DATAMONITOR VIEW 1
CATALYST 1
The outsourced contact center business is very cost sensitive and competition seems to intensify on an annual basis, especially with new locations constantly emerging with their own selection of local vendors. This series examines the positioning of players in the outsourced contact center sector, in addition to an in-depth analysis of input costs and vendor prices from a regional and global perspective. 1
SUMMARY 1
METHODOLOGY 2
ANALYSIS 3
Agent wages 5
Agent benefits 7
Property price appreciation growth continues to impact agent costs 9
Telephony/technology costs are greatly impacted by the outsourcing location 11
APPENDIX 14
Further reading 14
Ask the analyst 14
List of Tables
Table 1: Inbound agent pricing in selected offshore locations, 2006 4
Table 2: Inbound agent pricing in selected offshore locations, 2006 (continued) 4
Table 3: Wages as a % of total offshore outsourced agent cost, 2006 6
Table 4: Wages as a % of total offshore outsourced agent cost, 2006 (continued) 7
Table 5: Benefits as a % of total offshore outsourced agent cost, 2006 8
Table 6: Benefits as a % of total offshore outsourced agent cost, 2006 (continued) 9
Table 7: Property as a % of total offshore outsourced agent cost, 2006 10
Table 8: Property as a % of total offshore outsourced agent cost, 2006 (continued) 11
Table 9: Telephony/technology as a % of total offshore outsourced agent cost, 2006 13
Table 10: Telephony/technology as a % of total offshore outsourced agent cost, 2006 (continued) 13
List of Figures
Figure 1: Inbound agent pricing in selected offshore locations, 2006 3
Figure 2: Wages as a % of total offshore outsourced agent cost, 2006 6
Figure 3: Benefits as a % of total offshore outsourced agent cost, 2006 8
Figure 4: Property as a % of total offshore outsourced agent cost, 2006 10
Figure 5: Telephony/technology as a % of total offshore outsourced agent cost, 2006 12
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