BPO, CallCenter, Contact Centre, Outsourcing, theOutsourcing-guide

Engaging on Instagram

Over the last year or so Instagram has become the fastest growing Social Media Channel. At over 300 million accounts it is now larger than Twitter. Its potential as a channel to improve customer as well as employee engagement is being realised by a number of leading brands .

How a product looks and its image can be the deciding factor in leading to a purchase. Brand is very closely connected to image. Instagram is all about image.

Instagram allows people to capture and share their visual experiences and images. From the outset Instagram was designed for mobility, where users take photos with their smart phones, edit them and share with their networks on Facebook, Twitter, Tumblr, Flickr, and Foresquare.

Recent research from Iconosquare highlights how the majority of Instagram users, use it to shop. Where as Facebook’s users are mainly interested in connecting with family and friends, Instagram users are more likely to share a picture of a product with their friends, like or comment on it, which reveals personal buying preferences and intentions.

This makes it a very desirable channel for marketers to invest their time and energy into. It’s currently the fastest growing social channel and it’s not as saturated with marketing and advertising content as the other channels. But that’s unlikely to remain so for long. In fact 2015 is seen as the year for Instagram to become the marketer’s social media channel of choice.

70% of the 16,000 users surveyed in the Iconosquare study said that they have looked for a brand on Instagram. While brands use contests and giveaway campaigns to attract followers on social media, 62% of Instagram will follow the brand simply because they connect with it.

Most of them are young. 44% of Instagram users are 18-29.

Images that you share on Instagram are a good way to communicate the vision and values of your brand. You can create a branded gallery of images that tell the story about the brand and the relationship it has with its community of supporters.

As the platform continues to grow rapidly additional functions and services are being added. In 2014 Instagram Direct was released where images can be sent to a particular connection and there’s an inbox to receive incoming messages.

It can provide the ability to deliver visual information to assist customers in using or fixing a problem or answering an enquiry. Helpdesk or support issues raised may be more readily resolved by the customer sending an image via their smartphone.

http://www.socialmedianews.com.au/instagram-reaches-90-million-monthly-active-users/

riginally Published in the Sauce eNewsletter – theOutsourcing-Guide.com

theOutsourcing-guide.com is the ultimate reference guide for the BPO and outsourcing industries and it will become the most comprehensive resource for organisations looking to engage BPO and outsourcing providers. As well as providing a range of eBooks, articles and whitepapers explaining the various aspects of BPO, theOutsourcing-guide.com provides an online directory of providers segmented by category and location.

theOutsourcing-guide.com is a vehicle for vendors and service providers to showcase their organisations and the outsourcing services they provide. Visit theOutsourcing-guide.com for more information.

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The multi-channel challenge

By Martin Conboy

The ability to offer customers the ability to communicate with a brand via a variety of channels has been the Holy Grail for the contact centre and BPO industries for quite some time. Now days customers are multi channel shoppers and business as a whole are struggling to meet the multi-channel expectations of their customers.

But how do you do this while maintaining consistency in the level and quality of service being provided. Adding new channels without a coherent and integrated channel strategy can lead to a chaotic and uncontrolled experience for customers. The exact opposite of what you want.

The goal of multi-channel customer service is to give customers a seamless experience irrespective of the channel they use to contact the organisation. Most companies recognise the importance of it, but acknowledge that they don’t have the systems or processes in place to do it effectively . Thus technology investment is critical to enabling exceptional customer experience. The ability to offer a multi channel experience is now a brand differentiator.

The challenge within

Most organisations cite internal structure as the main challenge. Silos within an enterprise means that the left hand doesn’t know what the right hand is doing. One may well find that serious departmental brick walls, or silos, exist in the organisation that can hinder its progress in terms of process effectiveness and efficiency – or worse, profitability.

The help desk handling support questions via live chat is not integrated with customer complaints or billing enquiry phone lines. Each departmental silo has its own view of the customer, that’s very different to how the rest of the organisation views them. Attitudes can differ significantly between different sets of departments and industries around a wide range of categories – including timeliness, information quality, trustworthiness, professionalism and impact of service.

As such the customer may feel they are dealing with a different organisation depending on the channel and the type of interaction they require. Adding another channel can more than likely fragment that view even further and frustrate the customer rather than improving their experience.

The complexity of trying to integrate these various channels is enormous, where organisations lose site of the forest because of all the trees. Just maybe it is better to have 2 or 3 channels that are highly effective than a dozen or so that aren’t working so well.

The data challenge

Customers themselves are fickle creatures. They don’t all want the same thing and what they want changes over time. Organisations have access to vast stores of customer data stored in transactional databases, surveys and feedback forms, on emails, social media platforms etc., that can be used to better understand customer behaviour and expectations. But unifying these data sources to provide actionable insight can be tantamount to searching for a needle in a haystack.

Continuous Partial Attention (CPA), is the process of paying simultaneous attention to a number of sources of incoming information, i.e. customer feedback, warehouse withdrawals, and website hits, but at a superficial level.

Linda Stone coined the term in 1998. Author, Steven Berlin Johnson, describes this as a kind of multitasking: “It usually involves skimming the surface of the incoming data; picking out the relevant details and moving on to the next stream. You’re paying attention, but only partially. CPA lets you cast a wider net but it also runs the risk of keeping you from really studying the fish”.

Operating under such a value network might lead a company to “listen too much” to its main customers. As a result, it will not recognise potentially disruptive innovations that serve only marginal customers. Secondly, large companies will not be interested in small markets; they hardly offer significant growth opportunities. Again this will lead companies to completely ignore the disruptive innovation or to wait until the market is “large enough to be attractive”. That is exactly when new entrants attack incumbent’s turf, and by that time it is usually too late.

Don’t try to be all things to all people all at once

Rome wasn’t built in a day, neither is multi-channel customer service. Take the time to evaluate the performance of each channel and how it can be improved and integrated with your other channels based on customer feedback and preferences.

Improve gradually over time rather than attempting too much all at once. Customers are more likely to be impressed by constant gradual improvement than a massive project to re-engineer everything, which might fall by the wayside for being too difficult.

https://econsultancy.com/reports/multichannel-customer-experience-report

Originally Published in the Sauce eNewsletter – theOutsourcing-Guide.com

theOutsourcing-guide.com is the ultimate reference guide for the BPO and outsourcing industries and it will become the most comprehensive resource for organisations looking to engage BPO and outsourcing providers. As well as providing a range of eBooks, articles and whitepapers explaining the various aspects of BPO, theOutsourcing-guide.com provides an online directory of providers segmented by category and location.

theOutsourcing-guide.com is a vehicle for vendors and service providers to showcase their organisations and the outsourcing services they provide. Visit theOutsourcing-guide.com for more information.

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Strong Employee Engagement = Exceptional Customer Experience

Creating exceptional experiences for customers requires having engaged employees who are enthusiastic about their workplace and their role within the organisation. According to a recent Gallup study however, employees are disengaged at work – worldwide only a tiny 13% of workers are engaged.

Considering how much time we all have to spend at work, it must be soul destroying to go to a place everyday that eats away at the very fabric of your being. Of course if you are paying off a ridiculous mortgage like people do in Sydney then you may not have a lot of choice. The rat race is a very stressful endless, self-defeating, or pointless pursuit. It invokes the image of the fruitless efforts of a lab rat spending its existence running around and around on a spinning wheel or maze. And remember at the end of the rat race you are still a rat.

In a parallel to the modern urban environment, many rats in a single maze expend a lot of energy running around, but ultimately achieve nothing either collectively or individually. The rat race is often used in reference to modern work places, particularly repetitive, monotonous and dull work. This terminology contains inferences that many people see work as a seemingly sad endless pursuit with little reward or purpose other than a place to go everyday so that they can pay their bills.

The increased image of work as a “rat race” in modern times has led many people to question their own attitudes to work and seek a better alternative; a more pleasant-sounding ‘work –life balance’. Many people believe that long work hours, unpaid overtime, stressful jobs, commuting, less time for family life and/or friends life, has led to a general malaise in our communities, an unhappier workforce who do not have time to enjoy the benefits of increased economic prosperity and a supposed higher standard of living. The output of this way of living is manifested in divorce rates in first world countries of over 50%.

The Gallup report also says that the vast majority of people, some 63%, are “not engaged,” meaning they are unhappy but not drastically so. In short, they’re checked out. They sleepwalk through their days, putting little energy into their work.

A full 24% are what Gallup calls “actively disengaged,” meaning that one quarter pretty much really hate their jobs. Ouch! That cannot be a good thing for employee or employer. They act out and undermine what their coworkers accomplish.

Add the last two categories and you get 87% of workers worldwide who, as Gallup puts it, “are emotionally disconnected from their workplaces and less likely to be productive.” In other words, work is more often a source of frustration than one of fulfillment for nearly 90% of the world’s workers. That means that most workplaces are less productive and less safe than they could be and employers are less likely to create new jobs.

The major challenges with employee engagement starts with defining the term. Employee engagement is a workplace methodology designed to ensure that employees are committed to their organisation’s goals and values, inspired to contribute to organisational success, and are able at the same time to enhance their own sense of well being.

Author of Employee Engagement 2.0 and Employee Engagement for Everyone, Kevin Kruse, states, “Employee engagement is the emotional commitment the employee has to the organization and its goals. This emotional commitment means engaged employees actually care about their work and their company.”

The definition of employee engagement and how one measures it depends on which part of the organisation and how the organisation is structured. Charlene Li, from Altimeter highlights how HR will have a program to increase employee feedback, communications wants everyone to read the latest company newsletter and the Social Media team wants everyone to participate on the enterprise social network.

Research recently published by Altimeter revealed the following challenges when it comes to employee engagement[i]:

  • Most organisations don’t have a well thought out employee engagement strategy
  • Authentic employee engagement only happens when there is trust in the relationship — only 43% of survey respondents believe they have an organisational culture of trust and empowerment that supports employee engagement.
  • Part of the problem is that there is no owner of employee engagement. In 41% of organisations, HR leads employee engagement efforts, while 17% and 11% have Employee/Corporate Communications and Marketing leading efforts, respectively.
  • There remains significant untapped opportunity to use digital tools to enhance employee engagement. Only 36% and 25% of respondents have organizations where many employees use their internal collaboration platform and enterprise social network, respectively.

Mapping the Employee Journey

Creating exceptional customer experiences and engagement requires understanding and mapping the customer’s journey. Likewise employee engagement is dependent on creating exceptional experiences based on understanding and mapping the employee’s journey. The nature of the experiences an employee has will impact the level of engagement they have with your organisation’s goals.

It’s about understanding their role and the experiences they have of the organisation from their perspective. It’s going beyond the typical hire, train, and retain approach to HR and exploring how relationships can be deepened to drive business results and organisational change.

Employee engagement is not about establishing a specific state, but building relationships that can be developed.

There are differences between attitude, behavior and outcomes in terms of engagement. An employee might feel pride and loyalty (attitude); be a great advocate of their company to clients, or go the extra mile to finish a piece of work (behavior). Outcomes may include lower accident rates, higher productivity, fewer conflicts, more innovation, lower numbers leaving and reduced sickness rates and in the BPO world better NPS scores.  In reality all three – attitudes, behaviors and outcomes – are part of the engagement story. There is a virtuous circle when the pre-conditions of engagement are met when these three aspects of engagement trigger and reinforce one another.

Engaged organisations have strong and genuine values, with clear evidence of trust and fairness based on mutual respect, where two-way promises and commitments – between employers and staff – are understood, and are fulfilled.

Just like the customer journey. Company silos, overly strict and inflexible rules and poorly integrated systems and processes can impact the employee journey. The frustrations an employee can feel in trying to do their job can easily be passed on to the customer. In an outsourcing environment it’s the kiss of death.

Steve Rogers of Rusher Rogers HR Solutions, a leading HR practice in Melbourne Australia, offers this bit of sage advice, “If you have got your employee engagement model in place you still want new hires who are most likely to embrace your model, fit in with your culture and achieve the outcomes you need. You need to identify the behaviors that your star performers, who are most engaged, exhibit and the look for evidence of the same behaviors in the candidates that are applying for your roles. But remember look for “evidence” of behaviors. Not their opinion.”

In the BPO and outsourcing world where customer engagement has been outsourced to a third party , having disengaged employees / agents is bound to bring down measurements like NPS scores. Happy engaged employees really do equal happy customers.

Discuss.

[i] http://www.altimetergroup.com/2014/12/strengthening-employee-relationships-in-the-digital-era/

Originally Published in the Sauce eNewsletter – theOutsourcing-Guide.com

theOutsourcing-guide.com is the ultimate reference guide for the BPO and outsourcing industries and it will become the most comprehensive resource for organisations looking to engage BPO and outsourcing providers. As well as providing a range of eBooks, articles and whitepapers explaining the various aspects of BPO, theOutsourcing-guide.com provides an online directory of providers segmented by category and location.

theOutsourcing-guide.com is a vehicle for vendors and service providers to showcase their organisations and the outsourcing services they provide. Visit theOutsourcing-guide.com for more information.

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Creating an Amazing Mobile Experience

The evolution of smarter smartphones and greater access to data sources offers innovative organisations the opportunity to create amazing mobile experiences for their customers. 2015 is the year of mobility where organisations are starting to invest heavily in mobile and responsive websites as well as mobile applications. They are throwing money at the technology, but does that mean they are creating amazing experiences for their customers?

The 2015 State of Marketing Report from Salesforce, based on a survey of 5000 marketers globally including Australia, discovered that two-thirds of respondents have integrated mobile into their marketing strategy. That’s up from 48 percent in 2014 and 65 per cent plan to spend more on mobile push notifications.

Just having mobility as part of your marketing and customer service strategy is not enough. You need to get into the minds and shoes of your customers to understand their mindset and the sort of mobile experiences they are looking for from your brand.

Understanding the role of mobility in the customer journey and mindset

Mobile customers have less time than other customers. They may be walking down the street, on the bus on their way to work, shopping or waiting in a queue, or travelling on holidays. They are more demanding than normal online customers at a desktop. They have less time and are restricted by screen size and the lack of a keyboard or mouse.

When building your mobility channel and platforms there should be two things that you are aiming to achieve[i]:

  1. Allowing customers to find what they want and complete a transactions in the easiest, fastest and most convenient way possible
  2. Provide an experience compelling enough that they’ll come back again and again.

So rather than thinking of what marketing messages you can push out to them. Think of how you can improve the experience of dealing with your brand. How can you simplify the experience? How can you add value? Or even how can you make it more entertaining and fun?

Don’t try everything at once

Don’t fall into the trap of doing what everyone else (ie your competitors) are doing. And try to avoid making major investments that require significant resources and long implementation time frames. As Chris Luxford, Senior Partner from Experience Innovators, advises, “Instead of a few big and long investments that are predominantly still focused on “better service at a lower cost”. Innovate via a customer outcome mindset and lots and lots of smaller frequent changes across the entire customer lifecycle”.

This doesn’t mean that you shouldn’t have a long term strategy and plan. It’s the very opposite in fact. It’s about achieving short term goals and gains as part of realising your long term vision to engage your customers with amazing experiences.

[i] http://www.oracle.com/us/products/applications/tips-engaging-mobile-experience-1505010.pdf.

Originally Published in the Sauce eNewsletter – theOutsourcing-Guide.com

theOutsourcing-guide.com is the ultimate reference guide for the BPO and outsourcing industries and it will become the most comprehensive resource for organisations looking to engage BPO and outsourcing providers. As well as providing a range of eBooks, articles and whitepapers explaining the various aspects of BPO, theOutsourcing-guide.com provides an online directory of providers segmented by category and location.

theOutsourcing-guide.com is a vehicle for vendors and service providers to showcase their organisations and the outsourcing services they provide. Visit theOutsourcing-guide.com for more information.

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Is your Client Data at Risk?

By Mark Atterby

data-securityIn the wake of headline-making attacks and data breaches of Sony Pictures, JP Morgan, Snapchat and others, information security is becoming one of the highest priorities in BPO engagements. Organisations are sensitive about their data and want to know that it’s protected and being handled with care.

The costs to a client can be enormous both in reputation and direct financial impact. Just this month AT&T in North America was fined $25 million by the US Federal Communications Commission, for data security breaches at a call centre the company employed in Mexico to handle Spanish language services.

Employees working for the call centre stole private information belonging to thousands of US customers, including names, full and partial social security numbers, and account-related data. They sold this information to a 3rd party to unlock stolen mobile phones.

This is just one example. According to Gemalto’s Breach Level Index for 2014, 1,500 data breaches led to one billion data records compromised worldwide during 2014. These numbers represent a 49% increase in data breaches and a 78% increase in data records that were either stolen or lost compared to 2013.

It impacts the whole industry

Not only does a major security breach harm the client’s business – it strikes at the very heart of the industry as a whole. Security and how well a BPO provider can demonstrate their commitment to it is increasingly becoming a deal breaker.

Clients need to audit the security procedures of any prospective vendor. If the vendor will be handling information in regards to payments or credit cards then ensure their systems are PCI compliant.

One of the causes of data breaches is from internal employees or former possibly disgruntled employees. Centres with high turnover have a more significant challenge in maintaining control and security.

There are various measures contact centres are deploying to ensure BPO staff do not breach client’s confidentiality and mis-appropriately use their data. Some of these measures include[i]:

  • Creating a paperless environment, preventing employees from writing down and removing information by ensuring that all work processes are done on the computer, without having to record anything on forms or notes.
  • Prohibiting the use of mobile phones and cameras on the floor.
  • Prohibiting paper, pens and digital recording devices from being brought onto the floor.
  • Preventing internet access for employees on the floor.
  • Limiting functionality and access of personal computers or terminals used by call centre agents (for example, disabling USB ports). Companies may also use data loss prevention software to block attempts to download, copy, or transmit sensitive electronic data.

A provider that can’t keep its clients’ customers’ information secure is exposing their client to considerable risk. An organisation can outsource an activity but not its responsibility to the secure handling of private information.

[i] http://www.csoonline.com/article/2122795/physical-security/call-center-security–how-to-protect-employees-and-customers.html

Originally Published in the Sauce eNewsletter – theOutsourcing-Guide.com

theOutsourcing-guide.com is the ultimate reference guide for the BPO and outsourcing industries and it will become the most comprehensive resource for organisations looking to engage BPO and outsourcing providers. As well as providing a range of eBooks, articles and whitepapers explaining the various aspects of BPO, theOutsourcing-guide.com provides an online directory of providers segmented by category and location.

theOutsourcing-guide.com is a vehicle for vendors and service providers to showcase their organisations and the outsourcing services they provide. Visit theOutsourcing-guide.com for more information.

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Let’s Work Together

By Martin Conboy

“Together we’ll stand
Divided we’ll fall
Come on now, people
Let’s get on the ball

And work together
Come on, come on
Let’s work together
Now, now people
Because together we will stand
Every boy, every girl and man

People, when things go wrong
As they sometimes will
And the road you travel
It stays all uphill “
Canned Heat

Canned Heat is an American blues band that formed in California in 1965.

Back then in the hippy era it was all about finding ways for people to collaborate with each other. It’s fundamental ethos — including harmony with nature, communal living, artistic experimentation particularly in music, spread around the world during the counter culture of the 1960s. A move away from the command and control environment of previous generations. The hippie movement has found historical precedents as far back as the Mazdakist movement in Persia that advocated communal living and the sharing of resources. In other words the movement grew because of a shared state of mind.

The world has moved on from those heady days however a lot of very valuable lessons were learnt. Fast forward to today and a key ingredient in building successful, innovative and strategic BPO relationships is collaboration. In other words, the ability for organisations to go beyond the typical vendor/client arrangement to work together for shared goals and objectives. If we want to change the status quo from the master/ slave relationships that largely exist in BPO relationships today we are going to need nothing short of a revolution in the way that we think and in the ways that BPO contracts are constructed.  Contracts cannot be so written that they give a disproportional level of power to one side or the other, as the dominant side may act arbitrarily in the absence of any constraints to the detriment of the other side.  We need to think of a contract more as a ‘living’ contract, in so much as it can be changed as required to make it work for all parties.

However for it to work it needs more structure that what was on offer during the hippy era. In part, this requires a governance model based on joint management structures and committees, but more importantly it requires the client and vendor to possess attitudes and behaviours that promote partnership and collaboration.

These days clients expect their provider to drive transformation and improve legacy processes, but, as Adam Cummins, Principal for Pace Harmon points out, letting go of old processes, approaches and perspectives and allowing the BPO provider to make changes to deliver improvements, efficiencies and savings can be a challenge[i].

The biggest challenge is that the client does not have the attitudes, behaviours or talent and skill sets necessary for collaboration. In all fairness these may also be lacking on the vendor side of things. Research[ii]from the London School of Economics and sponsored by Accenture, highlights that implementing joint operating, management, and executive committees, without having the right partnering attitudes and behaviours in place may inhibit rather than promote the success of a BPO relationship.

Governance structures are important, but the client must fully appreciate the provider as a strategic partner rather than as a vendor[iii]. A true partnership needs to display behaviours such as resolving conflicts fairly and protecting both parties’ commercial interests. Contract constructed around an adversarial approach usually only produce winners and losers, business environments change -likewise BPO relationships need the flexibility to meet shifting market demands and commercial realities. Thus contracts that allow for a team made up of executives from both sides to investigate the facts of a contract failure as opposed to an adversarial approach when one side wins may be worth considering.  After all a loser means that one side will have little or no interest in maintaining the contract.

Internal silos a barrier to collaboration

The inability for organisations to collaborate with a partner can stem from internal silos and reluctance to share information within the organisation. Client executives and leaders need to promote collaboration with their internal teams. Collaboration requires, first and foremost, a change in attitude and behaviour of people throughout the client organisation.

Client teams need to work with teams from the provider just as much as they need to work with other internal teams.

Trust and respect each other

Trust is the belief or confidence that one party has in the reliability, integrity and honesty of another party. It is the expectation that the faith one places in someone else will be honoured. The client and provider need to establish trust between their respective teams before they can effectively collaborate.

Teams that are suspicious or cynical of each other will not share information or collaborate effectively, and may even work to undermine each other.

Relationships develop and change over time. The ones that endure and stand the test of time are based on trust and  allow for a true collaborative approach rather than one that gets bogged down in the governance structures imposed by a contract.

Originally Published in the Sauce eNewsletter – theOutsourcing-Guide.com


theOutsourcing-guide.com
 is the ultimate reference guide for the BPO and outsourcing industries and it will become the most comprehensive resource for organisations looking to engage BPO and outsourcing providers. As well as providing a range of eBooks, articles and whitepapers explaining the various aspects of BPO, theOutsourcing-guide.com provides an online directory of providers segmented by category and location.

theOutsourcing-guide.com is a vehicle for vendors and service providers to showcase their organisations and the outsourcing services they provide. Visit theOutsourcing-guide.com for more information.

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Engaging the mobile customer

With the rise of mobile and social technologies, customers are now more powerful than ever. They’re always-connected status and ability to find information in seconds puts them in control of their own experience, and this trend has forced marketers to rethink how they engage and connect with their customers.

The 2015 State of Marketing report from Salesforce, involving the survey of 5000 marketers across the globe highlights the top five areas for increased marketing spend in 2015[i]:

  • Social media advertising (70% of marketers)
  • Social media marketing (70% of marketers)
  • Social media engagement (67% of marketers)
  • Location-based mobile tracking (67% of marketers)
  • Mobile applications (66% of marketers)

Globally, 38% of marketers plan to shift spend from traditional mass advertising to advertising on digital channels, where 84% of marketers will maintain or increase overall marketing spend in 2015. Social Media is the primary area of focus followed closely by mobility. But considering that 60% of social media time is spent on mobile devices rather desktops[ii], engaging the mobile customer becomes a number one priority.

As such marketing to consumers via mobility offers a level of intimacy and immediacy that can greatly enhance their experiences of your brand.

Mobility offers marketers a range of options and channels to choose from including SMS, mobile apps/website, location based tracking, in game ads, live chat, etc. To decide what mix of channels should be part of your strategy, you need to analyse how your customers use mobility. Are they transacting or using it to gather information? Do they play games or use their device for entertainment? Are they mostly on Android or iOS; smartphones or tablets?

[i] https://www.salesforce.com/form/marketingcloud/2015-state-of-marketing.jsp?nc=70130000000i5Ug&d=70130000000i5XL&ls=Blog&lssm=Corporate&lss=SFDCBlog.StateofMarketing2015&camp=701A0000000y214IAA&content=701A0000000y214IAA.

[ii] http://www.businessinsider.com.au/social-media-engagement-statistics-2013-12.

[iii] http://www.yankeegroup.com/about_us/press_releases/2014-02-06.html.

[iv] http://www.wordstream.com/blog/ws/2013/08/19/what-is-mobile-marketing.

[v] http://www.forbes.com/sites/steveolenski/2015/01/29/11-things-cmos-need-to-know-about-mobile-marketing-strategy-and-app-development/2/

theOutsourcing-guide.com is the ultimate reference guide for the BPO and outsourcing industries and it will become the most comprehensive resource for organisations looking to engage BPO and outsourcing providers. As well as providing a range of eBooks, articles and whitepapers explaining the various aspects of BPO, theOutsourcing-guide.com provides an online directory of providers segmented by category and location.

theOutsourcing-guide.com is a vehicle for vendors and service providers to showcase their organisations and the outsourcing services they provide. Visit theOutsourcing-guide.com for more information.

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