Webhelp scores a hat trick at the CCA Excellence Awards

Webhelp has picked up three top awards at this year’s prestigious 2022 Contact Centre Association (CCA) Excellence Awards.

Taking home Gold for Excellence in Skills, Learning & Development - in recognition of entering into a new phase of digital delivery driven by engagement through gamified and incentivised learning - the leading provider of customer experience and business solutions also won Gold for Outstanding Flexible Working Programme in acknowledgement for the evolution of their Webhelp Anywhere operating model.

Flexible and scalable for clients, Webhelp Anywhere delivers a codified methodology to support organisations, their people and their customers with the delivery of a future CX operating model.

The CCA Awards, regarded as ultimate recognition for customer service excellence, innovation and best practice were presented at a glittering black-tie event held on Wednesday 27th April in Glasgow.

The evening also saw the Webhelp team win Silver for Team of the Year and a shortlist for Excellence in Business Process Outsourcing Collaboration.

David Turner, Webhelp UK Region CEO, commented:

“We are delighted to again receive this level of industry acknowledgement which is a testament to the dedication and hard work that continues to come from the people within our business. I know these wins will mean a lot to them. I’m also pleased that, amid the shifts to homeworking, our Webhelp Anywhere solution was recognised. Enabling us to be agile for our clients, as a people-first business, it’s been great to see the impact on employee sentiment as we continue to blend people engagement, well-being and connectivity.

With more than 20 years’ experience, the CCA is recognised as a trusted reference for research, analysis and expertise. This year’s awards also follow Webhelp being named a Leader in Gartner’s 2022 Magic Quadrant.

Webhelp expands operations in Mason, Ohio, providing career opportunities to the local community

Mason, Ohio, USA – April 5, 2022 – Webhelp, a leading global customer experience, and business solutions provider, is expanding its operations in Mason, Ohio. Built on a strong people-first working culture, Webhelp has a diverse global workforce of over 100,000 passionate game-changers. Since coming to Mason in 2020, the business has welcomed hundreds of colleagues.

In a new business venture to provide service to one of the largest social media platforms in the world, Webhelp in Mason is looking to onboard a mix of content moderators, counselors, a human resource generalist, quality assurance representatives, and operational team leaders.

Those joining will become an integral part of an exciting partnership in enriching the customer experience and providing business solutions for our clients. To apply, visit the careers section of www.webhelp.com

Eduardo Salazar, Chief Executive Officer Americas, said:
“We are excited to partner with the Mason area’s high-quality talent as we continue the success that Webhelp has shown around the world. We deliver world-class service by putting people first, which is one of our main pillars as an organization. Investing in our colleagues and making business more human leads to a better customer experience.”

Externally credited and with multiple global awards wins in a variety of categories, Webhelp people are known as being some of the best in the industry.

Webhelp was recently recognized for its pioneering leadership in Impact Sourcing by the International Association of Outsourcing Professionals (IAOP) in partnership with The Rockefeller Foundation. The awards celebrate initiatives designed to bring more employees into the workplace from disadvantaged backgrounds.

Sandrine Asseraf, Group Managing Director, Americas & ESG at Webhelp, said:
Webhelp believes in impact sourcing as a holistic and systemic approach to business, meaning we collaborate and partner with all our people, our clients, specialist impact partners, and suppliers to achieve meaningful results. As a people-first business, we put this approach and commitment at the heart of our business strategy, recognizing its importance in driving real and sustainable change across the regions in which we operate. It is a long and ambitious journey, and we cannot wait to do more.”

Partnering with some of the world’s most exciting brands, Webhelp will utilize its 20 years of expertise and global way of working to further drive the strong success of the customer experience while creating job opportunities for the Mason community.

Connecting biotech, healthtech and medtech - Webhelp to lead discussion at LSX World Congress 2022

Webhelp are delighted to be announced as an official partner at this year’s LSX World Congress, taking place in London on 10th-11th of May.

The 8th annual LSX World Congress will welcome many industry leaders, from founders and CEOs of innovative start-ups through to healthcare giants. Attendees span various healthcare backgrounds, including experts in biotech, healthtech, and medtech.

Representing Webhelp are Dr Jerome Stevens, General Manager & co-founder of Webhelp Medica, Emma Bouché, Head of Healthcare at Webhelp UK, and the newly appointed Tom Houston, Healthcare – Client Partner, Gobeyond Partners (part of the Webhelp Group).

A keynote panel hosted by Webhelp opens day two of the congress and is entitled ‘The Devil Is in the Data: How the Medtech Sector Is Optimising Its Data Assets and Connecting with Consumers in a Wholly Patient-Centric Approach’.

Jerome Stevens will moderate on behalf of Webhelp, joined by four speakers – Marc Julien, Co-CEO of Diabeloop, Laurent Vandebrouck, CEO of Chronolife, Eliane Schutte, CEO of Xeltis, and finally Ian Crosbie, CEO of Sequana Medical.

The panel will discuss topics such as:

  • Unlocking the full potential of health data, and new applications in 2022
  • Healthcare professionals and patient onboarding, training and ongoing support
  • Information is power: ethical data use and the importance of patient transparency
  • How to ensure data security and demonstrate best practice for Healthcare professionals and patients


Commenting on the panel, Jerome said:

“I’m looking forward to joining innovative leaders to collaborate and share our expertise on health data in the medtech sector and the opportunities this creates. With particular focus on optimising and securing data and prioritising patient-centricity, it promises to be an invaluable session.”


Keep an eye out for first-hand highlights and key takeaways from our panel discussion.

For more information on healthcare trends read Emma Bouché’s recent article here.

Sanctions, Embargo, Suspicious transactions, PPE... How to ensure the success of an AML/CFT project?

For a few months now, not a day goes by without hearing the words sanctions, embargo, seizure of assets. Faced with an increase in alerts generated by surveillance tools and regulatory pressure, how can the success of an AML/CFT compliance project or clearance of a stock of alerts be ensured?

European regulators and governments are increasing the pressure on regulated companies, which must, on the one hand, manage the increase in alerts generated by surveillance tools, and, on the other hand, review and update their AML/CFT control process. They are confronted with stocks that must be cleared quickly to ensure (and reassure the regulator) that their customers are not registered on sanctions lists or do not engage in transactions that represent violations of the compliance rules in place. These operations are complex and often involve more investigation than simple control.

More than a simple verification – mobilized teams are required to contact customers, gather evidence, compile a complete investigation file, draft, and if necessary, pre-declarations of suspicions to FIUs (Financial Intelligence Units) and, finally, carry out precise reporting to the services concerned. These projects require an established – team of dedicated experts to manage the stock of alerts in the allotted time.

Although outsourcing the processing of AML/CFT alerts by an experienced player is one of the solutions recommended to meet these challenges, it is not that simple. Webhelp has extensive experience in outsourcing these high added-value projects, and has for many years developed strong convictions in key success factors.

Nicolas Dambrine, Deputy General Manager of Webhelp KYC Services, reveals the 5 key factors for the success of an alert eradication project:

1 – Immersion – a prerequisite for getting the project off to a good start

First, let’s look at the start-up phase. This is where it all comes together! The most crucial element of this phase is commitment: commitment of the service provider with the client, but also the commitment of the client with the service provider. It is essential to go to the customer, become familiar with their internal rules, absorb their knowledge and finally, validate with them the procedures to be carried out. Similarly, it is important that the client pays a visit to the provider; to plan and meet the operational teams, but also to pass on their knowledge and objectives on the project directly.

2 – Good indicators – for fine management

In parallel with this phase, it is vital to lay the foundations for reporting from the outset, taking into account the objectives of the project – productivity, quality, budget, compliance – or all four! Each of these objectives must be measured by precise indicators and managed – from the start of the project. This will make it possible to immediately examine the indicators and validate the theories made during the development phase. Moreover, in case of large volumes, having a powerful and well-configured reporting tool is not an option!

3 – The management team – true conductor of the project

The management team is a key factor on two levels. Firstly, the project manager who will be the link between the customer and the production teams. They must be senior enough, dedicated to the project and have a thorough knowledge of regulatory topics. Secondly, the production team leaders. They are the operational relay of the project manager and are responsible for motivating the advisors – who process the alerts and ensure a first level of control. It’s the famous random picking of processed files, which, thanks to the methodical application of a rigorous quality grid, should make it possible to detect any errors that may have been made. Generally, we recommend a ratio of 20% management in the start-up phase, and gradually decrease to 10% at the end of the project.

4 – Motivation – to ensure the success of the project

The project is launched, the management team is in place, the indicators and objectives have been defined – now it’s time to manage production! The first point that contributes to the success of the operation is to make sense of it. This may be true for all projects, but it is even more significant in the case of AML/CFT.
This starts with initial training and ongoing coaching, but motivation is also an important part of the success of the project. In fact, we found on a recent project that incentives had nearly doubled productivity within weeks! This was following a drop in the team’s motivation after a few months of operation, and indicators that tended towards red, we had to react. We decided to set up a challenge with big rewards – meeting and exceeding objectives would earn employees significant prizes. We saw an increase in productivity almost immediately, and the atmosphere of the production platform changed dramatically!

5 – Flexibility and adaptation – to achieve objectives

This brings us to being flexible which is essential and must be applied throughout the project. Here again, past experience shows us that constant questioning, adapting to the results obtained from week to week, as well as to external elements, are all key factors for success.
Test, measure the impact, implement, test again, modify. We are convinced that the processes must be regularly reviewed, challenged and improved in order to always be in line with the customer’s objectives. It’s a good practice that should be applied more widely.

Alert processing projects are complex but also energy-consuming, both in terms of time and in terms of human and technical resources. By deploying a team of experts with proven know-how and entirely dedicated to the client’s project, outsourcing makes it possible to meet the challenges posed by AML/CFT procedures within tight deadlines. Commitment, management, supervision, motivation, flexibility, and more importantly, people, are the guarantors of the success of an AML/CFT alert processing project.

To find out more about this topic

3 reasons why organisations can’t stand still on UBO compliance

Jonathan Cowey, Business Director for Regulated Services at Webhelp UK, considers what the FCA’s new anti-money laundering bill means for UK financial organisations.

The demand for change 

Increased sanctions by the UK Government have made big headlines. As part of this, the Financial Conduct Authority (FCA) has written to all financial services firms regarding a new bill that is being fast tracked through the UK Parliament. This bill includes many things, one of which is a new register which mandates that all foreign owners of UK property must declare and verify their identity with Companies HouseThe purpose of this is to ultimately stop sanctioned individuals from buying and selling property in the UK for example – a long standing issue which has been exposed as a channel for money laundering.

What do firms need to be aware of and be thinking about? 

As part of their Anti-Money Laundering (AML) compliance, firms must consider UBOs – Ultimate Beneficiary Owners – of corporate organisations. UBO governance is not a new thing within UK finance, and has long been part of AML checks and due diligence both in terms of onboarding new clients into the financial system, and the ongoing monitoring of the account.  The whole point here is to know exactly who the beneficial owner of that company’s activity is – we need to ask ‘who is at the end of the chain?’  By properly assessing an individual UBO or a group of UBOs at both on-boarding and during the lifecycle of the client engagement, this will play a big part in ensuring a company isn’t inadvertently involved in financial crime. 

The latest message from the FCA is a firm and clear reminder to organisations that they should be fully assessing UBOs. 

So what’s the issue? 

Whilst many organisations are likely to be doing some form of UBO checking, there is growing concern that practices are outdated, acting as a tick box exercise as opposed to meaningfully seeking to understand the true end beneficiary. This isn’t overly surprising as UBO checks can be challenging. There are an estimated 3,000+ shell companies in the UK, so breaking through the layers of corporate structure to truly understand what is going on and by who isn’t an easy task. Finding your way through complicated corporate set-ups is something that takes time, skilland therefore cost. The reality is however, the FCA will want to see demonstrable evidence that organisations have undertaken the right level of due diligence and can show the right level of UBO informationwhether that be corporate structuresboard member information, fund attestation or proof of address…all certified of course. Bottom line, this isn’t a nice to have but a MUST do. 

Can organisations stand still? 

Simply put, no. Organisations can’t just rely on what they have always done. Here’s why: 

Firstly – it is their obligation; it’s a regulatory requirement, and failure to do this can see hefty fines imposed. There is major precedent for this too. The FCA levied nearly £570m of financial penalties on organisations during 2021, 84% of which (£477m) related directly to failings within AML compliance, with UBO being a key facet to this.

Secondly – costs. When not done correctly, the costs to remediate back books and the operational upheaval to put things right far outweighs the costs of simply getting it right in the first place.  

Thirdly – and most importantly in my view – ethically; it is the right thing to do. It is the moral obligation of institutes to ensure they are acting and enabling a safer, more secure world – their customers expect it of them. 

It's time to act

Taking a risk-based approach to compliance is always the right thing to do, but firms must shine a spotlight within their own organisations. The time to act is now, and firms should be undertaking a current state assessment against the existing landscape to ensure they are compliant. In order to do that, many firms are looking for partners to support them on that journey, bringing fresh industry perspectives, know-how and new solutions to the table. This isn’t an easy thing to do and gaining the right partner to do this in the right way (such as balancing costs, assessing the customer experience and properly mitigating risks) will be key.  

At Webhelp, we offer a full KYB/UBO compliance capability; consultancy expertise, technology solutions, as well as skilled KYB, AML and compliance resources globally to support you on this journey. We partner with many financial services organisations, both here in the UK and across the globe with their AML programmes.

Jonathan Cowey is the Business Director for UK Regulated Services at Webhelp. Please do not hesitate to get in touch if you have any questions and he will be happy to discuss with you

BNPL can be adapted to B2B... but with some caveats!

Buy Now Pay Later (BNPL) has of course become a convenient option for B2C, but its implementation in a B2B context requires many adjustments, as explained by Arnaud Soubien, CEO and co-founder of RollingFunds. Here he is interviewed by Aline Abeya, Sales Manager France and Benelux at Webhelp Payment Services.

We often hear people say: “BNPL is easy: there are many turnkey solutions that allow customers to pay in 3 or 4 instalments”. This is entirely true when the end consumers are private individuals… but transposing the B2C model to B2B, without asking the right questions, is doomed to fail. Why?

For many years now, with many B2C brands, there has been the option to pay in 3 or 4 instalments, without charge, as a private individual. It is also the case that  BNPL  is now an off-the-shelf product that can very easily be integrated into a marketplace type environment.

But it must be emphasised that current solutions are aimed at individuals and for average baskets of small amounts that can be charged to a bank card. From a B2B perspective, however, there are specific factors that must be taken into account, including in particular:

1 – Establishing a relationship remotely via KYC

When it comes to entering into a financial relationship, the law requires that due diligence be carried out to acquire a good “knowledge of the customer”. This is referred to as a KYC, or “Know Your Customer”, process. However, the procedures required to verify the identity of a customer differ greatly depending on the type of customer involved.

Individuals can of course prove their identity with an official identity document, but companies need to be able to prove their existence (with a certificate of incorporation, articles of association, etc.), and to identify their legal representatives (natural persons with the power to bind the company) and the beneficial owners (the main partners). The procedures to be carried out in the context of a B2B business relationship are therefore much more complexand they differ from one country to another. They are based on automated or human controls, or a mixture of the two, as offered by Webhelp KYC Services.

2 – The basket total and the payment methods

In the context of a B2B business relationship, average baskets are usually much larger, requiring limits much higher than those granted to individuals – typically from fifty or so to a few hundred euros.

In addition to risk management issues, the basket total, and therefore the due dates, cannot be charged to a bank card as is the case for individuals, given their payment limits. One must therefore look at the means of payment commonly accepted by companies (direct debits, transfers, cheques, etc.) depending on the target clientele.

3 – The margin on sales

BNPL is generally offered to individuals free of charge: “pay in 3 or 4 instalments, free of charge”. The financial costs are borne by the e-merchant. And the fees are quite high, since they are generally in the 3-4% range at the time of the transaction (i.e. for an average financing period of 30 days, an APR of more than 30% per year). In contrast, the margin on sales for B2B is much lower than for B2C. The cost of BNPL must therefore be adjusted to take this into account.

4 – Risk analysis and management

Unlike BNPL for individuals, where risk analysis can be purely statistical, given the uniform nature of the population and the granular nature of the exposure to risk, the great diversity of companies requires a specific analysis: a CAC 40 company, a medium-sized company, a VSE/SME, or even a sole-trader artisan are not analysed in the same way. Evaluating the credit risk of a company requires specific know-how and a specific model which, in addition to company size, must take into account many parameters such as the company’s activity (B2B or B2C activity), specific sector or location related factors, etc.

But the strategy for deploying a BNPL offer in B2B cannot, and should not, be defined based on these considerations alone. For a BNPL programme to be truly successful and to reflect short- and medium-term sales targets, it must meet two conditions:

  • it must be structured to serve the marketing and business strategy of the marketplace,
  • and it must be flexible enough to adapt in response to future developments.

An international dimension is often present in B2B. What constraints apply?

An e-commerce platform or B2B marketplace will often connect buyers and sellers who are separated by borders. Cross-border transactions require the specific administrative, legal, regulatory, monetary and fiscal nature of the countries concerned to be taken into account, even if these countries are all members of the European Union.

It is therefore important for the BNPL solution to be designed to “integrate” this complexity at a national and international level, in order to protect the marketplace from any risk.

What about specific business factors? Can a B2B solution be standardised?

First of all, I think it is important to remember that, in the B2B world, BNPL has existed for more than a century, under another name, and in another form: the trade receivable, an invoice with a payment deadline. In France alone this amounts to more than 650 billion euros.

However, each sector of activity has its own market practice: for example, payment periods are not the same for the sale of fresh products as for the sale of equipment and fittings. In addition, commercial policies may vary from one company to another, depending in particular on how marketing is conducted , the type of customer and internal procedures.

That’s why, at RollingFunds, we are convinced that a B2B solution cannot overlook the actual nature of the business.

“The specific nature of each sector of activity, and the marketing and commercial strategy in the short and medium term, must be taken into account from the outset of the project.” – Arnaud Soubien

To take a concrete example, that of the fashion sector – where we work in partnership with Webhelp Payment Services – one has to adapt to the specific nature of the sector, in terms of both the countries involved and their purchasing habits and payment methods. Typically, a large order will be placed at the start of each season, followed by small restocking orders as time passes. Other types of business have different customs of their own.

Ultimately, very specific risk analyses and flow analyses need to be adopted, regardless of the business sector.

As an attentive observer of this market, I can tell you that the simple roll-out of a BNPL solution from B2C to B2B, without taking into account the specific factors involved, has always resulted in failure and been a source of frustration.

What B2B financing solutions does RollingFunds offer in partnership with Webhelp Payment Services?

Webhelp Payment Services provides a range of customer relationship management services including billing, collection management and the collection of trade receivables.

As part of their partnership, Webhelp Payment Services and RollingFunds have linked up their information systems to allow Webhelp customers to easily subscribe to a financing offer that is perfectly tailored to their needs.

In addition, RollingFunds provides financing solutions dedicated to the purchase of products and services – which positions us as a key B2B player in the BNPL sector.

For example, a builder can choose to pay the Building Platform, of which Rolling Funds is a partner, for their equipment, on a deferred basis or on credit (the BNPL offer).

Our solutions are tailored to B2B players, whatever the sales channels: marketplace, an e-commerce site, a store network, click & collect, etc. Thanks to our omni-channel approach, customers have access to their payment facilities on all sales channels – just as we do for the Building Platform.

I would stress that our technical solutions are very simple to implement, being based on SaaS and APIs.

The combination of our technology and financing know-how, with Webhelp Payment Services’ 35 years of experience in managing international buying and selling transactions and customer relations, allows us to offer a range of BNPL services with high added value and adapted to the context in which companies operate and their target clientele.

How does BNPL work in a B2B marketplace?

It all depends on how far a project has advanced. Indeed, the strategy for deploying a BNPL offer is not the same for an existing B2B marketplace, with an established clientele, as it is for a developing marketplace.

But, as I see it, the first step is a BNPL offer deployment strategy that is perfectly aligned with a company’s sales and marketing strategy: target customers, payment deadlines, payment methods, etc.

It is our belief that in a B2B context we need to offer a tailor-made solution, one that corresponds to the lifetime of the marketplace, its outlook, its risk strategy, and its financial cost allocation policy. It is essential that the BNPL offer is fully aligned with the marketplace strategy.

It is this ability to adapt that we are able to offer, with our partner Webhelp Payment Services and, thanks to our technology, all without any technical complexity.

The CV of Arnaud Soubien, CEO and co-founder of RollingFunds

Arnaud Soubien started his career in the capital markets. At Crédit Agricole CIB, he worked for nearly 15 years in the structuring of corporate securitisation transactions, at European and international level. After his initial experience in the general management of a Fintech specialising in factoring, in 2018 Arnaud Soubien created the startup RollingFunds, which aims to provide financing solutions to VSEs-SMEs directly integrated into a B2B business relationship.

RollingFunds has developed a technology platform to automate the granting and management of loans for VSEs-SMEs. The financing platform is directly integrated into the tools and organisations of its key account partners, suppliers and VSEs-SMEs.

RollingFunds offers 3 types of funding:

  • 1-click credit,
  • advances on sales or other receivables,
  • the financing of purchases.

RollingFunds has just completed a new investor round with AG2R La Mondiale, CCR, PRO BTP, Truffle Capital and leading business angels, for a sum of over 5 million euros.

To find out more about this topic


Webhelp Partner at CCA Leaders' Summit

We are delighted to announce our involvement as a partner in the 2022 Customer Contact Association (CCA) Leaders’ Summit, taking place in Glasgow on the 27th of April. 

The event will welcome over 200 senior customer service and experience executives from some of the leading brands in the UK & Ireland, providing a platform to collaborate and connect with business leaders and discuss the latest customer experience innovations shaping the customer contact industry. 

Webhelp will be represented by Vicki Wharton, our newly appointed Managing Director for the financial services sector.  Vicki has over 20 years of experience working with global financial services brands, deploying her deep knowledge of customer experience and operational performance to deliver a wide range of transformational projects within the sector. 

Joining Vicki Wharton will be Vicki Butcher, Client Partner at Gobeyond Partners, part of the Webhelp Group.

Vicki Wharton commented: 

“I’m delighted to be attending the CCA Leaders’ Summit to meet and network with like-minded customer and operational leaders, discussing the challenges and opportunities they face in their industry, and how these will shape customer experience strategies moving forward.” 

The evening of the Leaders’ Summit sees the prestigious CCA Excellence Awards take place. 

The CCA Excellence Awards are extremely well regarded across the industry as the ultimate recognition for customer service excellence, aiming to celebrate those companies who have achieved extraordinary success or individuals who have shown exceptional leadership, passion and commitment. 

Webhelp has been nominated for four awards on the night: 

  • Excellence in skills, learning & development 
  • Outstanding flexible working programme
  • Team of the year
  • Excellence in business process outsourcing collaboration  

 Commenting on the awards, Vicki added: 

“This is a great opportunity to join business leaders and discuss the innovations shaping the customer contact industry.” 

The CCA Leaders’ Summit should provide a timely opportunity to discuss and debate the trends and behaviours that will shape the rest of 2022 and beyond in CX – and celebrate those organisations that are already delivering customer service excellence. 

To register your place, click here.

[Sponsorship] Bob Team Boch at the Beijing 2022 Games

Four years ago, Carla Sénéchal and Margot Boch didn’t know each other, but they both had the same dream, that they would one day take part in the Olympic Games. One wanted to break into gymnastics, the other wanted to succeed as an athlete, but it was finally in bobsleigh that the two women from Savoie made their dream a reality by going to Beijing.

Bob Team Boch got in touch with Webhelp Payment Services in 2018, to present its projects and to ask for financial support, and since then the company has sponsored this French women’s bobsleigh duo, made up of Margot Boch (pilot) and Carla Sénéchal (pusher).

The Birth of Bob Team Boch

It’s something of a tradition in the Boch family; Margot’s grandfather and father were both bobsleigh pilots.

Margot started with tobogganing, before training for bobsleigh, and, in 2018, she decided to create a bobsleigh team and contact athletics coaches to find a pusher. One name came out, Carla Sénéchal.

 “It was really an opportunity I had to seize and I didn’t hesitate for a moment.” – Carla Sénéchal

Carla had been competing in athletics for 16 years and, for a long time, had been planning to go into this winter sport, as do many sprinters.

A real partnerships has developed between the two young women, which accounts for the strength of this duo today. The results speak for themselves: during the most recent 2021/2022 season, Bob Team Boch won the silver medal at the European Cup inInnsbruck, while last season it won gold at the Junior World Championships in Saint Moritz and silver at the European Championships in Winterberg.

Today, Margot competes in monobob and two-woman bobsleigh, and excels in both disciplines. On 7 January, this Savoie native won a gold medal in monobob at the European Cup in Innsbruck, Austria.

Top speeds of up to 150 km/h

You need a strong stomach to practise bobsleigh, which can reach up to 150 km/h on an icy track a kilometre and a half in length. In addition, you must be benough to handle this 200 kg unit while controlling the thrust and the piloting and preparation of the equipment. Not for nothing is this sport is often compared to Formula 1, and that’s what Margot and Carla like about the sport – adrenaline and speed.

The first French women’s bobsleigh team at the Olympics

For the first time, the French Ice Sports Federation has sent a women’s team to represent the country in the two-woman bob events at the Olympic Games.

Thanks to their can-do, never-say-die attitude, these two women from Savoie were not put off by initial difficulties, and in particular the financing that needed to be found, because this discipline doesn’t come cheap. To be able to practise their sport and then fly to Beijing, they relied on the help from the Federation and from the Club de la Plagne which has supported them throughout, and called on local companies, including Webhelp Payment Services which has operated in Savoie since 1984; at the same time, they launched a funding call on Instagram.
Just so you know, a bobsleigh season costs between EUR 80,000 and 100,000.

“It was a little girl’s dream to go to the Olympics one day” – Margot Boch

How do we sum up their achievement in one word? ”Wow!” A shared adventure and unforgettable encounters. Thanks to their experience at the Olympic Games, they hope to encourage all young people who dream of getting into this winter sport. Although Margot and Carla have achieved their goal of competing in the 2022 Olympic Games, they aren’t stopping there! The next step is to win a medal at the 2026 Olympic Games in Italy.

To follow their adventures leading up to the next international sports competition, go to their Instagram account @bobteamboch

Webhelp and Uitblinqers join forces to strengthen position in Dutch market

Today Webhelp and Uitblinqers announce they are joining forces to strengthen their position in the Dutch market. Uitblinqers will continue its rapid growth trajectory under Webhelp and will remain a stand-alone entity in the Netherlands under its current management team.

Uitblinqers’ unique employee proposition is aimed at developing talented young professionals, combined with a strong focus and reputation for delivering commercial, innovative and digital-first client services. Merging their diversity of employees and comprehensive range of services, Uitblinqers and Webhelp will bring a unique proposition to the market to provide scalable, flexible and high-quality solutions to its combined portfolio of clients.

Aligned to the services of Webhelp Suriname, Telecats, Netino and Medica, Uitblinqers will strengthen Webhelp’s ability to meet the changing and increased client demand. Together, the companies will work together to design game-changing customer journeys for today’s digital world.

“With Hugo, Bas and the entire team of Uitblinqers, we’ll continue our journey to offer the very best and most distinctive services in the Dutch market. Uitblinqers has found a new and entrepreneurial way to shape customer service with a unique workforce; quickly and smartly improving the contact for clients. Both our organizations’ commitment to the Built to Last philosophy offers an incredible platform to grow our market position and sustainably source labor locally and globally,” says Ronald van Schijndel, CEO Webhelp Netherlands & Suriname.

The companies’ shared culture and entrepreneurial mindset were essential drivers for the cooperation. Both Webhelp and Uitblinqers have built a culture around a people-first mindset – embracing this to tackle the fast-paced market’s challenges. The current challenges in the CX industry, be it the labor market or the rapid pace of technological developments, also generate new opportunities for collaboration. The constant urge to maintain the entrepreneurial spirit and search for new solutions lies in the companies’ combined DNA.

“This great step allows us to continue to focus on our unique culture, people and growth. After all, we’ve only just started and there’s still a lot to gain and improve in the customer experience space. The people-first match was a deciding factor. We share this focus but our focus is specifically on empowering young and talented individuals. With this clarity of purpose, we are and remain complementary to each other, serving our clients together or as separate labels and always growing together: Bigger & Better,” commented Hugo Gubbels, CEO & Founder Uitblinqers and Bas Diepeveen, Co-founder & CCO.

Together, Webhelp Netherlands and Uitblinqers will provide a solution for every question in CX, bringing the industry to new heights.


The changing role of technology in CX

The Changing Role Of Technology In Customer Experience

Technology is a fundamental pillar of customer service design in today’s modern CX environment.

It’s impossible to imagine a customer service solution without technology at the core of the process. However, based on our research in partnership with industry analyst Frost & Sullivan, around 75% of organizations struggle to deploy CX technologies at scale. 

So – while those responsible for designing customer service solutions know that technology underpins modern CX, most struggle with large technology projects. 

So what can we do to improve this?

Firstly, it’s worth examining why technology has become so pervasive in CX. From the traditional post-purchase call to a customer service support line, we are now in an environment where the customer journeys must be designed to build and maintain a positive long-term relationship. Now customers are likely to engage with a brand before, during, and long after purchase. They are often not calling for help or support, they are reinforcing the relationship, and of course, there is now an expectation that every step is tailored to their unique needs. 

CX technologies create the ability to communicate more efficiently with customers, gain more valuable insight into what customers need and prefer, and dramatically improve advisors’ ability to help customers. The gamification of processes inside the contact center is one example of how service quality can be enhanced by increasing employee engagement.  

This means that design thinking needs to be applied to the modern customer journey. We should understand how the customer becomes aware of our brand, how they obtain more information, and how they gradually move towards a purchase. Technology needs to be designed to support and enable this overall journey once the design has been established. 

The changing role of technology in CX

There are several distinct areas to be considered:

  • People: technology can be used inside the contact center to help advisors. It can reduce repetitive tasks, automate processes, and Artificial Intelligence (AI) can be used to augment and support people’s roles – for example, supporting with multilingual service requests or searching for information as a conversation takes place and then advising the advisor on the next best action.  
  • Insight: you can dive into customer transaction data to create insights. What are they searching or browsing? Do their purchases correlate with certain dates, events, or weather patterns? Using data analytics to find patterns in your customer data will allow much greater personalization. 
  • Channels: customers want to engage on social channels Instagram and TikTok. They want to use asynchronous messaging tools like WhatsApp and Facebook Messenger. Outreach to a brand may be via a personal blog, rather than a call to the customer service team. You need to be across all these channels and offer in-app service where appropriate. 
  • Infrastructure and Security: customer service processes are no longer locked down inside a contact center. You can create a secure distributed network of customer advisors that work from home. This can create the ability to hire expertise from anywhere and to build more flexibility into working hours. The infrastructure required to deliver this consistently needs to be robust, with investment cycles well planned. 

Because commuting to a contact center and then working a continuous 8-hour shift has been replaced by a more flexible hybrid approach, including working from home, workforce management (WFM) systems have also become essential to modern customer service processes. Matching your available team to peak times when most customers need help can create more flexible working hours for the advisors and allow the brand to help customers faster. 

Calabrio WFM is a highly agile and scalable workforce management platform that allows the delivery of seamless experiences for customers, advisors and contact center managers—no matter where employees are working. Webhelp works with Calabrio to gain greater visibility into employee performance metrics through personalized dashboards containing the data that can help their performance and allows them to leverage tools such as self-scheduling. 

“In today’s new reality, technology and workforce management are no longer optional. Brands aren’t able to deliver a truly seamless experience without having a seamless internal process too. Calabrio’s cloud platform is perfectly suited for dynamic global players like Webhelp, enabling them to truly understand their CX operations, no matter the set-up, whether it be on-site, virtual or hybrid,” said Magnus Geverts, VP, Product Marketing, Calabrio. 

Designing a modern customer experience is impossible without technology. Customer interactions are no longer restricted to voice calls. Customer and employee expectations have been elevated through technological advancement and the experience of more flexible work throughout the pandemic. 

Technology is now the foundation of customer experience.

It is no longer just a tool for designing a customer service solution – it defines how customer relationships are managed.  

A recent paper explains the Webhelp Anywhere methodology and the Frost & Sullivan research in more detail.