car_dealership

Protect dealers and buyers on secondhand car platforms

Detecting fraud requires a combination of human expertise and technology.

car_dealership

Secondhand cars have seen considerable growth since 2020. With used-car retailers using digitalization to make their offerings more attractive on their platforms: from photos to video demonstrations, states Motor Intelligence.

With car dealers and private sellers uploading content, it’s vital these platforms provide a safe and seamless journey for customers. This requires a balance of technology and human intervention to manage the journey at each step.

This paper looks at some of the pain points on secondhand car platforms, key industry insights, and how Webhelp can offer a comprehensive and game changing solution with experts in digital services.

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Author

Thomas Japy

Digital Content Services Business Analyst

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Africa

Webhelp: Setting the agenda for BPO CX in Africa

Africa: A continent of near-limitless opportunity for a range of customer experience outsourcing services – but without an informed market entry and execution strategy, a place where global brands can severely damage their reputation.  

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As the pandemic disrupts established offshoring locations in Asia Pacific, global brands are assessing and ramping up alternative offshore sourcing locations within AfricaThe C-suite recognize that the continent offers a clear route to maximizing business continuity and minimizing risk, while systematically reducing operational costs, and achieving a more balanced distribution of customer engagements associated with high quality outcomes.  

We have understood the opportunities well – having grown from a single market entry position on the continent in Morocco, to the current team of over 25,000 people working across seven African countries, serving both English and French language needs, providing CX management services in multiple industries, including automotive, e-commerce, FMCG, retail, airlines and oil and gas. We also continue to learn from these extensive engagements – using insights to optimise market entry strategies.

Webhelp is now one of the biggest customer experience management firms within Africa, but it has taken us 20 years, and a deep level of understanding of all the specific and different nuances associated with each and every country in which we operate in Africa today.  

 As the second largest continent in the world, Africa is home to over 1.2 billion people and makes up 20% of the earth’s surface. It’s home to extreme wealth, obscene poverty, and everything in between – with widely varying levels of political stability and infrastructure availability. It’s vital that brands which are now considering adding Africa to their sourcing portfolio’s view the continent as a long-term, integral part of their business strategy. Most multi-nationals recognize that while critical, the actual delivery of customer experience management is not their core business, and they need support with creating and implementing human experiences in a digital world. In our experience, brands must also balance responsible business, leveraged opportunities, and risks, in order to succeed within Africa.

Responsible Business

Within Africa, young people account for 60% of those who are unemployed, according to the World Bank. Areas hit hardest included Botswana, the Democratic Republic of the Congo, Senegal, and South Africa. As a leading global CX services provider in Africa, with an extensive global footprint, we recognize that we’re uniquely placed to offer employment opportunities and to tackle the social divides resulting from  these high levels of unemployment. So, we’ve created a bespoke and scalable Impact Sourcing Model for unemployed youth, to deliver social reform systematically through all our CX outsourcing work in Egypt, the Ivory Coast, Madagascar, Morocco, Senegal, and South Africa.

Young African man

In South Africa for example, we work in partnership with Harambee Youth Employment Accelerator – a world-renowned not-for-profit social enterprise – as well as multiple governments and customers, using a model for inclusive youth hiring at scale. Through all our contracts, we provide  formal work readiness training, including, jobs, and professional call centre qualifications, to young people aged 18-35 who are at risk of long-term unemployment and economic exclusion.  In addition, we provide bespoke programmes designed to maximize understanding of the sectors in which our clients operate, such as retail. This approach accelerates time to competence, and we are seeing young people thrive in their careers with Webhelp. We are also seeing remarkable outcomes being delivered for our clients’ customers.

So far, in partnership with Harambee, we have supported hundreds of excluded and unemployed young people into career opportunities with Webhelp, either through jobs, or work placements, and we have a firm commitment to increase numbers every year.

Having said that, as a business striving to deliver world class customer experience outcomes, we know that we can’t enter new countries with a ‘cookie cutter’ approach. We were one of the first companies to work directly with our customers in customizing and configuring our Impact Sourcing methods to meet the specific needs and objectives of their businesses.

In terms of talent management, Webhelp South Africa has also partnered with the University of Stellenbosch Business School to launch a leadership diversity programme. By combining formal education with career experience, we can create an equitable pipeline of skilled and talented future leaders. Social value aside, I cannot overstate that we won’t work anywhere in the world without first fulfilling our responsibility to carry out extensive due diligence on countries which we, or our clients, are considering as a place for new business or offshore expansion. 

Our expert team rigorously scrutinize each and every country’s standards in terms of political, economic, social, technological, environmental, and legal (PESTLE) criteria. We use this insight, alongside guidance from the UN, World Bank, and World Health Organisation to ‘score’ each country under consideration for new business. We then deploy a team of subject matter experts who spend time in the country surveying the local labour markets, salary levels and recruitment, before getting all our insights validated by teams of people based within the target country.  

Only when evidence shows that a country meets our high standards on ethics, compliance, and operations, will we consider designing the best way for us and our clients to work there.

Opportunities

With 60% of the population aged under 25, Africa is set to have the biggest number of consumers globally – backed by steadily increasing education levels, improving infrastructure, and a dynamic start-up business culture. Soon, brands will have access to an abundance of highly motivated and skilled people, who due to their emerging global status as consumers, have a unique understanding of the importance of CX.

Young African muslim lady

Not only that, but right now, brands considering investment in Africa can benefit from a myriad of funding opportunities. Many governments across the continent award significant grants to firms which can deliver positive social outcomes – which is one of the reasons why South Africa has been voted the most favoured offshore CX delivery location by Ryan Strategic Advisory. There is also significant funding available through organizations like the Rockefeller Foundation, and the World Trade Organization. 

We encourage competition in Africa because it drives performance. We’re not only looking to build our own business here – we’re looking to develop the whole CX industry in the regions in which we operate. As more and more brands commit to the continent as a key part of their go-to market strategy, we’re expecting to see second, third and fourth generation businesses open up opportunities for local suppliers to gain a foothold into the formal economy, driving economic growth. That means even more momentum on investment, and greater social value within African countries. 

Companies which thrive in Africa now will gain a huge competitive advantage in the long-term.  

Risk

But for every opportunity in Africa, there’s also a potential risk.  

While infrastructure is improving, it’s generally still behind more established offshoring locations, and standards vary widely between countries, so it’s smart to pre-empt potential challenges in terms of telephony and communications. Further, in a continent with historic issues relating to debt, brands may also need to be alert to, and navigate away from, potential corruption issues, as well as the potential mismanagement and misappropriation of African aid. 

It all means that Africa is not a go-to destination for any brands seeking a ‘quick win.’ Firms don’t scale here by luck – they succeed by designing and implementing robust operating models, due diligence and governance, appropriate sourcing, investment back into the available capabilities, and nurturing a pipeline of management talent.  

The operating model we use in Africa, and across the world, is Webhelp Anywhere – a system which enables clients to standardise excellence at any location in a way that’s bespoke to the needs of their business, with a focus on six key pillars – talent, engagement, performance, technology, security, and resilience. We also deploy specialist teams, comprising global and local talent, into new countries to support the set-up and establishment of new services, the combined effect brings assurance to this process. 

Finally, I’d urge any firms considering their operating model strategy, entry into new territories, and business operations, to talk to brands like Webhelp, which have already overcome these challenges and established a presence in a number of countries in Africa. Leaders can save a lot of hassle by getting advice on how and where to invest, avoid pitfalls, and fulfil social value in a country with infinite opportunity.  

About the author

Craig Gibson

Craig Gibson, grew up in South Africa, was educated at Durban Technikon in South Africa and helped to develop the first major contact centre BPO offshore model in South Africa – working across the US, Middle East, UK, Europe and Africa.

A business he started in South Africa was later acquired by Webhelp, which accelerated his work to bridge the social divide in communities in which the company makes investments with its clients, alongside delivering world-class outcomes for them.

Today Craig leads the Webhelp Group’s growth efforts, working with clients to address their customer management needs, he lives in London.

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Fashion and ready-to-wear: 3 tips to help you make the most of the economic recovery

A quick analysis of the fashion and ready-to-wear market, plus 3 tips from Bertrand Mahon, VP Operation Logbox at Webhelp Payment Services, whose credit management network covers 35,000 shops and more than 400 brands; a unique economic vantage point.

What a lovely surprise! Back in autumn 2020, who would have placed any bets on the fashion and ready-to-wear sector being back up and running? So many bankruptcies, outstanding debts, mass unemployment, disaffected consumers… the media was dominated by grim predictions. And yet here we are in autumn 2021, and the indicators are pretty positive… excellent even: at Webhelp Payment Services, we’re even breaking records – our monthly sales figures for September 2021 are the best since our company was founded, in 1984!

Without claiming to replace the pollsters, our “surface area” means that we really understand these markets: we manage more than 400 brands and 35,000 ready-to-wear shops in Europe and the United States, as well as department stores and online retailers. In 2021, we expect to manage more than 600,000 invoices, equivalent to 1.3 billion EUR.

Based on this, we can say today that wholesale distribution networks in Europe & the United States have weathered the storm – no doubt due to the exceptional financial support that has been offered, and thanks to the fact that brands have managed to restructure some of their debts. And we can attest to the fact that the current levels of debts and disputes are neither extraordinary nor worrying.

A general picture that is totally different from the catastrophic situation in 2008-2009, for example. This time, the market has been managed well – that’s our first observation.

Digital players have benefited from the health crisis

Our second observation will be less surprising: digital players have been able to take advantage of a period during which in-store stopping was prohibited or limited. In addition, many department stores – and even retailers – were able to develop their online sales channel quickly. In the end, the sector sped up its digital transformation, and so new buyers were recruited. But the wholesale market has still done well in this complicated, competitive environment.

Admittedly, overall, we are not yet seeing the same levels of activity as “before”, in other words in 2019, but everything is pointing towards the fact that there is some new momentum, and that it would be a good idea to make the most of that.

For 2021, according to a study carried out by Euler Hermes, a partner of Webhelp Payment Services, a rebound of +14% is expected in the turnover of French textiles and clothing, but we won’t be going back to pre-crisis levels before 2023. As for marketplaces, they grew by +27%, so twice as fast as in 2019 (according to Fevad).

Let’s allow ourselves to dream a little: what if 2022 were to surpass the performance we saw in 2019? If you spend some time at trade shows, and according to our clients, that idea isn’t as crazy as it might seem!

Tip #1: don’t be timid

Faced with this new momentum, it’s a good idea not to hold back. During the crisis, brands and the wholesale market protected themselves from risk, including in particular by reducing the number of models or collections.
Now, we need to turn over a new leaf and get away from this “crisis mentality” that holds initiatives back. Although some supply chains have been disrupted, a return to normal is falling into place. And consumers – who have saved a lot of money in Europe – are rediscovering the desire to treat themselves, to step out of the gloom and even to build a better world.
Brands that are more daring will win market share. This is backed up by the spectacular growth seen in ethical, second-hand and eco-friendly fashion.

Tip #2: watch out for signs of impending failure

We know that there are some warning signs before a shop or a retailer defaults. That’s why we advise our clients to watch out for “weak signals” that indicate a potential breakdown. In particular, levels of debt and disputes should be closely monitored!

To that end, we have created indicators, alert thresholds and procedures to detect and mitigate financial risks.

Tip #3: take national and international payment practices into account

Our extensive experience of national and international markets backs up this advice – the crisis hasn’t changed anything in this area: you need to take into account the specific characteristics and payment habits of each country or economic area. The desire to impose “unique conditions”, with exactly the same payment deadline for all European countries, for example, runs the risk of significantly penalising your business.

To sum up, Webhelp Payment Services has unique quantitative and qualitative information: we have local bases and have been pooling millions of pieces of data from brands and stores for more than 30 years. That means that we understand what really happens with payments, depending on the stakeholders and the countries, in real time. This customer knowledge is a key asset when it comes to making the most of the recovery that lies ahead.

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Altnets are hitting our streets, but are they here to stay?

With vast investments currently being made by altnets on Fibre rollout, Peer Hackman, Managing Director, Telecommunication, Media & Technology at Webhelp looks at why CX differentiation will be key in the competitive UK “Gigabit” market

 

Waking up to the sound of loud drilling and excavators digging up the street is rarely a pleasant experience, but when this happened to me last week, I was happy to learn that the crew from G.Network had arrived to bring full-fibre broadband to the area.

Considering I live a stone’s throw from Google’s new King’s Cross head office and trendy Coal Drops Yard, it is somewhat disconcerting that we’ve been making do with copper delivering about 6 Mbps for the last 15 years. In fact, just one week before G.Network’s arrival, I’d switched to Virgin, hoping to prevent yet another video conferencing disaster.

Having worked in the telecommunications industry for years, I’m thrilled to see that the altnet boom is happening on our doorsteps. Still, is this a short-lived scramble for market share or a disruptive force that will push incumbent providers to compete on a new level? And what can altnets do to extend their longevity in the market?

The altnet push for market share

As they compete directly with only two incumbents, BT Openreach and Virgin Media, alternative networks (altnets) are spending vast amounts of money to claim their slice of the UK’s increasingly competitive “Gigabit” broadband connectivity market.

Whilst relative minnows compared to established players, alternative operators are fuelling growth and account for 57% of homes passed on a Europe-wide basis. UK FTTx altnets are also projected to reach almost 30 million UK homes by 2025, according to the sector’s trade body INCA.

Fibre rollout is accelerating fast, with investment from Openreach, Virgin, altnet providers, and their financial backers likely to exceed £30 billion by 2025. Still, there are significant challenges for independent network operators in their roles as network builders, wholesale vendors, and ISPs.

Challenges for altnets

New entrants to the UK broadband market have to deal with multiple hurdles like future market consolidation and price erosion, overbuild by incumbents, limited access to skilled labour, and the acquisition of land access rights. However, perhaps the biggest obstacle to their commercial success is creating awareness, generating high user satisfaction, and providing positive, differentiating customer experiences for their services.

OFCOM’s 2021 survey of UK broadband ISPs found that consumer broadband satisfaction rates have dropped by as much as 11% for some of the leading providers over the last five years. The COVID-19 challenge was a significant driver of these results. As such, altnet providers can pick up churn from Openreach, its partner ISPs, and Virgin, but “new” customer acquisition will be difficult.

Other issues altnet providers will face include service installation logistics, sourcing and set up for CPE (Customer Premises Equipment, such as routers), customer onboarding, high support requirements through surveying, frequently rescheduled installation appointments, and support over live and assisted channels.

All these factors—combined with Openreach and Virgin’s potentially aggressive wholesale pricing—negatively impact the business case and OPEX profile for altnets whilst affecting new ISPs’ and resale partners’ ability to provide superior customer experiences as competitive differentiators.

Strategies for tackling CX challenges

Assuming that altnet providers can overcome some of the supply-side and demand generation issues, here at Webhelp, we see three areas in particular in need of attention to ensure a best-in-class customer experience.

  • Ensuring reliable, consistent and resilient network QoS (Quality of Service) and QoE (Quality of Experience) after COVID-19 bottlenecks.
  • Better designed services, customer/employee journeys, and touchpoints to provide understanding, confidence, trust, and the ability (by the customer or the provider) to rapidly solve issues across the customer lifecycle.
  • Orchestration of support and engagement to deliver simple, straightforward, and easy-to-find omnichannel customer engagement pathways with first-touchpoint resolution and elimination of multiple handovers.

Let’s add some context to each of these areas and explore them in more detail.

Quality of Experience

With demand levels higher and reliance on TMT services increasing after COVID-19, broadband quality and consistency are top-of-mind when customers make their purchase decisions.

Additionally, as more digital and smart-home services that require resilient connectivity gain traction, providers must track both QoS and QoE and address them on a per-customer, per-service level. This approach can help altnets avoid costly customer service calls and truck rolls or prevent angry customer tweets, which can damage net promoter score (NPS) and word-of-mouth reputation.

To monetise the customer experience, avoid churn, and grow Customer Lifetime Value (CLV), altnet providers must focus on CX metrics, engagement tracking, as well as network KPIs whilst detecting and proactively addressing disconnections, slow response times, frame freezing, and similar issues. Analytics, AI, and customer education can help locate and predict poor QoE, whilst root cause analysis and rectification tracing can help address complaints related to network issues in the home (which is by far the majority).

Backup connectivity options are a positive interim step and may accelerate the growth of 5G FWA as the primary broadband household connection in the future. Still, it could threaten the profitability of fixed infrastructure investments unless providers can clearly articulate related use cases.

Customer journey/experience design and implementation

Once altnet providers have created demand amongst future paying customers—or RGUs as they’re known in the industry—it is crucial to design and implement customer journeys that enhance the frontend, omnichannel experience whilst seamlessly integrating with backend systems, including all relevant OSS & BSS business processes and components.

It is essential to involve customers at the beginning of this design process and throughout, as their input enables providers to improve complex processes, find new value streams, and enhance customer experience and product use.

Initiatives like customer-centric journey analysis, design and re-engineering, test and learn, and best-practice implementation frameworks (e.g. TMForum) can help take the sting out of service launches whilst enabling customers to become more capable of interacting digitally with websites and apps, setting up services, and solving issues themselves, ultimately keeping them happy and profitable.

Orchestrate digital and assisted customer support

Whilst most operators have been pushing for a digital-first approach to customer engagement, around 50% of consumers in all categories still state that “telephoning the call centre is the preferred contact method, regardless of query type”, according to a survey from EY.

The dichotomy here is that several customer segments would happily interact with apps or chatbots as long as a live advisor is available when required. However, voice support is up to 30 times more expensive than digital channels, so altnet providers must find the right balance between channel interactions to acquire, retain, and grow their customer base to more profitable levels.

To achieve better commercial and customer engagement outcomes at lower costs, operators must implement a flexible, scalable, and holistic support ecosystem that delivers exceptional experiences through all preferred customer interaction channels. However, getting there requires an understanding of the business’s current digital maturity and its prospective and existing customers.

Wrapping Up

Altnet providers have introduced momentum into a market that had been relatively static in the past. With government support through Project Gigabit injecting an additional £5 billion to support operators as they roll out across the final 20% of rural premises, growth of the sector is all but assured. However, competition will be tough for altnets, and consolidation is inevitable.

By offering “brilliant basics” that are easy to communicate and simple for customers to understand, along with resilient service performance, and straightforward sales, onboarding, and support journeys, altnet providers can almost certainly find success in the UK market.

Once my current contract has expired in 2023, I, for one, am eagerly looking forward to trying a new Gigabit, 100% full-fibre broadband service provider, having hopefully helped some of them to deliver outstanding customer experience and to grow successfully.


Webhelp to host talk at Retail Week’s Consumer Week 2022

We are delighted to confirm we are taking part in a fireside chat for Retail Week’s Consumer Week 2022.

 

Running from September 13 to 17, Consumer Week 2022 will allow retailers and brands to access exclusive strategic insights across free virtual masterclasses, exclusive consumer research and free online content to identify and influence tomorrow’s shopper.

Webhelp UK’s Chief Customer Solutions Officer, Helen Murray, will host a discussion with Bloom & Wild CEO, Aron Gelbard, to discuss direct-to-consumer (DTC) sales and how retailers can make their offerings stand out to shoppers in a crowded market.

In the chat, Helen – who is responsible for leading Webhelp UK’s business development function and the delivery of client differentiation through enhanced customer experience – will share insight on listening to customers and how maintaining a focus on customer experience is key to delivering sustainable growth.

Helen will also explore how partnerships can support brands to deliver brilliant customer experiences, exceptional brand advocacy and loyalty, all at scale.

Aron will share Bloom & Wild’s customer centric strategy for consistent growth, the changing DTC market and what to expect in the future as well as key learnings retailers can take from their journey.

Helen said: “I’m delighted to be taking part in Retail Week’s Consumer Week 2022 and to have the chance to hear first-hand from retailers about the challenges and opportunities they face in their interactions with shoppers as the sector continues to evolve.

“I’m particularly excited to host Bloom & Wild’s CEO for a fireside chat.  We’ll discuss the importance of listening to the customer and the positive impact this can have on customer experience, alongside understanding more about Bloom & Wild’s customer-focused approach to achieving consistent growth.”

The fireside chat, ‘Tapping into the DTC opportunity: Learning from a retail disruptor’, will be available to view from September 16 and will include questions from registrants throughout.

 

To register your place, visit retail-week.com/consumer-week.


Polyglot translation AI improves CX and optimizes performance

Webhelp’s proprietary machine translation solution equips advisors to deliver high-quality CX with up to +35 NPS improvement and up to 50% optimized performance

Webhelp continues to develop its proprietary technology platform with the recent addition of AI-fueled, people-powered translation technology. Polyglot empowers advisors to deliver high-quality messages in the customer’s native language.

Polyglot is supported by a hub of language experts who verify complex responses to guarantee quality and consistency. Over time, the AI engine continuously improves by adopting the client’s industry and business vocabulary while learning from feedback from our experts. Thanks to this human-tech combination, customers receive almost instant, relevant responses through chat, email, and social media channels.

As technology enablement is a strategic priority for Webhelp, solutions like Polyglot are essential to delivering high-quality CX at scale. Polyglot’s AI removes pressure on multilingual teammates, freeing up time to focus on actions that deliver value to customers and ensure the best talent is available when needed.

Polyglot has been integrated into existing operations to support numerous prominent Webhelp clients. Showing an average of +35 NPS enhancement in their multilingual customer experience, with an average 76% first-time response improvement that also delivers cost savings.

Emmanuel Saubat-Lalanne, Webhelp Group Technology Solutions Manager said:

“Whether a brand is looking to scale into new markets or increase customer support for rare and long-tail languages, maintaining quality CX in the customers’ native language will be key to sustaining growth. While supporting this key quality, Polyglot boosts productivity and supports quick service as a standard. Our integrated dashboards ensure our clients have oversight on their multilingual communication and efficient management across the business. By optimizing channels and resources, we’ve even seen that this smooth and consistent system helps manage absenteeism and attrition.” 

Polyglot was developed to facilitate high-quality multilingual interactions by supporting Webhelpers with market-leading translation engines and machine-learning algorithms.

Delivering average efficiency savings of 50%, Polyglot gives advisors more time to focus on value-added work for customers, leading to a higher-quality customer and employee experience.

To read more about how Polyglot can be integrated into omnichannel operations to deliver a consistent, multilingual customer experience at scale, head to the page on our website.

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Lighting our way to “Our greener future”

As part of our on-going aim to reduce energy consumption and in line with our Greenhelp targets, we are thrilled to see our Derby site switching to 100% LED lighting. The project will see the site using 100% energy efficient lights, which will considerably reduce consumption and continuously improve energy management across our estate.

Advantages of LED Lights:

  • 25% – 80% less energy consumption
  • 3 – 5 times longer lifespan
  • Negligible heat emissions

It’s amazing to learn how much we are cutting down on our carbon footprint as an organisation by just replacing the lights at Derby and we can continue to further reduce this with your support. If a light is turned on and no one is there – you could turn it off and make a great impact to our carbon footprint.

 

Installation of the LED lights began on Monday 2nd of August. While the project was greenlit way back at the beginning of 2020, the onset of Covid-19 delayed plans so it’s fantastic to see a return to action on our green initiatives.

With our Falkirk and Glasgow Hope Street sites almost at 100% LED lighting, we will be looking to upgrade more sites around the region to this more efficient and environmentally friendly option.​

 

Webhelp UK is progressing on our journey to improve our environmental performance. We are truly committed to “Our Greener Future” and this initiative is a positive step towards enhancing our environment.


Webhelp’s internal trainer development program validated by City & Guilds

Our Operational Learning & Development team always aim to deliver the highest level of service for our colleagues across the region, so that means making sure our trainers are supported to be the best they can be.

Based on feedback from our annual survey Your Call, the L&D team were inspired to develop an internal trainer development program that offers a 9 to 12 month evidence led, blended-learning model to enable our trainers to become learning professionals, honing their skills and delivery. Now after collaborating with the City & Guilds Group, a global leader in skills development, the program has been validated. This now means that our colleagues who train others as part of their role, can work towards a professional qualification accredited by the City & Guilds.

Declan Hogan, Director of Learning & Development, commented:

“Our front-line facilitators are central to our operational learning strategy on our journey to 2024. This program challenges our people to enhance the way they look at designing and creating learning content, expand their skills into facilitation/coaching skills and embedding practices. Learning stakeholder management skills to partner the Operations to deliver key objectives is also a key part of their learning journey. I am excited and proud of the gifted Operational L&D team that scoped this program and look forward to seeing the success over the next 18-24 months”

Our first cohort of pioneers have already started their journey and we will keep you updated on their progress.

Sam Egerton UK Sales manager, City and Guilds:

“City & Guilds has been at the forefront of skills development for over 140 years, and we are proud to provide assurance to Webhelp’s Trainer Development programme. To gain City & Guilds assurance is an extremely rigorous process and Webhelp operational Learning did so really quickly and seamlessly, this demonstrates the quality of the programme the front-line facilitators will be working towards. We look forward to seeing all the learners progressing and proudly sharing their Digital Credentials once they have completed their programmes of learning”


Webhelp expands operations in Mexico

Webhelp, a leading global customer experience and business solutions provider, is expanding its operations in Mexico. Built on a strong people-first working culture, Webhelp has a diverse global workforce of over 80,000 passionate game-changers. Since opening its multilingual hub in Mexico in 2020 the business has welcomed 285 colleagues to deliver Technical Helpdesk Services in Monterrey, Mexico.

Webhelp is looking to onboard a mix of customer service and service desk advisors, team leaders and operational managers. 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

Rogelio Aguirre, Head of Service Operations in Monterrey, saying:

Here in Mexico we are very happy to continue the success that Webhelp has shown around the world.  We are excited to implement industry best practices as we continue delivering a world class service through putting people first, which is one of our main pillars as an organizational culture. Investing in our colleagues and making business more human leads to a better customer experience.

Externally credited and with multiple global award wins, Webhelp people are known as being some of the best in the industry. Driven by a unique vision and company culture of making business more human, the expansion into Mexico marks a number of recent additions to Webhelp’s strong best-shoring network.

Partner to 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 CX industry in Mexico while creating job opportunities for talented Mexicans in this field with Global Executive Director of ITO Andy Webster explaining:

As a business we set ourselves apart by being passionate about the local communities in which we’re based and we’re extremely excited to have a Mexican hub. There are many benefits to operating from here, not only are we further diversifying our business, but we’re able to bring a wealth of knowledge and highly qualified specialists based in Mexico to our growing list of clients around the world.

We thrive on making a difference in the lives of people and businesses by bringing together passionate, fun-loving people and giving them the freedom and tools they need to look after our clients’ customers as if they were their own. Our teams look forward to connecting with our new colleagues in Mexico and making sure they feel part of the Webhelp family. 

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5 Mistakes start-ups should avoid when building their B2B sales engine

When creating a B2B startup, a solid sales strategy is obviously a critical success factor.

Rushing to build your B2B sales strategy or missing some key processes in your sales team training or target identification processes could undermine your initial efforts to build your product and promote it.

Whether you’re looking to acquire your first customers or to improve your sales operations in a period of strong growth, here are some mistakes to avoid when establishing your B2B sales engine, picked by our expert Julie Cadalen