2Connect RFP

8/8/2019 2Connect RFP

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Business Process Outsourcing

Inbound “LIVE” Solutions

For

2Connect, Bahrain W.L.L

_________________________________________________________________________________________

The document is solely prepared for 2Connect by MENA Business Services. All information contained in thisdocument is confidential and cannot be used for other purposes. The content of the document is based on the RFPsent to MBS by 2Connect for Inbound “Live” contact centre solution. Any clarification or misinterpretation in thisdocumented should be brought to the notice of MBS for correction.

MBS Inbound Contact Centre Proposal for 2Connect, Bahrain – Confidential1



Table of Contents

TABLE OF CONTENTS..............................................................................................................2

OPPORTUNITY STATEMENT....................................................................................................3

COMPANY OVERVIEW AND INTRODUCTION.........................................................................3

MBS PROPOSED SOLUTION....................................................................................................7

SCOPE OF PROJECT.........................................................................................................................7

INBOUND SERVICES..........................................................................................................................7

OPERATIONAL FRAMEWORK................................................................................................................8

IMPLEMENTATION PROPOSAL..............................................................................................13

................................................................................................................................................14

OVERALL SOLUTION..............................................................................................................14

1. MBS CSR TRAINING PROGRAM..................................................................................................14

2. RESOURCE PLANNING “WORK FORCE MANAGEMENT WFM”..............................................................18

3. QUALITY PROGRAM....................................................................................................................19

Call Monitoring Template.......................................................................................................21

4. REPORTING – STATISTICAL & GRAPHICAL.......................................................................................23

5. SECURE DATA AND COMMUNICATIONS............................................................................................26

6. REDUNDANCY............................................................................................................................27

7. DISASTER RECOVERY.................................................................................................................27

8. PROPOSED PRICING...................................................................................................................28

9. DISCLAIMER AND CONFIDENTIALITY.................................................................................................29

10. MBS REFERENCES.................................................................................................................29




Opportunity Statement

This proposal is the outcome from the RFP initiated by 2Connect Bahrain - the purpose of whichis to secure a firm that can provide “live” inbound call center support services in Arabic andEnglish between the business hours of 8:00 am – 8:00 pm 7 days a week including publicholidays.

Company Overview and Introduction

MENA Business Services (MBS) is a Dubai Outsource Zone (TECOM) based company. MBS isthe parent company for operational entities in Oman, the UAE and Bahrain, with futureexpansions into Kuwait, Qatar and Saudi Arabia as business dictates.

MBS directly owns and manages the current operating company in Oman which is calledOmanLine. MBS commenced operations in January 2003 with four main operating areas:

The first is our state-of-the-art contact centres. Offering outsourcing services to local,regional and international businesses. MBS utilises the latest technology in offering contactcentre services e.g. Skill based routing, Report generation, Call distribution, CRM systemsand other associated technologies.

We can help meet the multi-channel needs of your customers by developing detailed businessand customer contact requirements for your CRM project. Our expertise involves documentingand mapping end-to-end and customer contact processes and redesigning inefficient processesprior to choosing a CRM application or mapping data. A key part of our CRM process analysis

includes defining the technology platform for a single face to the customer since it is an integralpart of maximizing the benefits of a CRM application for multi-channel customer access.

We manage all the business processes that makeup the entire customer experience. We deliver solutions rooted in our core competencies of human capital, enabling technologies, and globalbest practices to maximize client retention, and sustain long term revenue.

Outsourcing core business processes allows an organization to focus on the strategies that putthem in the business to begin with. MBS has the experience to deliver the skilled people,innovative processes and technology, global infrastructure, and proven strategies necessary tooptimize customer relationships in an outsourcing solution.

We provide large-scale outsourced solutions to help manage every aspect of the customer lifecycle, from acquiring and on-boarding through support and retention. Our outsourcingservices include certified processes for the following:

• Telemarketing sales and lead generation

• Back-office processing/data archiving

• Inbound and outbound customer management

• Multi-channel interaction management




• Customer satisfaction and retention

• Loyalty strategies and programs

At the end of the day, MBS makes it easier to acquire customers, get them on board, and keepthem on board longer.

• The second area is our training facilities. We offer training courses to GCC nationals inthe following disciplines: Medical Secretaries, Medical Transcriptionists, Sales, Customer Service Representatives (Contact Centre Agents). To date we have successfully trainedover two thousand GCC nationals.

Overview of Contact Centre Training Offerings:

Our offerings include agent training for call/contact centers involved in order entry, customer service, sales, and technical support. We offer customized training programs that we design,develop, and pilot for agent staff.

We have the expertise to develop customized new hire and product training for your call/contactcenter. Our methodology involves documenting and analyzing the business requirements andcustomer contacts handled by your center. "As Is" call flows are mapped using our proprietarymethodology. We work with your team to design "To Be" processes as needed, then developthe required agent training and monitoring processes. Some common examples whenprocesses need to be redesigned include:

Web-enabled services to a center; Consolidating centers resulting in centralized and/or expanded product and service

offerings; Systemizing new hire training for efficiency and consistency.

Define agent training performance standards and requirements; Conduct "Train-the-Trainer" sessions for client staff on-site and coach.

• The third area is Medical Transcription. MBS has a strategic partnership with one of theleading global Medical Transcription outsourcing companies. Through this partnership MBSoffers medical transcription services to medical facilities in the Kingdom of Saudi Arabia andin the United States of America.

MBS’s transcription services are easy, efficient, and cost-effective.

We support much unique dictation and transcription needs (file/document formats, systeminterfacing, etc.). This ease of use allows us to exceed your most demanding dictation andtranscription requirements.

We customize our transcription services to your business processes, saving you the time andeffort involved in creating, editing, and correcting typed reports. When requested, your dictationscan be typed by select transcriptionists in our facilities.

If your current transcription service is billing you by line, word, page, minutes of dictation, report,or note, you could be paying 30% to 100% more. With 24/7 dictation and transcription service




and 99.99% up time you get your services when and where you need them - on your schedule,not ours.

• The fourth area is Consultancy Services. MBS offers the services of its highly experienced

business consultants to companies who may be interested in setting up their own contact/callcentre but may not have this vertical as their core business. We offer services for an end to endassessment and set up guidelines to develop an in-house call centre. As part of this service,MBS also provides sub-contracting services to companies wishing to use our trainedprofessionals/selected workforce to render services for them within their office space/operatingareas for a given period of time.

MBS can help you maximize service delivery, increase efficiency, and reduce costs throughcomprehensive contact center strategies and project management. Our expertise involves thedevelopment of a comprehensive analysis and strategy, including quantifying the advantages,risks, opportunities, and costs as well as project management for a number of call center initiatives.

MBS can help you plan and manage all facets of your contact center requirements. Our expertise includes detailed strategic planning, developing the business case as well as hands-on project management and implementation, including defining the right technology architectureat the right time, forecasting staffing requirements, and developing quality and human resourceprograms. We have the expertise to develop correlation models that link sales and transactionsto customer contact frequency.

We can help you build or outsource a call/contact center that enables you to deliver cost-effective quality services-on time and on budget. Our systems alignment process, which isconducted in conjunction with your staff, ensures buy-in and transfer of our extensive call center management know-how and expertise.

MBS Oman is located in the prestigious Knowledge Oasis Muscat (KOM) where it has state of the art facilities, both from a technical and a Human Resource perspective. MBS Bahrain islocated in the heart of the prestigious Diplomatic Area in Manama.

MBS UAE operations are to commence from the newly established Dubai Outsource Zone(DOZ) with setups in the near future in Abu Dhabi, Al Ain. Our call centre in Dubai houses 150Contact Centre workstations. Work on the fit out of this operation is underway and the centre isexpected to be operational by the end of November.

The senior management of MBS has many years of experience in setting up and runningoutsourced solutions to clients from many different verticals/industry segments in different parts

of the world. We also have extensive experience of operating Contact Centres in the MiddleEast. Client experiences include MARH, Microsoft, HP, ADD, ART, Multi-choice, AllianceHousing Bank, American Express, etc

MBS Contact Centre uses state of the art technology to meet and exceed our business partners’requirements. MBS ensures that all components used in our infrastructure are from the topsuppliers across the globe thereby ensuring scalable and reliable Network andTelecommunications infrastructure.




Data security for MBS is of prime importance. We ensure that we safeguard the datainformation of our Business Partners with very high level of security and data access policieswithin our centre.

In addition to our existing offices in Oman, Bahrain and UAE, MBS is in the process of setting

up Training, Medical Transcription and Contact Centres in Kuwait, Qatar and the KSA.

MBS’s regional offices are all networked by the means of the Virtual Call Centre technology.This technology allows for Business Continuity Planning and Support offers agents, contactcenter systems, infrastructures and management solutions maintain business operations intimes of need, when faced with a disaster. Solutions can be implemented within a 24-hour period to help minimize loss of productivity and revenues.

In order to give you as much information about MBS as possible included is a sample customer reference list, which is representative but not inclusive:-

1. Electricity and Water Authority – Bahrain

2. Ministry of Works & Housing – Bahrain3. 2Connect – Bahrain & KSA

4. Labor Fund –Bahrain

5. Bahrain International Circuit

6. International Turnkey Services -Bahrain

7. Ministry of Health – Bahrain

8. Ministry of Commerce – Oman

9. Ministry of Labor – Oman

10. Ministry of Health – Oman11. Alliance Housing Bank/Ahli Bank – Oman

12. Abu Dhabi Emiratization Council – UAE

13. Ministry of Labor – UAE14. Sama Dubai Worldwide –UAE, Bahrain, Morocco

15. Du Telecom –UAE

16. Oman Mobile

17. Oman Tel

18. Oman Wastewater Services Company

* Please visit our new website for a detailed client list




MBS Proposed Solution

Scope of Project

Inbound ServicesAs per 2Connect’s request, MBS proposes to offer Inbound services for Bilingual support(Arabic & English) for the customers of 2Connect 7 days a week, 365 days a year from 8am to8pm handling upto 200 calls on average per week with occasional spikes in volumes.

Below you will find an example of how MBS handles Inbound calls. These will be customized if required to meet 2Connect’s requirements:

MBS-Contact Center Client Relevant Department

Created 06 11 07

CONTACT CENTER CC-001

AUTHOR:MBS VER 01

This D ocument Is Confid ential To MBS

INBOUND CALLS: CUSTOMER INFORMATION-TRAINING-NURSING CALLS

Client contacts

Contact Center

Follow up withClient

1 day

Inquiryresolved in

First Instance

Answer Inquiry

Assign to relevantdepartment

no

Inquiry

received

Identify detailspending

resolution

Verify customer satisfaction

yes

End

x day(s)*

* depending on SLAs (to be

determined/agreed)

Answer Inquiryand close in CRM

appl.

Log Inquiry in

CRM ap pl.

yes

Resolved no



Operational Framework

Technology CRM: Provided by MBS unless 2Connect wishesConnectivity between MBS and 2Connect: to beprovided by 2Connect

Service Timings Inbound: 12/7 days a week, 8am to 8pm

Number of ShiftsTo be determined based on actual call volumesreceived.

Shift Timings Example• 8 AM to 4 PM

• 12 AM to 8 PM

Number of Agents *

• Shift 1- X agents

• Shift 2- X agents

Dimensioning as per actual volumes – sole discretionof MBS based on KPI/SLAs agreed upon with2Connect

Language Skills• English

• Arabic

Location MBS Premises

Project Period Contractual bond – 2 years, renewable

Services Inbound Generic Query Handling Services

Deliverables

• Daily/weekly/monthly qualitative and

quantitative reporting• KPI/Service Level analysis, quality monitoring

based on standard or pre-agreed upon levels

• 100% call recording facility



MBS Contact Center Technology Infrastructure and Capabilities

MBS Contact Center uses state of the art technologies such as call distribution, skill basedrouting, screen pops, database applications, computer telephony integration, workforcemanagement, customer retention management and other associated technologies in order to beable to address the requirements of its business partners. MBS ensures that all componentsused in its infrastructure are from the top suppliers across the globe thereby ensuring scalableand reliable Network and Telecommunications infrastructure.

Private Automatic Branch Exchange (PABX)

• Digital and Analog (Hybrid) system

• IP Environment

• Networked Call Centre Compatibility

• Digital Announcements

• On Hold Music

• Scalable• Voice Mail with Remote Access

Interactive Voice Response (IVR)

• Provides 24x7 automated services

• Allows customers to choose their preferred language and other client specific choicesthat help route calls in the most efficient manner to the most appropriate agent based onskill sets.



• Provides online and secure services with Pin number validation and also on caller unique number

• Request for service or book complaint or a call back.

• Interactive online services allowing customers to retrieve information about serviceswithout referral to live agents.

• Can be integrated with any databases to convert the output to speech (e.g. transactiondetails, etc).

• Allows callers to request for documents to be faxed to them, via a fax gateway integratedwith the IVR

• Unique personalized greetings based on called number or campaign, music onhold.

• Quality Assurance measurement after every call, the call will be transferred to the IVRfor customer direct input on quality of service.

• Store all activity information on the IVR per caller

• GUI based drag and drop call flow development and modification

Automatic Call Distribution (ACD)

• Advanced call handling features with customizable call routing.

• Provides for the transfer of calls based on the CLIP (Caller Line IdentificationPresentation), i.e. the number dialed by the client’s customer.

• Skill based routing based on language, IVR selections or other defined skills factors.

• Ability to provide differing call treatment based upon predefined client requirements.

• Ability to define and monitor different service levels based upon client requirements.

• Fully IP Compatible

• Ability to network multiple Contact Centers with centralized database and reporting

• Real time agent and call traffic monitoring

Customer Relationship Management (eCRM) software

• Allows for secure, web based access for client partners to their campaign informationand related data.

• Provides for the capture and processing of customer details and related information.

• Fully integrated with the client’s customer data to present caller information to the CSA.

• Full customization of front-end screens and workflow based on the client requirements

• Ticket/problem booking and escalation based on defined service levels

• Full campaign tracking and Management

• Online Campaign monitoring, reporting and real time display for client partners.

• Store all caller information and communication

• Customized front end screen integrated with client database for “one screen” view to theagent

•

Integrated with the soft phone functionality to answer calls, transfer calls, login/logout,send fax, send SMS, send email etc.

Voice Recording

• Digital recording of all or selected calls based on client and/or legal requirements

• Allows for use of voice files for quality assurance

• Identify training requirements based on the recorded conversations

• Secure voice transactions

• Archiving of all calls with customer interaction



Computer Telephony Integration (CTI)

• Web based front end fully integrated with the eCRM application.

• Preview & Progressive dialers (either automated or manual dial) for outboundcampaigns.

• Soft phone integration with the CRM application for single pop-up screen with controls,

at the click of a mouse.• Fax document and SMS management through the web front-end based upon campaign

requirements.

• Stores full caller history (number of calls, time and date of calls, agent spoken to,complaint history etc..)

• Management of call-backs to ensure that no calls are lost. All caller numbers are storedand automatically assigned to agents for call back with reason for their call.

• Transfer calls back to IVR from menu selection on the agent web screen to allow for example for secure password validation, fax requests or other processing requirements.

• Screen pop-ups based on the called number and/or IVR selections.

• Pre defined scripts to help agents to handle calls effectively

Multi Channels Contact (Web Portal)

• Enables customers to use their preferred mode of communication (voice, fax, email,SMS etc.)

• Multi-Media Manager - Handles Emails and Web interactions the same way the voicecalls have been handled thereby increasing the overall customer service

• Reduce costs and increase efficiency by automating response to email queries androuting the customer to the best skilled agent

• Web Communications- allows real time interaction with customers/registered users.

• Web chat and Collaborative browsing

In addition MBS technological suite also includes tools, systems and applications for Automated Dialer, Workforce Management System (WFM), Knowledge Base System (KBS),Online Tools & Reporting, Web Based Reporting, Customer Contact History, Real-timeMonitoring and more.



TELEPHONY COMPONENTSDETAILS BRAND VERSION/MODEL

PABX Nortel CS 1000s

ACD Nortel CCM 6.0TAPI Nortel Version 6.0

CTI Nortel CCT 6

Soft Phones Nortel Meridian -12050ACD Phones Nortel M 3905 & IP

Admin Phones Nortel M3904 / M3903

IVR Software Nortel Perphonics

IVR Hardware Nortel Perphonics

ITG Nortel ITG Line/Trunk Card

Call Accounting Ring Master

SOFTWARE APPLICATIONSDETAILS BRAND VERSION/MODEL

Workstation OS Microsoft XP or 2003Server OS Microsoft Servers 2003 Server

Database Microsoft SQL/Sybase SQL 2003/2007

Web Servers Internet Information Server IIS 6

Email Microsoft Exchange Server

Web Development Microsoft DOT net or ASP

Office Suite Microsoft OfficeStandard/Professional

CRM Customized

Firewall Software Microsoft/Cisco

Backup Veritas or Arcserve

Reporting Tools Microsoft/Nortel Crystal Reports 9

Antivirus Mcafee/Trend Micro



Implementation Proposal

Once the strategic decision has been made and the contract agreed upon to outsource theInbound Contact Centre processes to MBS, it will then be admissible to take steps toseamlessly transition the processes without impacting existing service levels. This is always achallenge for both the client and the vendor as the success/failure has an immediate, direct

impact on customer satisfaction and loyalty. Process migration is a specialized effort andtypically involves members from several cross-functional teams comprised of internal andvendor members.

Critical to success is communications clarity and prioritization through dedicated managerialresources. Some critical functions involved include Administration, HR/Resource Management,Information Technology, Operations, Product marketing and sales and others. Project management is paramount to ensure a smooth transition and implementation and thismeans following a project management methodology whereby we run the project throughphases.

Phase 1 (“Pre-Implementation” Approximately 2-4 weeks): The first phase is the preImplementation Phase where we need a clear understanding of requirements and goals,followed by an analysis of the current state of customer processes within the client’s site andour own enterprise and what it will take to migrate to the project goals. During this phase we will:

• Gather actual information to analyze the processes currently being implemented at2Connect and obtain a clear understanding of the current Mode of Operation.

• Obtain statistical information to fully understand the dimensioning required to deliver the services

o Estimate & Project Call Volumes: Modeling & Scenarios

o Develop Estimated Staffing Projections & Forecasts

•Review the current systems and applications being used to deliver the service toobtain a clear understanding of the IT solution to be implemented (MBS/ 2Connect,access, connectivity, etc.)

o Define the Start-up Technology Architecture, Including Functionality,

Features, Scalability Requirements. for ACD/PBX/Portals, Interactive VoiceResponse Units (IVR's) & Voice Monitoring Technology, Multi-channelInterface

o Define the Agent Workstation & Desktop Requirements

o Layout and configure the Telecommunications & Network Infrastructure

• Finalize the Contact Center metrics (Quantitative and Qualitative) and KPI to be used

• Determine the scope of 2Connect specific training

• Documenting the approved Future Mode of Operation processes and technology

• Develop a road map for the migration and implementation of the services respectingthe required levels of Service

As indicated in the last bullet the road map for the implementation of the services will befinalized during the Pre Implementation phase – however changes can be made as per 2Connect requirements and MBS deliverables based on actual Mode of Operationobservations& statistics.



PROPOSED IMPLEMENTATION ROADMAP for thecoming months

PHASE OCT

2008

NOV

2008

DEC

2008

JAN

2009

FEB

2009

MAR

2009

APR

2009

PHASE

1

PRE

IMPLEMENTATION

PHASE2

INBOUND SERVICES

Overall SolutionMBS shall provide 2Connect with a Single Point of Contact to communicate and liaise with for all project requirements during pre-implementation, implementation and continued performance

excellence deliverables. MBS commits to offering excellent support for generic enquiriesutilizing highly skilled agents who have the ability to convert even a general enquiry into aninterest in 2Connect’s products and services and generate sales. Most often how well acompany handles a generic enquiry dictates whether the prospects calling will consider itsproducts and become a customer. MBS guarantees that its agents have the ability to do so with

coordinated training and support given by 2Connect team.

1. MBS CSR Training ProgramMBS offers a Training Program which prepares Customer Service Representatives for their respective positions. Below you will find the Training Curriculum for this program:

The duration of the full Curriculum varies depending on the Customer Specific Products andServices, Systems and Culture. However in general the full Curriculum is completed within 5months. Below is an appreciation of the Basic Timeline:

Customer Service Soft Skills modules: 3 weeks Customer Specific Products, Services & Systems: 2 weeks

MBS CONTACT CENTER CSR TRAINING CURRICULUM

1) CUSTOMER SERVICE SOFT SKILLS

4) CUSTOMER SPECIFIC PRODUCTS, SERVICES & SYSTEMS



Below and on the following three pages you will find a drill down of the different courses whichare included in the different Customer Service Soft Skills modules.

MODULES & COURSES

MODULE 1:InductionCompany InductionDepartmental Induction

MODULE 2: Introduction to Customer ServiceCustomer Service FundamentalsDeveloping a Customer-Centric mindsetWho are your Customers?Internal CustomersExternal CustomersHandling Customer ComplaintsWhat does Customer Service means to you?Developing a Customer Friendly Attitude

MODULES & COURSES

MODULE 3: Communication and Interpersonal SkillsDeveloping Effective Communication SkillsNon-verbal Communication SkillsVerbal Communication SkillsProfessional ApproachThe Art of ListeningInterpersonal SkillsHandling ConflictsTeam Building

MODULE 4: Customer Analysis - Knowing your Customer Knowing your Customer

Customer ExpectationsAssertive working Style – Results-OrientedAnalytical – Details-OrientedAmiable – People-OrientedDominant Behavioral Style

MODULES & COURSES

MODULE 5: Presentations SkillsPresentation SkillsPower Point Presentation Skills

MODULE 6: Selling SkillsThe Salesman

Personal SellingThe Selling ProcessThe Salesman's RoleLost Sale AnalysisA Call PlanImproving Sales SkillsSelling Tips



MODULES & COURSES

MODULE 7: Managing Difficult CustomersWhat makes Customers upset?What can you do to avoid upsets?5 key steps to calming upset Customers?Accurate Problem IdentificationConfirm the Customer’s Value

Synchronize and SummarizeCalming yourself

MODULE 8: Telephone Customer ServiceMastering the TelephoneAnswering the Telephone - A Professional GreetingActive ListeningPutting Callers on HoldTransferring a CallTaking a MessageClosing a Call

MODULES & COURSES

MODULE 9: Corporate and Contact Centre CultureWhat is a Culture?Corporate CultureContact Centre CultureService CultureTypes of Contact CentreContact Centre ValuesCreating and Projecting a Positive Image

Cross Functional LeverageMODULE 10: Quality - Ensuring Service ExcellenceUnderstanding QualityQuality MetricsQuantity MetricsCall MonitoringQuality Evaluation SheetCoaching and FeedbackCalibration



2. Resource Planning “Work Force Management WFM ” The key factors considered for the resource planning and sizing are as follows

Expected Service Levels MBS uses the Erlang formula to plan for the resources based onthe expected service level from the client. The SLA is a criticalmeasurable for the Contact Centre operations based upon which

the KPI’s and other measurable are defined.Average Talk Time The measurable ensures that all agents are well trained and are

adhering to the procedures as defined to answer inbound calls. If ATT in not monitored, then the Service could have a direct impactleading to drop in service level.

Peak Days/Hours Based on the peak hour calls the resources are accordinglyplanned to handle the calls. Breaks are assigned based on the calltraffic flow to ensure optimum utilization of the resources and limitthe abandoned or the hold time for the callers.

Language Skill set MBS ensures that the calls are routed to the skilled agents basedon the language selection. Ongoing analysis will be done on the callflow to ensure that the language selection of the callers is directly

reflected on the resources available on shift with the requiredlanguage skills

Resource Utilization MBS ensures that the resource utilization is to the optimum. Basedon the analysis of the call traffic, during off peak hours the agentsare available to make outbound calls for customer satisfaction, datacleansing or attending training to enhance their skills.

Forecasting Forecasting enables to plan for appropriate sizing of the resources.For instance, the number of agents required could be more whenthe utility bill is sent to the consumers. Forecasting is very critical toplan the resources based on the skills on language and type of calls.

After Office Calls MBS ensures that the calls received after office hours are

monitored on a daily basis. Based on the analysis there could be arequirement to provide online IVR 24x7 services or alternativelyhave live agents operational to handle calls during that period.

Seats to Agents requiredcalculation

The number of seats ensures that there are x number of agentsavailable to answer the calls however y agents may be required toanswer the calls. The agents required to man the seat could behigher since agents will need to take lunch breaks, unexpected sickleaves, no show at work or may have to undergo training. The Seatto Agent ratio is calculated based on the call statistics, workingdays, working hours etc..

Work Force Management

Tools

Teleopti



3. Quality Program

MBS’s first objective is to provide each department of MBS with an ongoing flow of Q/Ainformation and to update everyone on the various project requirements.As our first major step, MBS designed a "road map" outlining all the key Q/A issues and set outto reach our quality destination by focusing on these specific areas of importance:

Corporate PhilosophyThe principal theme underlying all MBS activities is "respect for the individual." This approachshapes the company's relationship with its employees, clients and customers. In addition, our quality assurance goal is: A Zero Complaint Environment.

MethodologyMBS internal Quality Assurance and Compliance departments are dedicated to helping our CSR’s make rapid, accurate and confident decisions. We accomplish this through consistentapplication of our proven and innovative methodology, reliable and valid data, and our custom-designed service of frequent evaluations and calibrations.

Our Quality Assurance and Compliance Processes evaluate telephone, e-mail, fax and CRMoperating systems applications in real time and with historical analytics reporting.MBS evaluates and audits all these means of customer communications and reports the scoresand detailed feedback to managers, supervisors and individual agents via an easy-to-use onlinereporting system. High-level reports enable managers to compare services across a centres or multiple centers. Detailed reports allow supervisors to view scores, attribute by attribute, at theagent & process level. Individual agents can also view their own results, listen to scored calls,and review feedback to help them improve their performance.

Quality Assurance Compliance and Information ProgramProcesses were created to provide the MBS management teams and clients with the following

information:

MBS Business Requirements Client Compliance/ Information MBS Compliance/ Information

We are committed to informing, training, and reinforcing all applicable laws within our organization and will continuously monitor proper phone etiquette and mandatory compliancerequirements throughout our Contact Center efforts. A comprehensive, effective QualityAssurance Program which "exceeds" our clients' standards and embodies our belief that"customer satisfaction is the best comprehensive advantage."

The Best Call QualityBegins with: Hiring the best, Comprehensive training, Continuous assessment and coaching. Allcalls should focus on the customer and you should hear the same consistent quality on eachcall.

MonitoringWhy Monitor Calls?

To ensure customer satisfaction; To clearly identify training opportunities; To measure and acknowledge superior performance;



Call MonitoringOne of our most important pillars in the MBS Contact Center is the Quality Assurance functions.Following are the proposed Quality Assurance methods and parameters that MBS proposes.We implement this Quality Assurance Program to determine the degree of excellence achievedand deficiencies that need correction so as to ensure that we provide excellent service to your valued customers. At MBS we have two facets to our Call Monitoring Program where wemonitor call quality for both live calls and recorded calls.

Live Calls These are the real time calls in which Team Leaders/Supervisors/Managersmonitor and evaluate the calls adjacent to the agents or from a remote position and feedback for these calls is provided within the same day and frequently immediately following the call. Theobjective is to evaluate the performance of the CSR with respect to the quality of the servicebeing delivered to the customer and to coach them on any opportunity areas identified duringthe contact.

Recorded Calls These calls are recorded calls for later retrieval but furnish the samepurpose which is improving agents’ performance and productivity.

Monitoring Frequency MBS proposal is for 2 recorded and 2 live calls per CSR every week.

Standardized Call Scripting MBS uses Call Scripting to ensure that courteous, professionaland excellent Customer Service is delivered to the customer.

Monitoring Template We use a Monitoring Template to assess the quality of service beingdelivered by our CSR’s. It is a dynamic template with drop down fields and built in scoringranges. This tool enables the contact Center Supervisors top perform the required quality

checks, the respective assessments and to provide, accurate and pertinent feedback andcoaching paramount to deliver excellent customer service. An example of this MonitoringTemplate can be found on the following pages and will be reviewed and finalized with the MOIC.



Call Monitoring Template

M

Techniques



MBS Quality Assurance Techniques

Performance Improvement Model1. Identify quality performance standards that meet client expectations and follow ContactCenter management principles.2. Train CSRs to meet quality performance standards -- competently and confidently.

3. Implement a call monitoring process that is scheduled, fair and consistent.4. Calibrate staff members who monitor calls to ensure consistency in call evaluation.5. Prepare Supervisors and Team Leaders to be effective coaches and provide proven anduniform "prescriptions" to correct deficiencies.6. Coach CSRs by reinforcing outstanding performance and providing support where required.7. Implement disciplinary process for those out of adherence.8. Review monitoring and coaching feedback for potential revisions of performance standardsand training.9. Assess technology's impact and/or potential for performance improvement.10. Communicate success and issues to corporate management and other parts of theorganization.11. Conduct a call offered Pareto i.e. define the workload by arrival day/tie, caller segment, call

event, handle times, resolution/outcomes and business implications. This is the foundation todetermining staff schedules, staff skill sets, process/practices, enablement, technology needsand performance metrics. Don't assume, define.12. Conduct sufficient, weekly call monitoring by trained monitors utilizing a common approvedtemplate and attending weekly calibration sessions to ensure accuracy and effectiveness.

The Quality assurance program should be well communicated to all staff before they even taketheir first call. They should have a clear understanding of it's impact on them and it's purposes.Quality program is not a disciplinary tool and all issues identified should be treated as a trainingissue.

Quality, Contact Center Performance Metrics & Service Level Management

As a part of overall Quality there are many Performance Metrics that are measured in a ContactCentre to determine its Service Levels. Some are focused on Productivity, some Quality andsome on Key Deliverables. However, the most important performance measures are:

• The average delay a caller may experience whilst waiting in a queue.• The mean conversation time, otherwise referred to as Average Talk Time (ATT)• The mean dealing time, otherwise referred to as Average Handling Time (AHT - equal to

ATT plus wrap-up and/or hold time)• The percentage of calls answered within a determined time frame (referred to as a

Telephony Service Level or TSL

• The number of calls / inquiries per hour an agent handles (CPH or IPH).• The amount of time spent while an agent processes customer requests while not

speaking to a customer (referred to as Not Ready time/NR, or After Call Work/ACW, or Wrap-Up.)

• The percentage of calls which completely resolve the customer's issue (if the customer does not call back about the same problem for a certain period of time, it is considered asuccessful resolution or FCR - First Call Resolution).

• The percentage of calls where a customer hangs up or "abandons" the call is oftenreferred to as Total Calls Abandoned or Percentage of calls abandoned. Calls are oftenabandoned due to long hold times when a call centre experiences a high call volume.



• Percentage of time agents spend not ready to take calls, often referred to as Idle Time.• Quality Assurance monitored by a quality assurance (QA) team.

After establishing priorities we set standards and targets by which you intend to judgeperformance. These standards and targets ensure that the Contact Center achieves the bestservice possible from a qualitative and quantitative perspective. Measuring these service levelsis one of the most important aspects of optimizing performance. We accurately measure servicelevels as to be able to meet our objectives and to improve upon them.

4. Reporting – Statistical & Graphical

No contact center operation is complete without statistical and graphical reporting to map theprogress, KPIs/SLAs and keep a keen eye on any improvement areas. MBS shall providedetailed reports of all outbound call activities along with reports appropriate to datamanagement. The outbound statistical reports shall include completion details of recordshandled for surveys, missing information, soft reminders and the graphical reports shall depictdetails like the overall progress, peaks and valleys in call volumes, success rate of completion

at certain hours of the day. Following are two screen shots of the type of reports that can begenerated. However the nature of reports shall also largely depend on the CRM tool provided by2Connect or MBS as the final decision may be. The current screen shots are form MBS CRMtool developed in house.

Following is a screen shot of a generic CRM screen as developed by MBS in case 2Connectintends to have MBS integrate its CRM with 2Connect systems:

However, as informed, 2Connect shall be providing secure access to its software and systemsover the internet so all maintenance and upgrade responsibilities for the same will be managedby 2Connect. MBS shall ensure that all agents have requisite systems and connectivity toconnect to 2Connect CRM.



Following are some screen shots from the type of reports that MBS generates:

Calls Offered VS Answered

0

50

100

150

200

250300

350

400

450

0 1 / 0 2 / 2 0

0 8

0 3 / 0 2 / 2 0

0 8

0 5 / 0 2 / 2 0

0 8

0 7 / 0 2 / 2 0

0 8

0 9 / 0 2 / 2 0

0 8

1 1 / 0 2 / 2 0

0 8

1 3 / 0 2 / 2 0

0 8

1 5 / 0 2 / 2 0

0 8

1 7 / 0 2 / 2 0

0 8

1 9 / 0 2 / 2 0

0 8

2 1 / 0 2 / 2 0

0 8

2 3 / 0 2 / 2 0

0 8

2 5 / 0 2 / 2 0

0 8

2 7 / 0 2 / 2 0

0 8

2 9 / 0 2 / 2 0

0 8

Date

O f f e r e d V S

A n s w

e r e d

Offered

Answered

Calls Abandoned

0

50

100

150

200

250

300

350

400

450

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

Dates

C a l l s O

f f e r e d a n d A b a n d o n e d

Offered

Abandoned



Average Handle Time

0

50

100

150

200

250

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29

Dates

A H T i

n S e c s

AHT Bencmark

Average Handling Time (Sec)

Accumulated stats

0

50

100

150

200

250

300

350

400

450

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29Dates

O v e r a l l S t a t i s t i c s

Offered

Answered

Avg Ans Delay (Sec)Average Handling Time (Sec)

Terminated

Abandoned

English and Arabic Calls

0

50

100

150

200

250

300

350

400

450

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

Dates

C a l l s

O f f e r e d a n d A n s w e r e d

Arabic Offered

English Offered

Arabic Answered

English Answered



SLA

0%

20%

40%

60%

80%

100%

120%

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29

Dates

S L A

P e r c e n t a g e

Benchmark

SLA (Percentage) - 80%Benchmark

5. Secure Data and Communications

Ensuring that 2Connect’s data and communications is secure is critical, as any loss of confidential customer information can mean huge consequences for your organization. And, of course, any center downtime has a direct and measurable impact on your bottom line. The fullMBS suite of security services secures both data security practices and procedures to thecontact center, protect critical information, and comply with corporate mandates and federalregulations. MBS achieves secure and compliant contact center environments through effectiveplanning, implementation, and management of security policies and practices.

Data and communication security are foremost issues for operations IT management. Policies,processes, personnel and tools need to be utilized to mitigate internal and external sources of

risk. MBS has a robust approach to security. Additionally, security policies are clearlycommunicated to all personnel in mandatory training sessions. From an IT managementperspective, IT policies are enforced through hierarchical access rules that ensure that allassociates and even internal IT management have only limited access to data. From an ITinfrastructure perspective, data is communicated in a highly encrypted manner (internally andexternally), and stored data is isolated using firewall software and physically on differentsystems in secured rooms.

Security highlights:

People:

• Employee background checks• Employee training

• Card key access to facilities

• Security checks

• Online monitoring of personnel

• Limited systems access

• Physical isolation of customer teams on floor



Facilities:

1. Security personnel

2. Card key access

3. Paperless office (No recording instruments allowed on service floor)

4. Physically secure network operations data center(s) (NOC)

5. All rooms networked with CCTV cameras

IT Systems:

• Hierarchical access permissions for IT management

• Two factor authentication for system access

• Rigorous password management

• Encrypted communications of data

• Layered Firewall security

• Constrained user interface and controlled Internet access for associates

• CD, USB and floppy drives removed from service floor systems

6. Redundancy MBS’s contact center has established processes and maintains multiple levels of systemsafeguards including battery backups and diesel generators. Data is backed up nightly andstored off site as well as on site.

7. Disaster Recovery Today MBS can offer various services for 2Connect through our Contact Centre located inBahrain and provide Disaster recovery options across Oman, UAE, Bahrain & Kuwait.



8. Proposed Pricing

Pricing StructureAll prices are based on volumes of calls as mentioned in the RFPDescription Lumpsum Price per month

1. Inbound Support Callso Upto 200 calls per week

with occasional spikes involume

BD 500

This covers Operational & IT costs including systems/maintenance/contact centretechnology to support the operation -to be incurred by MBS for the complete manningof phones for the call volumes received.

* Should there be major fluctuation in volumes, 2Connect and MBS shall mutually discuss &agree and if need be deploy more resources to the campaigns. MBS and 2Connect to discussappropriate notice period before volumes are increased or decreased to be able to deploy resources accordingly.

Assumptions used for staffing requirements based on call volume projections provided by2Connect:

1. 2Connect shall divert approx. 200 generic enquiries calls per week to MBS contactcentre for bilingual inbound support. If 2Connect wishes MBS gets a unique telephonenumber for 2Connect customers to contact the contact centre then MBS and 2Connectshall mutually agree on the service provider & number selected for the same. Noadditional costs have been included for incurring inbound toll free calls or acquiring anew number for 2Connect in this proposal.

2. IF REQUIRED: 2Connect shall provide connectivity between 2Connect and MBS contact

centre for routing of voice and data. No additional charges have been included by MBSfor this connectivity since it is assumed that 2Connect shall provide it.

3. MBS commits to handle all generic call volumes, however, for any other kinds of callsrequired to be handled by MBS – separate proposal shall be submitted.

Billing would be done on a monthly basis and this price covers many elements, including:

• Direct supervisory management

• Contact Centre Senior Management Costs

• Recruitment/HR Costs

• Real Time Quality Assurance and Compliance Measuring and Evaluation

• Ongoing quality checking and training

• Web Portal Access for online reports• Office infrastructure

• Technology Infrastructure (HW and SW such as PC’s, Software, ACD, IVR, Network,PABX, etc.)

• Operational, Systems Technical Support

• Maintenance and ongoing upgrades to Contact Centre Technology.

• Disaster Recovery



9. Disclaimer and Confidentiality

The information provided in this document is confidential information of Mena BusinessServices, (MBS) and must not be used for any purpose other than reviewing MBS’s offering todetermine whether 2Connect wishes to engage MBS to perform work such as that described inthis document. This document and the information contained in it must not be disclosed to any

person other than an employee or advisor of 2Connect who requires the information for thatpurpose. Provision of any services will be governed by a written contract executed by theparties.2Connect should not rely on any matter set out in this document which is notsubsequently included in any written contract executed by the parties. MBS has relied oninformation provided by 2Connect and has not had opportunity to evaluate for itself the accuracyof that information. As such, MBS will not be responsible for any omission or misrepresentationin this proposal arising out of reliance on that information.

10. MBS References

Reference 1

Client name Ministry of Labor :UAE

Years as client 4 years

Services provided to client Customer Services Front Office Services Complaint Booking & Escalations Outbound Calls

Reference 2

Client name Electricity and Water Authority: BahrainYears as client 1 year

Services provided to client Help desk for Water and Electricity Outages Inbound Customer Service for all queries

Reference 3Client name DU Telecom: UAE

Years as client 1 year

Services provided to client Directory Enquiry Services Outbound Campaigns Back Office

If MBS is shortlisted, we shall be happy to provide client contact details for a referencecheck.

Documents

2Connect RFP