Summer Internship Report

On
Comparative Analysis of Benchmark Practices Followed By
Telesales Companies
(Special Case Analysis of GENPACT Telesales Division)
By

MBA Class of 2009-11

Under the Supervision of

In Partial Fulfillment of Award of Master of Business Administration
AMITY BUSINESS SCHOOL
AMITY UNIVERSITY UTTAR PRADESH
UTTAR PRADESH, INDIA
2010

AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

DECLARATION

1
I, student of Masters of Business Administration from Amity Business School, Amity
University Uttar Pradesh hereby declare that I have completed Summer Internship on
“Comparative Analysis of Benchmark Practices followed by Telesales Companies
(Special Case Analysis of GENPACT Telesales Division)” as part of the course
requirement.
I further declare that the information presented in this project is true and original to the
best of my knowledge.

Date: 03/06/2010
Place: MBA Class of 2009-11

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 Acknowledgement
First and foremost, I would like to express gratitude to my Institution, Amity University
for providing me a magnificent opportunity in the form of this dissertation to work and
learn.
The report bears the imprints of many people. There are many kinds of helping hands, to
which I owe my sense of gratitude. So, I express my appreciation to all those, whose
thoughts and insights helped me in understanding and completing the project titled
“Comparative Analysis of Benchmark Practices followed by Telesales Companies
(Special Case Analysis of GENPACT Telesales Division)”
There are many kinds of helping hands, to which I owe my sense of gratitude. First of all
I would like to thank Mr. Vivek Singh Tomar (Faculty guide) and Ms. Namrata Sharma
(industry guide) who helped me though out my project. I am thankful to them for guiding
me towards the fulfillment of the project objective and without their help this project
could not have been completed. I remember with profound sense of fulfillment and wish
to share my happiness with my friends for their generous support, encouragement towards
fulfillment of the project.

Program: MBA(M&S) 2009-2011

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 Table of Contents
Executive Summary………………………………………………………….…....7
1. Introduction………………………………………………………………………..9
2. Approach to the Problem………………………………………………………...11
3. Research Methodology...………………………………………………………...12
4. Research Design……………………………………….........................................13
a. Type of research design…………….........................................................13
b. Data collection from secondary sources…………………………………14
c. Data collection from primary sources……………………………………26
d. Scaling techniques……………………………………………………….38
e. Questionnaire development and pretesting……………………………....38
f. Sampling techniques.…………………………………………………….38
g. Field Work ………………………………………………………………38
5. Data Analysis…………………………………………………………………….39
6. Conclusion…………………...…………………………………………………..41
7. Limitations……………….………………………………………………………42
8. Suggestion and Recommendation……………………..........................................43
References………………………………………………………………………..44
9. Annexure…………………………………………………………………………45
a) Questionnaire……………………………………………….……………45
b) Questionnaire for reference………...........................................................47

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Executive Summary

This report aims at improving the performance of GENPACT Telesales Division by

analyzing the benchmark practices followed by Major Competitors of GENPACT.
This report provide the following data to the Company
 Operation Practices Followed by Telesales Company
o Practices Followed on the floor
o Incentives given to the Agents
 Training Practices Followed by Telesales Company
o Training Module used at the beginning to train the Agents
o Training Module in used for Continuous training of the Agents
 Hiring Requirement and Employee Engagement Practices Followed by Telesales
Company
 Performance Metrics Used by the Telesales Companies

This report also provide the data of GENPACT Telesales Division

GENPACT provide Telesales support to
 Inbound Telesales Division
o IYogi
 Outbound Telesales Division
o Carnation
o Tata Photon
o Tata Docomo
o Uninor

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Being new to Telesales, Challenges Faced by GENPACT are
 Service Level Agreement (SLA) for Tata Docomo, Tata Photon, IYogi are
o Conversion 10%

 Profile during Recruitment

 HR Practices
 Training Practices
 Operation Practices

Major Competitors of GENPACT are

 SITEL
 Premium Credit Limited (PCL)
 Dell international services
 Stone Edge Info. Technologies Private Limited
 Convergys
 First Indian Corporation

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1) Introduction
Telesales

Telesales is a form of selling Product/Services via the Telephone

Types of Telesales

1. Inbound Telesales
2. Outbound Telesales

About GENPACT
Genpact has a unique heritage, which has contributed to our deep understanding of
process. We began in 1997 as a business unit within GE, building the Company from the
ground up. Our charter was to provide business process services to GE’s businesses, with
the goal of enabling outstanding efficiencies. During the eight years that followed, we
earned the opportunity to manage a wide range of processes from the simple to complex,
operating across GE’s financial-services and manufacturing businesses. In January 2005,
we became an independent company bringing our process expertise and unique DNA in
Lean Six Sigma to clients outside the GE family. Our new name, Genpact, conveys the
business impact we generate for our clients. In August 2007, Genpact was listed on the
NYSE under the symbol ‘G’. Since then we have grown rapidly, expanding our range of
services and diversifying our client base.

Genpact Telesales Division

 Inbound Telesales Division
o IYogi
 Outbound Telesales Division
o Carnation

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 o Tata Photon
o Tata Docomo
o Uninor
GENPACT is new to Telesales, so they want to know what practices are followed by the
Competitors of GENPACT

 Operation Practices Followed by Telesales Company

o Practices Followed on the floor
o Incentives given to the Agents
 Training Practices Followed by Telesales Company
o Training Module used at the beginning to train the Agents
o Training Module in used for Continuous training of the Agents
 Hiring Requirement and Employee Engagement Practices Followed by Telesales
Company
 Performance Metrics Used by the Telesales Companies

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2) Approach to the Problem
Approach is based on the instructions given by Industry Guide
Before understanding the Telesales businesses of the competitors of GENPACT, I made
the progress by understanding the in house telesales businesses of GENPACT.
Understanding of In house Telesales businesses of GENPACT include understanding of

 Performance metrics used by the GENPACT

 Qualities looked by them while recruiting telesales executives
 Agent Performance Report
 Parameters for agent performance evaluation

Depth interview as well as Questionnaire is prepared for collecting data prior to the
approval of the Industry Guide
Being new to Hyderabad, list of companies to cover is based on the data available on the
internet and the names provided by the industry guide.

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3) Research Methodology
The main purpose behind framing a methodology is to desirable the research procedure
which includes research design, data sources, data collection method, research
instructions, and sampling plan.
The population for study consists of the call centers located in Hyderabad. The data for
the study was collected with the help of Open ended questionnaire and Depth Interview.
The questionnaire was self-administered. To develop a list of items for framing a
questionnaire, existing literature was revised, brainstorming was done.
TITLE: Comparative Analysis of Benchmark practices followed by Telesales
Companies (Special Case Analysis of GENPACT Telesales Division).

RESEARCH OBJECTIVES

To find out the Operation Practices followed by Telesales Companies through Depth
Interview
 Practices on the Production Floor
 Incentives given to the Agents

To find out the Training Practices followed by Telesales Companies

 Training Modules used for Training

To find out the Hiring requirement and Employee Engagement Practices followed
by Telesales Companies

Performance metrics used by the Competitors of GENPACT

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THE RESEARCH PROCESS
The Research Challenge
Challenges faced by GENPACT in Tele Sales:
 Service Level Agreement (SLA) Targets IYogi, TATA Docomo, TATA Photon :
o Conversion – 10%

 Profiles during recruitment

 Call Quality

4) RESEARCH DESIGN
a) EXPLORATORY RESEARCH UNDERTAKEN TO DEVELOP IDEAS &
INSIGHTS
EXPERIENCE SURVEY HELPED IN
 Understanding of In House Telesales Business with GENPACT I2I
 Priorities for the Project
 Steps for Completion of the Project

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Research Data Source
 Secondary Source
 Primary Source

b) Secondary Source
INTERNAL SECONDARY DATA
 TATA PHOTON
 TATA DOCOMO
 CARNATION

RESEARCH PAPER
 Benchmarking Inside Sales and Telesales Performance
Jim Dickie Barry Trailer
Partner CSO INSIGHTS Partner CSO INSIGHTS
Boulder, Colorado Corte Madera, California

 SOFT LETTER
Business insights for Software Developer & Publisher

Telesales Blog
 Inside Sales Telesales Tips Blog
Geoff Alexander

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Business Cases
 Harvard Business Review
 Business School
 Website of the Telesales Companies

Articles in the Novels

 The Channel Advantage
 Information Dashboard Design
 Better Business by Phone

Secondary Data
KPI Library
Clients of KPI Library are
 AT&T
 Commerz Bank
 Deutsche Bank
 IBM
 HP Invent
KPI for Telesales used by the Clients of KPI Library
 Telesales Compensation
The average annual compensation for telesales reps. (base plus commission and cash
bonuses)
 Average Training Telesales Cost
Ratio of total training hours in one year per Telesales employee

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Literature Review
Benchmarks: Telesales Metrics
As the cost of face-to-face sales calls keeps rising, software marketers have been slowly
rethinking the telesales model. Telephone selling to consumers still has a bad reputation
(usually well-deserved), but in business-to business segments a well-run telesales group
can usually generate as much revenue as a more expensive field sales force—and at lower
cost. There’s just one hitch: A telesales effort takes intensive management, in part
because telesales reps typically burn through large numbers of leads every month.
Keeping track of leads, close rates, and other internal metrics is not a trivial job; if the
process breaks down, telesales can quickly become an expensive boondoggle. As a result,
telesales managers tend to be hardcore metrics mavens, measuring and comparing
everything in sight. This wealth of internal data, however, doesn’t help managers answer
the broader question of how a company’s telesales effort compares against industry
benchmarks. In fact, telesales benchmarks are notoriously difficult to develop. Terms like
“inquiry” and “lead” vary widely in meaning from one sales organization to another and
some telesales groups routinely hand over bigger deals to the field sales force or to
resellers, so “close rates” become especially tricky to compare.
Still, it’s possible to define at least some rough benchmarks for telesales performance. We
recently collected data from 86 software companies about their telesales efforts, and
we’ve summarized our findings here and in the accompanying charts:

PRODUCTIVITY METRICS

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Despite broad differences in products and lead generation metrics, the most common
denominator for most telesales productivity is revenue generation.
And it’s especially helpful to compare revenue generation and productivity metrics in
terms of the size of the telesales group:
 Average transaction size: The sweet spot for telesales deals seems to fall around
$25,000, a transaction size that’s usually too large for direct response and Web
channels, and too small for face-to-face direct sales.
 Sales rep productivity: The average telesales rep spends about four hours a day
on the phone, handles some 500 “qualified” leads per year, and generates $1,500
in revenue per day. Mid-sized groups (3-6 reps) seem to be the most effective in
terms of revenue generation, producing over $4,000 in sales per day for each rep.
However, large groups (7+reps) tend to have the best close rates: They get at least
some revenue from 9.3% of the prospects they contact. (This higher close rate is
offset by the lower average transaction size that prevails among larger telesales
groups.)

Source- http://www.capehornstrategies.com/Sl 7-31-03.pdf.

LEAD GENERATION
Keeping the sales pipeline filled with leads represents a huge hidden cost for most
telesales groups—in fact, lead generation generally represents a bigger per-rep cost than
salaries and commissions.
 Cost per lead: Lead generation costs tend to rise with average transaction size:
Not surprisingly, marketers are willing to invest more to acquire a lead that might
convert to a big-ticket sale than they will for smaller deals. Thus, companies with
transaction sizes under $10,000 typically spend $75,000 per year to provide a rep

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 with more than a thousand leads, each costing about $67. At the other end of the
transaction spectrum, companies with average transaction sizes over $100,000 will
spend $133,334 to produce only 370 leads per year at a median cost of $273.
Moreover, high-end companies also seem to invest more effort in the selling
process: The close rate for transactions worth more than $100,000 is 10%,
compared to 5% for deals under $10,000.

Source- http://www.capehornstrategies.com/Sl 7-31-03.pdf.

 Qualified lead ratio: Ideally, telesales efforts should target prospects that have
shown a definite interest in buying—for example, people who requested
information, responded to an offer, or were former customers. Finding enough of
these “qualified” prospects, however, is usually too difficult or too expensive. To
keep the lead pipeline full, most companies give their telesales reps a substantial
number of less-qualified leads, which may include magazine bingo card leads,
names from directories, or people who just dropped off business cards during a
trade show contest. Finding enough qualified leads is a problem at all levels of
transaction size, and it helps explain why software telesales groups tend to be
much smaller than their consumer counterparts.

COMPENSATION
Salaries and commissions represent the other major expense of operating
a telesales group, but—unlike field sales reps—telesales reps are relatively inexpensive
employees. Overall median pay (base pay plus commissions) for the reps in our survey is

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$51,000; half earn between $40,000 and $75,000. There’s some increase in pay in larger
sales organizations, but it’s not dramatic: Median pay in the large telesales groups is
$55,000. Not surprisingly, higher performance translates into significant pay premiums
for most telesales jobs. The top-performing one-third of telesales reps earn more than
40% more than average performers; the worst-performing one-third earn about 12% less.
But even the best telesales reps are still remarkably affordable—in fact, only the top 25%
of the best-performing one-third earn more than $100,000.
Sample Telesales Dashboard
 Call Wait Time
 Call Duration
 Abandoned Calls (that is , callers who got tired of waiting and hung up)
 Call Volume
 Order Volume
 Sales representative utilization ( representative online as compared to
representative available)

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Source:http://books.google.com/books?
id=NomqOzZfHqoC&printsec=frontcover&dq=Information+Dashboard+Design&hl=en&ei=ML
N0TMzAA4GgvgOZ8822Bg&sa=X&oi=book_result&ct=result&resnum=1&ved=0CDcQ6AEw
AA#v=onepage&q&f=false
TATA DOCOMO & TATA PHOTON
Qualities they look in while recruiting telesales executive

 Communication skills
 Language (English, Hindi, Tamil, Malayalam)
 Telesales Experience min 6 months
 Mock call (situation based)
 Open to move to sales

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  Skill Set
 Fluency
 Confidence
 Ability to handle objection
 Response promptly
 Ability to sell
 Questions are asked to understand the stability

Parameters and Qualifiers for Agent’s Performance Evaluation

Parameters:
 Absolute Conversion
 Lead Generation (LG) - min 1600 leads are required in a month
 Lead Conversion (LC) - min 400
At least 20% of lead should be converted

Qualifiers:
 Call Quality (CQ ) - whether executive are following a set pattern or not
 TOS (Time on System) - time spent on system as a percentage of 8hr 45m
 WRAP – Time Gap between two calls
 PKT (Process Knowledge Test) Min 85%
 Unscheduled leaves – not approved by manager
 More then 2 unscheduled leaves you became NI

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  No show - leave without information
 1 no show, no incentive for the month
 LG (40%) +LC (50%) +QC (10%) =total marks obtained

Ranking System
 Need Improvement (NI)
 Meeting Expectation (ME)
 Exceeding Expectation (EE)

 In order to qualify for above

 Attendance + in a month at least 11 should be converted out of 60 leads + PKT +
TOS + WRAP

CARNATION
Hiring Specifications:
 Communication skills
 Languages
 Hindi for Delhi/NCR

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  Punjabi
 Tamil
 Min 1 year of telesales experience
 Prior experience of automobiles

KPI
 Absolute Conversion
 Conversion by contact
 Contact %

Competitors – Carnation itself makes Telesales

Agents Skill Report

 Name
 Language
 # of Days Worked
 Calls

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  Contact
 Contact %
 Appointment Booked (AB)
 AB %
 Promise to visit (PTV)
 PTV %
 AB + PTV%
 Not Interested (NI)
 NI %
 Conversion on nth day
 Conversion
 Conversion Contribution %
 % Difference the top performer
 Conversion by Contact
 TOS %
 WRAP %

IYogi
Qualities they look in while recruiting telesales executive
 Communication skills (International Standard)

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  Sales Experience min 6 months
 Mock call (situation based)
 Basic Technical Knowledge
 Skill Set
 Fluency
 Confidence
 Ability to handle objection
 Response promptly
 Ability to sell
 Questions are asked to understand the stability
 Open to work into Shifts (nights)

Parameters and Qualifiers for Agent’s Performance Evaluation

Parameters:

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  Conversion
 Calls per hour
 Revenue per sale

Qualifiers:
 Call Quality (CQ ) - whether executive are following a set pattern or not
 TOS (Time on System)
 Refund
 Charge Back
 PKT (Process Knowledge Test) Min 85%
 Not more than I unscheduled leaves

Ranking System
 Exceeding Expectation (EE)
 Meeting Expectation(ME)
 Need Improvement (NI)

c) Primary Source
List of Companies Covered

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1 Farout Ventures Chennai PLC
2 Jagadamba Solutions
3 Neem System Ltd
4 Magna Infotech Pvt Ltd
5 Vartechs Info Pvt Ltd
6 Stone EDGE Info TechnologiesPvt Ltd
7 Anthem Outsourcing
8 GET Software Consultants Pvt Ltd
9 All Net Technologies
10 Vinayak Comtec
11 Globalnest Consulting Pvt Ltd
12 SSPS Synchronized outsourcing
13 Nirmal Datacomm Pvt Ltd
14 Ascend Infotech
15 Orion Calltech
16 Benelus Technologies Pvt Ltd
17 Great 9 Infoservice Pvt Ltd
18 Shaster
19 Acuserv
20 IIC System Private Limited
21 24/7 Customer
22 Convergys
23 Brigade Corporation India Pvt. Ltd
24 Deloitte Touche Tohmatsu India Pvt Ltd
25 Knoah Solutions
26 Gold Stone Technologies
27 Nipuna Services Ltd
28 BT Infonet India
29 Avid IT Solutions Pvt Ltd
30 Maxwell Infotech
31 Gr 89 Infoservices Private Ltd
32 Vision labs India Ltd
33 E2E Serviz Solutions Ltd
34 IQMS Software Limited
35 Nirnay Technologies (P) Ltd
36 SITEL
37 World Tech
38 Andhra Bank
39 State Bank Of India
40 HDFC Bank
41 Solutions Inc
42 A K Marketing
43 First Indian Corporations Pvt .Ltd.

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44 Home Shop 18
45 IBM
46 Aegis
47 Premium Credit Limited
48 HCL Infosystem
49 HRNext
50 Net Ambit

Hiring Requirement

Profiling / Specification of the Candidate

 Age – 21-40 years

 Qualification - Graduation
 Work Experience - 0-5 years (Sales Experience)

Key characteristics of a strong telesales person include

 Excellent oral communication skills

 Very strong positive attitude that is not easily disheartened by rejection
 Ability to influence over phone
 Very determined and goal oriented
 Usually financially motivated
 The ability to project excitement over the phone

Interview Rounds

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  General interview
 Group Discussion
 Aptitude Test
 Final Round (Telephonic round)

Employee Engagement Practices

 Fun@Work
Fun related activities while agents are at work are conducted on the Floor

Training Practices
There will usually be two aspects to the training of telesales staff:
1. Telesales training and general sales skills: Refresher courses on sales skills are
essential to stop sales people going stale. These courses should be run at least
twice a year.
2. Product training: Telesales staff must have a good understanding of the direction
in which development of the product suite is going, as well as a good
understanding of the product themselves. While a relatively basic technical
understanding of the products is all that is required, it is very important that the
telesales staff understand how features relate to benefits for the buyer, and also
how future releases are planned to bring additional benefits.

Modules
 Product Knowledge

 Confidence Building

 Cultural Training

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  Voice & Accent Training

 Regular Sessions / Updates

 Regular Call Listening / Feedback Sessions

 Top 10 rebuttals used by top performer’s

 Regular sessions on objection handling basis the live scenarios.

 Calling executives of the Client to conduct Session

Operations Practices
 Lead Line
When the Agent is facing difficulty in handling the call, rather than transferring the
call to the FLM it is transferred directly to the SME (Subject Matter Experts)
It allows FLM to concentrate more on the performance of the Agents.

 Preparing the List of not interested customers

Depending upon the type of Business, calling the not interested customers

 Attractive Incentives
Cash Rewards, vouchers , instant recognition of performance

 Fun@Work
Fun related activities while agents are at work are conducted on the Floor

 Strict adherence to policies

 No Camera cell phones

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  Paper less environment
 No cell phone on production floor

 Best Practice Sharing of Top Performers

Agents listen to the Quality call

 Agent level Daily/Weekly/Monthly target

 Incentives given to the agents

 Commission per sale

 Incentives to top performer

 Regular Feedback (constructive/Documented)

 Continuous interaction of Agent with the Leadership

 Survey conducted once in a month

 FLM’s Ownership for their respective Agents

 Daily/Weekly/Monthly Performance Review and Discussion with

the agent
 Discussion with the agent regarding their Performance

 Timely Reward

 Call listening session with the Teams

 Agent Connect
 How well FLM knows their Agent

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  How much Agents are comfortable in talking to their agent

 Session at the beginning and at the end

T-MOBILE
Name of the Company providing telesales Support-SITEL
T-MOBILE-cell phones and plans, data
plans, cell phone service, prepaid cell
Name of the Company phones, cell phone accessories, free cell
phones and more
Type of Telesales Undertaken Inbound
KPI Sales per hour
Conversion Rate
Performance Metrics (asked by
the Client) Conversion Rate
Fizz Back
Industry Benchmark 7% Conversion Rate
Reason for achieving theCorrect profiling of agents with skill set,
Benchmark Good communication skills
Qualities look while Recruiting
Telesales Executives Goal Oriented
Age-21-40
Qualification-Graduate

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 Work Experience- 0-5 years
Confident
Patient & Courteous
Team Player
Complete Product Knowledge
Pleasing Personality
Communication Skills

BELL CANADA
Name of the Company providing telesales Support-SITEL
BELL CANADA-Canada's largest
communications company, providing the
most comprehensive and innovative suite
of communication services to residential
and business customers in Canada.
Operating under the Bell brand, the
Name of the Company Company's services include Bell Home
Phone local and long distance services,
Bell Mobility and Solo Mobile wireless,
high-speed Bell Internet, Bell TV direct-
to-home satellite and VDSL television,
IP-broadband services and information
and communications technology (ICT)
services.
Type of Telesales Undertaken Inbound
KPI Revenue on each call

Performance Metrics (asked by

the Client) Quality

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 CSAT (customer satisfaction scores)
Industry Benchmark Revenue on Each call-$0.96 on each call
Reason for achieving the
Benchmark Robust Agent performance management
Qualities look while Recruiting
Telesales Executives Goal Oriented
Age-21-40
Qualification-Graduate
Work Experience- 0-5 years
EARTHLINK
Name of the Company providing telesales Support-SITEL
Name of the Company EARTHLINK-Provides Internet access
and communication services
Type of Telesales Undertaken Inbound
KPI Sale performance score
Gross access rate
Performance Metrics (asked by
the Client) Revenue Generation on each call

Revenue generation on each call -$0.60 per

Industry Benchmark
Reason for achieving
Benchmark
Qualities look while Recruiting
Telesales Executives
call
theBy following the correct hiring process,
match the skill set and best practices
Hiring Profile
Age-21-40
Qualification-Graduate
Work Experience- 0-5 years
Language proficiency
Sales Skill
Stability

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ICICI Lombard
Name of the Company providing telesales Support-SITEL
Name of the Company ICICI Lombard
Type of Telesales Undertaken Inbound and Outbound
KPI Sales Per hour

Performance Metrics (asked by

the Client) Quality
Conversion Rate
Industry Benchmark Rs 80 on each case count
Reason for achieving the
Benchmark Robust Agent performance management
Qualities look while Recruiting
Telesales Executives Goal Oriented
Age-21-40
Qualification-Graduate
Work Experience- 0-5 years
Confident
Patient & Courteous
Team Player

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PITNEY BOWES
Name of the Company providing telesales Support-SITEL
PITNEY BOWES-Pitney Bowes is a $5.6
billion company that employs 33,000
worldwide and provides software,
Name of the Company hardware and services that integrate
physical and digital communications
channels
Type of Telesales Undertaken Inbound
KPI Sales %
Log box turnup
Performance Metrics (asked by
the Client) Quality
Turn around time for Log Box (Target
Metric - Cheque Collection)
Industry Benchmark Sales 2% with 0 log box
Reason for achieving theRepeated and tested technique & Agent
Benchmark performance management
Qualities look while Recruiting
Telesales Executives Goal Oriented
Age-21-40
Qualification-Graduate
Work Experience- 0-5 years
Confident
Patient & Courteous
Team Player

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KOTAK MAHINDRA , IDNI BANK , RELIANCE LIFE
Name of the Company providing telesales Support-
Stone Edge info. Technologies Pvt. Ltd
Name of the Company KOTAK MAHINDRA
IDBI BANK
Reliance Life
Type of Telesales Undertaken Inbound
KPI Lead Generation
Appointment Booked
Performance Metrics( asked by the
Client) Lead Generation
Appointment Booked
Industry Benchmark Not Aware of the industry Benchmark
Qualities looked while Recruiting
Telesales Executives Age-Above 20years
Graduation
Min 1year experience
English, Hindi, Telugu

d) Scaling Technique
Project is not related with the attitude measurement, it is related with the practices so
open ended questionnaire is prepared under the guidance of Industry Guide.

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e) Questionnaire Development and Pretesting
Open ended questionnaire is prepared so as to get more insight about the practices. Open
ended questionnaire was prepared on the recommendation of industry guide.

f) Sampling Technique
Sample Design - Convenience Sampling

Sample Size - List of call center in Hyderabad available on the Internet

Name provided by the Industry Guide

g) Organize and Conduct the Field Survey

Instructions of the industry guide were followed to conduct field survey.
List of companies whose data is available on the internet as well as the name provided by
the industry guide is covered.
Data collection is done by field survey and telephonic interview.
Survey Conducted through
 Personal Contact
 Telephonic Interview
 Surfing the Website

5) Data Analysis
Project is related to the practices followed by Telesales companies, so use of Excel and
SPSS is not required. But the practices of Genpact along with the practices of other
companies are mentioned in my project

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MARKET SURVEY REPORT OF DEPTH INTERVIEW
List of Persons Contacted
• Mr.Paresh Sharma – SITEL
• Mr. George Lewis – FIRST INDIA CORPORATION
• Mr. Ankush Sharma – IIC INDIA
• Mr. Deepak – KOTAK MAHINDRA
• Mr. Arpit Dhavan – PREMIUM CREDIT PVT. LTD.
• Mr. Priyank Kadyan – CONVERGYS
• Mr. Nitin Sharma – HCL
• Mr. Naveen – DISH TV
• Ms. Sumedha – WNS
RESPONE RECEIVED ON THE QUESTIONS RELATED TO THE HR
PRACTICES, TRAINING PRACTICES AND OPERATION PRACTICES
 Hiring Requirement
o AGE- 20-40 years
o Minimum Qualification – Graduation
o Minimum Experience – 6 months to 1 year
 Employee Engagement Practices
o Fun Related activities are conducted
 Name of the Training Modules
o Product Knowledge
o Confidence Building
o Cultural Training
o Voice & Accent Training
o Regular Sessions / Updates
o Regular Call Listening / Feedback Sessions
o Top 10 rebuttals used by top performer’s
o Regular sessions on objection handling basis the live scenarios.

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 o Calling executives of the Client to conduct Session

 Operation Practices
o Lead Line
o Preparing the list of not interested customers
o Attractive Incentives
o Fun@Work
o Strict adherence to policies
o Best practice sharing of Top performers
o Agent Level Daily/Weekly/Monthly target
o Incentives given to the agents(Instant cash incentives)
o Regular Feedback (Constructive/Documented)
o FLM’s Ownership for their respective agents
o Daily/Weekly/Monthly Performance Review and Discussion with the agent
o Call listening sessions with the teams
o Agent Connect
o Session at the beginning and at the end

 Number can’t be shared because of Client confidential contract

6) Conclusion

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  Genpact gives Monthly Target to its Telesales Executives whereas its
competitors give Daily/Weekly/Monthly target to its Telesales Executives

 Genpact incentive structure does not give instant recognition to its Telesales
Executives whereas its competitors give instant cash reward to its Telesales
Executives

 Genpact is not following Lead Line Concept

 Genpact doesn’t call back the non Interested customers in order to find out
whether the issue is resolved or not

 Genpact should call the executives of the client to conduct sessions regularly

 Things which are Ethical for one company can be Unethical for the other
company

7) Limitations

39
 Being new to Hyderabad only those call centers are covered whose details are
given on the internet and names referred to me by the Industry guide
 Companies are only ready to share General information because of their
confidential contract with the client
 Very limited number of companies provide Telesales support in Hyderabad
 Excel is not used because data do not contains numbers
 Numbers are not there because this project is related to the practices which
telesales companies are following
 Recommendation is based on my personal observation , while sitting on the floor
monitoring calls
 Questionnaire doesn’t contains scales because scales are used to measure attitude
and in my project I was asked to have open ended questions
 Two Questionnaires are prepared, one for getting it filled from the companies and
one for my reference purpose
 Research Methodology is based on the process given in G C Beri
 List of table and list of graph is not there because project is related to the practices
followed by telesales companies

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8) Suggestions and Recommendations

 Executives of the client should come once a month to conduct sessions.

 Monetary incentives such as instant cash reward should be introduced

 Agent should be given Daily/Weekly/Monthly targets

 Agents should listen to the Quality call

 Lead Line Concept should be introduced

 Survey should be conducted once a month , so that feedback can be received can
be received from the agents

 Fun related activities should be conducted on the floor, as the part of employee
engagement pactices

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References
Websites
 http://genpact.com/home/aboutgenpact.aspx
 http://www.sitel.com/index.php?p=Services
 http://www.accenture.com/Countries/India/Services/default.htm
 http://content.dell.com/in/en/business/smb-solutions.aspx?~ck=mn
 http://www.convergys.com/solutions/customer-solutions/customer-
service/consumer-support.php
 http://www.247customer.com/solutions/sales-next.php
 http://www.shaster.com/callcenter.htm
 http://www.brigade.com/service_bv.htm
 http://www.iicindia.com/services/BPO
 http://www.visionlabs-india.com/visionlabs/products.html
 http://www.iqmssoftware.com/services_offered.php
 http://www.aegisglobal.com/section.aspx?cont_id=ei6stgDjpgA=
 http://www.call-centers-india.com/call-centers-in-hyderabad.html
 http://www.bpoindia.org/list-companies/
 http://www.clickindia.com/search.php?q=bpo
 http://kpilibrary.com/search?s=telesales
 http://en.wikipedia.org/wiki/Telesales
Research Paper
 Jim, Dickie and Trailer, Berry. (2005) Benchmarking Inside Sales and Telesales
Performance,http://jobfunctions.bnet.com/abstract.aspx?
docid=168070&tag=content;col1.
 Tarter, Jeffrey. (2003) Soft Letter, Business Insight for Software Developer and
Publisher, http://www.capehornstrategies.com/Sl 7-31-03.pdf.

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9) Annexure
(a) Questionnaire
1. Type of Telesales Undertaken by your Company?
…………………………….
2. Name some of your client
…………………………….
…………………………….
…………………………….
…………………………….
3. List the Performance Metrics used by your company to measure their internal
performance?
………………………………………………………………………………….
………………………………………………………………………………….
………………………………………………………………………………….
4. List the Performance Metrics that your client has asked from you?
………………………………………………………………………………….
………………………………………………………………………………….
………………………………………………………………………………….
5. How your company is able to set its benchmark?
………………………………………………………………………………….
………………………………………………………………………………….
………………………………………………………………………………….
6. What is the industry Benchmark?
………………………………………………………………………………….
………………………………………………………………………………….
7. List your Major Competitors?

……………………………..

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 ……………………………..
……………………………..

8. Qualities you look in Telesales Executives while recruiting them?

Name-………………………….
Gender – Male Female

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 Company-……………………...
Department-…………………...
Contact Details-……………….
Questionnaire Prepared for my reference
(b)Questionnaire
1. Type of Telesales Undertaken by your Company?
Inbound Outbound Both
2. Name some of your client
………………………….
………………………….
3. Qualities you look in Telesales Executives while recruiting them?
• Goal Oriented
• Confident
• Patient & Courteous
• Team Player
• Complete Product Knowledge
• Pleasing Personality
• Communication Skills
• Work Experience of Telesales
• Demographics
 AGE
 Minimum Qualification
 Work Experience
4. Apart from Absolute Conversion, list some of the Performance Metrics used by
your company to evaluate its internal performance?
Lead Generation
Lead Conversion
Compensation
Time on system
…………………………

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5. List the Performance Metrics that your Client has asked from you?
…………………………

6. List some of your Major Competitors?

…………………………
7. How your company is able to set its benchmark?
………………………………………………………………………………………
………………………………………………………………………………………
8. What is the Industry Benchmark?
………………………………………………………………………………………
………………………………………………………………………………………

Name-………………………….
Gender – Male Female

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Company-……………………...
Department-…………………...
Contact Details-……………….

47