Performance Telecom

A Message from Lord Pickles and Lord Blunkett, followed by Performance Telecom's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Performance Telecom is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.performancetelecom.co.uk

29PERFORMANCE TELECOM |
BEST PRACTICE REPRESENTATIVE 2018
Adam Norsworthy, managing
director of Performance Telecom
Performance Telecom’s award-winning
INovationTM communication platform’s
key features
Performance Telecom innovates communication technology
for contact centres. Based in St Albans, just outside
London, Performance Telecom has been shortlisted as
one of three companies out of over 600 telecom businesses
that will see significant growth ahead due to its investment in
innovative contact centre applications. Managing director, Adam
Norsworthy, tells us more.
Employing over four per cent of the nation’s workforce, contact centres play
an increasingly important role in the UK. Performance Telecom’s engineers use
cutting-edge development methods to innovate applications that help contact
centres to improve the experience of their customers, reduce cost, take payments,
enhance contact centre worker (agent) productivity and comply with regulations.
INovationTM
I see contact centres, particularly those with fewer than 250 agents, struggling
significantly to adopt new communications technology, which is critical if they are
to keep up with the trends surrounding improved customer service, more interesting
jobs for agents and growing security threats. This is why our team of 25experts have
spent the last three years developing an award-winning communications platform,
INovation™, that provides small to medium-sized contact centres with access
to leading technology, allowing them to finally enjoy personalised and efficient
customer interactions.
Some cutting-edge applications that form a part of INovationTM are:
» Secure payment transactions » Machine learning automation
» Interaction analytics » Multi-carrier aggregated voice and data networks
FACTS ABOUT
PERFORMANCE TELECOM
»Managing director: Adam
Norsworthy
»CEO: Brian Hudson
»Established in 1999
»Based in St Albans,
Hertfordshire
»Services: Contact centre
communication technology
»No. of employees: 25
»Multi-award winning innovators
Performance Telecom
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | PERFORMANCE TELECOM
Machine learning automation
Traditionally, consumers have not been
happy when they are faced with generic
automated messaging and multiple
options when they call a contact
centre. At Performance Telecom, our
Transform application uses machine
learning to make automation the
preferred option for consumers
because it enables them to service their
need, in a personalised way, faster
than if they got through to an agent.
Interaction and speech analytics,
which is the analysis of voice or
text communications between the
customer and the contact centre
agent, can be used to ascertain how
well an agent is performing, whether
regulatory compliance is met, how
happy customers are, what’s working,
what needs attention and even
whether customers are talking about
competitors. Contact centres who are
accessing this intelligence have clear
advantages over those that aren’t.
Data security
Security is a real concern when it
comes to customer data, and card
payments in particular, with 68
per cent of large businesses having
identified cybersecurity breaches or
attacks in the last 12 months.
An updated data security standard from
the Payment Card Industry Security
Standards Council (PCI SSC) came
into force on February 1, 2018, and
every business taking card payments
must comply with this standard.
Performance Telecom has engineered
an application called PayGuardTM that
makes the process of paying by card, as
well as other means, not only easy for
the consumer and the contact centre
agent but fully compliant too.
Voice biometric identification is set to
be widely adopted over the next five
years. VoiceGuardTM is another example
of an application within our INovationTM
platform that, after taking 60 seconds
to record a consumer’s speech print,
can verify the identity of the consumer
each subsequent time they call.
In a world that increasingly relies
on the digital, necessary security
requirements can place barriers on
transactions between consumers and
businesses. We are innovating ways to
reduce these barriers while tightening
security at the same time.
Key technology adoption drivers
Two key elements that we see driving
the need for contact centres to adopt
innovative technology at a faster rate
are the expectations of consumers and
the competition for employing agents:
1. Consumers’ communication
habits evolve quickly. Communication
through data-based applications like
WhatsApp, and social media platforms
such as Facebook and Twitter, has
seen significant growth, while the
adoption of these communication
channels by businesses has been slow
comparatively.
2. Competition among contact centres
when recruiting agents continues to
increase. As the number of contact
centre agent positions in the UK market
grows each year, more and more people
are required to fulfil these positions. As
communications technology helps make
The quality and
compliance manager of
a contact centre using
interaction analytics
Our Transform
application
uses machine
learning to
make
automation
the preferred
option for
consumers
31PERFORMANCE TELECOM |
BEST PRACTICE REPRESENTATIVE 2018
the agent’s job less repetitive, more
enjoyable and more challenging, contact
centres are adopting applications within
the INovationTM platform as part of
their agent retention strategy.
Barrier to technology adoption
Contact centres face barriers to
adopting technology that we at
Performance Telecom are helping
remove. These barriers include:
»legacy technology
»lack of understanding of new
applications
»fear over integration or migration
challenges
»poor understanding of consumers’
expectations
Whatever an organisation’s existing
technology infrastructure, we deploy
INovationTM “over the top”, preventing
the need to replace what they have
already invested in. I feel that this is
important, as providing any business
with the correct tools will really help
them serve their customers.
Managing the migration to
prevent downtime, piece-by-piece
implementation and using in-house
engineers to ensure integration with
a contact centre’s current, or desired,
applications is the standard that
businesses should expect their new
provider to demonstrate so they can
focus on selling to, or supporting, their
customers.
Standards have changed
It is easy to see why businesses today
fear technology adoption when we
consider many of the problems that
came with the introduction and
growth of technology in the past. I can
remember the frequent problems I had
working on computers in offices 20
years ago, and it is worth considering
how problem-free our current devices
are. Voice and data networks have
evolved so fast over the previous
decade that today’s contact centres
have access to high-speed, multi-carrier
networks that they can control from
their smartphone. The days of having to
deal only with large telecom companies
are over. Smaller ones can offer a more
resilient technical service, a better
customer service and are often cheaper.
Standards such as Cyber Essentials,
Information Assurance for small to
medium-sized enterprises (SMEs) and
the new PCI Data Security Standard
provide clear information on how
companies can responsibly, securely
and effectively store and process data,
removing the risks for businesses when
employing new technology partners. I
ensure that we follow these standards.
Looking ahead
The way that consumers and businesses
communicate will continue to be
driven by the consumer. The demand
for personalised, secure, ever-present
multichannel (voice, social media, web
chat, email) communication is driving
contact centres to look at adapting
their technology infrastructure.
Individual contact centres will
choose to advance a flexible
technology strategy and adopt
new communication, automation
and security capabilities to remain
competitive, or face decline. The tools
are out there. We can help.
It is easy to
see why
businesses
today fear
technology
adoption
when we
consider many
of the
problems that
came with the
introduction
and growth of
technology in
the past
Members of the
Performance Telecom
team based in St Albans

www.performancetelecom.co.uk

This article was sponsored by Performance Telecom. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister