Summer Internship Report

Summer Internship Report

On

Comparative Analysis of Benchmark Practices Followed By Telesales Companies

(Special Case Analysis of GENPACT Telesales Division)By

MBA Class of 2009-11

Under the Supervision of

In Partial Fulfillment of Award of Master of Business Administration

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH

UTTAR PRADESH, INDIA

2010

AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

DECLARATION

1

I, student of Masters of Business Administration from Amity Business School, Amity

University Uttar Pradesh hereby declare that I have completed Summer Internship on

“Comparative Analysis of Benchmark Practices followed by Telesales Companies

(Special Case Analysis of GENPACT Telesales Division)” as part of the course

requirement.

I further declare that the information presented in this project is true and original to the

best of my knowledge.

Date: 03/06/2010

Place: MBA Class of 2009-11

2

Acknowledgement

First and foremost, I would like to express gratitude to my Institution, Amity University

for providing me a magnificent opportunity in the form of this dissertation to work and

learn.

The report bears the imprints of many people. There are many kinds of helping hands, to

which I owe my sense of gratitude. So, I express my appreciation to all those, whose

thoughts and insights helped me in understanding and completing the project titled

“Comparative Analysis of Benchmark Practices followed by Telesales Companies

(Special Case Analysis of GENPACT Telesales Division)”

There are many kinds of helping hands, to which I owe my sense of gratitude. First of all

I would like to thank Mr. Vivek Singh Tomar (Faculty guide) and Ms. Namrata Sharma

(industry guide) who helped me though out my project. I am thankful to them for guiding

me towards the fulfillment of the project objective and without their help this project

could not have been completed. I remember with profound sense of fulfillment and wish

to share my happiness with my friends for their generous support, encouragement

towards fulfillment of the project.

Program: MBA(M&S) 2009-2011

3

Table of Contents

Executive Summary………………………………………………………….…....7

1. Introduction………………………………………………………………………..9

2. Approach to the Problem………………………………………………………...11

3. Research Methodology...………………………………………………………...12

4. Research Design……………………………………….........................................13

a. Type of research design…………….........................................................13

b. Data collection from secondary sources…………………………………14

c. Data collection from primary sources……………………………………26

d. Scaling techniques……………………………………………………….38

e. Questionnaire development and pretesting……………………………....38

f. Sampling techniques.…………………………………………………….38

g. Field Work ………………………………………………………………38

5. Data Analysis…………………………………………………………………….39

6. Conclusion…………………...…………………………………………………..41

7. Limitations……………….………………………………………………………42

8. Suggestion and Recommendation……………………..........................................43

References………………………………………………………………………..44

9. Annexure…………………………………………………………………………45

a) Questionnaire……………………………………………….……………45

b) Questionnaire for reference………...........................................................47

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Executive Summary

This report aims at improving the performance of GENPACT Telesales Division by

analyzing the benchmark practices followed by Major Competitors of GENPACT.

This report provide the following data to the Company

Operation Practices Followed by Telesales Company

o Practices Followed on the floor

o Incentives given to the Agents

Training Practices Followed by Telesales Company

o Training Module used at the beginning to train the Agents

o Training Module in used for Continuous training of the Agents

Hiring Requirement and Employee Engagement Practices Followed by Telesales

Company

Performance Metrics Used by the Telesales Companies

This report also provide the data of GENPACT Telesales Division

GENPACT provide Telesales support to

Inbound Telesales Division

o IYogi

Outbound Telesales Division

o Carnation

o Tata Photon

o Tata Docomo

o Uninor

5

Being new to Telesales, Challenges Faced by GENPACT are

Service Level Agreement (SLA) for Tata Docomo, Tata Photon, IYogi are

o Conversion 10%

Profile during Recruitment

HR Practices

Training Practices

Operation Practices

Major Competitors of GENPACT are

SITEL

Premium Credit Limited (PCL)

Dell international services

Stone Edge Info. Technologies Private Limited

Convergys

First Indian Corporation

6

1) Introduction

Telesales

Telesales is a form of selling Product/Services via the Telephone

Types of Telesales

1. Inbound Telesales

2. Outbound Telesales

About GENPACT

Genpact has a unique heritage, which has contributed to our deep understanding of

process. We began in 1997 as a business unit within GE, building the Company from the

ground up. Our charter was to provide business process services to GE’s businesses, with

the goal of enabling outstanding efficiencies. During the eight years that followed, we

earned the opportunity to manage a wide range of processes from the simple to complex,

operating across GE’s financial-services and manufacturing businesses. In January 2005,

we became an independent company bringing our process expertise and unique DNA in

Lean Six Sigma to clients outside the GE family. Our new name, Genpact, conveys the

business impact we generate for our clients. In August 2007, Genpact was listed on the

NYSE under the symbol ‘G’. Since then we have grown rapidly, expanding our range of

services and diversifying our client base.

Genpact Telesales Division

Inbound Telesales Division

o IYogi

Outbound Telesales Division

o Carnation

o Tata Photon

7

o Tata Docomo

o Uninor

GENPACT is new to Telesales, so they want to know what practices are followed by the

Competitors of GENPACT

Operation Practices Followed by Telesales Company

o Practices Followed on the floor

o Incentives given to the Agents

Training Practices Followed by Telesales Company

o Training Module used at the beginning to train the Agents

o Training Module in used for Continuous training of the Agents

Hiring Requirement and Employee Engagement Practices Followed by Telesales

Company

Performance Metrics Used by the Telesales Companies

8

2) Approach to the Problem

Approach is based on the instructions given by Industry Guide

Before understanding the Telesales businesses of the competitors of GENPACT, I made

the progress by understanding the in house telesales businesses of GENPACT.

Understanding of In house Telesales businesses of GENPACT include understanding of

Performance metrics used by the GENPACT

Qualities looked by them while recruiting telesales executives

Agent Performance Report

Parameters for agent performance evaluation

Depth interview as well as Questionnaire is prepared for collecting data prior to the

approval of the Industry Guide

Being new to Hyderabad, list of companies to cover is based on the data available on the

internet and the names provided by the industry guide.

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3) Research Methodology

The main purpose behind framing a methodology is to desirable the research procedure

which includes research design, data sources, data collection method, research

instructions, and sampling plan.

The population for study consists of the call centers located in Hyderabad. The data for

the study was collected with the help of Open ended questionnaire and Depth Interview.

The questionnaire was self-administered. To develop a list of items for framing a

questionnaire, existing literature was revised, brainstorming was done.

TITLE: Comparative Analysis of Benchmark practices followed by Telesales

Companies (Special Case Analysis of GENPACT Telesales Division) .

RESEARCH OBJECTIVES

To find out the Operation Practices followed by Telesales Companies through Depth

Interview

Practices on the Production Floor

Incentives given to the Agents

To find out the Training Practices followed by Telesales Companies

Training Modules used for Training

To find out the Hiring requirement and Employee Engagement Practices followed

by Telesales Companies

Performance metrics used by the Competitors of GENPACT

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THE RESEARCH PROCESS

The Research Challenge

Challenges faced by GENPACT in Tele Sales:

Service Level Agreement (SLA) Targets IYogi, TATA Docomo, TATA Photon :

o Conversion – 10%

Profiles during recruitment

Call Quality

4) RESEARCH DESIGN

a) EXPLORATORY RESEARCH UNDERTAKEN TO DEVELOP IDEAS &

INSIGHTS

EXPERIENCE SURVEY HELPED IN

Understanding of In House Telesales Business with GENPACT I2I

Priorities for the Project

Steps for Completion of the Project

11

Research Data Source

Secondary Source

Primary Source

b) Secondary Source

INTERNAL SECONDARY DATA

TATA PHOTON

TATA DOCOMO

CARNATION

RESEARCH PAPER

Benchmarking Inside Sales and Telesales Performance

Jim Dickie Barry Trailer

Partner CSO INSIGHTS Partner CSO INSIGHTS

Boulder, Colorado Corte Madera, California

SOFT LETTER

Business insights for Software Developer & Publisher

Telesales Blog

Inside Sales Telesales Tips Blog

Geoff Alexander

Business Cases

Harvard Business Review

Business School

12

Website of the Telesales Companies

Articles in the Novels

The Channel Advantage

Information Dashboard Design

Better Business by Phone

Secondary Data

KPI Library

Clients of KPI Library are

AT&T

Commerz Bank

Deutsche Bank

IBM

HP Invent

KPI for Telesales used by the Clients of KPI Library

Telesales Compensation

The average annual compensation for telesales reps. (base plus commission and cash

bonuses)

Average Training Telesales Cost

Ratio of total training hours in one year per Telesales employee

13

Literature Review

Benchmarks: Telesales Metrics

As the cost of face-to-face sales calls keeps rising, software marketers have been slowly

rethinking the telesales model. Telephone selling to consumers still has a bad reputation

(usually well-deserved), but in business-to business segments a well-run telesales group

can usually generate as much revenue as a more expensive field sales force—and at lower

cost. There’s just one hitch: A telesales effort takes intensive management, in part

because telesales reps typically burn through large numbers of leads every month.

Keeping track of leads, close rates, and other internal metrics is not a trivial job; if the

process breaks down, telesales can quickly become an expensive boondoggle. As a result,

telesales managers tend to be hardcore metrics mavens, measuring and comparing

everything in sight. This wealth of internal data, however, doesn’t help managers answer

the broader question of how a company’s telesales effort compares against industry

benchmarks. In fact, telesales benchmarks are notoriously difficult to develop. Terms like

“inquiry” and “lead” vary widely in meaning from one sales organization to another and

some telesales groups routinely hand over bigger deals to the field sales force or to

resellers, so “close rates” become especially tricky to compare.

Still, it’s possible to define at least some rough benchmarks for telesales performance.

We recently collected data from 86 software companies about their telesales efforts, and

we’ve summarized our findings here and in the accompanying charts:

PRODUCTIVITY METRICS

Despite broad differences in products and lead generation metrics, the most common

denominator for most telesales productivity is revenue generation.

And it’s especially helpful to compare revenue generation and productivity metrics in

terms of the size of the telesales group:

14

Average transaction size: The sweet spot for telesales deals seems to fall around

$25,000, a transaction size that’s usually too large for direct response and Web

channels, and too small for face-to-face direct sales.

Sales rep productivity: The average telesales rep spends about four hours a day

on the phone, handles some 500 “qualified” leads per year, and generates $1,500

in revenue per day. Mid-sized groups (3-6 reps) seem to be the most effective in

terms of revenue generation, producing over $4,000 in sales per day for each rep.

However, large groups (7+reps) tend to have the best close rates: They get at least

some revenue from 9.3% of the prospects they contact. (This higher close rate is

offset by the lower average transaction size that prevails among larger telesales

groups.)

Source- http://www.capehornstrategies.com/Sl 7-31-03.pdf.

LEAD GENERATION

Keeping the sales pipeline filled with leads represents a huge hidden cost for most

telesales groups—in fact, lead generation generally represents a bigger per-rep cost than

salaries and commissions.

Cost per lead: Lead generation costs tend to rise with average transaction size:

Not surprisingly, marketers are willing to invest more to acquire a lead that might

convert to a big-ticket sale than they will for smaller deals. Thus, companies with

transaction sizes under $10,000 typically spend $75,000 per year to provide a rep

with more than a thousand leads, each costing about $67. At the other end of the

transaction spectrum, companies with average transaction sizes over $100,000 will

spend $133,334 to produce only 370 leads per year at a median cost of $273.

Moreover, high-end companies also seem to invest more effort in the selling

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process: The close rate for transactions worth more than $100,000 is 10%,

compared to 5% for deals under $10,000.

Source- http://www.capehornstrategies.com/Sl 7-31-03.pdf.

Qualified lead ratio: Ideally, telesales efforts should target prospects that have

shown a definite interest in buying—for example, people who requested

information, responded to an offer, or were former customers. Finding enough of

these “qualified” prospects, however, is usually too difficult or too expensive. To

keep the lead pipeline full, most companies give their telesales reps a substantial

number of less-qualified leads, which may include magazine bingo card leads,

names from directories, or people who just dropped off business cards during a

trade show contest. Finding enough qualified leads is a problem at all levels of

transaction size, and it helps explain why software telesales groups tend to be

much smaller than their consumer counterparts.

COMPENSATION

Salaries and commissions represent the other major expense of operating

a telesales group, but—unlike field sales reps—telesales reps are relatively inexpensive

employees. Overall median pay (base pay plus commissions) for the reps in our survey is

$51,000; half earn between $40,000 and $75,000. There’s some increase in pay in larger

sales organizations, but it’s not dramatic: Median pay in the large telesales groups is

$55,000. Not surprisingly, higher performance translates into significant pay premiums

for most telesales jobs. The top-performing one-third of telesales reps earn more than

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40% more than average performers; the worst-performing one-third earn about 12% less.

But even the best telesales reps are still remarkably affordable—in fact, only the top 25%

of the best-performing one-third earn more than $100,000.

Sample Telesales Dashboard

Call Wait Time

Call Duration

Abandoned Calls (that is , callers who got tired of waiting and hung up)

Call Volume

Order Volume

Sales representative utilization ( representative online as compared to

representative available)

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Source:http://books.google.com/books?

id=NomqOzZfHqoC&printsec=frontcover&dq=Information+Dashboard+Design&hl=en&ei=ML

N0TMzAA4GgvgOZ8822Bg&sa=X&oi=book_result&ct=result&resnum=1&ved=0CDcQ6AEw

AA#v=onepage&q&f=false

TATA DOCOMO & TATA PHOTON

Qualities they look in while recruiting telesales executive

Communication skills

Language (English, Hindi, Tamil, Malayalam)

Telesales Experience min 6 months

Mock call (situation based)

Open to move to sales

Skill Set

Fluency

Confidence

Ability to handle objection

Response promptly

Ability to sell

Questions are asked to understand the stability

Parameters and Qualifiers for Agent’s Performance Evaluation

Parameters:

Absolute Conversion

Lead Generation (LG) - min 1600 leads are required in a month

Lead Conversion (LC) - min 400

At least 20% of lead should be converted

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Qualifiers:

Call Quality (CQ ) - whether executive are following a set pattern or not

TOS (Time on System) - time spent on system as a percentage of 8hr 45m

WRAP – Time Gap between two calls

PKT (Process Knowledge Test) Min 85%

Unscheduled leaves – not approved by manager

More then 2 unscheduled leaves you became NI

No show - leave without information

1 no show, no incentive for the month

LG (40%) +LC (50%) +QC (10%) =total marks obtained

Ranking System

Need Improvement (NI)

Meeting Expectation (ME)

Exceeding Expectation (EE)

In order to qualify for above

Attendance + in a month at least 11 should be converted out of 60 leads + PKT +

TOS + WRAP

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CARNATION

Hiring Specifications:

Communication skills

Languages

Hindi for Delhi/NCR

Punjabi

Tamil

Min 1 year of telesales experience

Prior experience of automobiles

KPI

Absolute Conversion

Conversion by contact

Contact %

Competitors – Carnation itself makes Telesales

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Agents Skill Report

Name

Language

# of Days Worked

Calls

Contact

Contact %

Appointment Booked (AB)

AB %

Promise to visit (PTV)

PTV %

AB + PTV%

Not Interested (NI)

NI %

Conversion on nth day

Conversion

Conversion Contribution %

% Difference the top performer

Conversion by Contact

TOS %

WRAP %

21

IYogi

Qualities they look in while recruiting telesales executive

Communication skills (International Standard)

Sales Experience min 6 months

Mock call (situation based)

Basic Technical Knowledge

Skill Set

Fluency

Confidence

Ability to handle objection

Response promptly

Ability to sell

Questions are asked to understand the stability

Open to work into Shifts (nights)

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Parameters and Qualifiers for Agent’s Performance Evaluation

Parameters:

Conversion

Calls per hour

Revenue per sale

Qualifiers:

Call Quality (CQ ) - whether executive are following a set pattern or not

TOS (Time on System)

Refund

Charge Back

PKT (Process Knowledge Test) Min 85%

Not more than I unscheduled leaves

Ranking System

Exceeding Expectation (EE)

Meeting Expectation(ME)

Need Improvement (NI)

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c) Primary Source

List of Companies Covered

1 Farout Ventures Chennai PLC

2 Jagadamba Solutions

3 Neem System Ltd

4 Magna Infotech Pvt Ltd

5 Vartechs Info Pvt Ltd

6 Stone EDGE Info TechnologiesPvt Ltd

7 Anthem Outsourcing

8 GET Software Consultants Pvt Ltd

9 All Net Technologies

10 Vinayak Comtec

11 Globalnest Consulting Pvt Ltd

12 SSPS Synchronized outsourcing

13 Nirmal Datacomm Pvt Ltd

14 Ascend Infotech

15 Orion Calltech

16 Benelus Technologies Pvt Ltd

17 Great 9 Infoservice Pvt Ltd

18 Shaster

19 Acuserv

20 IIC System Private Limited

21 24/7 Customer

22 Convergys

23 Brigade Corporation India Pvt. Ltd

24

24 Deloitte Touche Tohmatsu India Pvt Ltd

25 Knoah Solutions

26 Gold Stone Technologies

27 Nipuna Services Ltd

28 BT Infonet India

29 Avid IT Solutions Pvt Ltd

30 Maxwell Infotech

31 Gr 89 Infoservices Private Ltd

32 Vision labs India Ltd

33 E2E Serviz Solutions Ltd

34 IQMS Software Limited

35 Nirnay Technologies (P) Ltd

36 SITEL

37 World Tech

38 Andhra Bank

39 State Bank Of India

40 HDFC Bank

41 Solutions Inc

42 A K Marketing

43 First Indian Corporations Pvt .Ltd.

44 Home Shop 18

45 IBM

46 Aegis

47 Premium Credit Limited

48 HCL Infosystem

49 HRNext

50 Net Ambit

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Hiring Requirement

Profiling / Specification of the Candidate

Age – 21-40 years

Qualification - Graduation

Work Experience - 0-5 years (Sales Experience)

Key characteristics of a strong telesales person include

Excellent oral communication skills

Very strong positive attitude that is not easily disheartened by rejection

Ability to influence over phone

Very determined and goal oriented

Usually financially motivated

The ability to project excitement over the phone

Interview Rounds

General interview

Group Discussion

Aptitude Test

Final Round (Telephonic round)

Employee Engagement Practices

Fun@Work

26

Fun related activities while agents are at work are conducted on the Floor

Training Practices

There will usually be two aspects to the training of telesales staff:

1. Telesales training and general sales skills: Refresher courses on sales skills are

essential to stop sales people going stale. These courses should be run at least

twice a year.

2. Product training: Telesales staff must have a good understanding of the

direction in which development of the product suite is going, as well as a good

understanding of the product themselves. While a relatively basic technical

understanding of the products is all that is required, it is very important that the

telesales staff understand how features relate to benefits for the buyer, and also

how future releases are planned to bring additional benefits.

Modules

Product Knowledge

Confidence Building

Cultural Training

Voice & Accent Training

Regular Sessions / Updates

Regular Call Listening / Feedback Sessions

Top 10 rebuttals used by top performer’s

27

Regular sessions on objection handling basis the live scenarios.

Calling executives of the Client to conduct Session

Operations Practices

Lead Line

When the Agent is facing difficulty in handling the call, rather than transferring the

call to the FLM it is transferred directly to the SME (Subject Matter Experts)

It allows FLM to concentrate more on the performance of the Agents.

Preparing the List of not interested customers

Depending upon the type of Business, calling the not interested customers

Attractive Incentives

Cash Rewards, vouchers , instant recognition of performance

Fun@Work

Fun related activities while agents are at work are conducted on the Floor

Strict adherence to policies

No Camera cell phones

Paper less environment

No cell phone on production floor

Best Practice Sharing of Top Performers

Agents listen to the Quality call

Agent level Daily/Weekly/Monthly target

Incentives given to the agents

Commission per sale

28

Incentives to top performer

Regular Feedback (constructive/Documented)

Continuous interaction of Agent with the Leadership

Survey conducted once in a month

FLM’s Ownership for their respective Agents

Daily/Weekly/Monthly Performance Review and Discussion with

the agent

Discussion with the agent regarding their Performance

Timely Reward

Call listening session with the Teams

Agent Connect

How well FLM knows their Agent

How much Agents are comfortable in talking to their agent

Session at the beginning and at the end

29

T-MOBILE

Name of the Company providing telesales Support-SITEL

Name of the Company

T-MOBILE-cell phones and plans, data

plans, cell phone service, prepaid cell

phones, cell phone accessories, free cell

phones and more

Type of Telesales Undertaken Inbound

KPI Sales per hour

Conversion Rate

Performance Metrics (asked by

the Client) Conversion Rate

Fizz Back

Industry Benchmark 7% Conversion Rate

Reason for achieving the

Benchmark

Correct profiling of agents with skill set,

Good communication skills

Qualities look while Recruiting

Telesales Executives Goal Oriented

Age-21-40

Qualification-Graduate

Work Experience- 0-5 years

Confident

Patient & Courteous

Team Player

Complete Product Knowledge

Pleasing Personality

Communication Skills

30

BELL CANADA


Name of the Company

BELL CANADA-Canada's largest

communications company, providing the

most comprehensive and innovative suite

of communication services to residential

and business customers in Canada.

Operating under the Bell brand, the

Company's services include Bell Home

Phone local and long distance services,

Bell Mobility and Solo Mobile wireless,

high-speed Bell Internet, Bell TV direct-

to-home satellite and VDSL television,

IP-broadband services and information

and communications technology (ICT)

services.


KPI Revenue on each call


the Client) Quality

CSAT (customer satisfaction scores)

Industry Benchmark Revenue on Each call-$0.96 on each call


Benchmark Robust Agent performance management



31

Age-21-40



EARTHLINK


Name of the Company EARTHLINK-Provides Internet access

and communication services


KPI Sale performance score

Gross access rate


the Client) Revenue Generation on each call

Industry Benchmark

Revenue generation on each call -$0.60 per

call


Benchmark

By following the correct hiring process,

match the skill set and best practices


Telesales Executives Hiring Profile

Age-21-40



Language proficiency

Sales Skill

Stability

32

ICICI Lombard


Name of the Company ICICI Lombard

Type of Telesales Undertaken Inbound and Outbound

KPI Sales Per hour


the Client) Quality

Conversion Rate

Industry Benchmark Rs 80 on each case count


Benchmark Robust Agent performance management



Age-21-40



Confident

Patient & Courteous

Team Player

33

PITNEY BOWES


Name of the Company

PITNEY BOWES-Pitney Bowes is a $5.6

billion company that employs 33,000

worldwide and provides software,

hardware and services that integrate

physical and digital communications

channels


KPI Sales %

Log box turnup


the Client) Quality

Turn around time for Log Box (Target

Metric - Cheque Collection)

Industry Benchmark Sales 2% with 0 log box


Benchmark

Repeated and tested technique & Agent

performance management



Age-21-40



Confident

Patient & Courteous

Team Player

34

KOTAK MAHINDRA , IDNI BANK , RELIANCE LIFE

Name of the Company providing telesales Support-

Stone Edge info. Technologies Pvt. Ltd

Name of the Company KOTAK MAHINDRA

IDBI BANK

Reliance Life


KPI Lead Generation

Appointment Booked

Performance Metrics( asked by the

Client) Lead Generation

Appointment Booked

Industry Benchmark Not Aware of the industry Benchmark

Qualities looked while Recruiting

Telesales Executives Age-Above 20years

Graduation

Min 1year experience

English, Hindi, Telugu

35

d) Scaling Technique

Project is not related with the attitude measurement, it is related with the practices so

open ended questionnaire is prepared under the guidance of Industry Guide.

e) Questionnaire Development and Pretesting

Open ended questionnaire is prepared so as to get more insight about the practices. Open

ended questionnaire was prepared on the recommendation of industry guide.

f) Sampling Technique

Sample Design - Convenience Sampling

Sample Size - List of call center in Hyderabad available on the Internet

Name provided by the Industry Guide

g) Organize and Conduct the Field Survey

Instructions of the industry guide were followed to conduct field survey.

List of companies whose data is available on the internet as well as the name provided by

the industry guide is covered.

Data collection is done by field survey and telephonic interview.

Survey Conducted through

Personal Contact

Telephonic Interview

Surfing the Website

36

5) Data Analysis

Project is related to the practices followed by Telesales companies, so use of Excel and

SPSS is not required. But the practices of Genpact along with the practices of other

companies are mentioned in my project

MARKET SURVEY REPORT OF DEPTH INTERVIEW

List of Persons Contacted

Mr.Paresh Sharma – SITEL

Mr. George Lewis – FIRST INDIA CORPORATION

Mr. Ankush Sharma – IIC INDIA

Mr. Deepak – KOTAK MAHINDRA

Mr. Arpit Dhavan – PREMIUM CREDIT PVT. LTD.

Mr. Priyank Kadyan – CONVERGYS

Mr. Nitin Sharma – HCL

Mr. Naveen – DISH TV

Ms. Sumedha – WNS

RESPONE RECEIVED ON THE QUESTIONS RELATED TO THE HR

PRACTICES, TRAINING PRACTICES AND OPERATION PRACTICES

Hiring Requirement

o AGE- 20-40 years

o Minimum Qualification – Graduation

o Minimum Experience – 6 months to 1 year

Employee Engagement Practices

o Fun Related activities are conducted

Name of the Training Modules

o Product Knowledge

o Confidence Building

o Cultural Training

o Voice & Accent Training

o Regular Sessions / Updates

37

o Regular Call Listening / Feedback Sessions

o Top 10 rebuttals used by top performer’s

o Regular sessions on objection handling basis the live scenarios.

o Calling executives of the Client to conduct Session

Operation Practices

o Lead Line

o Preparing the list of not interested customers

o Attractive Incentives

o Fun@Work

o Strict adherence to policies

o Best practice sharing of Top performers

o Agent Level Daily/Weekly/Monthly target

o Incentives given to the agents(Instant cash incentives)

o Regular Feedback (Constructive/Documented)

o FLM’s Ownership for their respective agents

o Daily/Weekly/Monthly Performance Review and Discussion with the agent

o Call listening sessions with the teams

o Agent Connect

o Session at the beginning and at the end

Number can’t be shared because of Client confidential contract

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6) Conclusion

Genpact gives Monthly Target to its Telesales Executives whereas its

competitors give Daily/Weekly/Monthly target to its Telesales Executives

Genpact incentive structure does not give instant recognition to its Telesales

Executives whereas its competitors give instant cash reward to its Telesales

Executives

Genpact is not following Lead Line Concept

Genpact doesn’t call back the non Interested customers in order to find out

whether the issue is resolved or not

Genpact should call the executives of the client to conduct sessions regularly

Things which are Ethical for one company can be Unethical for the other

company

39

7) Limitations

Being new to Hyderabad only those call centers are covered whose details are

given on the internet and names referred to me by the Industry guide

Companies are only ready to share General information because of their

confidential contract with the client

Very limited number of companies provide Telesales support in Hyderabad

Excel is not used because data do not contains numbers

Numbers are not there because this project is related to the practices which

telesales companies are following

Recommendation is based on my personal observation , while sitting on the floor

monitoring calls

Questionnaire doesn’t contains scales because scales are used to measure attitude

and in my project I was asked to have open ended questions

Two Questionnaires are prepared, one for getting it filled from the companies and

one for my reference purpose

Research Methodology is based on the process given in G C Beri

List of table and list of graph is not there because project is related to the practices

followed by telesales companies

40

8) Suggestions and Recommendations

Executives of the client should come once a month to conduct sessions.

Monetary incentives such as instant cash reward should be introduced

Agent should be given Daily/Weekly/Monthly targets

Agents should listen to the Quality call

Lead Line Concept should be introduced

Survey should be conducted once a month , so that feedback can be received can

be received from the agents

Fun related activities should be conducted on the floor, as the part of employee

engagement pactices

41

References

Websites

http://genpact.com/home/aboutgenpact.aspx

http://www.sitel.com/index.php?p=Services

http://www.accenture.com/Countries/India/Services/default.htm

http://content.dell.com/in/en/business/smb-solutions.aspx?~ck=mn

http://www.convergys.com/solutions/customer-solutions/customer-service/

consumer-support.php

http://www.247customer.com/solutions/sales-next.php

http://www.shaster.com/callcenter.htm

http://www.brigade.com/service_bv.htm

http://www.iicindia.com/services/BPO

http://www.visionlabs-india.com/visionlabs/products.html

http://www.iqmssoftware.com/services_offered.php

http://www.aegisglobal.com/section.aspx?cont_id=ei6stgDjpgA=

http://www.call-centers-india.com/call-centers-in-hyderabad.html

http://www.bpoindia.org/list-companies/

http://www.clickindia.com/search.php?q=bpo

http://kpilibrary.com/search?s=telesales

http://en.wikipedia.org/wiki/Telesales

Research Paper

Jim, Dickie and Trailer, Berry. (2005) Benchmarking Inside Sales and Telesales

Performance,http://jobfunctions.bnet.com/abstract.aspx?

docid=168070&tag=content;col1.

Tarter, Jeffrey. (2003) Soft Letter, Business Insight for Software Developer and

Publisher, http://www.capehornstrategies.com/Sl 7-31-03.pdf.

42

9) Annexure

(a) Questionnaire

1. Type of Telesales Undertaken by your Company?

…………………………….

2. Name some of your client

…………………………….

…………………………….

…………………………….

…………………………….

3. List the Performance Metrics used by your company to measure their internal

performance?

………………………………………………………………………………….

………………………………………………………………………………….

………………………………………………………………………………….

4. List the Performance Metrics that your client has asked from you?

………………………………………………………………………………….

………………………………………………………………………………….

………………………………………………………………………………….

5. How your company is able to set its benchmark?

………………………………………………………………………………….

………………………………………………………………………………….

………………………………………………………………………………….

6. What is the industry Benchmark?

………………………………………………………………………………….

………………………………………………………………………………….

7. List your Major Competitors?

……………………………..

……………………………..

……………………………..

43

8. Qualities you look in Telesales Executives while recruiting them?

Name-………………………….

Gender – Male Female

Company-……………………...

Department-…………………...

44

Contact Details-……………….

Questionnaire Prepared for my reference

(b)Questionnaire

1. Type of Telesales Undertaken by your Company?

Inbound Outbound Both

2. Name some of your client

………………………….

………………………….

3. Qualities you look in Telesales Executives while recruiting them?

Goal Oriented

Confident

Patient & Courteous

Team Player

Complete Product Knowledge

Pleasing Personality

Communication Skills

Work Experience of Telesales

Demographics

AGE

Minimum Qualification

Work Experience

4. Apart from Absolute Conversion, list some of the Performance Metrics used by

your company to evaluate its internal performance?

Lead Generation

Lead Conversion

Compensation

Time on system

…………………………

5. List the Performance Metrics that your Client has asked from you?

…………………………

45

6. List some of your Major Competitors?

…………………………

7. How your company is able to set its benchmark?

………………………………………………………………………………………

………………………………………………………………………………………

8. What is the Industry Benchmark?

………………………………………………………………………………………

………………………………………………………………………………………

Name-………………………….

Gender – Male Female

Company-……………………...

Department-…………………...

Contact Details-……………….

46

47

Documents

Summer Internship Report