It has been a mixed 12 months for contact centre agencies. A few, such as HBS, beCogent and The Listening Company, have made important gains, but the overall picture is one of near-stagnation. With a similar number of companies taking part as last year, the total turnover of the latest league table is £832m, an increase of barely 4% over the same agencies' performance the year before.
Over-optimism during the telecoms and dotcom boom has led to overcapacity in the outsourcing industry, and some of the Victorian warehouses converted into contact centres with government grants two years ago still stand unused. Price-cutting is rife and consolidation is on the agenda. In December, Vertex acquired 7C, fourth place last year, and TSC recently changed hands in a £28m management buy-in headed by former Ventura boss Bruce MacLeod.
Conversations about other possible deals are said to be frequent and ongoing.
MM Group has moved rapidly toward its goal of becoming one of the leading outsourcers, making it to the top five. In other respects the composition of the top of the table is little changed. As always, however, it is important to bear in mind that some of the biggest names in the sector are missing, as they are unable to extract the turnover figures for their outsourced contact centre activities from the total. These include Royal Mail, Capita and BT.
Upward curve
Several smaller agencies, many of them relatively new to the market, have found it hard to sustain their initial growth and some have decided not to take part this year. But others on an upward curve, such as EWA, The Sales House and Icordia, are keen to make themselves known and are coming forward to take their place.
By now agencies have become used to working in an environment characterised by short-term planning and budget cuts. "Clients are skittish about the future and reluctant to make commitments," says Chris Hollamby, marketing director of Sitel UK and Ireland. "Prices are soft while the industry works through excess capacity in major markets, and these conditions will combine for some roughness ahead."
Despite standing still during the 12-month period as a whole, Sitel did 26% better in the final quarter of 2002 compared with the equivalent period in 2001 thanks to three major wins, an example of the variable picture.
This may be a bumpy patch in the business cycle, but the underlying trend for contact centres is one of steady growth. Hollamby notes the continuing increase of contacts from customers to client companies, partly as a result of new contact channels and also because consumers are more demanding.
"Clients are not only having to spend more on servicing these contacts, they are also finding it difficult to create value out of them," he says.
This is where specialist expertise is invaluable, helping reduce costs by using offshore facilities or creating revenue by cross- and up-selling other services to the customer base. Other methods come under the heading of 'call deflection', which includes the use of speech recognition technology or encouraging callers to go to web sites instead, for example.
Offshore threat
More than anything else, 2002 will probably be remembered as the year when the 'offshore threat', represented by cheap outsourcing alternatives in India, the Philippines and other locations in the developing world, became a reality.
The well-publicised decision by UK giants such as BT and Prudential to move key servicing operations to India has naturally caused a great deal of interest. With running costs for call centres on the subcontinent a mere 30% of that of their UK counterparts, and all employing English-speaking graduates, many companies are keen to take advantage of the dramatic cost savings on offer, and some agencies are starting to lose business.
But this development has been on the horizon for at least two years, and many claim to be well-prepared. One strategy is to buy into the Indian market by creating purpose-built centres or forming alliances. Agencies can complete the sought-after metamorphosis from supplier of commodity services to strategic partner, able to provide a raft of variable solutions.
Vertex has fulfilled its aim of establishing an offshore presence by acquiring 7C, which had developed an 800-seat CRM operation in New Delhi, in partnership with GE Capital, while others such as Sitel, TSC and The Listening Company, have all been setting up offshore partnerships. This means they can offer clients packaged deals that achieve savings by exporting basic activities, while keeping control of more complex selling and servicing activities in the UK.
"There's no point trying to be King Canute holding back the tide," says Russ Hewitt, managing director of Contact 24, which also plans to expand offshore. He believes that the survivors over the next two years, apart from the niche providers, will be those that have achieved critical mass through organic and acquisitive growth. "We want to be big enough to matter, and make sure we can offer our clients a total solution to a full range of services," he says.
On the other hand, outsourcers are quick to stress the limitations of offshore facilities, which in some cases could cancel out the cost savings.
Proximity is an issue for many of their clients, who feel more secure if they can visit the premises regularly and spend time training staff - difficult to do with a far-flung operation.
There are also obvious restrictions to the kind of functions that Indian agents can handle. They are likely to be comfortable with such activities as data inputting and brochure ordering, and perhaps low-value selling on behalf of telecoms and utilities. In such cases, the transaction is relatively simple and driven by scripts.
But these days a lot of contact centre activity, particularly where revenue generation is concerned, involves unscripted conversations requiring fluency and rapport-building skills. That demands a close affinity between agents and customers, something that UK agencies are striving to achieve in the UK by matching age groups and regional backgrounds wherever possible.
Culture change
In this respect, Indian agents are at a disadvantage, however well-educated and prepared. "You can't change culture by watching tapes of EastEnders and Coronation Street," says Chey Garland, managing director of Garlands Call Centres. "It's more a set of values and beliefs that is needed. Some of the more complicated work around retention and sales through service are currently a journey too far for the offshore centres."
The worry is that companies are so dazzled by the savings on offer that they are not stopping to think through the implications. "That's the Achilles heel, with companies biting off more than they can chew," says TSC's MacLeod.
Linking up with UK specialists can help them determine what will work there and what won't. TSC intends to develop offshore this year, and has signed three partnership agreements in India. But MacLeod does not see this as a serious rival to UK agencies just yet.
There is already evidence that some firms have moved too fast. Ron Peerenboom, beCogent managing director,is in talks with clients taking outbound work back from India because they have realised that it is not going to work.
"There have been huge misunderstandings, with boards making a panicky decision to go offshore to try to cut costs or doing it just because it's trendy," he says.
India has made agencies starkly aware that to remain competitive they will need to raise and even change their game. The priority now is to avoid dependence on high-volume, low-value activity, which may well disappear, and instead develop revenue- generating activities.
Superior management
'Quality' continues to be the watchword, to be sought through superior management, new technology and enlightened staffing policies. "There has been a move away from market share for its own sake toward lifetime value, and it's great to see so much more emphasis on quality," says Neville Upton, managing director of The Listening Company.
One trend is innovative pricing models based on meeting various performance targets. "If the supplier has 100 agents, but can manage with 90, there is no incentive, and that breeds inefficiency," says Ken Hill, director of business services at Thus. The agency has moved a long way toward trans-action-based pricing, where the client pays for a call or piece of fulfilment, or a complete process. "It's a much healthier model. More efficient and transparent and the client is paying only for work that gets done," Hill says.
Surprisingly, perhaps, this devel-opment is often driven by agencies rather than their clients. This is because companies identify the cost of their in-house operations on a per-agent basis and look for a comparable model from outsourcers to ensure they are getting a cheaper deal. Their operations tend to be focused on easily measured front-end figures, such as the average time to answer, and the 'call abandon' rate.
As a result, many are uncomfortable with new pricing models. Yet some companies see the point of changing and are willing to be guided.
"When we give clients a price, by default we are creating an appropriate pricing model, because we have to get behind their processes and understand what they want to achieve," says Hill.
For agencies that specialise in telecoms and internet activity, this has been a period of recovery. "In a window of six months it went or shrank considerably," says Harry Richardson, chief executive of Merchants. "It was quite dramatic in the mobile phone market, as once customers figured out how to use the handsets they didn't need help."
Merchants has drastically scaled back its activity, reducing capacity by a third. Fortunately it was able to do this when the property market was still buoyant enough to enable it to lease and sublet at favourable terms. Now it has been building what Richardson calls a "virtual" operation, up-scaling to meet clients' needs, rather than trying to fill spare capacity.
"We can build, rent, and obtain seats as quickly as we wish to, focusing on strategic customers that want longer-term, higher quality relationships," Richardson says. Wins include Unilever and exam board Edexcel, for which Merchants is handling helplines for schools and colleges.
Government contracts
Edexcel is just one of several public sector organisations to outsource its service operations in what is a growing trend. Some agencies have managed government contracts for some years - MM Group runs Floodline and the Passport Office, for example - but several others that have not been active in the public sector are now starting to be so. The Westminster City Council contract won by Vertex in September was the biggest government outsourcing deal ever awarded, valued at £422m over ten years. The agency will be handling contacts with the public for about 70 services as a one-stop shop.
This development comes partly because government contact with the public is increasing exponentially, particularly in areas such as pensions, where press coverage has created confusion and concern. And under pressure from Whitehall, many local authorities are following the example of Liverpool in setting up multi-channel services. Clearly there is an opportunity here for outsourcing agencies. "A lot of service providers are turning their attention to this market as it is largely recession-proof as a client base," says Mike Havard, managing director of consultancy CM Insight.
One advantage is that the business pressures that tend to reduce service quality are less likely to occur with public sector organisations. "The effect of cost-cutting a private company soon filters through to its call centre," says Phil Telfer, director at Ventura. "But the government doesn't expect civil servants to take complaints about its service from the public, and quality there is very high on the agenda."
This is a different way of working, Telfer points out, with multiple contact centres being established around the country, rather than all the activity being concentrated in one or two dedicated centres.
Outsourcers also have plenty of scope to achieve improvements for public sector clients. According to a National Audit Office (NAO) survey, many are failing to control their costs or adequately measure the quality of service they provide. Few cope adequately with peaks and troughs in the number of calls, so during busy periods, callers frequently get an engaged tone. One centre failed to answer 5.4 million calls in a year, more than twice as many as it answered.
The study also found that cost management is weak, and nearly half the centres surveyed could not measure their costs by the industry standard 'cost per call minute' formula. Only 42% measure customer satisfaction looking mainly at the time taken to answer and resolve calls, with little account of accuracy and completeness of the information given.
Agencies can point to a more effective track record in this regard. The NAO study compared MM Group's handling of Floodline and the UK Passport Service with two government contact centres that are still run in-house, the Child Benefit Centre enquiry line and the Driving Standards Agency.
All proved similar in terms of cost-effectiveness, but the in-house activity showed clear room for improving performance. "With outsourcing it has incentives and penalties in place, but in-house doesn't, so there is less pressure to deliver against key performance indicators," says Rachel Robinson, MM Group business development director.
Proactive retention
Several agencies have commented on the continuing rise of outbound activity, an effect of the economic situation which favours proactive retention calling and revenue-generating activity. MM Group has trebled its turnover from outbound calling, while CPM, beCogent, Ion Group and Broadsystem, among others, have all seen big increases.
"A lot of companies are sitting on customer support projects and then either moving it to India or not doing it at all," says beCogent's Peerenboom. "On the other hand, every company is looking for revenues."
BeCogent has developed an agg-ressive, performance-driven telemarketing offer that has pushed the share of the business from 20% to 50%, largely from existing clients. "With outbound, clients are quick to give you a trial, and if you get it right there is no end to it," Peerenboom says.
A driver for outbound work is business-to-business appointment-setting, which is high on the agenda for a growing number of companies. It is particularly important for CPM, the leading field marketing outsourcer, whose purchase of IntelMark a few years ago has enabled it to achieve an almost unique synergy in this respect. "There will always be some outlets where it makes more sense to call than to make face-to-face visits," explains the agency's business unit director, Stephanie Rouse.
She adds that much of the outbound growth has been helped by automated dialling, which maximises productivity and provides real-time measures by agent, time, outcome and other variables.
Relatively little of the increase has consisted of acquisitions, however.
Most companies during the past year have preferred to revisit their existing customers for retention and cross- and up-selling, which is more economical and certain of success than buying lists for cold-calling.
The use of increasingly sophisticated data systems helps, and they can also be used to enable selling during inbound calls, as agents call up real-time information that prompt them on what products and services to offer.
Contact centres that can call on a specialist understanding of data are in a strong position here. Broadsystem aims to use information systems to target prospects with ever greater degrees of accuracy. "The best way to sell to people is to first analyse the data, then carry out profiling and call those who you think will be receptive, rather than cold-calling," says Caroline Worboys, who took over as managing director in September.
She also sees great potential for data to improve clients' service operations.
As well as personal data on individual callers, agents need to have at their fingertips extensive knowledge banks to help them answer detailed questions. That is particularly the case in sectors such as travel, where a brand's contact centre can satisfy consumers by being able to answer additional enquiries, such as the distance from the airport to the hotel, or in the notoriously complex field of financial services.
"The in-depth information one used to get from bank managers isn't there any more," she points out. "These days people are used to handling all their insurance and mortgage needs over the phone, but if the agent can't answer their questions it causes frustration."
A problem for agencies is getting to grips with the data they are supplied with by their clients, which does not always come in any coherent form.
Many companies gather huge amounts of information just because they think they need big databases, but have little idea what to do with it. But in the hands of an experienced agency, it can yield valuable details about frequency of purchase and longevity that helps identify the best prospects.
For a mortgage loan company, iSky created a database where respondents to mailouts were categorised by variables such as postcode, current mortgage and type of dwelling. By varying its follow-up approach to suit individual circumstances, it was able to optimise the limited resources and achieve a 50% increase in conversion of top prospects.
Reducing churn
The company has also been analysing a utility company's customers with a view to reducing churn. Cancellations before a contract took effect were cut by 75% over six months, simply by calling to ask customers if they were happy with the process and answering their questions. Churn among those being supplied was reduced by 24%.
"We have been discovering all the little influences that determine consumer behaviour," says iSky marketing director Maggie Evans. "It's a while before you see results, but when they come through, they're phenomenal."
An iSky innovation that has proved especially rewarding is an extension of data capture with systems that record the actual comments made by customers during calls. This overcomes the limitations inherent in conventional questionnaires, in which scores are given to categories.
One automotive client learned in this way about a minor fault in a new model, which it was able to rectify quickly. In another case, a supermarket discovered that a problem it had thought was isolated was in fact far more extensive, and again was able to take action quickly. "It's extraordinary that it has taken the industry so long to get to grips with what people actually think, instead of squashing their remarks into long irrelevant questionnaires," Evans says.
The use of automated inbound services has been growing rapidly in volume, stimulated by the popularity of reality TV shows such as Pop Idol and Big Brother. Large organisations have also been increasing their use of interactive voice recognition (IVR) to provide standardised information.
Some of this is now being handled by voice recognition systems - an effective alternative to live agents for functions such as ticket-selling.
Edward Boddington was a co-founder of Telescope, which handled the voting for Pop Idol before being taken over by iTouch in August, and now manages the latter's voice services specialising in these and related activities.
He says that the media sector that has fuelled the growth is consolidating rapidly, because much of the buying power has become commodotised.
"Customers are paying lower and lower charges with IVR and SMS text broadcasts," he says. "Scale is important, but so too is quality of service, and there is a fine line to be drawn between the two."
E-mail and SMS services have been growing too, although web chat and collaborative browsing have still not been taken up as widely as was anticipated two years ago.
"Multi-channel strategies will become more widely used in cases such as direct marketing campaigns followed by outbound telemarketing or e-mail activity," predicts Response Handling's managing director John Boyle, adding that agencies that are able to offer integrated support solutions will be in a strong position.
Brand strengthening continues to be an important activity, with agencies keen to work creatively with marketing departments, rather than focus on the operations directors' concern with cutting costs.
"Our real focus is on creating brand advocates," says Ian Rogers, managing director of Dataforce, which has a team working for DaimlerChrysler's Smart Car brand. "We really need clients whose strategy is aligned with ours, who are interested in segmenting their client base and understand the value of quality customer service is a differentiator."
Sourcing staff
Success is largely down to quality of recruitment, Rogers says, which requires a lot of effort in matching the right type of people to the brand.
With agencies more concerned with consolidating their existing operations, or in some cases cutting back, difficulty in filling staff vacancies has been less in evidence than in previous years.
Agencies are also showing more sophistication in the way they go about sourcing staff, for example by hiring HR experts, establishing attractive career and development policies, and maintaining close links with local colleges and job centres.
The Dickensian picture of call centre conditions promoted by the tabloid press, however prevalent in some in-house operations, is roundly refuted by outsourcers.
But there is nevertheless concern at continuing negative perceptions of their industry, not helped by the fact that contact centres appear to be valued so little in the eyes of some large organisations that they are being relegated to developing countries.
"For the news of BT's Directory Enquiries move to India to make front page headlines was a bit over the top, and it sends a worrying message," says Gareth Smith, sales and marketing director of 2Touch. "People will start to wonder whether they are in the right career." He argues that the industry needs to counter such images and ensure that it is presented in a positive way.
Nevertheless, few would deny that the UK contact centre industry has made huge strides in the past decade, and much of the improvement is due to the efforts of outsourcing agencies.
The concern and understanding they now show on every aspect of their business - from clever uses of technology and data to quality management processes and staffing is light years away from the chaotic conditions that existed in call centres in the early-90s, and testament to the underlying strength of the sector.
HOW TO MAKE OFFSHORE CONTACT CENTRES WORK
In today's economic climate, the arguments for offshore contact centre outsourcing are compelling, with savings of up to 70% possible. But companies can't afford to be blind to the risks.
"Successful companies take a gradual approach," says Mike Havard, managing director of specialist consultancy CM Insight. "They move basic processes offshore first and gradually migrate more complex programmes as their comfort level increases."
The agency's research suggests that for the foreseeable future, companies will continue to keep at least part of their operations in the UK, rather than rely on offshore solutions alone.
When outsourcing work offshore, there are several precautions you should take. The first is to make sure your offshore partner has appropriate performance measures in place to maintain the quality of the customer experience. Operational savings of £2m are worthless if £10m of customer value is lost in achieving them.
Get sound legal and HR advice before reducing UK operations and make sure communications to employees are handled sensitively.
HR risks are growing as unions move to prevent the loss of UK jobs, and companies risk falling foul of Transfer of Undertakings Protection of Employment regulations if they don't plan employee terms carefully. Recognise that offshore suppliers are predominantly young, non-transparent, and often unproven businesses. Make a thorough evaluation of their financial standing and management strength. Also, check that they can handle inherent regional risks, such as under-developed telecoms and energy resources.
Examine your offshore partner's succession planning. Contact centres are growing rapidly in many areas, as much as 71% a year in India, leading to an acute shortage of middle managers.
Take care not to fall foul of data legislation. It is now illegal to access UK data from countries whose provisions for data protection are less robust than the UK's. Your supplier must contractually commit to maintaining UK standards and operating under the jurisdiction of UK law.
Look to other regions besides India. Viable alternatives are South East Asia, Europe and South Africa. But be cautious of countries with volatile currencies, where financial advantages may be eaten up by extreme fluctuations.
TOP TEN FOR GROWTH - LARGE BUREAUS
Rnk Agency Turnover 2002 Turnover 2001 Change
(pounds) (pounds) (%)
1 HBS Contact Centre Services 10,300,000 4,700,000 119.15
2 BeCogent 13,228,000 6,280,000 110.64
3 The Listening Company 13,740,000 8,400,000 63.57
4 MM Group 33,000,000 20,500,000 60.98
5 Inkfish Call Centres 22,700,000 16,600,000 36.75
6 Response Handling 10,400,000 8,300,000 25.30
7 Telecom Service Centres (TSC) 31,132,000 26,176,000 18.93
8 Prolog Connect 32,100,000 28,500,000 13.00
9 Ant Marketing 10,000,000 9,000,000 11.11
10 Hays Customer Solutions 12,988,000 11,972,000 8.49
TOP TEN FOR GROWTH - SMALLER BUREAUS
Rnk Agency Turnover 2002 Turnover 2001 Change
(pounds) (pounds) (%)
1 Telebusiness Partners 555,000 223,000 148.88
2 2Touch 5,300,000 2,400,000 120.83
3 The Sales House 3,300,000 1,750,000 88.57
4 Salisbury Associates 4,200,000 2,330,000 80.26
5 Inchbrook Response Services 1,500,000 840,000 78.57
6 Icordia 3,020,000 1,840,000 64.13
7 Dataforce Group 8,150,000 6,000,000 35.83
8 Ion Group 1,760,000 1,320,000 33.33
9 Pell & Bales 5,255,000 4,161,000 26.29
10 Direct Marketing Support 4,700,000 3,900,000 20.51
TOP TELEMARKETING BUREAUS, 1-57
Rnk Agency Turnover 2002 Turnover 2001 Change
(pounds) (pounds) (%)
1 Vertex 163,300,000 159,400,000 2.45
2 Ventura 101,900,000 101,250,000 0.64
3 Sitel UK 54,063,000 53,200,000 1.62
4 Broadsystem 34,958,000 37,558,000 -6.92
5 MM Group 33,000,000 20,500,000 60.98
6 Prolog Connect 32,100,000 28,500,000 13.00
7 Telecom Service Centres 31,132,000 26,176,000 18.93
8 Thus 25,400,000 27,500,000 -7.64
9 Contact 24 23,200,000 26,800,000 -13.43
10 Inkfish Call Centres 22,700,000 16,600,000 36.75
11 Merchants 20,749,000 42,404,000 -51.07
12 CPM 20,415,000 20,015,000 2.00
13 ITouch UK 15,500,000 n/a n/a
14 The Listening Company 13,740,000 8,400,000 63.57
15 BeCogent 13,228,000 6,280,000 110.64
16 Hays Customer Solutions 12,988,000 11,972,000 8.49
17 ISKY Europe 12,800,000 12,000,000 6.67
18 Garlands Call Centres 12,000,000 12,600,000 -4.76
19 BPS Teleperformance 11,876,000 12,719,000 -6.63
20 Serco Travel Services 11,000,000 14,501,000 -24.14
21 Response Handling 10,400,000 8,300,000 25.30
22 HBS Contact Centre Services 10,300,000 4,700,000 119.15
23 Ant Marketing 10,000,000 9,000,000 11.11
24 HCL Technologies 9,640,000 14,140,000 -31.82
25 Telecom Express 8,800,000 9,953,000 -11.58
26 Dataforce Group 8,150,000 6,000,000 35.83
27 TeleDynamics 7,000,000 7,500,000 -6.67
28 Carlson Marketing Group 6,800,000 6,400,000 6.25
29 Portal 6,700,000 5,862,000 14.30
30 MGt 6,620,000 9,735,000 -32.00
31 Telegen UK 6,473,000 5,945,000 8.88
32 EWA 6,027,000 5,964,000 1.06
33 Kingston incontact 5,388,000 4,587,000 17.46
34 2Touch 5,300,000 2,400,000 120.83
35 Pell & Bales 5,255,000 4,161,000 26.29
36 Message Pad 4,900,000 4,100,000 19.51
37 Direct Marketing Support 4,700,000 3,900,000 20.51
38 Navigator Customer Management 4,604,000 4,155,000 10.81
39 Market Reach 4,250,000 3,800,000 11.84
40 Salisbury Assocs 4,200,000 2,330,000 80.26
41 TSH Telemarketing 3,300,000 1,750,000 88.57
(The Sales House)
42 Telefocus 3,100,000 3,632,000 -14.65
43 Icordia 3,020,000 1,840,000 64.13
44 The Ops Room 2,911,000 2,500,000 16.44
45 ICLP 2,900,000 2,800,000 3.57
46 The Telemarketing Company 2,590,000 2,900,000 -10.69
47 CallPoint Europe 2,300,000 2,850,000 -19.30
48 Hoseasons Marketing Systems 1,800,000 1,631,000 10.36
49 Ion Group 1,760,000 1,320,000 33.33
50 Inchbrook Response Services 1,500,000 840,000 78.57
51 Hotlines Telemktng 1,381,000 1,580,000 -12.59
52 Channel Strategy 982,000 840,000 16.90
53 Eclipse Marketing 819,000 715,000 14.55
54 Stormark 675,000 666,000 1.35
55 Telebusiness Partners 555,000 223,000 148.88
56 Price Direct 500,000 738,000 -32.25
57 Senior Response 320,000 n/a n/a
Rnk Agency Gross profit Gross profit Change
2002 2001 (%)
1 Vertex 21,200,000 18,300,000 15.85
2 Ventura 13,000,000 11,300,000 15.04
3 Sitel UK 22,047,000 22,590,000 -2.40
4 Broadsystem n/a n/a n/a
5 MM Group n/a n/a n/a
6 Prolog Connect n/a n/a n/a
7 Telecom Service Centres 14,132,000 11,720,000 20.58
8 Thus 7,400,000 7,500,000 -1.33
9 Contact 24 n/a n/a n/a
10 Inkfish Call Centres n/a n/a n/a
11 Merchants n/a n/a n/a
12 CPM n/a n/a n/a
13 ITouch UK n/a n/a n/a
14 The Listening Company n/a n/a n/a
15 BeCogent 90,000 n/a n/a
16 Hays Customer Solutions 7,327,000 7,396,000 -0.93
17 ISKY Europe n/a n/a n/a
18 Garlands Call Centres 2,100,000 2,200,000 -4.55
19 BPS Teleperformance 6,027,000 6,422,000 -6.15
20 Serco Travel Services n/a n/a n/a
21 Response Handling 4,800,000 3,400,000 41.18
22 HBS Contact Centre Services 3,200,000 1,300,000 146.15
23 Ant Marketing n/a n/a n/a
24 HCL Technologies 3,085,000 3,252,000 -5.14
25 Telecom Express n/a n/a n/a
26 Dataforce Group 4,000,000 3,000,000 33.33
27 TeleDynamics n/a n/a n/a
28 Carlson Marketing Group 6,100,000 5,700,000 7.02
29 Portal 1,700,000 n/a n/a
30 MGt 4,070,000 5,530,000 -26.40
31 Telegen UK 2,733,000 2,667,000 2.47
32 EWA 775,000 668,000 16.02
33 Kingston incontact n/a n/a n/a
34 2Touch n/a n/a n/a
35 Pell & Bales 2,406,000 1,851,000 29.98
36 Message Pad n/a n/a n/a
37 Direct Marketing Support 3,800,000 n/a n/a
38 Navigator Customer Management n/a n/a n/a
39 Market Reach n/a n/a n/a
40 Salisbury Assocs n/a n/a n/a
41 TSH Telemarketing 700,000 667,000 4.95
(The Sales House)
42 Telefocus 1,800,000 1,500,000 20.00
43 Icordia 1,240,000 750,000 65.33
44 The Ops Room n/a n/a n/a
45 ICLP 2,140,000 n/a n/a
46 The Telemarketing Company 1,400,000 1,930,000 -27.46
47 CallPoint Europe n/a n/a n/a
48 Hoseasons Marketing Systems n/a n/a n/a
49 Ion Group 1,000,000 657,000 52.21
50 Inchbrook Response Services n/a n/a n/a
51 Hotlines Telemktng 138,000 n/a n/a
52 Channel Strategy 530,000 483,000 9.73
53 Eclipse Marketing 410,000 353,000 16.15
54 Stormark 338,000 373,000 -9.38
55 Telebusiness Partners n/a n/a n/a
56 Price Direct n/a n/a n/a
57 Senior Response n/a n/a n/a
Rnk Agency Staff Maximum lines*
1 Vertex 8900 810(L), 4320(I), 270(P) all switchable
2 Ventura 3500 2000(L,I,P) all switchable
3 Sitel UK 2500 5287(L), 1000(I,P)
4 Broadsystem 600 500(L), 3300(I) all switchable
5 MM Group 1400 1700(L), 1800(I,P) all switchable
6 Prolog Connect 1100 850(L), 200(I,P) all switchable
7 Telecom Service 1700 2010(L,I,P) all switchable
Centres
8 Thus 1814 900(L), 180(I,L), 180 switchable
9 Contact 24 860 994(L,P), 780(I) all switchable
10 Inkfish Call 1260 3000(L), 420(I,P)
Centres
11 Merchants 800 1050(L,I,P) 1050 switchable
12 CPM 350 700 (L,I,P) all switchable
13 ITouch UK 110 160(L), 2800(I,P)
14 The Listening 750 1000(L), 30(I), 240(P) all switchable
Company
15 BeCogent 663 810 (L,I)
16 Hays Customer 700 690(L), 100(I,P), all switchable
Solutions
17 ISKY Europe 230 400(L), 1200 (I,P) 600 switchable
18 Garlands Call 1500 780 all switchable
Centres
19 BPS Tele- 600 1200(L)
performance
20 Serco Travel 610 455(L), 35(I) all switchable
Services
21 Response Handling 760 960(L,P), 60(I) all switchable
22 HBS Contact 650 1620 (L,I,P)
Centre Services
23 Ant Marketing 700 900(L), 50(I,P) 50 switchable
24 HCL Technologies 750 720(L), 56(I,P) all switchable
25 Telecom Express 150 180(L), 1700(I,P) 1700 switchable
26 Dataforce Group n/a 270(L), 100(I,P) all switchable
27 TeleDynamics 150 470(L), 120(P)
28 Carlson Mkting 468 450(L,I,P) all switchable
Group
29 Portal n/a 1140(L,P), 30(I)
30 MGt 400 510(L), 180(I,P) all switchable
31 Telegen UK 325 780(L,I,P) all switchable
32 EWA 150 102(L,I,P) all switchable
33 Kingston incontact 350 4000(L,I,P) all switchable
34 2Touch 700 520(L),270(I), 90(P) all switchable
35 Pell & Bales 254 150(L),10(I,P) 10 switchable
36 Message Pad 350 240(L), 60(I,P) 120 switchable
37 Direct Marketing 168 120(L,I,P) all switchable
Support
38 Navigator Customer 112 150(L,I,P) all switchable
Management
39 Market Reach 200 n/a
40 Salisbury Assocs n/a 330(L), 30(I,P)
41 TSH Telemarketing 180 180(L,I,P) all switchable
(The Sales House)
42 Telefocus 200 210 (L)
43 Icordia 250 300(L,P), 60(I), all switchable
44 The Ops Room 75 150 (L,I,P) all switchable
45 ICLP 100 135(L), 15(P)
46 The Telemarketing 185 100(L)
Company
47 CallPoint Europe 22 800(L,I,P)
48 Hoseasons Mktng 150 150(L),16(P)
Systems
49 Ion Group 60 200+(L,I,P) all switchable
50 Inchbrook Response 223 95(L,I,P) all switchable
Services
51 Hotlines Telemktng 128 400(L,I,P) all switchable
52 Channel Strategy 40 150(L,I,P) all switchable
53 Eclipse Marketing 59 110(L), 120(I,P), all switchable
54 Stormark 30 100(L)
55 Telebusiness 38 90(L,I,P) all switchable
Partners
56 Price Direct 100 90(L)
57 Senior Response 20 30(L)
*Telephone lines - L = live operators, I = automated interactive, P =
automated passive
Rank Agency
1 Vertex
Founded 1996, subsidiary United Utilities Group. Chairman John
Roberts. Live and automated.75% inbound, 7% outbound, 5%
consultancy, 21% fulfilment. Clients include Powergen, Marks &
Spencer. Member CCMA. Web site www.vertex.co.uk
2 Ventura
Founded 1968, subsidiary Next Group. MD James Howell. Live and
automated. 74% inbound, 20% outbound, 2% e-contact, 4% other; 2%
tactical, 90% strategic, 2% fulfilment, 6% other. Clients include
Freeserve, O2, The Woolwich. Member CCA. Web site
www.ventura-uk.com
3 Sitel UK
Founded 1985, subsidiary of Sitel Corporation (US). MD Ian McNuff
(UK). Live and automated, 34% inbound, 51% outbound, 10% e-contact,
5% other; 10% tactical, 81% strategic, 4% consultancy, 5%
fulfilment. Clients include Nectar, Centrica, Philips. Member DMA,
CCA. Web site www.sitel.com
4 Broadsystem
Founded 1986, subsidiary News International. MD Caroline Worboys.
Live and automated. 65% inbound, 30% outbound, 5% e-contact; 10%
tactical, 80% strategic, 5% fulfilment, 5% other. Clients include
COI, Procter & Gamble, Npower. Member DMA, CCA. Web site
www.broadsystem.com
5 MM Group
Founded 1950, privately owned. Chairman Jeff Smith. Live and
automated. 56% inbound, 39% outbound, 5% e-contact; 32% tactical,
38% strategic, 3% consultancy, 27% fulfilment. Clients include COI,
Capital One, UK Passport Service. Member DMA, CCA. Web site
www.mmgroup.co.uk
6 Prolog Connect
Founded 1981, subsidiary Caverswall Holdings. MD Robert Audley.
Live and automated. 75% inbound, 10% outbound, 15% e-contact; 5%
tactical, 35% strategic, 50% fulfilment, 10% other. Clients include
DfES, Department of Health. Member DMA. Web site
www.prologconnect.uk.com
7 Telecom Service Centres
Founded 1995, privately owned. MD Bruce MacLeod. Live and
automated. 80% inbound, 17% outbound, 2% e-contact; 15% tactical,
83% strategic, 2% fulfilment. Clients include T-Mobile, The
Woolwich, Direct Line. Member DMA, CCA. Web site www.tsc.co.uk
8 Thus
Founded 1987 (as Teledata), bought by THUS (previously Scottish
Telecom) in 1996. Publicly quoted. CEO Bill Allan. Live and
automated. 42% inbound, 57% outbound, 1% e-contact; 10% tactical,
80% strategic, 10% fulfilment. Clients include Hewlett-Packard,
Sky. Member DMA, CCA. Web site www.thus.net
9 Contact 24
Founded 1986, subsidiary Havas. MD Russ Hewitt. Live and automated.
65% inbound, 25% outbound, 8% e-contact, 2% other; 9% tactical, 88%
strategic, 1% consultancy, 3% fulfilment. Clients include
Sainsbury's to You, London Electricity. Member CCA. Web site
www.contact24.co.uk
10 Inkfish Call Centres
Founded 1994, subsidiary Domestic & General Group. Chairman Tim
Scrivener. Mainly live. 50% inbound, 48% outbound, 2% e-contact;
70% tactical, 30% strategic. Clients include Sky Digital, Renault
Cars UK, Yell. Member DMA, CCA. Web site www.inkfish.co.uk
11 Merchants
Founded 1981, subsidiary of Dimension Data Holdings. CEO Harry
Richardson. Live and automated. 80% inbound, 16% outbound, 4%
e-contac; 10% tactical, 87% strategic, 3% consultancy. Clients
include Unilever, NAG, HBOS. Member DMA, CCA. Web site
www.merchants.co.uk
12 CPM
Founded 1936, subsidiary of Omnicom. MD Mike Hughes. Live and
automated. 40 % inbound, 45% outbound, 10% e-contact, 5% other; 10%
tactical, 70% strategic, 10% consultancy, 10% fulfilment. Clients
include Cancer Research UK, GlaxoSmithKline, Kellogg. Member DMA,
CCA. Web site www.cpm-int.com
13 ITouch UK
Founded 1995, subsidiary iTouch Plc. MD Rob Ellis. Live and
automated. 60% inbound, 20% outbound, 20% e-contact; 55% tactical,
30% strategic, 5% consultancy, 10% fulfilment. Clients include
Yell, The Business Newspaper, SCA Hygiene Products. Member DMA,
CCA. Web site www.itouch.co.uk
14 The Listening Company
Founded 1998, privately owned. CEO Neville Upton. Mainly live. 35%
inbound, 60% outbound, 5% e-contact; 15% tactical, 75% strategic,
5% consultancy, 5% fulfilment. Clients include Microsoft, Oxfam,
Volkswagen. Member DMA, CCA. Web site. www.listening.co.uk
15 BeCogent
Founded 1999, privately owned. MD Ron Peerenboom. Mainly live. 35%
inbound, 60% outbound, 5% e-contact; 33% tactical, 65% strategic,
1% consultancy, 1% fulfilment. Clients include AOL, JD Williams,
Scottish Power. Member DMA, CCA. Web site www.beCogent.com
16 Hays Customer Solutions
Founded 1997, subsidiary Hays. Divisional MD Keith Hatter. Live and
automated. 40% inbound, 60% outbound; 90% strategic, 5%
consultancy, 5% fulfilment. Clients include British Gas, POW WOW,
Readers Digest Association. Member CCA. Web site www.hayscs.co.uk
17 ISKY Europe
Founded 1981 as Telecom Potential Group, subsidiary of iSky. MD
Rich Hebert. Live and automated. 52% inbound, 40% outbound, 2%
e-contact, 6% other; 15% tactical, 75% strategic, 4% fulfilment, 6%
other. Clients include BMW, Zurich, Reckitt-Benckiser. Member DMA,
CCA. Web site www.isky.com
18 Garlands Call Centres
Founded 1980, subsidiary CJ Garland and Co. CEO Chey Garland.
Mainly live. 52% inbound, 45% outbound, 3% e-contact; 58% tactical,
20% strategic, 3% fulfilment, 19% other. Clients include Powergen.
Member CCA. Web site www.cjgarland.co.uk
19 BPS Teleperformance
Founded 1989, subsidiary of SR Teleperformance. MD Neil Perring.
Live operation. 40% inbound, 55% outbound, 5% e-contact; 20%
tactical, 75% strategic, 3% consultancy, 2% fulfilment. Clients
include BAA, Canon, Npower. Member DMA, CCA. Web site
www.bpsteleperformance.co.uk
20 Serco Travel Services
Founded 2002, subsidiary Serco Group. Chairman Kevin Beeston. Live
and automated. 81% inbound, 3% e-contact, 16% other; 3% tactical,
78% strategic, 16% consultancy, 3% fulfilment. Clients include
Association of Train Operating Companies, DVLA, European Space
Agency. Web site www.serco.com
21 Response Handling
Founded 1991, subsidiary of Murray International Holdings. MD John
Boyle. Live and automated, 50% inbound, 47 % outbound, 2%
e-contact, 1% other; 66% tactical, 28% strategic, 1% consultation,
3% fulfilment, 2% other. Clients include BSkyB, Rangers FC. Member
DMA, CCA. www.response-handling.com
22 HBS Contact Centre Services
Founded 1998, privately owned. MD Lionel Phillips. Live and
automated. 20% inbound, 68% outbound, 12% e-contact; 51% tactical,
49% strategic, 8% consultancy. Clients include British Gas, Virgin
Home, Economy Power. Member CCA. Web site www.hbs.uk.com
23 Ant Marketing
Founded 1989, privately owned. MD Anthony Hinchliffe. Live and
automated. 5% inbound, 94% outbound, 1% e-contact; 60% tactical,
35% strategic, 2% consultancy, 2% fulfilment, 1% other. Clients
include BBC, The Financial Times, Shell. Member DMA, CCA. Web site
www.antmarketing.com
24 HCL Technologies
Founded 1998, subsidiary HCL Technologies. CEO Sujit Baksi. Live
and automated. 30% inbound, 50% outbound, 20% e-contact; 70%
tactical, 30% strategic. Clients include BT, Nai McAfee,
Prudential. Member DMA, CCA. Web sites www.hcleserve.com,
www.niapollo.com
25 Telecom Express
Founded 1989, subsidiary Abbott Mead Vickers BBDO. CEO Damon
Russell. Live and automated. 76% inbound, 19% outbound, 5%
e-contact; 60% tactical, 35% strategic, 5% fulfilment.Clients
include Daily Telegraph, Orange, NTL. Member DMA, CCA. Web site
www.telecomexpress.co.uk
26 Dataforce Group
Founded 1971, privately owned. MD Ian Rogers. Live and automated,
65% inbound, 20% outbound, 10% e-contact, 5% other; 25% tactical,
40% strategic, 5% consultancy, 20% fulfilment, 10% other.Clients
include DaimlerChrysler, COI, First Choice Group. Member DMA, CCA.
Web site www.dataforce.co.uk
27 TeleDynamics
Founded 1985, subsidiary Taylor Nelson Sofres. Chairman Peter Kerr.
Live and automated. 25% inbound, 74% outbound, 1% e-contact; 70%
tactical, 28% strategic, 1% fulfilment, 1% other. Clients include
Powergen, BT, Croner CCH. Member DMA, CCA.Web site
www.teledynamics.co.uk
28 Carlson Marketing Group
Founded 1938, subsidiary Carlson Companies. MD Frank McCusker. Live
and automated. 70% inbound, 15% outbound, 10% e-contact, 5% other;
20% tactical, 70% strategic, 7.5% consultancy, 2.5% fulfilment.
Clients include Equant, Worldcom, Le Meridien. Member DMA.Web site
www.carlson-europe.com
29 Portal
Founded 2000, privately owned. MD John Gotley. Live and automated.
22% inbound, 22% outbound, 56% other; 100% strategic. Clients
include Powergen, B&Q, Barclays. Member DMA, CCA. Web site
www.portal-centres.com
30 MGt
Founded 1997, privately owned. CEO Jonathan Guthrie. Live and
automated. 70% inbound, 20% outbound, 10% e-contact; 20% tactical,
70% strategic, 5% consultancy, 5% fulfilment. Clients include BBC,
C4 and C5 (Free to View), Northern & Shell, Zee TV. Member DMA,
CCA. Web site www.mgtplc.com
31 Telegen UK
Founded 2000, privately owned. MD Tony Kinghorn. Live and
automated. 13% inbound, 87% outbound; 100% strategic.Clients
include American Life, LE Group, NTL. Member DMA, CCA. Web site
www.telegenuk.com
32 EWA
Founded 2001, subsidiary WPP Group. MD Paul Luxon. Live and
automated. 60% inbound, 30% outbound, 10% e-contact; 3% tactical,
70% strategic, 5% consultancy, 10% fulfilment, 12% other. Clients
include Teacher Training Agency, Marks & Spencer, adidas. Member
DMA. Web site www.ewagroup.com
33 Kingston incontact
Founded 2000, subsidiary Kingston Communications. MD David Bishop.
Live and automated. 80% inbound, 15% outbound, 5% e-contact; 5%
tactical, 85% strategic, 5% fulfilment, 5% other. Clients include
BT Syntegra, Powergen. Member DMA, CCA. Web site
www.kingstonincontact.co.uk
34 2Touch
Founded 1969, subsidiary Acxiom Corp. MD Stuart Gray. Live and
automated. 50% inbound, 30% outbound, 4% e-contact, 16% other; 16%
tactical, 24% strategic, 56% fulfilment, 4% other. Clients include
Direct Marketing Association, Toyota GB, NatWest Bank. Member DMA,
CCA. Web site www.2touch.co.uk
35 Pell & Bales
Founded 1990, privately owned. CEO Karl Holweger. Live and
automated, 5% inbound, 95% outbound; 75% tactical, 10% consultancy,
10% fulfilment, 5% other. Clients include Cancer Research UK,
Oxfam, NSPCC. Web site www.pellandbales.co.uk
36 Message Pad
Founded 1994, privately owned. MD Christopher James. Live and
automated. 95% inbound, 5% outbound, 5% e-contact; 90% strategic,
5% consultancy, 5% fulfilment.Clients include The Metropolitan
Police, Coors Brewers. Web site www.message-pad.com
37 Direct Marketing Support
Founded 1990, privately owned. MD John Fogg. Live and automated.
60% inbound, 25% outbound, 15% e-contact; 5% tactical, 70%
strategic, 5% consultancy, 20% fulfilment. Clients include
TotalFinaElf, Bradford & Bingley Group, Pilkington Glass. Member
DMA. Web site www.dmsltd.co.uk
38 Navigator Customer Management
Founded 1991, subsidiary MoonRiver Group. MD Stewart Millington.
Live and automated. 45% inbound, 35% outbound, 15% e-contact, 5%
other; 10% tactical, 75% strategic, 5% consultancy, 5% fulfilment,
5% other. Clients include Skoda, Heinz. Member DMA, CCA. Web site
www.navigatorcm.com
39 Market Reach
Founded 1994, privately owned. MD Gary Hitching. Live operation.
100% outbound; 100% strategic. No clients given. Member DMA, CCA.
Web site www.marketreach.co.uk
40 Salisbury Associates
Founded 1993, privately owned. CEO David Hancock. Live and
automated. 67% inbound, 25% outbound, 3% e-contact, 5% other; 20%
tactical, 67% strategic, 5% consultancy, 5% fulfilment, 3%
other.Clients include Norwich Union, BP, BT. Member CCA. Web site
www.salisburyassociates.co.uk
41 TSH Telemarketing (The Sales House)
Founded 2000, subsidiary Quinke Music BV. MD Edward Leask. Live and
automated. 20% inbound, 80% outbound; 8% tactical, 75% strategic,
2% consultancy, 15% fulfilment.Clients include British Telecom,
OneTel, British Gas. Member DMA, CCA. Web site
www.thesaleshouse.com
42 Telefocus
Founded 1979, privately owned. MD Nicolas Tsoucalas. Live
operation. 100% outbound; 100% tactical. Clients include
International Masters Publishers, Grolier, Harlequin Mills & Boon.
Member DMA. Web site www.telefocus.co.uk
43 Icordia
Founded 1996, subsidiary Infoteam Group. MD Glen Coffey. Live and
automated. 70% inbound, 20% outbound, 10% e-contact; 20% tactical,
60% strategic, 5% consultancy, 15% fulfilment. Clients include Sony
Computer Entertainment Europe, Comet, Sports Soccer. Member DMA.
Web site www.icordia.co.uk
44 The Ops Room
Founded 1988, subsidiary Moonriver Group. MD Stewart Millington.
Live and automated. 40% inbound, 40% outbound, 15% e-contact, 5%
other; 33% tactical, 26% strategic, 16% consultancy, 7%
fulfilment,18% other. Clients include Land Rover, Hewlett-Packard.
Member DMA. Web site www.opsroom.co.uk
45 ICLP
Founded 1987, subsidiary The Collinson Group. MD Colin Evans.
Mainly live operation. 40% inbound, 40% outbound, 20% e-contact; 5%
tactical, 65% strategic, 8% consultancy, 22% fulfilment.Clients
include GNER, Hilton, Marlow Foods (Quorn). Member DMA, FEDMA. Web
site www.iclployalty.com
46 The Telemarketing Company
Founded 1990, privately owned. MD Niall Habba. Live operation. 100%
outbound; 50% tactical, 50% strategic.Clients include Sony,
Aventis-Pasteur, Lloyds TSB. Member DMA. Web site www.ttmc.co.uk
47 CallPoint Europe
Founded 1998, privately owned. MD Ian Dobbin. Live and automated.
68% inbound, 40% outbound, 2% e-contact; 42% tactical, 68%
strategic. Clients include esure, Powergen, Primus Telecom. Member
CCA. Web site www.callpoint.co.uk
48 Hoseasons Marketing Systems
Founded 1983, subsidiary Hoseasons Group. MD Ken Gaylard. Live and
automated. 80% inbound, 15% outbound, 5% e-contact; 10% tactical,
80% strategic, 5% fulfilment, 5% other. Clients include Readers
Digest, BHS, Honda. Member CCA. Web site
www.hoseasons-marketing.co.uk
49 Ion Group
Founded 1995, privately owned. MD Graham Ede. Live and automated.
45% inbound, 35% outbound, 10% e-contact, 5% other; 27% tactical,
57% strategic, 3% consultancy, 13% fulfilment.Clients include Audi
UK, Nissan GB/Europe, Harley Davidson UK/HOG Europe. Member DMA,
CCA. Web site www.iongroup.co.uk
50 Inchbrook Response Services
Founded 1993, subsidiary Inchbrook Mailing Services. MD Phil
Westoby. Live and automated. 50% inbound, 45% outbound, 5%
e-contact; 40% tactical, 40% strategic, 20% fulfilment. Clients
include Lloyds TSB Registrars, GE Capital eQuip Finance. Member
DMA, CCA. Web site www.inchbrook.co.uk
51 Hotlines Telemarketing
Founded 1988, privately owned. MD Shilpa Dave. Mainly live, 2%
inbound, 98% outbound; 7% tactical, 80% strategic, 13%
consultancy.Clients include ACE, Cigna. Member DMA, CCA. Web site
www.hotlines.co.uk
52 Channel Strategy
Founded 1993, privately owned. MD Helena Adams. Live and automated.
10% inbound, 85% outbound, 5% e-contact; 30% tactical, 60%
strategic, 5% consultancy, 5% fulfilment.No clients given. Member
DMA. Web site www.channelstrategy.co.uk
53 Eclipse Marketing
Founded 1988, privately owned. MD David Pickering. Live and
automated, 70% inbound, 20% outbound, 10% e-contact; 85% tactical,
5% strategic, 5% consultancy, 5% fulfilment. Clients include
Vauxhall, FT.com, Energis. Member DMA. Web site
www.eclipsemarketing.co.uk
54 Stormark
Founded 1984, privately owned. MD Jil Ellis. Live operation. 5%
inbound, 95% outbound; 80% tactical, 10% strategic, 5% fulfilment,
5% other. No clients given. Member DMA. Web site
www.stormark.ltd.uk
55 Telebusiness Partners
Founded 1995, subsidiary Call Centre Technology. CEO Simon Furber.
Live and automated. 57% inbound, 43% outbound; 66% tactical, 14%
consultancy, 20% other (training).Clients include AXA PPP
healthcare, Bourne Leisure (Haven UK and Europe), RAC. Member CCA.
Web site www.telebusinesspartners.com
56 Price Direct
Founded 1990, privately owned. MD John Price. Live operation. 100%
outbound; 100% tactical. Clients include Mardev, VNU, DTI. Member
DMA. Web site www.pricedirect.com
57 Senior Response
Founded 2001, privately owned. MD Mike Bingham. Live operation. 5%
inbound, 95% outbound; 5% tactical, 90% strategic, 5%
consultancy.Clients include Hidden Hearing, Age Concern
Enterprises, Home & Capital Trust. Member DMA. Web site
www.seniorresponse.co.uk
TOP 15 FULFILMENT BUREAUS
Rank Agency Turnover 2002 Fulfilment
(pounds) (pounds)
1 Vertex 163,300,000 34,293,000
2 Prolog Connect 32,100,000 16,050,000
3 MM Group 33,000,000 8,910,000
4 2Touch 5,300,000 2,968,000
5 Sitel UK 54,063,000 2,703,150
6 Thus 25,400,000 2,540,000
7 CPM 20,415,000 2,041,500
8 Ventura 101,900,000 2,038,000
9 Broadsystem 34,958,000 1,747,900
10 Dataforce Group 8,150,000 1,630,000
11 ITouch UK 15,500,000 1,550,000
12 Direct Marketing Support 4,700,000 940,000
13 Contact 24 23,200,000 696,000
14 The Listening Company 13,740,000 687,000
15 Hays Customer Solutions 12,988,000 649,400
TOP 15 INBOUND AUTOMATED BUREAUS
Rnk Agency Total inbound Automated Automated Total
(pounds) interactive passive automated
(pounds) (pounds) (pounds)
1 Vertex 123,291,500 8,630,405 8,630,405 17,260,810
2 Broadsystem 22,722,700 14,769,755 n/a 14,769,755
3 ITouch UK 9,300,000 3,720,000 3,255,000 6,975,000
4 MM Group 18,480,000 2,956,800 924,000 3,880,800
5 Telecom Express 6,688,000 2,675,200 1,003,200 3,678,400
6 ISKY Europe 6,656,000 2,662,400 665,600 3,328,000
7 EWA 3,616,200 2,675,988 144,648 2,820,636
8 Prolog Connect 24,075,000 722,250 1,685,250 2,407,500
9 MGt 4,634,000 2,085,300 231,700 2,317,000
10 Thus 10,668,000 1,600,200 n/a 1,600,200
11 Dataforce Group 5,297,500 1,324,375 264,875 1,589,250
12 Ventura 75,406,000 n/a 1,508,120 1,508,120
13 Carlson Mktg Grp 4,760,000 714,000 238,000 952,000
14 Sitel UK 18,381,420 735,257 183,814 919,071
15 HCL Technologies 2,892,000 433,800 462,720 896,520
TOP 15 CONSULTANCY BUREAUS
Rank Agency Turnover 2002 Consultancy
(pounds) (pounds)
1 Vertex 163,300,000 8,165,000
2 Sitel UK 54,063,000 2,162,520
3 CPM 20,415,000 2,041,500
4 Serco Travel Services 11,000,000 1,760,000
5 MM Group 33,000,000 990,000
6 HBS Contact Centre Services 10,300,000 824,000
7 ITouch UK 15,500,000 775,000
8 The Listening Company 13,740,000 687,000
9 Hays Customer Solutions 12,988,000 649,400
10 Merchants 20,749,000 622,470
11 Pell & Bales 5,255,000 525,500
12 Carlson Marketing Group 6,800,000 510,000
13 The Ops Room 2,911,000 465,760
14 Dataforce Group 8,150,000 407,500
15 BPS Teleperformance 11,876,000 356,280
INDEPENDENT CONSULTANCIES
The consultancy market has been severely affected by the Enron corporate scandal among others, and the broader requirements for management advice are diminishing. However, there continues to be a role for niche consultancies specialising in contact centres.
"Organisations need to get to the heart of the issues quickly rather than dealing with more general consulting bodies," says Mike Havard, managing director of CM Insight. The agency has seen 18% growth through the year and says there is significant activity on its order book. Havard says clients are looking for specialist advice about cost management and efficiency, as well as how to boost sales and service capability. The agency has also developed a role in explaining the issues of offshore operations in India.
CM Insight recently won a Guardian award with Virgin Money for a CRM project that took the brand's conversion rates from 17% to 70%. "We showed how to tap into the value of the brand in conversations with customers, so that the interaction was perceived as a Virgin experience, instead of just another service call," says Havard.
Ray Martin, managing director of First Place Consulting, views the long-term outlook for outsourcing as relatively healthy, but notes a switch from new investment toward boosting efficiency. "The mood in the market is to stop investing in new stuff and concentrate on getting the best out of what companies already have," he comments.
Martin also observes a big increase in analytical software for measuring performance, which he says is suddenly becoming of great interest to companies.
First Place has developed a methodology that helps clients quantify the impact of any developments in their management team or staff. "After five years we have got a fairly robust methodology, and have had several projects where hard results are coming out," he says.
Rk Agency T'over 2002 T'over 2001 Chng Full-time
(pounds) (pounds) (%) staff
1 CM Insight 2,031,000 1,715,000 18.43 20
2 Blue Sky Consulting 1,900,000 2,400,000 -20.83 13
3 Customer Service Partners 1,400,000 1,760,000 -20.45 6
4 Customer Consulting 1,100,000 2,200,000 -50.00 4
5 First Place Consulting 1,042,000 1,000,000 4.20 6
6 Telebusiness Partners 443,000 578,000 -23.36 5
Rank Agency
1 CM Insight
MD Mike Havard. Independent. Main specialisms: market education and
intelligence, contact centre planning, implement and migration and
performance management.Clients include Virgin Money, Nectar, M&S.
Web site www.cm-insight.com
2 Blue Sky Consulting
MD Marc Jantzen. Independent. Main specialisms: performance
improvement in sales and service channels, through operational
consultancy and training. Clients include Prudential, Virgin
Atlantic, BSkyB. Web site www.blue-sky.co.uk
3 Customer Service Partners
MD David Hopkins. Independent. Main specialisms: consultancy and
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