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市場調查報告書
在美國聯絡中心業務之外包
Contact Center Outsourcing in the US
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本報告已在2011年07月19日停止出版。
Introduction
Boundaries separating contact center providers from other business process outsourcers are dissolving as the market enters a second stage of maturity. The major market sectors are saturated, and competition is driving firms to invade each others territories. Outsourcers will be forced to reinvent themselves as the market contracts through 2009.
Scope of this report
- Complete market sizing and forecasts across verticals, number of contact centers, agent positions and services provided.
- Key trends in technology, strategy and business drivers are identified and discussed.
- Direct strategic recommendations for outsourcers in the US market.
Research and analysis highlights
Market maturation, comparatively high labor costs, the Do-Not-Call (DNC) legislation, increased use of self-service technologies and concerns about commoditization of contact center services are working together to cause the US market to contract.
The value of the US outsourcing market will drop $800 million, from $14.2 million in 2004 to $13.4 billion by 2009.
Outsourcers should reduce costs and improve operational efficiencies by continuing to move operations offshore and investing in VoIP, automation and workforce optimization.
Key reasons to read this report
- Stay competitive through a deeper understanding of the core change and development drivers in the outsourcing market.
- Identify the opportunities for growth in a tightening market.
CHAPTER 1 EXECUTIVE SUMMARY
- Introduction
- Market context
- Vertical market focus
- Competitive dynamics
- Action points
- Outsourcers should reduce costs and improve operational efficiencies by investing in technology and continuing to move operations offshore;
- Outsourcers should become more deeply involved with client strategy by expanding BPO offerings and leveraging analytical CRM.
CHAPTER 2 INTRODUCTION
- What is this report about?
- Who is the target reader?
- How to use this report
- Revisiting of previous Datamonitor market sizing
- A note on outsourced contact center services and BPO services
CHAPTER 3 MARKET CONTEXT
- Introduction
- Key findings
- Market size
- Agent positions (APs)
- US outsourcing market value
- Outsourced contact centers in the US
- Outsourced and in-house APs
- Outsourced APs by US region
- Outsourced agent tasks
- Latest trends in the US contact center outsourcing industry
- Closing US facilities and expanding to offshore and nearshore locations:
- Adding more value-add services
- Increasing investment in speech automation technology
- Transitioning from outbound to inbound services
- Reasons to outsource
- Cost containment
- Offshore capability
- Access to outsourcers resources and flexibility
- Access to outsourcers experience and expertise
- External delegation of staffing responsibilities
- Concentration on core competency
- Conclusions
CHAPTER 4 VERTICAL MARKET FOCUS
- Introduction
- Key findings
- Communications - 101,000 APs
- Distribution and wholesale - 6,000 APs
- Entertainment, media and leisure - 3,000 APs
- Financial services - 64,000 APs
- Retail banking - 44,160 APs
- Insurance - 16,640 APs
- Investments & securities - 3,200 APs
- Healthcare - 6,000 APs Manufacturing - 13,000 APs Other - 6,000 APs Public Sector - 9,000 APs
- Retail - 41,000 APs Technology - 44,000 APs Travel and tourism - 6,000 APs Utilities - 16,000 APs
- Propensity to outsource in the US by vertical market
CHAPTER 5 COMPETITIVE DYNAMICS
- Introduction
- Key findings
- Offshore competitors
- Competitive profiles
- ACS
- Aegis
- APAC
- ClientLogic
- Convergys
- Dial America
- Electronic Data Services (EDS)
- Harte-Hanks
- IBM
- ICT
- Infocision
- NCO
- Precision Response Corporation (PRC)
- SITEL
- Stream
- Startek
- Sykes
- Teletech
- Teleperformance
- Telvista
- West
- Conclusions
CHAPTER 6 ACTION POINTS
- Outsourcers should reduce costs and improve operational efficiencies by investing in technology and continuing to move operations offshore
- Investing in IP, automation and workforce optimization
- Continuing offshore expansion to engage in competitive pricing
- Outsourcers should become more deeply involved with client strategy by expanding BPO offerings and leveraging analytical CRM
- BPO offerings
- Analytical support for client strategy
CHAPTER 7 APPENDIX
- Definitions
- Research methodology
- Future readings
- A note on revenue figures
- Yearly figures
- Compound annual growth rate
- Rounding errors
- Relevant links
- SPP writing team
- Report author
- Report manager
- How to contact experts in your industry
- List of Tables
- Table 1: Total outsourced APs in the US, 2004-2009
- Table 2: US outsourcing market value, 2004-2009
- Table 3: Outsourced US contact centers by size-band, 2005
- Table 4: Outsourced vs. in-house APs, 2004-2009
- Table 5: Outsourced APs by region, 2005
- Table 6: AP segmentation by task, 2005
- Table 7: Inbound/outbound splits for outsourced APs, 2004-2009
- Table 8: Vertical market segmentation of outsourced APs, 2004 & 2009
- Table 9: Financial services sub-verticals, 2004 & 2009
- List of Figures
- Figure 1: US outsourcing market value, 2004-2009
- Figure 2: Vertical market segmentation of outsourced APs, 2004
- Figure 3: Total outsourced APs in the US, 2004-2009
- Figure 4: US outsourcing market value, 2004-2009
- Figure 5: Outsourced US contact centers by size-band, 2005
- Figure 6: Outsourced vs. in-house APs, 2004-2009
- Figure 7: Outsourced APs by Region, 2005
- Figure 8: AP segmentation by task, 2005
- Figure 9: Expansion of competitive landscape
- Figure 10: Inbound/outbound splits for outsourced APs, 2004-2009
- Figure 11: Vertical market segmentation of outsourced APs, 2004
- Figure 12: Vertical market segmentation of outsourced APs, 2009
- Figure 13: Financial services sub-verticals, 2004 & 2009
- Figure 14: Propensity to outsource in the US by vertical market, 2004
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