GTE Business Profile 2014

Business ProfileBusiness ProfileNovember 2014

Global Talent Executives LLC

Executive Summary

Introduction

The mission of Global Talent Executives is to provide all clients with superior quality call center services 24 hours-a-day. The multi-purpose call center provides both B2B and B2C services including inbound and outbound calls as well as non-voice campaigns with headhunting and data entry projects.

We work with an array of clients and service various campaigns from Home Security, Reverse Mortgage, Hospitality, Dental Insurance and more. With the launch of the new center in Hampton Roads we are adding to our dynamic team top highly skilled call center professionals in the area brining more than 300+ new careers in 2015.

The Company Global Talent Executives was formalized in the Fall of 2014 by founder and CEO Wayne Etheridge. Mr. Etheridge, a former Call Center Operations Manager with SunTrust, Serco and ServiceLink, brought together a highly respected group of call center professionals who have a combined total of 55 years experience in the industry. Currently, the company has a virtual operation of non-voice headhunters that source candidates for a variety of IT, Manufacturing and Healthcare positions.


The Services

Global Talent Executives offers a wide range of call center services including both inbound and outbound calls. We provide bilingual services in both English and Spanish.The most common needs that we can fulfill are:

Generate Sales Leads Appointment Setting First Level Help DeskSurveys (including statistical analysis and political surveys) Mortgage Servicing3rd Party Collections Product Branding & Sales

The Market

The telemarketing industry is a growing industry with most companies having an annual growth between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the need for market information and the desire to reduce customer turnover rates in a hard hit economy. A significant trend in this industry is the growing number of clients who wish to outsource telemarketing functions to client companies instead of developing such infrastructure in-house.


The Market

Global Talent Executives plans to strongly focus on campaigns that offer solutions for consumers that have had both financial and security challenges. Our campaigns data leads will target consumers that would benefit from the solution services we offer. Our call center scripting is design to allow the consumer to instantly see how they would benefit from the service and add more value to their lives as well as strengthening the overall economy.

Financial Considerations

Start-up assets required are shown in the tables accompanying the Start-up Summary topic. This include expenses and cash needed to support operations until revenue reaches an acceptable level. Most of the companies liabilities will come from outside private investment.

The company expects to reach profitability in 12-months and does not anticipate any serious cash flow problems. We conservatively believe that during the first 18-months that about 3 ongoing contracts per month will guarantee a comfortable profit.


1.1 Keys To Success

Global Talent Executives keys to long term survivability and profitability are:

Create long-term contracts that demand constant monitoring or on-call services.

Keeping close contact with clients and establishing a well functioning long-term relationship with them to generate repeat business and retain a top notch reputation.

Establish a comprehensive service experience for our clients that include consultation, progress reports and post-program feedback.

1.2 Mission

It is the mission of Global Talent Executives to provide our clients with top quality call center services 24-hours a day that provide the greatest chance of communicating with the end customer. We provide B2B and B2C services including inbound and outbound calls. We have a dedicated and well trained team of customer service specialists who are able to consistently provide excellent services delivered in a timey and cost-effective manner.


1.3 Objectives

The 3 year goals for Global Talent Executives LLC are:

Established long-term contracts with eight clients

Establish minimum 95% customer satisfaction rate to form long-term relationships with our clients and create word of mouth marketing.

Achieve 2.5 million in net profit

Company Summary

Global Talent Executives was formalized in Fall 2014 by founder and CEO Wayne Etheridge. Mr. Etheridge, a former Call Center Operations Manager with SunTrust, Serco and ServiceLink, brought together a highly respected group of call center professionals who have a combined total of 55 years experience in the industry. Currently, the company has a virtual operation of non-voice headhunters that source candidates for a variety of IT, Manufacturing and Healthcare positions.


Services

Global Talent Executives is not a telemarketing company we do not create the marketing campaigns for our clients. Experience has shown that many companies desire to create their own marketing campaign since they already have marketing personnel with extensive contact and experience in the industry. However, the costs of carrying out such a telemarketing campaign can be prohibitive and often the firm does not wish to develop the infrastructure to do so. This requires developing different skills and core competencies that divert management and resources from their primary duties. This is where Global Talent Executives comes in with support. We work closely with our clients in the creation of the campaign's goals, scope, length, and costs so has to create as close a fit between the client needs and our capabilities.

Market Analysis Summary

The telemarketing industry is a growing industry with most companies having an annual growth between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the need for market information and the desire to reduce customer turnover rates in a hard hit economy. A significant trend in this industry is the growing number of clients who wish to outsource telemarketing functions to client companies instead of developing such infrastructure in-house. This makes for an excellent opportunity for GTE. However, long-term analysis of growth rates in this industry show a cyclical pattern and GTE does not expect this high growth rate to continue.


Market Analysis Summary

The telemarketing industry is quite fragmented with companies that vary greatly in size, scope, services offered, and market share. Many companies are general advertising agencies that offer telemarketing services along with a wide range of other consulting services. In addition, many companies, still not realizing the potential advantages of outsourcing, choose to develop their own telemarketing services.

Global Talent Executives plans to strongly focus on campaigns that offer solutions for consumers that have had both financial and security challenges. Our campaigns data leads will target consumers that would benefit from the solution services we offer. Our call center scripting is design to allow the consumer to instantly see how they would benefit from the service and add more value to their lives as well as strengthening the overall economy.

4.1 Market Segmentation

Virtually every company, both large and small require some form of telemarketing at some point. Often it is a survey to determine customer satisfaction or awareness. Sometimes it is effectively communicating an upcoming event such as a conference.



Other companies wish to know if telemarketing is a feasible method of sales generation. One of the new uses for call centers is in first level help desk services. About 75-80% of all technical problems faced by end customers can be solved by non-technical customer service representatives who are familiar with a computer or technical system and who have a scripted set of procedures to solve most common occurring problems. This is where an outsourced call center can save a client a large amount of money and allow a reduction in personnel needed on call 24 hours-a-day.

Global Talent Executives plans to enter into two market segments. First, we will work in the recruiting industry since there is a high need to put America back to work and strengthen the economy. We also will be partnering with several clients that service products from insurance, mortgage servicing and home security sales.

Mr. Etheridge has already signed contracts with Kilburn Enterprises, DataMark, Professionally Managed Candidates, Monitronics, Protect America and United Benefits to serve in these capacities. We already have virtual agents working from home completing both inbound an outbound calls.



Once we have established a good working relationship with these initial clients, we will leverage our reputation and profitability into new contacts and contracts with other local companies. Our ultimate goal is to service the entire east coast region and become the company with a dominant market share.

4.2 Service Business Analysis

The telemarketing industry is a growing industry with most companies having an annual growth between 6.5% and 8%. This is due to businesses that are becoming increasingly aware of the need for market information and the desire to reduce customer turnover rates in a hard hit economy. A significant trend in this industry is the growing number of clients who wish to outsource telemarketing functions to client companies instead of developing such infrastructure in-house. This makes for an excellent opportunity for GTE. However, long-term analysis of growth rates in this industry show a cyclical pattern and GTE does not expect this high growth rate to continue.

The telemarketing industry is quite fragmented with companies that vary greatly in size, scope, services offered, and market share. Many companies are general advertising agencies that offer telemarketing services along with a wide range of other consulting services. In addition, many companies, still not realizing the potential advantages of outsourcing, choose to develop their own telemarketing services.


4.2 Service Business Analysis

GTE believes that the greatest threat at the moment is in new entrants to the market who perceive an opportunity in a "high" growth industry. The most likely entrants will be pre-existing advertising agencies wishing to horizontally integrate and enter new sub-markets.The one major disadvantage to new entrants is that all firms engaged in contracting to telemarketing agencies face significant switching costs when bringing on a new partner. Furthermore, GTE understands that in this industry there is a significant learning curve that creates declining "unit" costs as a firm gains more cumulative experience in the field itself and with long-term clients specifically. Finally there are significant start-up costs associated with creating a call center.

Rivalry among different call center agencies is quite intense. The telemarketing industry as a whole is mature with long-term moderate growth. Most of the largest agencies are mutually dependent when it comes to jockeying for position and market share. The fact that there are so many diverse and seemingly "generic" or general telemarketing agencies makes this a cutthroat industry.The threat of clients backwardly integrating so as to have all their advertising done in-house is one of the major factors that buyers use to indirectly control price in this industry, and increase competition among firms. This must always be foremost in the minds of GTE's management when offering services and setting prices.


4.2 Competition and Buying Patterns

Competition

Competition includes all potential call centers and telemarketing agencies across the country. In addition we have indirect competition from organizations that handle all their telemarketing in-house. Practically speaking, this means we have the greatest threat from the largest telemarketing agencies such as Crouch & Weasley, Berman Telemarketing, and other big, nationwide call center companies that hold significant market share. The call center industry is highly fragmented, with a large number of small companies that mainly cater to small firms and a few large companies that seek the largest contracts from companies such as Sprint, GM, etc. This makes competition within the industry very intense. Through our focused strategy of serving niche markets such as help desk services, we intend to avoid such a debilitating environment and avoid its drawbacks such as price wars, and etc.

Buying patterns and needsCompanies usually enter into contracts with call center firms based on their reputation of professionalism and effective campaigns in the past. This reputation is difficult to obtain by new firms unless its personnel bring it with them from previous companies such as ours. Price and scope are also important reasons for accepting contracts, especially if the company is small.


Strategy and Implementation Summary

Global Talent Executives business strategy is to enter into a focused approach to its services rather than being everything to its clients. Our company does not intend to be a telemarketing consultation firm, nor will it ever become so. We are a call center firm that simply implements telemarketing campaigns, headhunting staffing services and help desk functions for its clients. These services are where we can offer a higher standard of quality to our clients. This will allow us to charge a higher profit margin for these differentiated and more focused services.

5.1 Marketing StrategyGlobal Talent Executives has already secured six contracts with companies requiring up to 24 hour call center services. These will provide us with initial revenue and the chance to build our reputation. Our company intends to use testimonials from such clients to build further contracts. We have begun to establish our presence using various marketing methods such as flyers, cold calls, B2B contacts, and we will be attending conventions and other events as well.


5.2 Sales Strategy

GTE's management will be focusing on leveraging its employee's established reputations and contacts in the telemarketing industry to generate contracts. Mr. Etheridge has been in the industry for many years and experience shows that many of his existing clients will still wish to work with him despite having to establish a new contract with GTE. We also understand that we may need to lower costs in our first couple of years in order to attract new customers and close deals.

In addition to our first contracts with Monitronics, Protect America, Kilburn Enterprises and United Benefits, Mr. Etheridge has been actively seeking to acquire a large contract with a National Hospitality Firm over the past two months. This company is one of the largest casino, cruise line and hotel firms in the country and has been seeking a call center firm for a customer service inbound project to be launched in January 2015. GTE believes that its chances for acquiring this contract are excellent.

5.2.1 Sales Forecast

Sales are based on the various contract projects we anticipate acquiring in the various market segments. Revenues are based on average costs per project/contract based on estimated time and complexity of contract plus and undisclosed profit margin. The company does not have any significant direct costs of sales.


Management Summary

The company will have two officers including our CEO, Mr. Wayne Etheridge. Our head of operations is yet to be determine, plus multiple Team Managers, Coaches and customer service representatives. Finances and general admin will be handled by multiple experience personnel.

The company plans to hire additional service representatives, and administrative personnel as we begin to get large numbers of contracts.

6.1 Personnel

Global Talent Executives management brings to the company strong capabilities in contract negotiation, project management, telemarketing, and a unique combination of skills drawn from other businesses.


Management Summary

6.1 Personnel

CEO

Mr. Etheridge has an exceptional 18-year career in call center operations management developing 10 - 12 Team Mangers that support both B2B and B2C sales and service teams of 18 – 20 agents. At Serco, ( outsourced call center vendor), Mr. Etheridge managed the Microsoft sales/retention account increasing conversion results by 35% in the first 90 days. In 2008, Mr. Etheridge led the team to $32 million in direct revenue exceeding the client monthly target of $1.5 million.

Mr. Etheridge develop dynamic sales operations by:

- Maintaining a fast pace fun sales floor with consistent updates, contest and team competitions - Identifying negative sales trends and implementing effective strategies - Coaching TM's to utilize a collaborative approach to train call center agents - Performing analysis using both demographic and CSAT data to develop effective sales promotions and scripting


Management Summary

6.1 Personnel

CEO

- Converting 'order-takers' into sales champions - Implementing incentive programs that motivate teams to perform - Training to profile the customer appropriately associating benefits and features that will close the sale- Training to 'create the need' on outbound projects (passing the gatekeeper)

In addition Mr. Etheridge has years of experience in improving results in all KPI's from SLA's to AHT. Mr. Etheridge has utilized a variety of call center software from Noble Systems, which fosters a blended sales environment (inbound/outbound), to Avaya, Blue Pumpkin, Cisco and many other workforce tools. In contrast to other candidates you may review, Mr. Etheridge comes prepared with an in-depth knowledge of the call center operation and a wealth of experience in vendor management working with clients such as Microsoft, eHarmony, New York Times and Orbitz Travel. Mr. Etheridge contributions are reflected in the incomparable success each client has achieved in efficiency, quality, and service-to-sales.


Management Summary

6.1 Personnel

CEO

Specialties: Consider the following:

· Over ten years of record-breaking call center operations experience · Maintained SLA results above target for 13 out of the last 16 months · Prepared and negotiated complex vendor contracts · Managed vendor adherence to SOW consistently exceeding goals · Reduce inbound/outbound cost per call by 45%· Effectively developed a profuse integer of entry-level employees to management


Documents

GTE Business Profile 2014