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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 1

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Summer Internship Report On Comparative Analysis of Benchmark Practices Followed By Telesales Companies (Special Case Analysis of GENPACT Telesales Division)By

MBA Class of 2009-11Under 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 PRADESHAMITY BUSINESS SCHOOLDECLARATION

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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

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AcknowledgementFirst 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

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Table of ContentsExecutive 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 sources14 c. Data collection from primary sources26 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. Annexure45 a) Questionnaire.45 b) Questionnaire for reference...........................................................47

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Executive SummaryThis 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

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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

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1) Introduction TelesalesTelesales is a form of selling Product/Services via the Telephone

Types of Telesales1. Inbound Telesales 2. Outbound Telesales

About GENPACTGenpact 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 GEs 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 GEs 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

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o Tata Photon 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

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2) Approach to the ProblemApproach 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 MethodologyThe 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 OBJECTIVESTo 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 DESIGNa) 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

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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 Partner CSO INSIGHTS Boulder, Colorado SOFT LETTER Business insights for Software Developer & Publisher Barry Trailer Partner CSO INSIGHTS Corte Madera, California

Telesales Blog Inside Sales Telesales Tips Blog Geoff Alexander

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Business Cases Harvard Business Review Business School 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 CompensationThe average annual compensation for telesales reps. (base plus commission and cash bonuses)

Average Training Telesales CostRatio of total training hours in one year per Telesales employee

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Literature ReviewBenchmarks: Telesales MetricsAs 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 forceand at lower cost. Theres 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, doesnt help managers answer the broader question of how a companys 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, its possible to define at least some rough benchmarks for telesales performance. We recently collected data from 86 software companies about their telesales efforts, and weve summarized our findings here and in the accompanying charts:

PRODUCTIVITY METRICS

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Despite broad differences in products and lead generation metrics, the most common denominator for most telesales productivity is revenue generation. And its especially helpful to compare revenue generation and productivity metrics in terms of the size of the telesales group: Average transaction size: The sweet spot for telesales deals seems to fall around $25,000, a transaction size thats 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 GENERATIONKeeping the sales pipeline filled with leads represents a huge hidden cost for most telesales groupsin 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 15

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 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 buyingfor 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.

COMPENSATIONSalaries and commissions represent the other major expense of operating a telesales group, butunlike field sales repstelesales reps are relatively inexpensive employees. Overall median pay (base pay plus commissions) for the reps in our survey is

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$51,000; half earn between $40,000 and $75,000. Theres some increase in pay in larger sales organizations, but its 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 40% more than average performers; the worst-performing one-third earn about 12% less. But even the best telesales reps are still remarkably affordablein 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

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Skill Set Fluency Confidence Ability to handle objection Response promptly Ability to sell Questions are asked to understand the stability

Parameters and Qualifiers for Agents 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

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

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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

CARNATION Hiring Specifications: Communication skills Languages Hindi for Delhi/NCR

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Punjabi Tamil Min 1 year of telesales experience Prior experience of automobiles

KPI Absolute Conversion Conversion by contact Contact %

Competitors Carnation itself makes Telesales

Agents Skill Report Name Language # of Days Worked Calls 21

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 %

IYogi Qualities they look in while recruiting telesales executive Communication skills (International Standard)

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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)

Parameters and Qualifiers for Agents Performance Evaluation Parameters:23

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)

c) Primary Source List of Companies Covered24

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43

Farout Ventures Chennai PLC Jagadamba Solutions Neem System Ltd Magna Infotech Pvt Ltd Vartechs Info Pvt Ltd Stone EDGE Info TechnologiesPvt Ltd Anthem Outsourcing GET Software Consultants Pvt Ltd All Net Technologies Vinayak Comtec Globalnest Consulting Pvt Ltd SSPS Synchronized outsourcing Nirmal Datacomm Pvt Ltd Ascend Infotech Orion Calltech Benelus Technologies Pvt Ltd Great 9 Infoservice Pvt Ltd Shaster Acuserv IIC System Private Limited 24/7 Customer Convergys Brigade Corporation India Pvt. Ltd Deloitte Touche Tohmatsu India Pvt Ltd Knoah Solutions Gold Stone Technologies Nipuna Services Ltd BT Infonet India Avid IT Solutions Pvt Ltd Maxwell Infotech Gr 89 Infoservices Private Ltd Vision labs India Ltd E2E Serviz Solutions Ltd IQMS Software Limited Nirnay Technologies (P) Ltd SITEL World Tech Andhra Bank State Bank Of India HDFC Bank Solutions Inc A K Marketing First Indian Corporations Pvt .Ltd.

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44 45 46 47 48 49 50

Home Shop 18 IBM Aegis Premium Credit Limited HCL Infosystem HRNext Net Ambit

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

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General interview Group Discussion Aptitude Test Final Round (Telephonic round)

Employee Engagement Practices [email protected] 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

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Voice & Accent Training Regular Sessions / Updates Regular Call Listening / Feedback Sessions Top 10 rebuttals used by top performers Regular sessions on objection handling basis the live scenarios. Calling executives of the Client to conduct Session

Operations Practices Lead LineWhen 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 customersDepending upon the type of Business, calling the not interested customers

Attractive IncentivesCash Rewards, vouchers , instant recognition of performance

[email protected] related activities while agents are at work are conducted on the Floor

Strict adherence to policies No Camera cell phones 28

Paper less environment No cell phone on production floor

Best Practice Sharing of Top PerformersAgents listen to the Quality call

Agent level Daily/Weekly/Monthly target Incentives given to the agents Commission per sale Incentives to top performer

Regular Feedback (constructive/Documented) Continuous interaction of Agent with the Leadership Survey conducted once in a month FLMs 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 29

How much Agents are comfortable in talking to their agent

Session at the beginning and at the end

T-MOBILE Name of the Company providing telesales Support-SITELT-MOBILE-cell phones and plans, data plans, cell phone service, prepaid cell Name of the Company 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) Industry Benchmark Reason for achieving Conversion Rate Fizz Back 7% Conversion Rate theCorrect profiling of agents with skill set,

Benchmark Good communication skills Qualities look while Recruiting Telesales Executives Goal Oriented Age-21-40 Qualification-Graduate

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Work Experience- 0-5 years Confident Patient & Courteous Team Player Complete Product Knowledge Pleasing Personality Communication Skills

BELL CANADA Name of the Company providing telesales Support-SITELBELL 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 Name of the Company Company's services include Bell Home Phone local and long distance services, Bell Mobility and Solo Mobile wireless, high-speed Bell Internet, Bell TV directto-home satellite and VDSL television, IP-broadband services and information and communications technology (ICT) Type of Telesales Undertaken KPI services. Inbound Revenue on each call

Performance Metrics (asked by the Client) Quality

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Industry Benchmark Reason for achieving

CSAT (customer satisfaction scores) Revenue on Each call-$0.96 on each call the

Benchmark Robust Agent performance management Qualities look while Recruiting Telesales Executives Goal Oriented Age-21-40 Qualification-Graduate Work Experience- 0-5 years

EARTHLINK Name of the Company providing telesales Support-SITELName of the Company Type of Telesales Undertaken KPI EARTHLINK-Provides Inbound Sale performance score Internet access and communication services

Gross access rate Performance Metrics (asked by the Client) Revenue Generation on each call Revenue generation on each call -$0.60 per Industry Benchmark Reason for achieving call theBy following the correct hiring process,

Benchmark match the skill set and best practices Qualities look while Recruiting Telesales Executives Hiring Profile Age-21-40 Qualification-Graduate Work Experience- 0-5 years Language proficiency Sales Skill Stability

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ICICI Lombard Name of the Company providing telesales Support-SITELName of the Company Type of Telesales Undertaken KPI ICICI Lombard Inbound and Outbound Sales Per hour

Performance Metrics (asked by the Client) Quality Conversion Rate Industry Benchmark Reason for achieving Rs 80 on each case count the

Benchmark Robust Agent performance management Qualities look while Recruiting Telesales Executives Goal Oriented Age-21-40 Qualification-Graduate Work Experience- 0-5 years Confident Patient & Courteous Team Player

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PITNEY BOWES Name of the Company providing telesales Support-SITELPITNEY BOWES-Pitney Bowes is a $5.6 billion company that employs 33,000 worldwide Name of the Company and provides software, hardware and services that integrate physical and digital communications Type of Telesales Undertaken KPI channels Inbound Sales %

Log box turnup Performance Metrics (asked by the Client) Quality Turn around time for Log Box (Target Metric - Cheque Collection) Sales 2% with 0 log box theRepeated and tested technique & Agent

Industry Benchmark Reason for achieving

Benchmark performance management Qualities look while Recruiting Telesales Executives Goal Oriented Age-21-40 Qualification-Graduate Work Experience- 0-5 years Confident Patient & Courteous Team Player

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KOTAK MAHINDRA , IDNI BANK , RELIANCE LIFE Name of the Company providing telesales SupportStone Edge info. Technologies Pvt. LtdName of the Company KOTAK MAHINDRA IDBI BANK Reliance Life Inbound Lead Generation Appointment Booked Lead Generation Appointment Booked Not Aware of the industry Benchmark Age-Above 20years Graduation Min 1year experience English, Hindi, Telugu

Type of Telesales Undertaken KPI Performance Metrics( asked by the Client) Industry Benchmark Qualities looked while Recruiting Telesales Executives

d) Scaling TechniqueProject 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.

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e) Questionnaire Development and PretestingOpen 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 TechniqueSample 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 SurveyInstructions 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

5) Data AnalysisProject 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

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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 o Regular Call Listening / Feedback Sessions o Top 10 rebuttals used by top performers o Regular sessions on objection handling basis the live scenarios.

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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 [email protected] 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 FLMs 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 cant be shared because of Client confidential contract

6) Conclusion

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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 doesnt 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

7) Limitations

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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 doesnt 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

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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

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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/customerservice/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.

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9) Annexure (a) Questionnaire1. 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? ..

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

Name-. Gender Male Female

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Company-... Department-... Contact Details-.

Questionnaire Prepared for my reference (b)Questionnaire1. 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

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

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Company-... Department-... Contact Details-.

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