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Conclusion......................................................................................................................................................... 8
Introduction
As customer service professionals encounter larger undertaking: namely, making the organizational,
mounting pressure to deliver a high quality, lower- cultural, and procedural changes necessary to support
effort customer experience, they are increasingly a far more symbiotic and strategic company/provider
looking at their outsourcing contracts and relationship.
reassessing how their providers can help them
achieve better outcomes. The result is a marked Successful outcome-based pricing models require
uptick in interest in moving to an outcome-based executing a well-planned strategy that elevates
pricing model. But is your organization willing to outsourcing providers to trusted advisors and
change the way it thinks about outsourcing to ensure partners. Above all, this means sharing control and
that an outcome-based contract really delivers better accountability as you ask your vendors to take on
business results? more risk.
The premise of outcome-based pricing is that This in-depth white paper provides guidance in what
companies can hold their vendors to greater to expect when you decide to move to outcome-
accountability for business outcomes. While this based pricing, preparing you for areas of thought and
can certainly be true and beneficial for all parties, discussion both internally and with your outsourcing
creating successful outcomes provider. Youll gain an
requires far more than swapping understanding of the steps you
out the language in outsourcing Outcome-Based Pricing: need to take when adopting
contracts. Achieving measurable Not Mainstream Yet this new type of relationship
gains in outcomes can only come Of the contact center contracts with your service provider.
when both the company wishing signed in the last two to three Throughout, youll find tips and
to outsource and the outsourcing years, 23 percent included some best practices for determining
vendor are willing to commit to a outcome-based pricing according the best model for your
to Everest Group research.1 company.
Long-term in nature
Not only must you be willing to invest in analytics, you
must also be willing to share the data you collect and
Examples of macro-level goals to begin the conversation
the corresponding analysis with your partner. This
and alignment process could include:
could include transactional NPS surveys, operational
performance analysis, customer data, and predictive
Increase transactional NPS by 20 points over the next
modeling.
three years while keeping costs flat
With more than 30 years proven success in designing, unifying, and of optimizing the customer experience,
Convergys has deep expertise in helping companies across nearly every industry achieve their desired
outcomes. Our entire operating model is designed to deliver continuous improvement and business
transformation. We can help you determine whether outcome-based pricing is right for your company and define
a strategic partnership that helps you improve the outcomes that are most important for your business.
1
Is Outcome-Based Pricing in BPO Here to Stay? Duncan Tucker, Nearshore Americas, October 29, 2014.
2
Ibid.
3
Want to Change the Game with Contact Center Vendors? Contract with them Differently, Accenture, 2014.
4
A subscription based business is defined as any business that invoices a customer on a systematic and regular basis, including broadband
providers, pay TV companies, wireless phone providers, etc.
5
Frost & Sullivan: Multichannel and Technology-Enabled Solutions Drive Growth in the North American Contact Center Outsourcing
Market, Frost & Sullivan press release, February 12, 2014.
6
The Vested Way, Kate Vitasek and Karl Mandrodt, Palgrave Macmillon, 2012.
Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, and Fred Reichheld.
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