400 New jobs to be created at Webhelp’s Kilmarnock and Dunoon sites

Webhelp UK, one of the country’s leading customer experience providers, will soon be doubling its combined workforce at its Kilmarnock and Dunoon sites as the business looks to attract approximately 400 new customer experience advisers.

The two sites, which are spearheading Webhelp UK’s new Centre of Excellence programme, will be looking to recruit throughout the next few months due to ongoing growth in the company’s successful customer experience business. In Kilmarnock the application and interview process is already underway, closing at the end of May, with Dunoon to follow on from May until the end of June.

The Centre of Excellence programme aims to get the best out of all its employees giving them the foundations to provide the best possible service for the business’ blue-chip clients.  It covers a full range of initiatives to ensure current and potential employees get all they can from working for Webhelp UK.  This includes a clear idea of how to people can progress their careers at Webhelp, the creation of workplace groups to help share skills and expertise, and flexible working to meet with both customer and employee lifestyles.

As part of the Webhelp Group, a growing international business, Webhelp UK offers a varied and adaptable working environment for potential candidates as Allison Hill, Head of Recruitment explains, “As a Centre of Excellence recruiting the right people is critical for our business, so ensuring its employees are comprehensively trained and the environment they work in is vibrant, engaging and motivating is extremely important to us. “Through the local and national charity work our teams undertake we also build strong partnerships with our local communities.  Working in partnership with organisations including Cancer Research, our 2015 UK charity partner, our teams get really involved, forming long-term bonds, and raise a lot of money for some very worthwhile causes.”

Allison continues, “In addition, Webhelp wants to ensure that at every level our team members are being incentivised to perform at their peak and have the opportunity to progress within the business. “Another way we want to recruit is through our existing network.  Research tells us the most successful way to enrol new team members is when our current employees recommend friends and family to us.  Therefore we are excited to announce that we have increased our incentive to up to £1,000 for our ‘Refer a Friend’ initiative for every successful recommendation. “At the heart of our Centre of Excellence programme is people excellence.  We want Webhelp UK to be an employer of choice that the best people want to join and stay with us for years to come.”

If you would like more information about the job opportunities at Webhelp UK candidate should visit www.webhelpukcareers.com


Webhelp pursues its growth in 2014. The Group aims to become the European leader within 2018-2020, with revenues of over one billion euros within 3 to 5 years.

Webhelp Group, which celebrates its fifteenth anniversary in 2015, gives impetus to its entrepreneurial momentum and consolidates its position as the 3rd largest European company in the outsourced CEM industry, as turnover increased by 12,3% in 2014.

In 2015, Webhelp builds on its growth strategy and keeps expanding its field of operation by acquiring new facilities across the world. Projected revenues should reach €575M, i.e. a twentyfold increase in ten years.

WEBHELP benefits from the remarkable development of its historical activities

Webhelp Group outperformed its consolidated targets in 2014, with a €528,6M turnover posting a pro forma growth of over 12% compared with 2013. In France, the company exceeded for the first time the €250M mark in revenues (a 10% y-o-y increase).

This growth, all the more extraordinary in a stagnant French market, results so much from the development of the activities stemming from WEBHELP’s historical clients as from the acquisition of new clients in all of its strategic markets: Hi-Tech / Media, Banking / Insurance, Retail / E-Commerce, Transport / Tourism, Public Utilities / Energy, B2B, Health.

New activities already prove successful

WEBHELP launched in 2014 a structure dedicated to the various businesses of Digital and Marketing Services, revolving around 3 key areas of the CEM industry: Monitoring / Social Media Engagement, Community Management and Moderation / Brand Content.

This three-pronged offering already accounts for several million euros of revenue within the company’s specialized Business Units, while revenues of the sole entity is expected to amount to €1M in 2015, posting a year-on-year growth of more than 100%.

2014 also saw the confirmation of the success of the “Remote Secretary Services / On Demand” offering, which enables medium-sized companies (SMEs, franchised companies) as well as self-employed professionals to entrust WEBHELP with all or part of their needs in terms of telephone reception, customer registration and medical report data entry, and management of specific activities. This line of business experienced a fast development over the last two years and should account for €5M in revenue within 2016.

An ambitious roadmap for 2015 and beyond

With these initiatives, WEBHELP is anticipating several years of rapid growth – either at organic level or via acquisitions – by building on a consolidated portfolio of over 500 European clients from numerous industries and of various sizes

As it turns out, the business potential of this portfolio is particularly strong, as WEBHELP rolled out at the same time a plan to integrate its different acquisitions that are starting, through cost synergies or revenues, to produce beneficial effects.

Through this pro-active strategy, Webhelp Group is aiming at becoming within 3 to 5 years the undisputed leader in its industry, with revenues of over one billion euros.

Webhelp: a fifteen-year success story

Found on June 6, 2000, WEBHELP experienced several stages in terms of growth:

  • The first 5 years were dedicated to the development of the brand’s offering, with the opening of facilities in Romania, Morocco and, eventually in France, in 2005
    Revenues at the end of 2005: €28.5M
  • Between 2005 and 2010, Webhelp grew into one of the key companies in the French market, with an unparalleled “best-shore” offering. This trend was mostly due to its organic growth and its expansion in the main sectors where CME challenges particularly mattered
    Revenues at the end of 2010: €160M
  • Since 2010, even before it was bought by London-based private equity group Charterhouse in 2011, the Group entered a new era of growth, with a view to expanding abroad and launching into new activities within the Business Process Outsourcing industry.

This period was marked by the start of a cycle of external growth operations that has gained momentum over the last two years:

  • Acquisition in 2013 of HeroTSC, the 4th call center in the UK, which opened branches in 2013 in South Africa and in 2014 in India.
  • Acquisition in early 2014 of SNT, leader of the Dutch market.
  • Acquisition in mid-2014 of FDI, a leading European provider of payment services in the fashion and luxury goods sector, with offices in 9 European countries and in the United States. This purchase armed the Group with valuable expertise in terms of regulation in this sector and enable it to acquire ad hoc tools and methods in order to expand this offering to other industries.
  • Acquisition by WEBHELP Nederland in October 2014 of R-Systems, a company established in the Netherlands and in France and specializing in CRM solutions for the hi-tech industry.

Revenues expected for the end of 2015: €575M, i.e. a twentyfold increase in ten years. 

Webhelp, a company with a key emphasis on people

Webhelp’s constant growth since its inception stems from a deeply-rooted corporate culture, with a key emphasis on people and values that are reflected in all of the Group’s subsidiaries.

Through an innovative human resources policy, Webhelp sees that its employees can flourish within the company, by insisting on training (implementation in 2014 of a serious game entitled “Lead the way”, intended for production managers) and research (creation in 2013 of the “Human Capital and Performance” Chair at HEC Paris).

This policy was rewarded this year as WEBHELP received the “Top Employers 2014” certification.

The group is considering the recruitment of several thousand people in 2015 on its various production areas and should exceed the 500 recruitments mark in France in 2014.

 

For further information:

Hadrien Le Roux
Webhelp Press Office
T: +33 (0)1 40 89 12 34 / e. hadrien.leroux@elanedelman.com

Jérémy Côme
Head of Communication, Webhelp Group
T. +33 (0)6 811 621 06 / e. jcome@fr.webhelp.com

Leslie Choffel
Webhelp Group
T: +33 (0)1 44 40 52 05 - M: +33 (0)6 04 67 85 59 / e. lchoffel@fr.webhelp.com


Customer loyalty: can insurers do better?

For an industry whose customers hope never to need its services, generating loyalty on anything other than price may seem a big ask for insurers. However, there may be another way, as Helen Murray, chief customer solutions officer at Webhelp UK explains.

Insurance has the second highest levels of customer churn of any UK service industry sector, with supermarket shoppers the only group that are more fickle, according to research by the Chartered Institute of Loss Adjusters. The 2014 study, ‘Keeping the Customer Satisfied – the dynamics of customer defection’, found that one in four UK consumers has changed their home or motor insurance provider in the past year and more than a third (36 per cent) said they plan to do so in the year to come. So why is it so hard for insurers to forge lasting relationships with their customers?

Probably the most obvious obstacle is that insurance is a product people buy but very rarely use. This means there are few opportunities to demonstrate the quality of the service or develop any kind of meaningful engagement. This is a problem insurers need to address if they are to increase their poor retention levels – an issue that is costing insurers dearly.

Management consultancy Accenture recently estimated that if insurers lost 20 per cent of their customers each year – a very conservative scenario compared with the reality – that would represent £3.3 billion of churn across home and motor insurance alone. That equates to somewhere between £500,000 and £1 million in lost premiums for every 1,000 policies. This is at a time when the industry is feeling the pinch at both ends of the business. Premiums are falling across buildings, contents and motor insurance while the number and cost of claims continues to rise.

So how are insurers surviving in the face of such potentially ruinous rates of customer departure? The answer is aggressive new customer acquisition activity, something into which every insurer channels large amounts of resources. The problem with this is that acquisition costs mean a customer who stays for just 12 months delivers less value than one who renews several times, so acquiring new customers to make up for the departure of existing business will never be an efficient operating model.

Value vs Price

Customers that attach little value to a product and feel no loyalty to its provider will inevitably buy on the basis of price alone. In the case of the insurance industry, they’ve been encouraged to do so by the aggregators and price comparison sites that have proliferated in recent years. This is the issue at the heart of the high levels of churn experienced by insurers.

On the face of it then, it looks like a desperate situation for customer loyalty in the insurance industry – but actually there is evidence that insurance customers could be won over by considerations other than price. In fact, according to a recent survey by 1to1 Media, customers who feel ‘engaged’ by their insurers are less likely to churn and will tolerate a price differential of up to 15 per cent before defecting to a competitor. What, then, can insurers do to make their customers feel engaged?

The 1to1 research identified that customers described themselves as engaged when they felt their insurer met these three criteria – it describes and promotes its products honestly, it treats people like valued customers and it stands by its promises. Traditionally, the relationship between insurer and customer revolves around two key moments – when the customer buys and when the customer claims.

It’s a common belief among insurers that the claim experience is the most powerful moment in the relationship – get it right and the customer will have a compelling combination of trust in and gratitude for the service that they are unlikely to leave. However, this strategy only applies to the small proportion of customers that ever need to make a claim. What of the remaining premium payers? The answer is that engagement is built gradually and that there are actually eight stages in the lifecycle when an insurer must meet the above criteria in order for customers to feel engaged.

First comes the shopping experience when absolute clarity must be provided about what it does, how it works and how much it costs. Then comes the buying process, which must be quick and simple – whichever channel your customer is using. Next is start-up, where the policy is delivered to the customer and any initial queries are responded to clearly and quickly.

There should then be four touch points between the purchase and a potential claim. For those customers that signed up for contact, helpful information that demonstrates that you care should be provided with suitable regularity and in an easy-to-digest format. Carefully considered cross-selling offers should be made, based on a solid understanding of customer demographics and life-stage requirements. Any requests for additional information or clarification should be responded to with helpful assistance. The renewal experience is a crucial stage. Timely reminders and helpful advice should be issued, making the renewal process as simple as possible, and any important information should be shared clearly and simply. Last is the claims experience, where customers are looking for an immediate response and a speedy, clearly explained resolution.

It’s important not to underestimate the impact that these simple things can have on a customer’s perception of your service. For a detailed guide to achieving success in all of these areas, download our latest white paper Insure against loss: how general insurers can win customers – and keep them.

Of course, what sounds like relatively simple goals often become complex and time-consuming when applied to a large customer database incorporating legacy systems and separate departments. Ensuring the whole system comes together to deliver a cohesive and high-quality result every time is easier said than done. It is worth considering whether outsourcing some areas of customer relationship management could help streamline  your processes and deliver much needed analytical capability, without calling for a large financial investment up-front.

Contact Helen on LinkedIn with your questions and comments.


Webhelp UK receives nomination for prestigious ECCCSA Award

Webhelp UK, one of the country’s leading customer experience providers, has been named as a finalist for the annual European Contact Centre & Customer Service Awards 2015 (ECCCSA), taking place in London on 10 June.

The business was announced as a finalist in the ‘Large Contact Centre of the Year’ category for its heavy investment in a new Derby site. This state-of-the-art contact centre boasts modern, bright and airy facilities making it a stimulating and enjoyable workspace for people. Open plan in nature, the contact centre model seeks to make all levels of the businesses feel part of one, cohesive team. 

Webhelp also places a heavy emphasis on employee engagement, offering people the chance to build relationships within their local community through its sports, social, volunteering and charity programme, named Eventful. 

David Turner, CEO of Webhelp UK, said: “The team at Webhelp Derby is all thrilled with this nomination.  It’s a joy to work in a contact centre that is modern and buzzing with excitement. We’re a tight knit team that strives to provide a first class customer experience every time, so it’s fantastic to be recognised in this way. 

“As a business, we’re committed to supplying the very best in creative workspaces and tailored training and development schemes for employees, so it’s fantastic to know the work we’re doing is highly regarded. We looked forward to keeping this momentum up and achieving more as a company in the years to come.”   

The European Contact Centre & Customer Service Awards formally recognises professional excellence throughout the UK and Europe. It is a firmly established annual event, recognising and rewarding the best and most successful individuals and organisations in the contact centre and customer service industry.


Insuring against customer churn disaster

General insurers suffer the second highest rate of customer churn in the whole of the UK service industry. The management consultancy Accenture estimates that, if insurers lost a conservative 20% of their customers each year (and in truth they lose more) it would create ï½£3.3 billion worth of churn across home and motor insurance alone. How can UK insurers protect themselves from the escalating costs of accelerating churn?

This infographic shows how insurers can increase their customer engagement and reduce customer churn levels by centering on the customer, focusing on convenience and aiming for transformation.

 

Insuring Against Customer Churn


Webhelp UK wins two prizes at UK Employee Experience Awards

Webhelp UK, one of the countryÂ’s leading customer experience providers, has taken home two awards at the inaugural UK Employee Experience Awards in London.

Webhelp’s Rothesay site took home a silver award in the ‘Best Contact Centre’ category. The company’s corporate culture was recognised, with a silver award in the ‘Best for Learning & Development’ category.

Webhelp was nominated for ‘Best Contact Centre’ for its forward thinking approach after implementing the ‘212 Experience’ –  a concept aimed at helping drive a change in culture amongst employees based at the Rothesay centre.

This framework takes its inspiration from simple science. At 211 degrees water is hot but at 212 degrees it boils, creating steam which can power a locomotive. By applying that extra degree of effort great success can be achieved, which in this case is the ultimate customer experience.

The ‘Best for Learning & Development’ nomination came as a result of creating a fun, innovative and ‘insanely great’ environment to encourage high performance resulting in an excellent customer experience.

In a campaign initially developed during last year with then client Jigsaw24, a creative technology solutions business, Webhelp demonstrated how creating an enhanced employee experience through an innovative recruitment process and work space renovation, could produce a positive working environment that improves employee experience and increases team retention. The lessons learnt are now being applied across the whole business.

Part of WebhelpÂ’s credo is to encourage teams to treat customer service as an attitude not a department and to treat others as they would want to be treated.

David Turner, CEO of Webhelp, said:“It’s a great honour to come home with not only one, but two awards. It’s fantastic to know that the commitment we make to our employees is highly regarded. Furthermore, the leadership and ideas coming from the Rothesay site  are truly inspirational, a well deserved win.”

Webhelp_winning_Contact_Centre_UKEXAwardWebhelpUK_wins_Talent_Development_award