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THE
NEW ECONOMY: CAREERS
Call
Centres
Ringing in a fortune
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G.D.
Binani Managing Director, Dialnet
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| Qualifications:
High
school certificate, knowledge of English and a good voice |
| Starting
Salary:
Rs 5,000-10,000 a month |
| Employment:
2,800 in 1999; 1,00,000 in 2008 (projection) |
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Revenue:
Rs 100 crore in 1999;
Rs 6,000 crore in 2008 (projection)
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Like
most successful business concepts, the idea of the call centre is superbly
simple: it uses satellite connectivity and computerised telephone systems
to provide a range of services to clients across geographical barriers.
In
many countries, airlines, to cite but one industry, have toll-free numbers
to which people can call 24 hours a day to make flight reservations. Typically,
a call centre is equipped with telecom facilities, trained consultants,
access to wide databases, Internet and other infrastructure to provide
support services to customers. Since everybody is connected to the same
computing facility, it does not matter if the call centre is located in
the city of the caller or half-way across the world. In other words, the
caller may dial a local telephone number in the US, but it is answered
in India.
While some
companies set up customised call centres themselves, others employ call
centre service providers. This gives Indian entrepreneurs a golden opportunity.
Spectramind, a 10-month-old Delhi-based company, is providing call centre
services to several MNCs. On the other hand, Dialnet, a four-year-old
Delhi-based company, sticks to a specialised niche: interactive voice
systems or computer telephony.
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"The
call centre market is set to explode in the next five years."
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One of its
clients is Unit Trust of India, for which Dialnet's system lets a policy
holder retrieve information about his investment simply by dialling a
seven-digit phone number. Other clients include TV show Kaun Banega Crorepati,
Coca-Cola and ESPN. Dialnet Managing Director G.D. Binani, 39, describes
himself as a ''telecom geek'' and says the niche that Dialnet has chosen
is ''still in the nascent, awareness-building stage''. He is confident
that the market will explode in the next five years.
In 1999,
a NASSCOM study had estimated that India's call centres employed about
2,800 people. The number can be assumed to have doubled by January 2001.
With several big players setting up call centres in Hyderabad (GE and
HSBC), Bangalore (Dell Computers, Sun Microsystems) and Delhi's suburbia
such as Gurgaon (GE Capital and American Express), fortune is calling
India.
-Shuchi Sinha
Backroom
Operations
Banking On Backup
Hi, I
want to migrate from the US to Mexico. Could you tell me about the rules
and regulations?
Where
can I find the lyrics of Jennifer Lopez's Waiting for tonight?
Beelzebub
is a fictional monster. I want more information on the subject.
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Jagdish
Moorjani, (left) CEO, Transworks
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| Qualifications:
Graduate,
net savvy, with general awareness thrown in |
Starting
Salary:
Rs 7,000-12,000 a month |
| Employment:
14,000 in 1999; 2,60,000 in 2008 (projection) |
|
Revenue:
Rs 680 crore in 1999; Rs 19,000 crore in 2008 (projection)
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These
are some queries that 22-year-old Nagesh Pai fields on an ordinary day.
Staring at his computer, Pai provides quick solutions to people on the
Internet with tools like search engines. He is part of the 275-strong
back room operations team, or Internet-based customer interaction service
unit, at the 18-month-old Transworks.
Transworks
provides customer relationship management for a clutch of MNCs through
a comprehensive repertoire of e-mail, live-chat and voice based customer
service at its new office space in Andheri, suburban Mumbai.
Just as
customer queries are increasing so is the potential of this ''back office
business''. A NASSCOM and McKinsey study estimates that back office operations,
revenue accounting and other ancillary services will employ 19,000 people
in 2000-01, generating revenues of Rs 1,350 crore. Over the next seven
years, 10 per cent of the work currently done in the US will be outsourced
to India.
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"The
Tussle is between giving quality service and cajoling babus."
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While Transworks,
according to CEO Jagdish Moorjani, assures its clients ''low operating
costs with the latest technology'', there are bottlenecks. ''An American
customer,'' says Moorjani, ''will not understand problems like labour
laws, water logging and power cuts. The tussle is between delivering high
quality customer services and making government babus understand that
I cannot go offline for even three minutes.'' Keep going.
-Himanshi
Dhawan
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