Sales Spark Live - The Value of Agility Deck.PPTX

Agility Operating Model

August 2024

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‹#› ©2024 TTEC. Confidential and Proprietary

TTEC Agility

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Scott Fessler Agility Portfolio Leader

Brian Leeson Executive Director, Operations

Stephanie Marshall Director, Service Delivery

Denyeal Nesovski Director, Service Delivery

Michael Gagarra Jr. Director, Service Delivery

Laura Daniel Director, Service Delivery

Damon Zeliff Director, Service Delivery

Aaron Dugall Director, Service Delivery

Tiffany Anders Customer Success

Arnab Ray APAC Delivery

Simon Garabette EMEA Delivery

Boris Espinel LATAM Delivery

Amy McDonnell Business Development

Ericka Heligman Marketing

Ani Baratram People & Culture

Piero Termignone Workforce Managment

Lauren Paul Finance

Traci Zarazua IT

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TTEC Agility

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Scott Fessler Agility Portfolio Leader

Brian Leeson Executive Director, Operations

Stephanie Marshall Director, Service Delivery

Denyeal Nesovski Director, Service Delivery

Michael Gagarra Jr. Director, Service Delivery

Laura Daniel Director, Service Delivery

Damon Zeliff Director, Service Delivery

Aaron Dugall Director, Service Delivery

Tiffany Anders Customer Success

Arnab Ray APAC Delivery

Simon Garabette EMEA Delivery

Boris Espinel LATAM Delivery

Amy McDonnell Business Development

Ericka Heligman Marketing

Ani Baratram People & Culture

Piero Termignone Workforce Managment

Lauren Paul Finance

Traci Zarazua IT

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Delivery Locations for Agility

What about a Geo not listed here? Like Cairo?

Click on each of the map points to learn more about each region.

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NORAM USA: Work-at-Home Mexico: Work-At-Home Only

LATAM Brazil: B&M and At-Home Colombia: B&M and At-Home

Philippines Manila Bay: B&M Bacolod: B&M and Work-at-Home

EMEA Cape Town, South Africa: B&M Plovdiv, Bulgaria: B&M

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3 ©2024 TTEC. Confidential and Proprietary

When / Why TTEC Agility

• Shared support resources for optimized and cost-effective delivery
• Agile, rapid solution design and pre-sales execution
• Programs that are quick to deploy and nimble to operate

Ideal for prospects …

Note: Agility-segmented clients are identified in SFDC with the SME (Agility) segmentation. All industry portfolio accounts are identified as all other segments such as Mid-Market and/or Large Enterprise.

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‹#› ©2024 TTEC. Confidential and Proprietary

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Agility Delivery Requirements

Deals that are a FIT for Agility: Deals that are categorized as Agility cannot be “split” into part Agility / part Enterprise programs Agility-qualified clients that require RevGen services are solutioned and delivered as a RevGen program Predefined HOOPs are preferred, but not required Client or TTEC systems can be used for Agility deals; we have deep Agility experience with Zendesk Attrition and CPH are to be input at country standards LevelAI and other deal add-ins must fit within the shared resource load for Agility deals Bonus and penalties are exceptions and require pre-approval of Scott Fessler

Deals of less than 15 FTE require pre-approval from Scott Fessler and Sales Leadership prior to pursuit.

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Agility Deal Qualification and Support

Agility deal pursuits should be pre-qualified with Amy McDonnell, Agility GTM leader, to ensure the proper portfolio and related resources are understood prior to resource requests through SFDC are submitted

Intake

Solutioning

Response Deliverables

Intake

Deliverables

Solutioning

Ready to launch 45-60 days from contract execution

• 15 FTE or more
• Defined as Agility at Intake
• Previewed with Sales Leadership for Agility alignment
• Agility geographies and languages are a fit
• Price-to-win or target rate in mind

• Reduced cycles: Initial pricing plus one pricing revision
• No revisions or iterations to support structure (ratios, etc.)
• Standard billable hourly rates
• No penalties without pre-approval of Scott Fessler

• Client-issued RFP: Response document completed by Pursuits (no ride-along decks, v, etc.)
• Proactive / PPT responses: Completed by Sales Executive, leveraging TTEC-branded templates
• Contracting: Standard TTEC documents – moving to self-service
• 72-hour SLA for completion w/contingencies

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Delivery

BASE

BASE

Operating Model

Performance Management

Communication

Add-Ons

• Program size minimum 15 FTE – maximum 50 FTE
• Shared resources until ratio is met
• Team Lead 1:15
• Certified CSR 1:30 (Trainer/Support)
• Program Manager 1:60 or 4 programs max
• Delivery Director and Client Success Partner Engagement
• Program average productive hours @ 85%

• Weekly Business Review
• Monthly Business Review
• Quarterly Business Review
• Director syncs
• Strategic client meetings
• Ad hoc as needed

• CSAT/DSAT/CES
• Insights/Intents
• Standardized KPI's
• Centrical gamification system
• Productivity to push solution
• Minimum of 30 minutes Team Lead to Agent meetings per week
• Team Lead perform Quality evaluations
• Pulse Survey/eNPS

• If HOOPs do not support standard ratio, additional billable Lead Agent or Supervisors to cover HOOPs
• Dedicated Program Manager
• Additional Dedicated Team Leaders
• Lead Agent 1:15 for more than 2 channels (RTA)

Overarching Playbook as a guide for consistent, execution of delivery

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Thank you

ttec.com/agility

‹#› ©2024 TTEC. Confidential and Proprietary

Quality

BASE * if client has their own Quality Solution

QUALITY FORM

RUBRIC

DASHBOARD

UPGRADES

• Evals completed by Team Leads*
• Expectation at 6 p/month*
• Standard set of quality questions
• Data collected in Microsoft Forms
• Proactive Solutions Light; 1 recommendation p/quarter

• Power Automate to connect data from quality form to dashboard
• Agent, Team Lead drill down options
• Gamified connect to Centrical

Standard Rubric

• Client Provided, or
• Calibrated Agility Rubric

Calibrations

• 1st 60 days – weekly
• 60 – 90 days – bi-weekly
• After 90 days – client and TTEC to agree on cadence

• Billable, dedicated Quality resources (required for going above 6 evaluations p/Team Leads p/month or more advanced analysis)
• Billable, dedicated Proactive Solutions Consultants (required for expectations beyond 1 recommendation p/quarter)
• At maturity recommendation for Next Gen QA using Level.AI

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Workforce Management

BASE

HIGH

Traditional support

On Demand

Capacity Planning + Scheduling

Add Ons

• Standard capacity plan updated by WFM (Weekly)
• Scheduling maintained by WFM-on-WFM systems (Weekly)
• Adherence monitored by WFM
• Real Time and updates into WFM systems
• Automated & simple WFM systems being researched

• Simple capacity plan updated by WFM (Monthly)
• Scheduling created by WFM-on-WFM systems (Monthly)
• Adherence monitored by Delivery

• Event triggered / need monitored by Delivery
• Simple capacity plan updated by WFM
• Optimized schedules created by WFM-on-WFM systems
• Adherence monitored by Delivery

• WFM FLEX as add-on
• Forecasting as add-on
• Functional FTE adds (Planning, Real-Time)

Prod, Hand, CPC Bill type 100+ FTE TTEC or Client switch + WFM syst req With RTA req Standard Looker reports w/TTEC systems or data ingestion

Paid or Staffed time Bill type 75 to 100 FTE TTEC or Client switch + WFM syst req Standard Looker reports w/TTEC systems or data ingestion

Paid or Staffed time Bill type 15 to 75 FTE TTEC or Client switch syst req Standard Looker reports w/TTEC systems or data ingestion

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Training

BASE

Training Opt Out

Training Base

Add Ons

Traditional Support Model

• Certified CSR or TSR  proctoring; Client delivers product training
• No client reports
• No WBR / QBR, etc.
• No compliance and risk reporting
• Launch support

• L&D Consultancy, triggered by Operations request
• Billable, dedicated Trainer resources (required by complexity or increase training demands)
• Knowledge Enablement Services
• L&D Optimization Services
• AI Bots
• LMS
• Curriculum Redesign

• Certified CSR or TSR delivers product training post-Launch
• Playbook informs client and delivery on training status, and ensures completion of curriculum as designed
• Production insights that will inform ongoing training development
• Launch support

• Dedicated trainer (billable)
• L&D Leadership support
• Standard launch support

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Delivery – Connected Partners Empowered to Deliver

Value Proposition

Elevator Pitch

Target Audience

• Direct contact with empowered Delivery leaders deeply connected to the frontline colleague's experience and invested in the client’s success.
• Single-threaded leadership personnel managing the account and supporting colleagues to deliver client metrics and objectives. 
• Specialized in the needs of first-time outsourcers, highly invested partners, and lean operations. 
• Colleagues receive support from a Team Lead and a Lead Agent under the oversight of the Program Manager and Director.  Team Leads are primarily responsible for colleague coaching and management, Lead Agent acts as a subject matter expert and training resource., and the Program Manager is the key leader and manager on the account.  All personnel are deeply embedded into the efficiency and effectiveness of the account.

Personas

Titles

VP ● Director/Manager of Customer Experience

Pains - What They Care About

• Clients in early seed-stage, less mature CX experience, challenges with existing service model.
• Clients crave STRAIGHT TO THE POINT & MEANINGFUL insights that are solution focused and drive continuous improvement for performance management, business processes, product satisfaction, and customer satisfaction.

Comprehensive Details

Case Study

Low – Maturity Client

Key Terms

Relevant Contacts & Links

Scott Fessler, Agility Portfolio Leader Michael Gagarra Jr., Exec. Director Laura Daniel, Director Aaron Dugall, Director

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Quality – Empower Client Centric Results through 'Triple S'

Value Proposition

Elevator Pitch

Target Audience

• Triple S = Streamline, Strengthen, Synchronize
• Low-cost, lean, repeatable, scalable, and AGILE solution that can serve the needs of all clients that do not have an internal quality solution/technology.
• We deliver adaptive & collaborative quality workflows, leveraging people, data, and technology. 
• Quality solutions are designed to be behavior driven, solution focused, and CX inspired. 
• Quality Insights are designed to drive and enable continuous improvement for colleague performance, customer experience, business processes, and Proactive Solutions.

Personas

Pains - What They Care About

• Client may have no established (or underdeveloped) QA process and needs help calibrating rubric expectations, building quality tools , and understanding how to analyze & action QA Insights
• Clients crave STRAIGHT TO THE POINT & MEANINGFUL insights that are solution focused and drive continuous improvement for performance management, business processes, product satisfaction, and customer satisfaction.

Comprehensive Details

Case Study

Key Terms

Relevant Contacts & Links

Ebony Price, QA Manager, Agility Brian Leeson, Executive Director, Agility

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The Talent Triangle – Quality, Speed, Volume

Value Proposition

Elevator Pitch

Target Audience

• Talent level is often the differentiator to our clients and their customers, thus ensuring alignment up front is key to success
• TTEC’s go forward approach will be to collaborate with clients to identify the essential functions of the need and make recommendations on the profile including skills and competencies that can be expected.  
• Skill and outcome alignment can then be reassessed at various intervals to determine if premium features need layered in to enhance delivery.
• Three job profiles available for clients:
• Standard
• Advanced
• Complex

Personas

• Clients with immediate need for a “stock profile” i.e. as entry level service agents in a WAH environment
• Clients with niche skill sets and/or credentials that are non-negotiable thus allowing TA to kick off immediate search efforts
• Clients with temporary or seasonal needs who would benefit from an existing internal talent pool and/or alumni effort

Pains - What They Care About

• Do not need, yet still have to fund.
• Unable to find or build a custom, right-sized solution that is the perfect match for their business.
• As the client’s business flows, will their partner be able to scale services to accommodate business trends.
• Quality of Execution

Comprehensive Details

Case Study

• Categorize talent products via baseline skill and layer in specialty capabilities, language, location, credentials, etc. as needed to deliver upon customer needs
• Suite of products available for selection via dashboard for pricing simplicity
• Each program will have a dedicated TA POC who will leverage TTEC’s proprietary CSW to quickly and effectively hire the best talent
• Internal promotion via TTEC ERP to identify candidates known to existing employees, our alumni pool, or our current redeployment list of eligible employees ready for transfer
• BUILD pool
• Prefer 15 mbps speed requirement max in line with global standard

April Tax | Start Up – B2B & B2C

Key Terms

Relevant Contacts & Links

Cathy Beckett, TAVP (Escalation/Sales) Vicki Steere, ED TA Marketing Sarah Chouinard, TA Director (assessment) Ttecjobs.com (posting)

‹#› ©2024 TTEC. Confidential and Proprietary

Training – Disruptive Onboarding Powered by Cutting Edge Learning Technologies

Target Audience

Value Proposition

Elevator Pitch

• Training is your organization's one opportunity to provide a first impression—make it a powerful one using the best tools on the market and leave behind the days of "Death by PowerPoint".
• Traditional training isn't agile or engaging enough to drive meaningful retention or speed-to-proficiency—don't be traditional. Use innovative, rapidly-deployed curricula designed using emergent technology to empower your workforce and have the right resources and platforms to deliver that content.
• We've built thousands of courses over the years, and we've taken note of the patterns that most commonly and rapidly lead to excellence. Even if you have your own training or are going to build it, don't feel the need to reinvent the wheel—we can provide guidance, templates, and consultative services to ensure your training is successful.

Personas

Pains - What They Care About

• Clients often don't know what good training looks like and resort to "training by osmosis" i.e. sitting new hires with tenured agents and hoping competencies transfer.
• Scoping a fully-fledged training program can be a daunting task with significant overhead and lead time from both a design and delivery perspective.
• A client has to walk a thin line between having little control over their training environment and staffing their own costly L&D department

Comprehensive Details

Case Study

Key Terms

Relevant Contacts & Links

David DeRienzo, L&D Director Brian Leeson, Executive Director, Agility

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WFM - Providing Timely and Compelling Insights to Drive Business Results and Optimize Costs

Value Proposition

Elevator Pitch

Target Audience

• Workforce Management is a critical component for a successful Contact Center.  Every team needs relevant, timely information with which to make longer term decisions about how to staff and schedule their front-line members.
• Having access to information and insights at the right time is a challenge that all our clients face.  We provide a solution that does exactly this – the delivery of data driven insights that will help drive decision making, when those decisions need to be made.

Personas

• Newer product or service with potential funding limitations.
• Any level of functional understanding of WFM overall.
• No or limited existing WFO platform or WFM practice.
• Heads of CX, Directors, Vendor Managers, or other roles that routinely wear multiple hats will be involved.

Pains - What They Care About

• Client may have no established WFO/WFM practice and needs help making decisions about staffing, scheduling, and how to identify changes as they happen.
• Customer demand, product problems and product loyalty can be unpredictable. Being able to get ahead of changes to contact volume quickly, will help companies to solve issues surrounding expense, customer satisfaction and ultimately – profitability. 

Comprehensive Details

• An introductory staffing plan and schedules that suit hours of operation, volume demand, and arrival patterns to kick-start our relationship.
• When changes to volume, arrival patterns, and results are detected, our solution will provide data and insights into those changes, and ultimately provide clear recommendations on how to get ahead of those changes through staffing or schedule adjustments.
• Our Service Delivery leaders take great care for a client's business and watch diligently to ensure no change goes undetected.  As changes happen, our Global Workforce Center of Excellence will be there as the need happens to inform the client and our leaders on how to move quickly to operationalize meaningful change.
• Integrating the client's data that comes from an ACD/Switch into our WFO will provide the best outcomes.  This is typically done through an API.  

Key Terms

Relevant Contacts & Links

Brian Leeson,  Executive Director, Agility

‹#› ©2024 TTEC. Confidential and Proprietary

Can we launch Agility in Cairo?

No, that geo is currently not available.

We cannot staff currently for Cairo. We cannot just move into an Geo. We have centers of excellence in the regions shared but none outside of those mentioned.

• If you have questions regarding growth in other geos, reach out to Scott Fessler.

https://www.ttec.com/agility