Recruitment has been an age old key challenge faced by the industry. Without a good supply of talents, Contact Centres struggle to operate efficiently and to deliver good service.

    Besides hiring graduates fresh out of school, another source of talent is the PMET – candidates who are already employed but have not worked in Contact Centres.

    CCAS has collaborated with e2i to enable CCAS members to tap on the PMET market. A panel of 8 CCAS members formed a working group to develop and pilot the scheme with a job fair in November 2016. To improve the recruitment success rate, a 5-step process was developed:

    Step 1 – Self Assessment by the candidate that the working environment is acceptable
    Step 2 – Pre-Screening by e2i for basic Contact Centre Agent competencies  
    Step 3 – A visit to a Contact Centre so that the candidate sees the Contact Centre
    Step 4 – A job fare for employers to conduct interviews
    Step 5 – A structured On-the-Job Training (OJT) program to assist the newly hired candidates to ease into the new job

    Leveraging the learnings from the job fair, CCAS plans to run another job fair with e2i in 2017. CCAS members will be invited to participate.  


    Stamford Low,
    Honorary Treasurer
    LinkedIn

    CCAS EXCO Pet Project 2017

    CCAS Awards Dinner

    The annual CCAS Awards Dinner has always been a part of the Honorary Secretary’s portfolio, hence it has been my project since 2012. It is also our biggest event of the year. 

    Members may not be aware that except for the design for the collaterals of the event, sound, system, emcee which are outsourced – 90% of the work are managed by the CCAS Secretariat team. Gina has been the key project owner for this event for the last 3 years and a project for 600-650 guests requires planning and timeline tracking that starts at least 10 months beforehand.

    Yes, I am not kidding, Gina starts working on the planning for next year's dinner almost as quickly as we end it this year. Starting from gathering of quotes for hotel venue to coordinating between the awards nomination timeline to finding a Guest-of-Honour (GOH) to awards design for collaterals to choosing awards trophies to printing of trophies to selection of dinner menu to doing up the emcee script to marketing of the event for sale of seats to invoicing to allocation of the dinner tables to planning of awards dinner’s activities and more. These details are entirely managed by Gina throughout the 10 months with regular updates to myself and EXCO members for selection and decision making purposes.

    It is also the most meaningful event of the year and I like to take the opportunity to thank all our members for supporting this event and to those who scream and cheer their hearts out for their company, leaders and fellow teammates when they go on stage; being the organizers, we especially love the cheering moments and when the winners go on stage for their speech.  

    For 2017, the baton for the awards dinner's project owner is now passed to Juliza and we promise that the event will be as successful as the previous years and if not, better!

    See you in 2017.


    Rosaline Oh
    CCAS Honorary Secretary
    LinkedIn

    CCAS EXCO Pet Project 2017

    Regional Symposium

    The Annual CCAS Regional Symposium has always been an event which is very close to my heart where I jointly planned and started it with CCAS in 2005. Since then, the Symposium have been one of the annual key highlights for CCAS, a highly recognised industry event, for the past 11 years.

    With the wide array of regional speakers and attendees which the Symposium attracts, it has grown to be an established platform for the exchange of best practices, ideas and networking for industry practitioners in this region.  

    In a year where the market has been said to be extremely volatile and uncertain, organisations must not only ensure survival and sustain profitability but also enhancing the customer experience as one of the key factors that can help us retain brand loyalty.

    This year, I had the pleasure to work with Angie Tay (Vice Chairman) as we structured the theme towards Customer Centricity 2.0 including Digital Experience and disruption. The Symposium enlightened what are some of the innovative techniques and methods to tackle manpower resources, enhance strategies, build on people management and the latest trends in technologies that can be used to put the customers in the epicenter of a business.

    Moving forward in 2017, the 13th CCAS Regional Contact Centre Symposium will continue to be the platform of sharing best practices, strategies, concepts and tools to enhance the emphasis of customer experience, making our customers right at home. In addition, it will also be the platform as it paces our members towards the APCCAL Expo in November 2017 in Bangkok.

     
    Kenneth Chong
    CCAS Chairman
    LinkedIn
               

    Angie Tay
    CCAS Vice Chairman
    LinkedIn

    Best Place to Work

    In DBS Customer Centre, we believe in the Happy Strategy - that having happy employees will lead to happy customers, and happy results will be a natural outcome of this. In 2016, we had a calendar full of fun, healthy and hearty events.

    One of the key highlights which got our staff raving about is the Moments of Joy treats where we surprised our staff with food and pampered them with massage services right here in the office. We organized office games which they can play from their seats so they can have fun and win prizes while at work. To encourage healthy living, we organized sports activities and had teams pit against one another to win a grand prize and trophy. We know our staff are happy as our annual staff engagement survey results has improved and our people tell us that they look forward to more of such events! 

    Contributor:

    Weilin Yu
    OD Specialist
    DBS Bank
    LinkedIn

     

    Best Place to Work

    Aegis in Malaysia has been growing rapidly since 2014 with its workforce growing from 800 to 2,500 in a space of two years.  Apart from being recognised by Frost & Sullivan as the Best BPO Service Provider in 2015 and 2016, Aegis has been conferred the award for Operations Excellence in HR and Operations by Outsourcing Malaysia in October 2016.

    Special Initiatives for Women Employees

    Aegis has a specially focused effort in hiring female employees who are keen to return to work post a career break, including maternity. Employee friendly work arrangements like “Split Shift” is extended to nursing mothers. In addition, this flexibility has allowed Aegis to recruit part-time employees as contingent workforce for the organization.  Aegis also conducts Senior Leadership Touch point programs with women employees returning from career break. 

    Aegis also launched the “Mother’s Lounge” that provides facilities and a convenient and highly secure environment to support the female employees during the post maternity period. Since the introduction of Mother’s Lounge, Aegis recorded almost 100% of returnees of female employees to work post maternity.

    Contributor:

    Shetal Doshi
    Aegis BPO Sdn Bhd

     

    Top Contact Centre Technology Trends for 2017

    The evolution from Call Centre of a room full of people on the phones to a Contact Centre, where interaction has adopted digitization in the form of mobile application, Facebook and Live Chat!

    The shift in culture and technology advances have enabled organisations to link telephony capabilities with business applications used by contact centre staff. These technologies have also given access to insights about customers’ changing needs and demographics. Through 2017, contact centres will increase their leverage on social media platforms which are becoming the key drivers of customer engagement. In addition, self-service application is also gathering momentum to provide customers with faster and more effective solutions, and this is likely to continue to gain pace.

    As we welcome 2017, it will definitely be a year where more organisations embark on technologies and provide seamless customer service across digital channels!

    Article Contributor:
    Calvyn Tang
    Digital Contact Centre
    SP Services Ltd

    Top Contact Centre Technology Trends for 2017

    The contact centres and their customers can benefit from new technologies as they make interactions cheaper, easier and friendlier. Here are the biggest contact centre technology trends that will dominate the market.

    You may become friends with Chatbots:

    The demand for chatbots is growing. A report released by Transparency Market Research reported that the global market for chatbots was estimated at S$910 million last year. By 2024, it is expected to be worth S$11 billion.

    The Government has been partnering with Microsoft on its “Conversations as a Platform” to explore opportunities to help users navigate government e-services in a conversation style. One example is the HDB’s "Ask Judy" chatbot that answers questions related to new flat applications and season parking. In a few years, as technology progresses, we could see chatbots automating more tasks, such as booking appointments and making purchases. When chatbots get smarter, they will be able to process more information such as facial, image and voice recognition.

    Image taken from HDB

    Omni-channel is going to get better and better:

    Engaging customers has become more complex. Customers expect organisations to meet them in multiple communication channels such as email, IVR, social media, text and web chat. They are also demanding personalized, connected experiences across multiple communication channels – Omni-channel engagement.

    Transforming into an omni-channel organisation is much easier said than done. It is a job that requires a dedicated and focused individual who has the responsibility and seniority to integrate multi-channel systems across all customer touch points: marketing, call centre and digital.

    Image taken from Manage Your Media

    Keeping up to date with these trends is the secret to better customer experience. Our customers today are more tech-savvy and they can either make or break an organisation’s reputation through multiple communication channels.

    Article Contributor:

    Ooi Zhao Sheng Gabriel 
    Manager, Business Analytics, Consumer Operations
    SingTel Group Consumer
    LinkedIn