The transformation of B2B sales

Meet those who make the modern B2B go-to market: “inside sales” sellers. Driven by changing B2B buying behavior, the sedentary selling model is evolving beyond simple optimization in a period where physical business interactions have fallen by more than 50%.

According to FEVAD, in 2020, 79% of French SMEs have requested a rate for a B2B purchase on the internet, even before contacting a seller. The change in sales models seems to have become unavoidable, accelerated by confinements as interactions with prospects and customers can no longer be done face-to-face, ” nevertheless, everything must be done to develop customer portfolios”, explains Gautier Romani, an inside sales representative operating for a Webhelp client. Gautier continues, “The proposal for meetings using channels as varied as they are complementary – social networks, mail, etc. – has been intensified to take advantage of the increased available time of our contacts”. The B2B customer has gained knowledge of the offers, thanks to more simplified access to information. As a result, sellers can now focus on the higher value-added elements of the business proposition.

A win/win relationship

Salespeople are doing well, thanks to the pool of information at their disposal (browsing history, sales statistics, etc.) which allows them to continue the purchasing cycle on different channels. This variety encourages them to be proactive in supporting the client and confirming his enlightened choice. “The inside sales must not only know its product, but master its environment (competitive advantages, market trends, etc.). The business now corresponds more to delivering expertise to its client via the right communication channel, mostly via LinkedIn today. “Once Social Selling is mastered, we gain access to a space of more promising business opportunities than in 3 days of face-to-face trade shows”. This leads to rethinking its approach to the customer: how to start the relationship, at what pace to follow up, etc. These are points that are too often underestimated,” Gautier concludes.

Account Based Marketing (ABM): effective under certain conditions

Targeting professionals based on demographic data has become the key asset of sedentary salespeople who employ ABM. This strategy consists of targeting key accounts while sending specific messages; by sector and for each profile of decision-makers showing the most appetite. Rather reserved for targeting mid-cap companies and beyond, this approach is more thorough, but has a conversion rate 5 times higher than the average. “To do this, it is necessary to map the targeted company, analyze its environment, its market, its competitors, and also identify decision-makers or influencers, to send them personalized messages.” Underlines Luc Massias, Business Development Executive at Webhelp.

Outsourcing your B2B sales force allows you to accelerate your commercial growth.

Further reading: B2B Inside Sales Generation

 

Get in touch with our experts to find out more.

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legal framework

Legal frameworks of content moderation around the world (Part 2)

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Internationally, two documents provide freedom of expression protection. The first is Article 19 of the Universal Declaration of Human Rights (UDHR), and the second is Article 19 of the International Covenant on Civil and Political Rights (ICCPR). The importance of free speech and free expression are recognized as fundamental human rights with caution of unjustly infringing on them.

By obliging social media platforms to delete illegal content within 24 hours or otherwise face exorbitant fines, the NetzDG triggered fierce debates and concerns regarding its ramification on freedom of expression by:

  • The Streisand effect (detrimental outcomes of censorship)
  • Accidental removal of legal content
  • Privatized law enforcement
  • Unnecessary sanctions
  • Global Internet censorship through authoritarian regimes

At least 13 different countries have enacted or outlined laws that are similar to the NetzDG matrix. According to the Freedom House’s Freedom on the Net, five of them (Honduras, Venezuela, Vietnam, Russia, and Belarus) are ranked as “not free”, five others are ranked as “partly free” (Singapore, Malaysia, Philippines, Kenya, and India) and the remaining three are categorized as “free” (France, UK, and Australia). (Source: freedomhouse.org). More recently, Turkey was also added to the list, having passed the worst version of the NetzDG, according to the Electronic Frontier Foundation (Source: eff.org)

United States
According to a study that was conducted last year, 85% of daily active Facebook users live outside of the U.S. and Canada, 80% of YouTube users and 79% of Twitter accounts are mainly from up-coming markets such as Brazil, India, and Indonesia. (Source: www.omnicoreagency.com)

While most of these big tech companies have their headquarters in the United States, the majority of their users are based outside the country. As a result, these companies are essentially governed by U.S. law. The First Amendment of the U.S. Constitution and Section 230 are the two principal legal frameworks that regulate the online freedom of expression.

In the U.S., the government is prevented from infringing on the right to free speech by the First Amendment. However, tech companies are not similarly subordinate to the First Amendment. Consequently, they can enact their codes of conduct and policies that often further restrict speech that would not be prohibited by the government under the First Amendment. For instance, Tumblr and Facebook prohibit the publication of graphic nudity on their platforms.

Yet under the First Amendment law, such prohibition by the government would be unconstitutional. And because Section 230 of the Communications Decency Act protects social media networks, website operators, and other intermediaries, they are not held liable for the generated content in their platforms and have been able to thrive.

United Kingdom
To combat detrimental content, the U.K. released a White Paper last year highlighting multiple requirements. Internet companies must keep their platforms safe and can be held accountable for the content published on their platforms and, they are liable to pay consequent fines. (Source: assets.publishing.service.gov.uk)

This article is the second part of a series. If you missed the first part, read it here.

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Webhelp opens multilingual hub in Mexico

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Webhelp is very proud to welcome our first colleagues based in Mexico. It is fantastic to add another location to our North American footprint and multilingual hubs.

We already have 270 colleagues working from home to deliver Technical Helpdesk Services in Mexico and USA, covering Spanish and English languages.

Our new colleagues received a virtual welcome from our U.K based colleagues, and a Webhelp welcome bag to get them started.

We are excited with the new addition and look forward to great collaboration to continue our growth sustainably in North America.


legal framework

Legal frameworks of content moderation around the world (Part 1)

legal framework

Following increased pressure to protect the audience from harmful content, both large and small online platforms that mainly host User Generated Content have come under intense scrutiny from governments around the globe.
Depending on their size and capacity, different online platforms deploy two content moderation models to tackle this issue:

  1. Centralized content moderation – using this approach, companies establish a wide range of content policies they apply on a global scale with exceptions carved out to safeguard their compliance with laws in different jurisdictions. These content policies are implemented by centralized moderators who are trained, managed, and directed as such. Facebook and YouTube are examples of big internet platform companies using this model.
  2. Decentralized content moderation – this model tasks the users with the responsibility of enforcing the policies themselves. Being diverse by nature, this approach mainly enables platforms like Reddit to give their users a set of global policies that serve as a guiding framework.

Centralized models help companies to promote consistency in the adoption of content policies while decentralized models allow a more localized, context-specific, and culture-specific moderation to take place encouraging a diversity of opinions on a platform.
After failed attempts to push social media platforms to self-regulate, the German parliament approved the

Network Enforcement Act (NetzDG) on 30th June 2017. Also known as the “hate speech law” the NetzDG took full effect as from 1st. January 2018. The NetzDG directs platforms to delete terrorism, hate speech, and other illegal contents within 24 hours of being flagged on a platform or otherwise risk hefty fines.

While the NetzDG encourages transparency and accountability of social media platforms it also raises concerns regarding the violation of the e-Commerce Directive and fundamental human rights such as freedom of expression. In a statement that was sent to the German parliament in 2017, Facebook considered the NetzDG draft submitted in 2017, to be incompatible with the German constitution by stating, “It would have the effect of transferring responsibility for complex legal decisions from public authorities to private companies”. (Source: businessinsider.com)

Following criticism from a wide array of activists, social networks, politicians, the EU commission, the UN, and scholars, the NetzDG is a controversial law that should be adapted with a grain of salt. Unintentionally, Germany created a prototype for Global Online Censorship from highly authoritarian states who have adapted the NetzDG to manipulate the freedom of speech on the internet by pushing their illiberal agendas camouflaged as moderation policies.

Find out more about this topic

This article is part of a series looking at legal frameworks around the world. The series will focus on countries legal amendments to moderate user-generated content in the following countries: U.S, U.K., Turkey, Australia, Nigeria, and China.

Want to discuss the specificities in your country? Get in touch with our experts to find out more.

Talk to us today

Webhelp will recruit 600 young people in three months

Co-Founder of Webhelp Olivier Duha, discusses Webhelp’s program to recruit 600 employees over the next three months, with Enguérand Renault, journalist from the French magazine Le Figaro.

Webhelp – present in almost fifty countries around the world. The customer relationship specialist wants to train young people who are far from employment.

In the midst of a pandemic crisis, the customer relations specialist Webhelp has decided to step up its youth recruitment program.

“We are going to recruit 600 employees over the next three months. Out of a total of 3,900 employees, this represents a 15% increase in the number of employees linked to our new facilities.

We will offer part-time contracts for students, fixed-term contracts but also 10 to 20% immediate permanent contracts. Webhelp has a strong inclusion program by recruiting and training young people: people excluded from employment, in professional reorientation, or in a situation of disability.” explains Olivier Duha.

Olivier_Duha

If Webhelp is speeding up its recruitment program, it is because the group has managed to get through the global COVID-19 crisis by adapting. Faced with the first wave of COVID-19 in the spring, Webhelp has succeeded in teleworking 85% of its 65,000 employees around the world. A rate today returned to 50%. Olivier mentions “we have been able to demonstrate that teleworking has not degraded the quality of service we provide to our customers. On the contrary, it allowed greater flexibility and an extension of working schedules”.

After a sudden air gap, Webhelp’s activity has picked up sharply and should end the year with growth close to 10%, as expected.

Digitalization of companies

“The pandemic has accelerated the digitalization of businesses. These had to align with the quality standards of customer service decreed by the pure players. Many companies have therefore decided to entrust their customer relations to us. I think this shift will increase and that the rate of outsourcing of this service will be revised upwards”.

Webhelp, which recently came under the control of the Belgian fund GBL, has a turnover of 1.6 billion euros with 180 customer relations centers in almost fifty countries.
“We should see many consolidations in our business.” Webhelp wants to participate in this move and be among the world leaders in the business behind Teleperformance. “We aim to double in size in 5 to 7 years”, concludes Olivier Duha, Co-Founder of Webhelp.

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thank you 2020, hello 2021

Season´ s greetings and a happy new year!

thank you 2020, hello 2021

The past year has been a very challenging time for all of us – however, every challenge presents us with an opportunity.

This year has shown us how resilient, adaptable, and creative we can be in times of adversity. A special thanks to our colleagues, partners, and clients – we couldn’t have succeeded if it wasn’t for your agility, flexibility and collaborative work to maintain business continuity.

We have gained a wealth of knowledge about ourselves and other people – and most importantly how being more human can make all the difference.

With that in mind, we have never been more determined to step into the new year with passion and positivity that will drive us through 2021.

Happy holidays to you and your families, and a great start into the New Year full of good health, joy, and success!


[Webinar] Travel rebound, evolution or revolution in traveller experience?

2020 has changed travel forever.

With the entire sector facing challenges like never before, we talk to industry leaders from easyJet, Expedia, Evaneos, and IATA, to share their experiences during these times of accelerated digital and operational transformation. With further insights into what this means for the future of travel in 2021 and beyond.

 


The Hub Read our latest edition of our company magazine

The HUB#13 – Read our latest edition of our company magazine

As a people first company, our corporate magazine focuses on our employees. Published twice a year, we are always thrilled to present a new copy. The HUB will give you insights into our strong culture as a global family who strive to enjoy every day. From success stories, global and local internal events, lifestyle articles to current hot topics and market trends, there are lots of interesting articles to explore.

In this edition, we take a look at our corporate response to COVID-19. Vincent Bernard, Group Managing Director highlights how swiftly and agile we responded to the pandemic – with great appreciation of unity, agility, and flexibility from our Webhelper’s.

Despite 2020 being a challenging year, our frontline employees are diligently keeping the momentum and drive for ‘business as usual’ for our clients and their customers. Therefore, during our Advisor’s Day, it was especially important for us to recognize the incredible work they execute every day.

So hats’ off to all our advisors for the awesome work you do every day!

We also included other inspiring articles such as: WFH our new normal, a success story, our multilingual hubs, and the importance of equal chances for all through our Impact Sourcing program and many more.

Have fun reading!


Telecats named as an Exceptional AI Solutions Provider by Frost & Sullivan

Virtual reality concept: abstract visualization of artificial intelligence

This report puts a great spotlight on Telecats and is a strong recognition of the company’s long-term commitment to invest in AI and delivering speech enabled solutions for accelerated customer experiences. Part of Webhelp Group since 2017, Telecats is headquartered in the Netherlands near top university Twente and partners with over 100 European leading brands such as DPG Media, easyJet, MSD France and MSD Vaccins, KPN and Webhelp itself, automating voice-based interactions. By implementing Smart IVR, Voicebots and Speech Routing, and other actionable use cases leveraging language modeling, Telecats redesigns the way contact centers operate.

Federico Teveles, Research Analyst – Information and Communications Technologies at Frost & Sullivan stated;

“Telecats’ remarkable technological capabilities are pivotal to its success in meeting market expectations. They have a successful track record of delivering advanced, custom conversational AI solutions to leading global enterprises, and exhibit exceptional customer satisfaction rates. Telecats incorporates a myriad of high-quality, forward-looking features that allow customers to optimize the customer journey and enhance agent experience (AX) and customer experience (CX). The acquisition by Webhelp has helped to position itself as a market leader.”

In this report, Frost and Sullivan has reviewed a wide range of companies in the entire European market and has paid a specific attention to the trends, opportunities, and challenges in the fast-growing industry of Voicebots and A.I. This study highlights Telecats in particular for the strong assets they bring to the table; a combination of highly developed technology skills, long-term business experience and its association with Webhelp, Europe’s leading CX and business solutions provider, bringing Telecats a unique positioning in Europe. With a focus on 2 client implementations, the report is a great demonstration of Telecats’ strong track record of delivering great AI-powered solutions to leading global companies.

Martijn Franssen, Director Digital Transformation KPN stated:

“The innovative speech solutions of Telecats fitted perfectly in the architecture required to bring KPN’s digital strategy to life within Customer Service. And importantly, we definitely see a Cultural fit. Telecats simply provides a flexible, modernized approach. The results we achieved with the voice and AI technology are proof of our unique cooperation. With a clear voice for Customer Service the customer literally becomes the center and basis of innovation in the field of customer contact.”

Telecats’ nomination as exceptional A.I. Solutions provider follows the recognition of Webhelp’s leadership, particularly in innovation, by the group’s top position in Frost & Sullivan’s RadarTM: European CX Outsourcing 2020 announced just a few days ago.


Frost & Sullivan recognizes Webhelp as a top player in innovation and growth

Global, reputed research & consulting firm Frost & Sullivan has awarded Webhelp with a top ranking in their 2020 Frost Radar™– CX Outsourcing.

Webhelp is positioned as a leader in both growth and innovation, earning recognition for its wide range of solutions across verticals and, importantly, its effective digital transformation services and technology-enabled solutions spurring client innovation, together with its consulting business, Gobeyond Partners.

Deepali Sathe, Senior Industry Analyst – Information and Communication Technologies at Frost & Sullivan stated:

“With its focus on AI, voice and predictive analytics and the use of advanced technologies to future-proof its solutions, Webhelp is able to compete effectively, while maintaining an open ecosystem of partners with a diverse mix of progressive partners to further spur innovation”.

Webhelp’s dedicated start-up CX program, The Nest by Webhelp, and the group’s strong focus on Technology enablement contribute strongly to driving innovation for all stages of a client’s development.

The group’s rapid growth, recognized by the close runner-up position in the Radar, propelling Webhelp to the European CX Outsourcing Services market leader position, and a prominent global position, has been driven through both organic growth, and strategic acquisitions. Today, Webhelp’s services portfolio covers not only Customer Engagement services, but a wide range of additional capabilities such as RegTech, digitization, AI and consulting. Its remarkable entrepreneurial culture has been at the core of the group’s success and vision to make business more human, through the right means for their clients.

Olivier Duha, co-founder and CEO of Webhelp said:

“As a purpose-driven company, we are thrilled to be awarded the honor of this leading position in the Frost Radar™. Our teams of passionate game-changers are constantly looking for ways to do things better, for our clients, their customers, and our company. Changing the rules of the game is a core part of our DNA, as recognized by our strong performance on the innovation index. By making sure the best technologies and innovations enable our people to make a real difference we are constantly moving forward in our quest to create amazing human experiences.”

The Radar is founded on the core value propositions of Growth, Innovation, and Leadership. The robust analysis audits over 1000 providers across 10 key criteria such as innovation scalability, customer alignment, vision and strategy. Each company is then evaluated on efficacy across these themes to determine how well they are positioned to drive growth in the future.