Franchise Proposal The Contact Center Business

The scope of responsibility has

Creating a New Breed of Contact Centers that Operate on
suddenly become smaller,
allowing the Contact Center Genuine Collaboration and Engages a Lifetime Business
Operator to improve on Partnership in a Emergent Industry
competencies and expand profit
levels

February 2007

Rafael Pekson II
Managing Director for Contact Center Advantage ? Global

Service-Mark of CCA Global “Fostering intelligent business process management

Manila • Montreal • Vancouver services with Asia for Enterprises in North America and
beyond.”
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Why Do The advancement of information and computer technology (ICT)

Organizations has allowed businesses to establish remote sites as extension offices
Outsource? of their company. The US has led the trend to outsource parts of
their operating functions to countries with low labor costs,
The greatest benefit of particularly in China, India, Mexico and the Philippines. However,
offshoring is the cost
advantage it produces for outsourcing is no longer a means to establish far-flung branches
the First World company, under the same managerial control. Independent vendors and
thereby increasing profit
service companies have taken over the business activities of these
as a consequence
firms that meet quality metrics and delivery benchmarks at a
smaller proportion of the normal operating expense.

The emergence of open global markets has created an array of

highly capable service providers in low-cost surroundings but with
ample and available technologies to deliver the required need.
Outsourcing is now a means to help firms in First World countries
to increase their productivity and profitability that benefit their
customers and shareholders. As was the historical idea that global
open trade would increase discrepancies in economic development
and growth, rather it has led to a strengthening of market shares
and generated more income than ever.

What pushed the outsourcing industry to a record-high is the

development of cheap global communications, the creation of more
sophisticated yet reliable technologies, and the emergence of skilled
human resources in many developing countries. Today, several of
these nations have not just opened their doors to a barrage of
remote centers for North American firms but has heavily invested
in the necessary infrastructure that make it competitive to the
global outsourcing market.

Outsourcing happens to mean two distinct operational

descriptions: outsourced offshoring is done through independent
vendors and service providers using their premises and resources,
and outsourced in-shoring is when an organization from a
developed country (such as the United States) establishes its own
remote, extension center in other countries. By and large, offshoring
still means job creation and income generation for the country that
is able to attract both local and international outsourcing businesses

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in establishing a presences at their locality.

The greatest benefit of offshoring is the cost advantage it produces

for the First World company, thereby increasing profit as a final
consequence. When economic trends and markets in developed
countries dictate tight fiscal situations, any savings in operational
cost will definitely contribute to the corporation’s future growth.
The lower the operating cost, the more money to invest in
innovation. The resulting benefit is given back to its customers.

The forerunners of offshore outsourcing in the business services

arena are English-speaking countries. To be able to successfully
move its business activities to offshore vendors, the resulting
service should be done in the same written and spoken language as
the originating organization. Two developing countries stand-out
in offshore outsourcing: India and the Philippines. Though India is
cheaper and has more English-speaking graduates (by virtue of its
population), the Philippines still excels in the offshore industry due
to its close cultural connection to the United States. China offers
low labor costs but still has a less mature offshoring environment
and weaker English language skills. Ireland, South Africa and New
Zealand have skilled workers in a mature business environment,
greater cultural similarities with the United States but at a higher
cost. Finally, the Caribbean and Mexico offer moderate skill levels
in the same time zone as the United States.

In the 2006 Contact Center Industry Benchmark Report, researched

and published by www.callcentres.net, the Philippines’ growth rate
for 2007 is estimated to be 33%, adding 35,000 more seats by end of
this year. The rate is much higher than India and new entrant
China, with their industries is expected to grow at 16% and 22%,
respectively. Independent contact centers in the country servicing
the international market within the offshore outsourcing category
operating, both local and multinational, make up 85% of the total
operating centers while 35% are in-house centers managed and
controlled by international firms. The top country being serviced by
the Philippine contact centers is still the United States, with
Singapore down 21% from the US and followed by the U.K.,
Australia and China. One hundred percent (100%) of the contact
centers in the Philippines require their Agents to speak in English,

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while a lesser percentage can speak Spanish and German, both at

13%, and followed by French at 9%. More than 80% of the
communication channels used by the contact centers are voice-
driven, leaving a little less than 15% through e-mail and other
means of web-based messaging channel, i.e. chat. More of the
researched statistics can be obtained from www.callcentres.net.

A Ty pical A Call Center is a centralized office that answers incoming

Contact telephone calls from customers or performs outgoing telephone
calls to customers and prospective customers, the latter termed as
Center
“telemarketing.” Traditionally, call centers have employed PBX-
Contact Centers type (Public Branch Exchange, an automated switchboard) of
eventually evolved when
telecommunications and technology where incoming calls are automatically routed to an
computer technology available open line. When other business functions were needed to
merged into one be fulfilled by the call center operator, this became a laborious task
operating and networked
system capable of of moving in and out of the operator’s desk to carry out the desired
providing multiple tasks assignment, i.e. responding by mail or faxing an answer to a query.
to a contact center Agent
Although technology has driven call centers to become more
dependent on computers and the internet, there are still those that
employ a setup akin to its historical application.

Contact Centers eventually evolved when telecommunications and

computer technology merged into one operating and networked
system capable of providing multiple tasks to a contact center
person, often referred to as an Agent or Representative. Electronic
Mail (or e-mail) correspondences, computerized fax operations and
internet-based chat messaging paved the way for a “blended”
environment that decreased the unproductive periods of the Agent,
increased revenue generated on a “per hour” timeline and allowed
the offshore outsourcing vendor to provide varying services of
customer contact. With the internet more prevalent in countries
that perform outsourced business service functions, web-based
interaction are seen to become alternative means to customer
communication when it suits the convenience of the latter.

A typical setup of an offshore Contact Center is divided into three

distinct operating areas: the Network Operations Center (NOC for
short, also called Computer Room or Server Room), the Backoffice
section where administrative and support groups are clustered

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together, and the Contact Center Floor—the working area of the

Agents, its Supervisors and Managers and a host of Analysts
supporting and constantly evaluating all types of calls.

Like all business firms, Contact Centers are organized in the same
hierarchical manner where staff reports to officers, going up to the
shareholders of the company. Typically, you will find a Contact
Center Agent manning a workstation accessorized with a computer
and a headset, allowing him/her to perform call-based services and
computer-related activities required to complete the call. Beside a
small group of Agents are Team Leaders or Supervisors,
monitoring and evaluating the Agents’ calls, providing on-the-spot
assistance and other administrative needs. Senior Supervisors or
Managers offer a more managerial approach to the efficiency of its
area of responsibility, making sure that the desired metrics are met.
Analysts that perform “quality assurance” and “workforce
planning and optimization” work are clustered within distance to
the main floor, sometimes housed inside a “Secure Room” as some
clients required utmost confidentiality and secrecy to vital
customer information, such as Social Security and credit card
numbers.

Backoffice and support groups include Human Resources,

Administration and Housekeeping, Finance and Executive
Management. Most of these sections operate on regular daytime
hours as its direct contacts—suppliers and vendors of adjacent
services like banks and agencies— function on an 8-to-5, Monday-
to-Friday work hours.

In a self-contained environment of the Contact Center company,

the NOC operates a series of computer and telecommunications
equipment housed inside a small room with very cold
temperatures. This is the heart of the contact center—without it
properly functioning, the entire center has to stop its operations.
Connected to the NOC is its link to the internet world where voice
calls are digitized into data streams so that it can travel through
internet signals, converted back to analog “voice” transmission that
can pass through normal Public Switched Telephone Network
(PSTN) systems, and out to the destination landlines and mobile
phones. A disaster such as the 2006 Taiwan typhoon that affected

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several Asia Pacific-based internet companies have resulted in

prolonged downtime for many contact centers in Asia, leaving
customers calling its client’s toll-free numbers without anyone to
answer.

Serv icing the Most Contact Centers in developing countries are contracted by
Foreign organizations from First World nations like the United States to
Market provide call services for its customers, sometimes on a 24 hours, 7
days a week basis (a.k.a. 24x7). A lot of offshore centers run after
The revenue model many of the Fortune 5000 companies, including some large ones
behind a Contact Center
dictates acquiring US with sales and marketing offices strategically located in other parts
Dollar-paying projects to of the globe. The revenue model behind a Contact Center in a
generate profitable
developing country dictates the acquisition of US Dollar-paying
returns higher than other
traditional or projects, programs or campaigns to generate profitable returns
contemporary industries higher than other traditional or contemporary industries in its
locality. Therefore, “Sales and Marketing” is an essential
component of operating a successful Contact Center. Without a
constant flow of foreign projects that replace terminated or
winding-down programs, the center is in danger of holding on to
an idle and unproductive workforce.

Independent centers sometimes have no choice but to rely on

“brokers” to provide them with the necessary and continuous flow
of projects, knowing full well that it costs a lot to setup a decent
sales office in places like the United States or Canada. However,
brokers have their tendencies of simply passing the project to the
center without a good evaluation process as to its practicality and
effectiveness in the destination center. Sometimes, the revenue rates
decrease dramatically as more hands pass the project around until
it finally lands on a willing center.

The Role of Since the inception of the independent Contact Center operator or
t he owner, many individual Consultants have sprouted out of nowhere
Consultant to provide prospective investors with the expert guidance to build
and operate a contact center. Though the industry is at its infancy
The Consultant is a vital in the Asia—about five years of so—many have touted a wealth of
component for creating
and operating a experience, sound judgment and formidable connections to foreign

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successful Contact
Center. Unfortunately,
most Consultants hop on
to the next center to be
established by the third
month.
Something’s
Wrong with
this Picture
It’s like “the blind leading
blind.”
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7
projects. Notwithstanding, this also includes the perfect technology
solution providing the most efficient and robust system ever.
The Consultant presents a prospective investor with the financial
model of the center in two to three years, takes a lead role in
selecting the necessary technology, assists in construction, office
remodeling or fit-out, trains only those who will be working
directly in the Operations arena, acquires projects from local
brokers, manages the projects on a daily basis and becomes the
direct link to clients. It is also his responsibility to transfer
knowledge to all key employees, mostly operational, before his
tenure and contract ends, usually by the end of the second month
of live operations.
With the above description, the Consultant is a vital component for
creating and operating a successful contact center. Unfortunately,
most Consultants hop on to the next center to be established by the
third month, not wanting a permanent post. Besides, the
Consultant is also a very expensive human resource to keep. Given
the short term he provides the center, the owner and operator is left
to manage his team to the best recall of the training the Consultant
provided. However, one thing remains a mystery: how does the
Backoffice or Support groups get trained on the peculiarities of
running a business where normal working hours start at night,
lunch is at midnight, people resign after a few months, clients pay
the center based on an hourly performance yet the latter pays its
workforce based on a monthly wage, including paying local
vendors and suppliers with standard accounting practices?
What started as an exciting journey to a dynamic business filled
with a promising and profitable outlook becomes a challenging,
sometimes stressful passage to a difficult and widespread
responsibility of operating the contact center. Promises have
become bloated expectations. Simplicity in operations turns out to
be multifaceted and imprudent. The scope of the Consultant’s
guidance has only focused on detailed specifics, leaving the
broader part of operations up to the commonsense of the operator.
If a non-experienced, prospective investor gets guidance from an
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experienced Consultant who’s previous scope of work dealt only

with duties that involved sections of the operations floor, it’s like
“the blind leading blind.” Contact Centers are entire normal
business companies by themselves, with the “Operations Floor”
forming only one part of the scheme of success. Internal
responsibilities from traditional divisions like Human Resources
and Finance to external commitments and duties of the company to
local and national government agencies are the missing pieces that
make the jigsaw puzzle a complete picture. And because clients are
foreign, the effort to sell the center to prospects abroad are costly
and may take time to flourish into standing and long-term
contracts. Besides the labor cost being one of the highest
component of overall expense, the maintenance and upkeep of an
advanced yet costly technology infrastructure adds to the ongoing
financial burden.

This picture wrecks havoc to the painful demise of the contact

center—soon!

Analy zing the The following statements provide significant arguments and points
Philippine of clarity taken from the above sections:
Contact 1. The offshore outsourcing indust ry is growing. It has never
Center slowed down, not in the next 20 years.
I ndustry
2. The contact center industry in the Philippines is growing.
The Philippines’ stands
out as a premier location The cited benchmark report of callcentres.net and other noted
for offshore outsourcing research groups conclude the same message.
not only because of its
ability to speak and write
English but also because 3. The United States is still the favored market to sell contact
of its close cultural center services coming from the Philippines. From a
connection to the United population of 300 million, more than half are buying consumers.
States.

4. The Philippines’ stands out as a premier location for offshore

outsourcing not only because of its ability to speak and write
English but also because of its close cultural connection to
the United States. India only becomes viable because it has a
bigger population.

5. It is certainly expensive to set up and operate a contact

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center where all infrastructure and human resources

components used are established in-house. The typical cost
ranges between US$150,000 and US$350,000 for 20 seats.

6. It is also expensive to maintain an in-house NOC that

operates the entire technology solution of the contact center.
Almost half of the total investment made is spent on the
acquisition of technology.

7. Independent contact centers operated by local businessmen

and entrepreneurs have to spend time, money and effort to
acquire a continuous flow of good-priced projects. To save
on all three factors, they rely on local brokers whose projects
often come from other local or foreign brokers. This makes
small- and medium-sized centers dependent on brokers for the
constant flow of revenue-generating projects.

8. The Consultant responsible for providing assistance and

guidance in setting up and operating the contact center
usually stays up to two months, and moves on to set up the
next center for another investor. Is two months enough?

9. The contact center Operator has two months to learn the

trade, until the Consultant’s contract has ended. Same
question given in no. 8.

Also, consider some of the opportunities that are currently

available:

1. The number of available outbound call function projects

(like Telemarketing) outweigh the number of contact centers
servicing this market, globally. Experience has led to oppose the
alleged results of setting up a “Do Not Call” (DNC) law in the
United States will slow the growth of the call center; rather, the
need for telemarketing has continued to increase despite of the
promulgated law in place since 2003.

2. There are less than 15% of web -based messaging or

communication being carried out by Philippine contact
centers despite the fact that more than half of the US
population are online.

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Like any market trend that sweeps a region, local entrepreneurs

and business people hunch their heads forward to find out what
the ruckus is all about. The first question that begs their mind is:
“How can I grab a piece of the action?” When they dig in and find a
few referrals to industry stalwarts who have set up contact centers,
they must think twice: “Are they still operating their centers?” A
few have actually closed shop and recuperated what was left after
the dust settled down.

The BPO Industry, particularly in the contact center segment, defies

all traditional ways of operating and doing business. As opposed to
consumer-led industries and buy-and-sell businesses, contact
centers operate as a virtual assistant to a Client’s business. Their
main task is to operate as an “extension” of the client’s business,
providing the same flare of leadership in customer care and
attacking the market in niche segments that add to their client’s
earnings. All the culture and vitality of what makes them a
principal mover in their industry should be carried on to its service
provider—the offshore, outsourced contact center.

In the late 90’s, there was an entry of a few US-based contact center
companies that started setting up in the Philippines, as
independent extensions of American centers. By the early part of
the new millennium, more BPO companies came into the country
in strides and saw how successful it was to operate a center in a
country where western culture and language proficiency topped
the list of strong points. Though India was still a namesake to
contend with, primarily because of the overbearing population
ratio it had over other English-speaking countries in the world, still,
the Philippines was considered as a wealth of human resource with
quality advantages over quantity.

Nearing the mid-part of this decade, small- to medium-sized

centers that were owned and operated by local businessmen and
entrepreneurs started sprouting as global competition redefined
outsourcing by eating into the potential revenue of the bigger
centers. Thus was born many Consultants in a local industry that
was still young and emergent, providing guidance, counsel and
direction over every part of the independent contact centers being
built.

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Unfortunately, like all nascent businesses, there are those who

withered after several months of operating by themselves, investors
who were charmed into the idea that running a contact center was
nothing more than managing a restaurant. Eventually, the lessons
learned were hard-hitting, knowing now that it just isn’t the same
as any other business opportunity.

Consider the following unique traits:

1. Philippine contact centers operate on a night-to-noon shift

basis, when the sun rises in the eastern seaboard of the
United States and sets on the western hemisphere,
practically a 15-hour window to service the client’s customer
contact needs. It defies the biological capacity of a person
and the center’s workforce, including other local vendors
that support the center during its graveyard shift, i.e.
building, food and transportation service groups. Today’s
statistical attrition rate of the industry is a little more than
thirty percent.

2. It operates on a historical adage of the switchboard

telephone operators of yesteryears—possessing the ability to
speak to hundreds of people per day yet keeping their
composure despite relentless assailments from unyielding
people and complaining customers. The vitality of a typical
contact center Agent could only be seen from the younger
generation; hence, what you see today are fresh graduates
with no sense of corporate ownership or working experience
that are given the frontline mandate to perform services for
the center’s clients beyond their familiarity of work and life.
But managing the personal and career needs and wants of a
very young labor pool is painstakingly more complicated
than those who have had years of subordinate work
experience and are more responsible in their personal lives
and dependent family members.

3. The center depends on external factors and providers to

sustain its prompt and excellent delivery of services.
Erecting failsafe systems, technological and otherwise, hits
hard on the cost -efficient structures the center has built.
When disaster strikes on any one of these external factors,

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the one-on-one relationship it has with its client is either

damaged or worse, terminated. Consider the recent Asia
Pacific internet fiasco—the Taiwan subterranean cable cut—
that led to the inability of several small- and medium-sized
centers in the Philippines to cease operations and lose clients
altogether.

4. Being an offshore, outsourcing service provider means the

center’s clients are all foreign. The Consultant responsible
for assisting the investor in setting up the center may have
provided the first few projects. As the months go by, some
projects vanish or simply stop because of various reasons.
Hence, the center starts to shop around for new projects. The
impracticable choice would be to setup shop in North
America and run a sales and marketing outfit of the center to
acquire a continuous flow of good projects. The likely route
will be through middlemen and brokers, sometimes local
groups or individuals with contact to other brokers around
the world. Unfortunately, the latter course leads to projects
that don’t pay at par with break-even levels (because of too
many layers of commissions) or are not all properly screened
by the brokers vis-à-vis the capability of the center,
producing another failed project and recycling the process
over again. Worse, the center sometimes do not get pa id at
all.

Out of all the debris of complexities that some overeager or

unscrupulous individuals and groups have persistently created to
an emerging yet promising industry is another approach that fixes
the past setback and allows both new, prospective investors and
those whose centers have closed to pursue a more profitable yet
focused manner of operating a contact center. This is all about
creating an effective collaboration between the center and the
Consultant. We call it a Consortium of Contact Centers. The easiest
one-word description would be: “Franchising.”

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Franchising is Contact Center Advantage ? Global (Philippines) or CCA Global is

all about an organization devoted to setting up small- to medium-sized
Effectiv e contact centers in the Asia-Pacific region, independently owned yet
Collaboration forming part of a huge consortium of BPO centers that, put
together, creates a wealth of business opportunities and capabilities
Creating a lifetime to service the global community. It’s objective is to foster genuine
partnership that
synergizes competencies and effective collaboration with its “Partner Centers” by removing
and builds a network of some of its operational burdens to run successfully. This resolve
many as one Contact
allows the centers to focus on its main role or one of its key
Center
performance tasks: the ability to motivate its employee-associates
to perform.

The working synergy between CCA Global and its Partner-Centers

stems from the following benefits it offers:

1. A guaranteed inflow of projects to choose from. The simplest

description to this is “No Idle Time.”

2. No heavy acquisition cost in technology. Build a center with

only computer workstations and a file server. Our web-based NOC
in North America provides you a cost-effective leasing solution as
opposed to a high upfront investment.

3. Training is top-to-bottom—no one is left out. Our training

system allows every person in the organization to understand his
role in the business.

4. Project management, client relationship management, IT

monitoring and quality standards monitoring and
evaluation are functions performed by CCA Global, leaving
the contact center with four remaining responsibilities:
investment, human resources, corporate administration and
housekeeping. The fifth responsibility is to pay its taxes—but
you already know that.

5. Effective “Teamwork” in the company of all Partner-Centers

provide genuine collaboration, resources and best-practices
sharing, and a sense of “Family” amongst all member
centers. It’s a “Direct Selling” way of harnessing the strengths of
every center and sharing these to the rest of the members.

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6. Strength in numbers mean the Client is happy. The entire

consortium of Partner Centers is seen as one gigantic center by the
Client, providing a robust and failsafe way of servicing clients
without any downtime.

The ultimate mission of CCA Global is to make it very easy for

anyone to start a contact center, very easy to stay focused on the
role as a Partner Center, and very easy to earn from the business.
When this happens, it then becomes also very easy for the clients to
start outsourcing to CCA Global centers, very easy to stay as a
satisfied client, and very easy to earn a profit and gain the respect
and admiration in its chosen industry or market from its
customers—the very people CCA Global Partner Centers interact
with. Sharing this common mission easily allows the entire
membership to gain momentum in the offshore outsourcing
industry and profit instantly.

Becoming a Anyone can set up a business. Unfortunately, many can fail because
Franchise they do not possess the determination and street-smart wisdom of
Partner running it successfully. It is the wise man that follows his own
resolve rather than just imitating from the grain. Knowledge can
“Character, experience, always be acquired but the tenacity of business is usually
financial capacity and the
desire to succeed.” something you obtain throughout your entire life.
Nothing is more
important—all of these Prospective investors are met by CCA Global that bases its
qualities vie as equal
approval to setup and operate a contact center under its franchise
factors of the investor in
making the center a on a combination key traits: character, experience, financial
success. capacity and the desire to succeed. Nothing is more important—all
of these qualities vie as equal factors that make or break a center’s
success.

A presentation by CCA Global representatives is conducted with

the prospective investor, shelling out every bit of fact about the
business—both easy and difficult tasks alike. This usually takes
hours with a lot of discussions and impromptu Q&A sessions to
make sure the investor understands what’s at stake.

Consequently, the prospective investor and his group will huddle

privately and weigh every ounce of information they received.

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Building the
Contact
Center
The uniqueness of the
CCA Global System is its
consistency of
functioning alike, in form
and in practice, to allow a
more synergistic
approach in servicing its
clients.
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15
When a decision is by the group, both parties will execute a
Memorandum of Understanding (or MOU) to legally bind both
groups into a clear understanding of what is expected as a
franchised Partner Center. Furthermore, the MOU signifies trust
and confidence in the entire CCA Global business and the people
that run it.
A Contract Guideline is provided by CCA Global to the investor
that identifies prerequisites that need to be established before
proceeding to the final contract procedure—signing the Franchise
Agreement Contract. An example of a prerequisite is the
incorporation of the investment group with the Philippine
Securities and Exchange Commission (SEC).
One of the hardest questions raised by a prospective Partner is
“What’s my exit strategy?” Every investor thinks it is his
responsibility to determine the answer yet not knowing that the
“other partner”—CCA Global—also commands a significant
responsibility should the Partner call it quits. For varying personal
reasons, the answer is simple: CCA Global will prescribe a “Right
of First Refusal” statute in the contract to buyout the investor or
find a suitable buyer to the business, both of whose value are
determined at reasonable prices dictated by the market. If an
inheritance is the likely exit course of the investor, then CCA Global
will provide all means necessary for the continued operation of the
center during and after the transition.
The given timeline to build is 30 to 45 calendar days, which mainly
affects construction and fit-out of the interiors according CCA
Global specifications and setting up the necessary computer
workstations, servers and peripherals, including cabling, testing
and debugging. There is also a very close coordination with the
chosen telecommunications provider with respect to the internet
line that the center needs, making sure that standards, metrics and
protocols are met.
Every Partner Center does not have look exactly the same but its
functionality and that of its many office components must be
similar to other centers. The uniqueness of the CCA Global

I nv estment
an d
Operating
Scenario
The feasibility of
operating a profitable
contact center starts with
twenty (20) seats running
at two (2) shifts. Anything
below this specification
prolongs the Return On
Investment (ROI) period
to something worse than
franchising a global fast
food chain.
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16
franchise is its consistency of functioning alike, in form and in
practice, to allow a more synergistic approach in servicing its
clients. When clients visit Partner Centers, the expected reaction
would be, “They all look alike and function all the same.”
Consistency + Reliability = Happy Clients.
The feasibility of operating a profitable contact center starts with
twenty (20) seats running at two (2) shifts. Anything below this
specification prolongs the Return On Investment (ROI) period to
something worse than franchising a global fast food chain.
The minimum investment required to setup and operate a twenty
(20) seat contact center under the CCA Global Systems franchise
business is Four Million, Eight Hundred Thousand Philippine
Pesos (PhP 4,800,00.00). This figure includes the following items:
1. Acquisition of computer hardware and software.
2. Installation and setup of all computer hardware and
software.
3. Construction, remodeling and fit-out of the office space. This
value is estimated.
4. At-location work of a 6-man Deployment Team to provide
assistance in setup, pre-operations training and two-weeks
live operations help and monitoring to every employee in
the organization.
5. Franchise Fee.
6. First two (2) months of live operating expense.
What isn’t part of the investment value is the cost to recruit and
hire employees. Unfortunately, the total value of this activity
depends on the location and available communication channels for
recruitment and differs in extreme amounts.
By forecast, Positive Cash Flow should be established by the end of
the third month and ROI should be achieved by the end of the
 17

Eighth month.

Operationally, the first three (3) months will only run one shift,
then introducing the second shift by the fourth month. This allows
the investors/owners and any inexperienced staff to understand,
familiarize and experience in-depth contact center operations. To
add to this conservative operating model, the Partner Center isn’t
expected to attain 100% achievement of targets or goals. Rather, a
gradual monthly increase of 25% in performance, starting at 50%
attainment on the first month, is what’s expected.

A bout Us CCA Global (Philippines) Inc. is backed by two Operating Business

Units in North America:
Contact Center
Advantage Global
1. GoldTech Computer Telephony Incorporated (GT-CTI)
(Philippines) Incorporated
is backed and supported runs the NOC in Montreal, Quebec (Canada), providing all
by two North American CCA Global Partner Centers with a leased contact center
OBUs with decades of
experience in their software (a.k.a. hosted solution, ASP or Application Service
supporting functions. Provider), termination of VoIP calls to the most First World
countries, and various internet and telecommunication
products and services. GT-CTI is a division of GoldTech
Ltd., a 20 year old Canadian company and one of the top
systems integrators in Canada.

2. CCA Global (North America) Inc. provides a never-

ending stream of BPO projects for all the CCA Global
Partner Centers. It works closely with all its clients to
develop its customer contact programs, organized in a way
all the Partner Centers will be able to implement with ease. It
provides continued management of client relationships and
top-level project management functions shared with CCA
Global (Philippines). GT-CTI and other known and
unknown business stalwarts are shareholders and board
directors of CCA Global N.A.

Contact information:
rpekson@myrealbox.com • raffyp2@aim.com • +1 (915) 990-4910-fax

chitoaimee@yahoo.com • raffyp2@aim.com • sia_richard2@yahoo.com