Post on 16-Jul-2015
BEST PRACTICES RESEARCH
Contents
Letter of Congratulations ............................................................................................. 3
Background and Company Performance ........................................................................ 5
Industry Challenges .............................................................................................. 5
Customer Value Excellence and Visionary Innovation of AlmavivA .............................. 5
Conclusion........................................................................................................... 7
Significance of Company of the Year ............................................................................. 8
What It Means To Be Company of the Year .................................................................... 9
Frost & Sullivan’s Global Research Platform ................................................................. 10
Key Benchmarking Criteria ........................................................................................ 10
The Intersection between 360-Degree Research and Best Practices Awards ..................... 11
Research Methodology ........................................................................................ 11
Decision Support Scorecard and Matrix ................................................................. 11
Best Practice Award Analysis for AlmavivA ................................................................... 12
Decision Support Scorecard: Customer Value Excellence ......................................... 12
Decision Support Scorecard: Visionary Innovation .................................................. 13
Decision Support Matrix ...................................................................................... 14
Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices ................................................................................................................. 15
Impact of Company of the Year Award on Key Stakeholders .......................................... 16
About Frost & Sullivan .............................................................................................. 16
Disclaimer ............................................................................................................... 16
BEST PRACTICES RESEARCH
Letter of Congratulations
Dear Valeria,
We are proud to present you with this year’s award for Company of the Year in the
Contact Center Outsourcing Services industry.
You may be wondering how we chose you. The answer is that we sent out a team of Frost
& Sullivan analysts and industry experts on a global hunt for companies that met two key
criteria in equal measure: Customer Value Excellence and Visionary Innovation. Put
another way, we were searching for companies that not only had a vision for a high-
quality total customer experience, but used those insights to achieve growth above the
industry average. We asked our global network of consultants and analysts to monitor,
screen, and analyze creative practices within their regions. We spoke to industry peers.
We vetted our findings with an independent Board of Directors. At the end of our process,
one company stood out from the rest, and that company was yours. (For more on our
methodology, please see page 11.)
To achieve a title like Company of the Year would never be an easy task, but it is one
made even more difficult due to today’s competitive intensity, customer volatility, and
economic uncertainty—not to mention the difficulty of innovating in an environment of
escalating challenges to intellectual property. Within this context, your receipt of this
award signifies an even greater accomplishment.
Moreover, we recognize that your receipt of this award is the result of many individuals
(employees, customers, and investors) making daily choices to believe in the organization
and contribute in a meaningful way to its future. We believe that such an achievement
should be acknowledged and celebrated.
We are therefore proud to bestow this award upon AlmavivA, and we hope you use this
award as a platform for strengthening your brand, building awareness among new and
existing customers, and inspiring your team to even greater levels of performance.
Once again, we congratulate you on your achievements and wish you great success in the
future. We are here to support you on any future endeavors.
Sincerely yours,
David Frigstad
Chairman
Frost & Sullivan
BEST PRACTICES RESEARCH
Background and Company Performance
Industry Challenges
The contact center outsourcing services market in Brazil faces a number of challenges
today. The existing regulations are not clearly defined for the outsourcing market,
therefore inhibiting investments as contractors are not certain which activities are legal
and which are not.
On the other hand, given the saturation of sites present in metropolises such as São Paulo
and Rio de Janeiro, there is a high turnover of the labor force. Workers in these areas are
always searching for better wages and working conditions, which raises costs for
companies.
The main outsourcer providers are starting to shift the way they position contact center
services, migrating from the goal of cost reduction to the provision of specialized and
high-quality services. This will attract customers that understand the real need for
outsourced services, that genuinely care about their clients’ experience, and that therefore
perceive the importance of having a specialized 3rd party deliver that experience.
Customer Value Excellence and Visionary Innovation of AlmavivA
Total Customer Experience
AlmavivA do Brasil (AlmavivA) is a part of the AlmavivA Group, headquartered in Italy,
where it is a leading provider of information and communication technology solutions,
CRM services, and consulting and knowledge management services in many different
sectors.
AlmavivA’s strategic view (technology integrated with process) combines best employee
experience (people-centered applications), a 360-degree view voice of the customer
through all channels (Big Data analytics) and new technology-enabled processes (for
trainings and claims), which together result in a significant customer experience
improvement.
The new service and technology mix focus of AlmavivA in the Brazilian market leads to a
new customer experience as well as an employee experience improvement. Almawave do
Brasil was founded in 2010, bringing with it knowledge acquired in the European market.
The aim of this company was to become the leading vendor of people-centered
technologies (solutions that focus on providing a more efficient and qualified process of
customer interaction and knowledge management) in the Brazilian market.
Almawave enabling technologies allow a natural language-based interaction, whereby
operators can execute their activities at work in a much easier way, leading to a better
customer experience and improved customer attention. In addition, users enjoy the
capability to provide the right answers to the expressed customer needs and requirements
(people-centered applications).
BEST PRACTICES RESEARCH
Moreover, speech analytics, fully integrated with enhanced customer relationship
management (CRM) models, allows the implementation of new processes for the delivery
of more caring and quality-focused customer and end-user services. For instance, within
claim and critical issue management, it is possible to identify whether or not the customer
is considering going to the ruling authority (Anatel and/or Procon).
Such speech analytics and CRM tools can additionally make training processes easier by
providing a clear view of all the strengths and weaknesses of the agents, thus facilitating
one-to-one counteractions.
Last, but not least, the multi-channel, concept-based operating room enables customers
to have an exhaustive, clear, and up-to-date view of what is going on over any and all
contact channels. It allows detecting not only known occurrences but also emerging issues
in order to promptly react to and intervene in offers, technical issues, claims, and critical
issues.
Product/Service Value
AlmavivA’s technology portfolio (Almawave platforms) has been awarded and
acknowledged on an international scale and was greatly responsible for the company’s
great performance during 2013.
AlmavivA offers a unique technological solution portfolio that competes with key global
technology vendors. More specifically, driven by the expertise of the Almawave Group
Company and by investing in highly advanced technologies and methodologies, such as
automatic speech recognition, semantics, statistics, business process management, and
Big Data analytics, AlmavivA has created an applications portfolio─ called the Iride
Customer-Centric Suite─ that is unique in the market, enabling a customer-experience
paradigm change across all industries.
AlmavivA can therefore implement enhanced speech analytics solutions and unique CRM
models, continuously strengthening its position in the Brazilian market.
Service Experience
The quality of the service is one of the most important market drivers helping AlmavivA
gain market share and credibility in the Brazilian contact center outsourcing industry.
AlmavivA do Brasil capitalized on AlmavivA Group’s best practices and technological
innovation, along with the quality of its managerial team and its strong attention to client
needs, to offer a high-quality service and gain market share.
This is a mix of qualities that has enabled and continues to enable AlmavivA to consolidate
its positioning on its existing clients, add new clients, and maintain profitability in its
business each year. That is one important driver for AlmavivA to continue investing in
people and innovation for its clients.
One other important factor that makes AlmavivA unique is its short decisional process.
This is made possible by the strong presence of its entrepreneurship, which enables the
company to move fast, react swiftly to each opportunity, and recover from critical issues.
BEST PRACTICES RESEARCH
The experience acquired by AlmavivA Group in the mature European market enables
AlmavivA do Brasil to be more efficient and to set up process streamlining that other
competitors in the Brazilian market have not been able to provide in the same way.
Use of Mega Trends
The greatest differentiator that separates AlmavivA from its competitors, which has also
acted as the primary catalyst for the company’s penetration in the Brazilian market in
2013, is its well-planned strategy to always focus on the market’s latest and future trends.
AlmavivA’s strategy embraces many of the information and communication technology
market’s current Mega Trends, such as Big Data (customized and real-time products and
services), social analytics, and, in the case of Brazil, decentralization of contact center
sites along with a focus on offering more higher quality services, rather than lower cost
services.
The technology provided by Almawave offers people-centered applications such as speech,
Big Data, and multichannel analytics, which are in line with all of the latest Mega Trends
found in the Brazilian contact center outsourcing market. Together, the company works
with an effort to provide both a better working environment for its employees and,
consequently, a better experience for customers.
Given that the 2 main challenges faced by this market today are the high turnover rate
among agents and the reputation of outsourcing companies for offering low-cost services,
AlmavivA has clearly established a unique and well-planned strategy. This is based on its
experience in Europe and on the Brazilian market’s current scenario.
Pioneering Best Practices
AlmavivA provides its employees with an extensive program of integration and skills
development. Its project Crescer allows its current employees to develop their skills and
capabilities within the company, which in turn helps them in building successful careers.
They are also provided with the flexibility to move among different segments if they wish
to do so.
Also, 3 other programs (Potential Supervisors Program, Supervisors Development
Program, and the Passport of Knowledge) are offered by AlmavivA with the intent to
promote internal development among employees in different departments who stand out
in terms of performance and commitment.
Benefits such as restaurant services, a nursery, health and dental care plans, life
insurance, transportation, labor gymnastics, massage, as well as its association with
cultural, commercial, and educational establishments, are a great best practices
differentiator for the company that sets it apart from its competitors. AlmavivA also
provides childcare aid to its employees. These benefits are also important to both agents
and supervisors, who in turn are motivated to provide high-quality services to end users.
Such employee benefits also help reduce the high turnover level currently found in Brazil.
BEST PRACTICES RESEARCH
Aspirational Ideals
In 2013, AlmavivA grew by 50% of its 2012 revenue, and it plans to plans to see the
same level of growth at the end of 2014. This estimate is backed by its strategy that
focuses on:
• Strong entrepreneur leadership
• Managing capability
• Implementation speed
• Quality and efficiency of the services provided
• Economic competitiveness
• Ability to implement a distinguished technological paradigm, in comparison to other
competitors, driven by its Almawave proprietary technology
• Strong investment in innovation
AlmavivA has grown significantly across different industries, such as telecommunications,
media, banking, and insurance, in terms of both consolidated and new clients.
Conclusion
In 2013, AlmavivA displayed unmatched growth strategy excellence in the Brazilian
contact center outsourcing market. The technologies combined with the processes
employed by the company were responsible for the improvement in both employee and
customer experiences, which consequently led to the company’s achieving a growth rate
of more than 50% in 2013. Almawave’s enabling technologies provide employees with
people-centered, easy-to-use applications. Furthermore, a 360-degree voice of the
customer through every channel available (enabled by Big Data analytics) facilitate
training processes. With a large operations’ implementation capability, AlmavivA achieved
extraordinary growth in 2013 across different industries (telecommunications, media,
banking, insurance) and also achieved success in the consolidation of its presence among
existing and new customers. Considering these accomplishments, AlmavivA has been
chosen as the worthy recipient of the 2014 Frost & Sullivan Company of the Year Award in
the Brazilian contact center outsourcing market
.
BEST PRACTICES RESEARCH
Significance of Company of the Year
To win an award like Company of the Year – to be recognized as a leader not only in your
industry, but among your non-industry peers as well – requires a company to demonstrate
excellence in three key areas: demand generation, brand development, and competitive
positioning. These areas serve as the foundation of a company’s future success and
prepare it to deliver on the two criteria that define the Company of the Year Award
(Customer Value Excellence and Visionary Innovation). This concept is explored further
below.
BEST PRACTICES RESEARCH
What It Means To Be Company of the Year
As discussed on the previous page, demand forecasting, branding, and differentiation all
play a critical role in delivering unique value to customers. This three-fold focus,
however, is only the beginning of the journey and must be complemented by an equally
rigorous focus on the customer experience. Best-practice organizations therefore commit
to the customer at each stage of the buying cycle and continue to nurture the relationship
once the customer has made a purchase. To accomplish this goal, successful organizations
never stop innovating around their products, their service model, or their marketing.
Creativity brings about customer value excellence, and customer value excellence
reinforces the spirit of creativity.
To achieve and sustain such a standard is a rare and significant accomplishment, and that
is why we celebrate it with the Company of the Year award. Recipients of this award
represent the top 10 percent of their industry: the other 90 percent just can’t keep up.
BEST PRACTICES RESEARCH
Frost & Sullivan’s Global Research Platform
Frost & Sullivan maintains more than 50 years in business and is a global research
organization of 1,800 analysts and consultants who monitor more than 300 industries and
250,000 companies. The Company’s research philosophy originates with the CEO’s 360
Degree Perspective, a holistic research methodology that encourages us to consider
growth challenges, and the solutions companies employ to solve them, from every angle.
This unique approach enables us to determine how best-in-class companies worldwide
manage growth, innovation and leadership. Based on the results of our research in
entrepreneurial excellence, Frost & Sullivan is proud to present the 2014 Brazil Company
of the Year Award in the Contact Center Outsourcing Market to AlmavivA.
Key Benchmarking Criteria
For the Company of the Year Award, we evaluated the total client experience and strategy
implementation excellence according to the criteria detailed below.
Customer Value Excellence
Criterion 1: Total Customer Experience
Criterion 2: Product/Service Value
Criterion 3: Purchase Experience
Criterion 4: Ownership Experience
Criterion 5: Service Experience
Visionary Innovation
Criterion 1: Unmet Needs
Criterion 2: Use of Mega Trends
Criterion 3: Pioneering Best Practices
Criterion 4: Blue Ocean Strategy
Criterion 5: Aspirational Ideals
BEST PRACTICES RESEARCH
The Intersection between 360-Degree Research and Best
Practices Awards
Research Methodology
Frost & Sullivan’s 360-degree research
methodology represents the analytical
rigor of our research process. It offers a
360-degree-view of industry challenges,
trends, and issues by integrating all 7 of
Frost & Sullivan's research methodologies.
Too often, companies make important
growth decisions based on a narrow
understanding of their environment,
leading to errors of both omission and
commission. Successful growth strategies
are founded on a thorough understanding
of market, technical, economic, financial,
customer, best practices, and demographic
analyses. The integration of these research
disciplines into the 360-degree research
methodology provides an evaluation
platform for benchmarking industry players and for identifying those performing at best-
in-class levels.
Decision Support Scorecard and Matrix
To support its evaluation of best practices across multiple business performance
categories, Frost & Sullivan employs a customized Decision Support Scorecard and Matrix.
This analytical tool compares companies’ performance relative to each other. It features
criteria unique to each award category and ranks importance by assigning weights to each
criterion. The relative weighting reflects current market conditions and illustrates the
associated importance of each criterion according to Frost & Sullivan. This tool allows our
research and consulting teams to objectively analyze performance, according to each
criterion, and to assign ratings on that basis. The tool follows a 10-point scale that allows
for nuances in performance evaluation; ratings guidelines are illustrated below.
360-DEGREE RESEARCH: SEEING ORDER IN
THE CHAOS
BEST PRACTICES RESEARCH
Best Practice Award Analysis for AlmavivA
Decision Support Scorecard: Customer Value Excellence
The Decision Support Scorecard, shown below, includes all performance criteria listed on
page 7 and illustrates the relative importance of each criterion and the ratings for each
company under evaluation for the Company of the Year Award. The research team
confirms the veracity of the model by ensuring that small changes to the ratings for a
specific criterion do not lead to a significant change in the overall relative rankings of the
companies.
Finally, to remain unbiased and to protect the interests of all organizations reviewed, we
have chosen to refer to the other key players in as Company 2 and Company 3.
DECISION SUPPORT SCORECARD FOR COMPANY OF THE YEAR AWARD (ILLUSTRATIVE):
CUSTOMER VALUE EXCELLENCE
Measurement of 1–10 (1 = poor; 10 = excellent)
Award Criteria
Customer Value Excellence Tota
l Custo
mer
Experi
ence
Pro
duct/
Serv
ice
Valu
e
Purc
hase
Experi
ence
Ow
ners
hip
Experi
ence
Serv
ice E
xperience
Weig
hte
d R
ati
ng
Relative Weight (%) 20% 20% 20% 20% 20% 100%
AlmavivA 9.5 9.5 8.5 8.5 9 9
Company 2 8.5 8.5 8.5 8 9 8.5
Company 3 8 8.5 8.5 8 8.5 8.3
Criterion 1: Total Customer Experience
Requirement: Customers receive exceptional impression at every stage of the purchase
cycle
Criterion 2: Product/Service Value
Requirement: Products or services offer the best value for the price, compared to similar
offerings in the market
Criterion 3: Purchase Experience
Requirement: It is as simple for salespeople to sell the product or service as it is for the
customer to buy the product or service
Criterion 4: Ownership Experience
Requirement: Customers are proud to own and use the company’s product or service
Criterion 5: Service Experience
Requirement: Customer service is accessible, fast, and stress-free
BEST PRACTICES RESEARCH
Decision Support Scorecard: Visionary Innovation
DECISION SUPPORT SCORECARD FOR COMPANY OF THE YEAR AWARD (ILLUSTRATIVE):
VISIONARY INNOVATION
Measurement of 1–10 (1 = poor; 10 = excellent)
Award Criteria
Visionary Innovation Unm
et
Needs
Use o
f M
ega
Tre
nds
Pio
neering B
est
Pra
ctices
Blu
e O
cean
Str
ate
gy
Aspirational Id
eals
Weig
hte
d R
ati
ng
Relative Weight (%) 20% 20% 20% 20% 20% 100%
AlmavivA 8.5 9.5 9.5 9 9 9.1
Company 2 8.7 9 8.5 8 9 8.6
Company 3 8 8.5 8.5 8.5 8.5 8.4
Criterion 1: Unmet Needs
Requirement: A clear understanding of customers’ desired outcomes, the products that
currently help them achieve those outcomes, and where key gaps may exist
Criterion 2: Use of Mega Trends
Requirement: Ability to incorporate long-range, macro-level scenarios into strategic plans,
thereby anticipating and preparing for multiple futures that could occur
Criterion 3: Pioneering Best Practices
Requirement: A nothing-ventured-nothing-gained approach to strategy implementation
that results in processes, tools, or activities that generate a consistent and repeatable
level of success.
Criterion 4: Blue Ocean Strategy
Requirement: Proven track record of creating new demand in an uncontested market
space, rendering the competition obsolete
Criterion 5: Aspirational Ideals
Requirement: A willingness to look beyond the simple goal of generating a profit to
embrace a more powerful ideal of bringing greater value to customers or the planet
BEST PRACTICES RESEARCH
Decision Support Matrix
Once all companies have been evaluated according to the Decision Support Scorecard,
analysts can then position the candidates on the matrix shown below, enabling them to
visualize which companies are truly breakthrough and which are not yet operating at best-
in-class levels.
BEST PRACTICES RESEARCH
Best Practices Recognition: 10 Steps to Researching,
Identifying, and Recognizing Best Practices
Our awards team follows a team 10-step process (illustrated below) to evaluate award
candidates and assess their fit with our best practice criteria. The reputation and integrity
of our awards process are based on close adherence to this process.
STEP OBJECTIVE KEY ACTIVITIES OUTPUT
1 Monitor, target, and screen
Identify award recipient candidates from around the globe
Conduct in-depth industry research
Identify emerging sectors Scan multiple geographies
Pipeline of candidates who potentially meet all best-practice criteria
2 Perform 360-degree research
Perform comprehensive, 360-degree research on all candidates in the pipeline
Interview thought leaders and industry practitioners
Assess candidates’ fit with best-practice criteria
Rank all candidates
Matrix positioning all candidates’ performance relative to one another
3
Invite thought leadership in best practices
Perform in-depth examination of all candidates
Confirm best-practice criteria Examine eligibility of all
candidates Identify any information gaps
Detailed profiles of all ranked candidates
4
Initiate research director review
Conduct an unbiased evaluation of all candidate profiles
Brainstorm ranking options Invite multiple perspectives
on candidates’ performance Update candidate profiles
Final prioritization of all eligible candidates and companion best-practice positioning paper
5
Assemble panel of industry experts
Present findings to an expert panel of industry thought leaders
Share findings Strengthen cases for
candidate eligibility Prioritize candidates
Refined list of prioritized award candidates
6
Conduct global industry review
Build consensus on award candidates’ eligibility
Hold global team meeting to review all candidates
Pressure-test fit with criteria Confirm inclusion of all
eligible candidates
Final list of eligible award candidates, representing success stories worldwide
7 Perform quality check
Develop official award consideration materials
Perform final performance benchmarking activities
Write nominations Perform quality review
High-quality, accurate, and creative presentation of nominees’ successes
8 Assemble
board of advisors
Finalize the selection of the best-practice award recipient
Present candidates to a Board of Advisors
Build consensus Select winner
Decision on which company performs best against all best-practice criteria
9 Communicate recognition
Inform award recipient of award recognition
Present award to the CEO Inspire the organization for
continued success Celebrate the recipient’s
performance
Announcement of award and plan for how recipient can use the award to enhance the brand
10 Take strategic action
Share award news with stakeholders and customers
Coordinate media outreach Design a marketing plan Assess award’s role in future
strategic planning
Widespread awareness of recipient’s award status among investors, media personnel, and employees
BEST PRACTICES RESEARCH
Impact of Company of the Year Award on Key Stakeholders
The Company of the Year Award recognizes AlmavivA’s accomplishments in contact center
outsourcing. Unbiased, third-party recognition can help enhance credibility and brand
value, thereby supporting AlmavivA’s standing in the market. By researching, ranking, and
recognizing those who define excellence in their respective endeavors, Frost & Sullivan
hopes to inspire and influence the following three constituencies:
Investors
Investors and shareholders always welcome
impartial third-party recognition. Similarly,
prospective investors and shareholders are
drawn to companies with a well-established
reputation for excellence. Unbiased validation
is a highly credible way to showcase an
organization worthy of investment.
Customers
Third-party validation can help assure
prospective customers of a company’s value
and reputation. It can also help lower the
level of risk that a customer may feel in
engaging for the first time with an
organization.
Employees
This Award represents the creativity and dedication of AlmavivA’s executive team and
employees. Such public recognition can boost morale and inspire your team to continue its
pursuit of excellence in customer value for AlmavivA.
About Frost & Sullivan
Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth
and achieve best in class positions in growth, innovation and leadership. The company's
Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined
research and best practice models to drive the generation, evaluation and implementation
of powerful growth strategies. Frost & Sullivan leverages almost 50 years of experience in
partnering with Global 1000 companies, emerging businesses and the investment
community from 31 offices on six continents. To join our Growth Partnership, please visit
http://www.frost.com.
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Disclaimer
Quantitative market information is based primarily on interviews and therefore is subject
to fluctuation. Frost & Sullivan is not responsible for incorrect information supplied to us
by manufacturers or users. Our research services are limited publications containing
valuable market information provided to a select group of customers. Our customers
acknowledge, when ordering, subscribing or downloading, that Frost & Sullivan research
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No part of this research service may be given, lent, resold, or disclosed to noncustomers
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For information regarding permission, write to:
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