Karaoke System with 5000 songs – R3500 – valid till Wednesday 7 May only

SPECS:
1. Set of speakers and two corded microphones
     1200W max power
     2 Mic inputs
     1 Guitar Input
     Volume controls
     USB input
     SD Card Input
2. 1 Karaoke Player
     Karaoke DVD player
     Copy disk to USB function
     USB Input
     SD Card Input
     2 Mic inputs
     FM Radio
     Remote Control
     300 Games on DVD with two controllers (PS2 Look alike)
3.  5000 Most popular Karaoke Songs (worth R1500 on its own)

All you have to do is plug it into your TV at home, in office in the bar, anywhere, and you have a complete karaoke system.
The system can be used as a normal sound system for music, movies, anything that needs sound.

This is one of the best and most complete systems you will find.

Contact us today for more information or to purchase – Omega Consultancy – 021 838 1015 / enquiries@omegaentertainment.co.za

Brand new sealed system
Delivery to your door via courier or collection can be arranged
Complete Song List provided

This price is valid till WEDNESDAY 7 MAY ONLY

Teamwork at the Executive Level

Every company I have ever worked with had a corporate hierarchy of managers with titles listing specific areas of responsibility. However, in spite of these titles and the CEO referring to them as the management team, a number of them had no clue as to how to function as an Executive Management Team. (EMT) Consequently, although it may seem semantically insignificant, the first thing I recommend is to rename the team the EMT. The next step is to define everyone’s role and level of authority including the CEO. This alone often can uncover micro management and various levels in the organisation.

The action of every member of the EMT affects the action of others including their peers and their subordinates. What one EMT member may fail at can lead to the failure of another. If that builds on itself it can then morph into a culture of failure. If your timing is off it can throw the timing of the entire team off. Sometimes you must reach out and help one another to insure you maintain focus and stay on the path to success. The best way to maximize the chance for success of the EMT is to back each other up. That means you need a foundation of trust and respect for one another. If trust and respect does not exist -teamwork will not exist universally. Keep the following concepts ever present in the EMT charter of integrity.

Think teamwork at all times

Understand each other’s roles and contribution

Encourage challenge and questioning amongst the group

Create an attitude of support

Eliminate Me and encourage We

Create a climate of Trust & Respect

No Team is Perfect – Look in the Mirror

Understand that perfection is almost never realized in anything you do. No CEO or leaders can create a high level of performance if they surround themselves with weak players. However, having an executive management team that is weak is an indication that the CEO is weak. After all, the CEO selects the team they surround themselves with. I often tell CEOs that even if you are average, if you surround yourself with above average people, they will make you an above average CEO. O the other hand, if you surround yourself with losers, even if you are above average, they will make you a loser.

A leader must demonstrate the need for maximizing performance to the team. This is communicated more by action than words. Tolerance for the lack of excellence or subpar performance sends a distinct message; the wrong message. A cohesive management team is probably the most critical element required to maximize success and meet objectives.

The key to being a Real Leader is the ability to influence the influencers. You have to touch people in such a way that they can reach out and touch other people. Leadership isn’t something you learn from a book or a college course. It is developed over time. Inspiring greatness in others is a phrase often used to define leadership responsibility.

Dave Thomas founder of Wendy’s Restaurants, describes teamwork succinctly:

“Teamwork is the starting point for treating people right. Most people think that teamwork is only important when competing against other teams. But competition is only part of the picture. In most things we do in life, people have to work with rather than against each other to get something done. Win-win situations and partnerships are the most important results of teamwork. The best teams in the world are the ones that help people become better and achieve more than they ever thought they could on their own.”

 

 

 

www.ceostrategist.com Dr. Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in leadership and the creation of competitive advantage in wholesale distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit www.ceostrategist.com for more information. CEO Strategist – experts in Strategic Leadership in Wholesale Distribution. E-mail rick@ceostrategist.com.
 

How POPI affects Email Marketing

The long-awaited Protection of Personal Information Bill (POPI) was finally approved by the President on 27 November 2013, giving companies approximately 18 months to become POPI compliant.

What is POPI?

The act has been born out of a need for more stringent rules – and harsher punishments – against the protection of personal information of individuals, thereby affording every person further rights to privacy and protection of their personal data.  

What does POPI have to do with Email Marketing?
In chapter 8 of the Bill, POPI explicitly outlines the conditions under which electronic communications (such as Email marketing and newsletters) is prohibited. According to section 66, the act does not permit companies to send any form of electronic marketing messages without being granted permission by the recipients to do so.

Until POPI, the only legislation governing electronic communications has been define under the Electronic Communications and Transactions (ECT) and Consumer Protection (CPA) Acts, where both pieces of legislation imply that direct electronic marketing is permitted, even without prior consent form the individual, provided that the recipient is given the option to opt-out of such future communications.

POPI, on the other hand, completely outlaws any form of direct marketing without having first obtained permission from the individual (referred to in the act as the ‘Data subject). 

Does POPI apply to ‘older clients’?
Companies with existing marketing database must ensure that they have an audit trail of evidence demonstrating that they have their client’s permission to send marketing communications to them. 

Where such (traceable) permission was never obtained in the past, marketers will need to request permission from their existing clients to continue to market to them in the specific manner in which the client has agreed to, and where not, they must be removed from any and all marketing databases.

Becoming POPI Compliant
In summary, POPI says the following about direct marketing and how companies should act in order to remain compliant:

Collect personal information from data subject directly

Collect personal information for specific, explicit and lawful purposes only

Only process personal information if the data subject consents

Do not retain personal information for longer than necessary

Facilitate that personal information remains accurate and updated

Notify the registrar and appoint an information officer

Protect the security and integrity of the personal information

If you have a 3rd party / operator, they must contractually comply

Must be able to report on the data upon request

For direct marketing, you must obtain the consent of the data subject

The data subject must opt-in to every particular channel

Where the data subject has requested a change, or opts out of a particular channel, this request must be honored immediately


According to a previous comment referencing Dr Tobias Schonwetter, director of UCT’s intellectual property unit in the Faculty of Law, direct marketers may approach a new customer once to obtain the required consent for sending direct marketing messages.

What are the consequences for non-compliance?
Before the Act can come into full force, the President must announce the official commencement date. It is anticipated that his may still be about 6 months away. However, from the date on which the effective date is published, companies will be given 18 months to ensure that they are fully POPI compliant, during which time the regulator and administration will prepare to govern the Act.

For those companies who are not compliant after this grace period, they stand to face a number of serious consequences. While the regulator is entitled to issue an enforcement notice in the event of discovering non-compliance within a company, repeat offenders may face criminal liability and/or fines. 

It has been reported that non-compliance with POPI (considered a criminal offence) may result in imprisonment of between 12 months to 10 years for violations (depending on the severity of the crime), or at the very least hefty fines that could severely harm the business.

Take action now!
Companies should immediately commence with an audit of their current email marketing tactics. Such an audit should review how they acquire their customer’s information, what permissions they have in place and how they go about acquiring permission. 

They should engage in a complete database clean-up, removing any contacts who have not granted permission to be contacted, and cleaning up any hard bounces (emails that get returned due to mailboxes that no longer exist, or where the recipients firewall has blocked your email etc.). 

Companies should review how opt-outs are currently being managed and ensure that these are honoured in line with the requirements of the act. 

Any agreements with 3rd party suppliers (where personal information is shared) must be reviewed, and where appropriate, contracts reviewed to protect companies against negligence by any service providers that they may use in the ordinary course of business, or for marketing.

 Written by Gillian Meier and reposted from www.bluemagnet.co.za

The DTI announced the new BEE codes in October last year which are due to come intoeffect in October 2014. Should businesses begin implementing these new codes now?

 The amount of interest generated by the DTI with the Amended Codes of Good Practice has been staggering. As a simple comparison,when the DTI launched the first set of the Codes in 2007 there were only a few delegates at a small presentation with not much interest.

 

In October 2013 the entire Hall 5 at Gallagher Estate was booked for the presentation and most of Hall 4 was booked for the exhibition. All in all we estimate as many as 3 000 people attended. More importantly President Jacob Zuma and two other ministers were speakers.

 

B-BBEE has become very much entrenched in the way we do business in South Africa. We can complain that the Amended Codes have far too many mistakes and that there are aspects where interpretation is unclear or even outright wrong. We can continue applying B-BBEE as it was done based on the 2007 codes in the hope that the Amended Codes deadline of October 2014 will be delayed. We can even elect to not get a BEE scorecard in 2014. The reality is that BEE is an essential part of the way South African business operates.

 

It has now passed the point where we can debate whether the Amended Codes are good or not. The old codes had mistakes and interpretation issues and grammar and spelling mistakes and other issues.

 

The way we see it is that the Amended Codes need to be implemented now so that businesses can get a head start on their competitors. BEE has always been closely linked to the amount of business awarded to a company. The new codes now present an opportunity to win business from all those competitors who are still trying to find a reason not to comply.

 

The question we ask is what can a business do to earn points when using the Amended Codes? Let us look at Procurement (Supplier and Enterprise Development).

Using Black Owned Suppliers is one aspect that a company needs to implement to earn points.

 

Nine points are available on Procurement for 51% or more black-owned businesses with a target of 40% of total spend.

 

Four points are available on Procurement for 30% or more black-female-owned business with a target of 12% of total spend.

 

Procurement is also a priority element. Unless youachieve at least 10 points (40% of 25 points) you will drop a level. We already know it will be harder to earn points from suppliers based on their recognition level because it is now more difficult to achieve a higher level.

 

This leaves a major target area to earn points on the Amended Scorecard for Procurement from black-owned suppliers. 40% is a fairamount of the total procurement to spend on black-owned suppliers, especially if you previously had not bought much from black-owned businesses.

 

Implementation

The first step is to identify your procurement andcalculate it correctly using the Amended Codes procurement scorecard. We suggest that you halve your total procurement spend from compliant suppliers to take into account a good estimate of the potential scorecards you will receive from those suppliers.

 

Set a target – how much is 40% of your total procurement and what are you currently spending on black-owned suppliers?

 

Once you know how much you need to spend start looking through your supplier list for suppliers that are hurting your BEE status. Common examples are suppliers who have achieved a bad level and then of course the suppliers who do not have any black-ownership.

 

List the different types of products/services fromsuppliers who are negatively affecting your BEE rating.

 

Through that list identify the types of products/services that you can purchase from alternative suppliers.

 

List all the suppliers who have black ownership. Speak to them to see if they can supply you with some of the products/services you need. In that way you already have a trusted supplier who can help supply you.

 

The last step is to start looking for particular types of products that can be supplied by black-owned suppliers.

 

Remember that a black-owned supplier can also be used for supplier development which allows you to help them to supply exactly what you need. It is a win-win situation because you gain a supplier who is potentially loyal to you and at the same time you gain BEE points in a set of codes where earning points is much more difficult. The supplier also becomes a sustainable business.

An online business must be able to accept  credit card payments if it’s going to be successful – but the security rules for being able to do so are being tightened. Fortunately, says Peter Harvey of payment services provider PayGate, staying on the right side of the security fence need not be onerous.

 

“The trendsetters in this space are the global card associations like Visa and Mastercard,” says Harvey. “Their first priority is to protect their own customers, the credit card holders, from any financial loss if their card data is stolen or hacked. If a card holder disputes a transaction they can get a refund – and the merchant who passed the transaction is the one who pays.”

 

But the card associations can’t rely only on chargebacks, adds Harvey: “If it gets too risky for merchants to accept credit cards, card holders will lose out on the convenience of online shopping. So the card associations have developed a set of security standards to benefit everyone in the industry, by protecting card data properly so it can’t be used fraudulently.”

 

The Payment Card Industry Data Security Standard (PCI-DSS) specifies a broad range of business practices and processes that should be in place at any organisation that processes, stores or transmits credit card data. The data that’s protected includes the credit card number, the card-holder’s name, the card expiry data and the CVV number or security code on the back of the card.

 

If any of this data falls into the wrong hands through a security leak, explains Harvey, the responsible organisations face hefty fines – and the risk that their banks might stop them from processing any more transactions. “This could sink an online business overnight,” he says.

 

Achieving full compliance with the PCI standards is an onerous and expensive process, says Harvey – but online merchants have a way out. “The very best thing you can do as a merchant is not to process or store any card data at all,” he says. “The easiest way to do that is to have a hosted payment page with a payment services provider which is itself fully PCI-compliant. That means none of the customer’s card data ever touches your systems – it’s all handled by the gateway, and the compliance problem is theirs.”

 

If merchants must store card data themselves, he says, they should use tokenisation. “This is a system for replacing actual card numbers with secure tokens that get validated at every transaction. This reduces the number of places any person’s card details are stored, which makes it easier to secure.”

 

In addition, says Harvey, merchants should use fraud monitoring services to help identify suspicious transactions before they’re processed.

 

“Maintaining card data security in compliance with the PCI standards is increasingly going to be a condition of doing business online,” says Harvey. “Merchants should approach their payment gateways to find out exactly how they are affected and what steps they should take to protect their business.”

 

 

Managing a modern warehouse

Change is as good as a holiday and if you want your warehousing strategies to stand out then it’s time to evolve. With innovative technologies like long range scanning, 2D bar coding and mobile scanning there is no reason why your warehouse need be left in the dust of your competitors, rife with inefficiency and human error.

 

2D Barcode

Historically, the preferred technology in warehousing has been laser scanners because of their accuracy, speed and ability to read at long range. However 2-dimensional barcodes have been used more frequently of late. Traditional use of 1-dimensional barcodes is slowly falling away as enterprises are seeing that 2D barcoding is more accurate, more efficient and more robust in warehouse processes. 

 

The 2D symbol was introduced in the early 1990s but only became more widely adopted in the 2000s. Unlike its predecessor the 2D barcode offers an enterprise a large storage capacity, which means that information that, was previously stored in the centralised database is now encoded on the barcode itself.

 

The extremely compact 2D symbol can store over 4000 alphanumeric characters and includes useful information like an item’s serial number, lot information and time stamp. This nifty little symbol makes warehousing a breeze with its stack of black and white squares in various patterns that multiply its informational capacity without increasing its footprint too much. These barcodes, with their inherent error correction and detection algorithms are rather resilient. Some 2D barcodes that are seen frequently in warehouse applications include: Data Matrix, PDF417, QR Code and Aztec.

 

Over the years, the technologies available for decoding barcodes have improved and expanded along with the advancements in warehousing processes. Laser scanners have been a mainstay for the automated warehouse but as businesses seek to accommodate 2D symbols they will turn to imagers that can read 1D and 2D codes as well as easily decode symbols in direct sunlight.

 

Motorola Rugged Barcode Scanners

Your warehouses’ effectiveness can seriously impact all aspects of your supply chain, business health and profitability. If you are still relying upon paper processes, your employees are wasting valuable time reconciling incoming and outgoing shipments on paper forms, printing out picking orders and manually entering data into the business systems. Not only are you unnecessarily killing trees in an environmentally conscious generation but you are also inserting time, cost and the opportunity for error into your daily warehouse operations.

 

Motorola has provided a range of high-performance rugged barcode scanners that allow you to choose the scanner that is perfect for the job, from corded scanners connected to your work stations to cordless scanners that can be tethered to a vehicle-mounted mobile computer. These scanners provide an innovative solution for the next generation warehouse that will make your warehouse processes easier allowing for near range scanning or scanning on the uppermost shelf of your tallest warehouse rack.

 

With Motorola’s rugged 2D imagers shipments will be reconciled instantly, items will be placed on the right shelf during put-away, the correct items are always picked to fulfil orders and shipments are placed on the correct trucks. Your operation is stripped of time and cost, making you warehouse leaner and able to increase throughput without increasing staff. These imagers have a variety of features including: scanning from a variety of ranges, support of every type of bar code, corded and cordless styles and a unique design with a display window that supports more information-intensive warehouses.

 

Improve warehousing with mobile printing  

According to Zebra Technologies, barcoding and radio frequency identification (RFID) systems are indispensable when it comes to maintaining efficiency and accuracy in warehouses and distribution centres. Enterprises can enhance these benefits by using mobile printers to produce and attach barcode and RFID labels at the point of application. By supplementing stationery barcode and RFID printing with mobile printing there will be reduced operator errors, streamlined operations associated with labelling in convenient locations and elimination of costs associated with error correction.

 

Mobile printers can boost productivity through eliminating the distance that drivers waste travelling to pick up labels, often providing a full return on investment (ROI) in less than a year when used in warehouse, distribution centre and other industrial environments. For facilities with existing wireless LANs, ROI is especially strong because a small investment in mobile printers creates new ways to increase efficiency, leverage the wireless infrastructure investment and reduce operator errors.

 

Take your warehouse another step forward toward becoming a Next Generation Warehouse with a mobile printing solution that delivers real results. Mobile and wireless printers can transform warehouse processes by improving receiving dock productivity, advancing quality assurance tasks, streamlining cross docking, simplifying putaway and picking tasks, completing packing faster and fulfilling and tracking ship-to-order operations.

 

The bottom line here is that technology is moving forward and so should your warehouse. Whether you do so by implementing 2D barcoding, high-performance scanning or mobile printing, it is your responsibility to ensure that your warehouse processes change with the times – or you will get left behind.

 

By Lenny Naicker at Westcon Mobility Solutions

 

About Westcon

Westcon is a leading value-added distributor of technology and converged communications solutions for customers in the enterprise, SMB and consumer markets, in South Africa and 26 countries on the African continent. The company is made up of six business practices which include: Comstor (Cisco business), Comztek Consumer Solutions, Westcon Communications Solutions, Westcon Mobility Solutions, Westcon Security Solutions which includes an electronic and data division and Comztek Software Solutions. The Comztek Africa business deploys the solutions across all these practices into the African market. 

The South African Breweries’ (SAB) youth entrepreneurship development programme, SAB KickStart, has opened its 2014/2015 competition entries to entrepreneurs between the ages of 18 and 35.

 

SAB KickStart, which started in May 1995, is one of the longest youth entrepreneurship programmes and has assisted with the start-up of more than 3500 businesses. 

 

Entrants selected to participate in the 18 month-long programme stand the chance of winning a share of R6-million worth of business support, including an international business learning trip.

 

SAB KickStart follows a competition model and provides youth entrepreneurs running small businesses with a comprehensive package of business development support to increase the chances of building sustainable and high impact entities able to contribute towards job creation.  In 2013, SAB KickStart’s 14 national finalists created more than 60 jobs within their respective communities.   

 

The business development support package includes business skills training, a business development strategy, grant funding and personalised mentorship. “Providing this comprehensive business support we believe can make a significant contribution to growing high impact businesses that are sustainable beyond the normal failure period of 3 years,” says Boipelo Nkadimeng, SAB Head Enterprise Development and Community Partnerships.   

 

The recruitment phase selects 60 entrants who are provided with intensive business skills training over a period of two-weeks.  This takes place in Johannesburg between July and August 2014. During this training, participants are shown how to develop an effective business plan.  The best of these plans are selected by an independent adjudication panel and entrepreneurs go through to final and national stage of the competition.

 

An in-depth needs analysis of each finalist business is undertaken and this determines the design of a business development strategy, grant funding and customised mentorship.

 

Entries into the competition close midnight on the 30th May 2014, and SAB will invite successful candidates to a selection interview.

 

To enter SAB KickStart, access one of the following channels:

Website: www.sabkickstart.net

Tel:27 11 881 8493

Email: kickstart@za.sabmiller.com

 

For the latest SAB KickStart news, follow us on:

Twitter: @SAB_KickStart

Facebook: www.facebook.com/SAB KickStart

 

Launching an online business, or taking an existing business online, requires a new set of skills for anyone who is used to a more traditional bricks-and-mortar retail environment. There are new ways to market, new ways to deliver your product – and new ways to ensure you don’t become the victim of thieves or fraudsters.

Whether you are an experienced online retailer or a relative novice, these are the questions you need to ask and answer to protect yourself from online fraud that could result in product loss or chargebacks:

1.     Is my product physical or virtual?

Delivering a physical object – a book, a camera or a piece of jewellery – carries different risks from delivering a virtual product like music, software or airtime. Only when you understand the risks properly will you be able to develop effective protection. When there’s a physical product to deliver, you have more time and opportunities to check that your buyers are who they say they are.

2.     How easy is my product to resell?

The easier it is to resell, the more tempting a target you will be. Electronic goods are among the most risky: They’re in great demand and their value is high, so they’re quick and lucrative for a fraudster to sell on before you ever discover they were bought with a stolen credit card. Things with lower value or more limited appeal are less vulnerable – it’s harder to sell on a book, a pot or an artwork.

3.     How quickly is my product dispersed?

Fraudsters are attracted to products that are delivered quickly. Airtime, for example, is delivered in seconds, can be easily sold and is in high demand. Someone who buys it with stolen money can afford to sell it below market value, which makes it even easier to get rid of. Gift vouchers suffer from similar vulnerabilities.

4.     Is the product easily transferable?

Is your product tied to a particular identity such as a name, an address, an ID number or a cellphone number? If not, as with the example of airtime above, it can easily be transferred from one person to another, and is another tempting target.

5.     How well can you know your customer?

If you add anonymity of the buyer to a product that is valuable, quickly delivered, transferrable and easy to sell, you have an almost irresistible target. Customers may not like having to register before they can buy on your site, but it’s an essential protection. You may also want to limit the number or value of transaction for a new customer, or create a waiting period. This is also means repeat customers can enjoy extra benefits.

6.     How much risk are you willing to accept?

You can’t eliminate risk – you can only manage. Once you have a good understanding of the risks your online business faces, you need to decide how much you are willing to accept.  Every protection you create will cost money, inconvenience your customers or possibly both, so you can’t just lock it all down: You will need to choose wisely to suit the needs of your own operation.

Answering these questions is not always easy, so you’ll probably need to talk to experts. Your payment services provider should be your first port of call: They’re the ones with the experience, the knowledge and the contacts to advise you on what will work. And if they can’t deliver the advice you need, it may be time to change providers.

By Brendon Williamson, general manager of business development at PayGate 

Paygate is an international payment gateway that simplifies payment and security for online retailers, which can be a very complex part of running a business. Delivering simple, effective online payment services to merchants of all sizes, Paygate has built up solid market leadership in South Africa. Paygate is linked to more than 70 banks in more than 30 countries. It has been processing credit card transactions and providing alternative online payment services securely and reliably since 1999. Paygate’s immediately accessible payment services help businesses stay on top of the continuously evolving world of online payments.


For more information visit www.paygate.co.za 


IMPORTANT SHOP-SA ANNOUNCEMENT

Please be advised that the Johannesburg office of shop-sa is currently offline due to the theft of power cables in the area. For urgent matters, contact Wendy Dancer on 0829637441.

The Cape Town office, which is linked to the server, is unable to receive or send emails, please use creativemercedes@gmail.com in the interim or call Mercedes Westbrook on 021 7801209.

We hope to rectify the problem in the shortest possible time and will inform you once we are up and running again.

 

Call centers are getting smarter

There are many companies that long for the days where landlines were still the norm, particularly when it comes to debt collecting. Because landlines were analogue and geographic in nature, which meant that callers had no idea who has ringing and whoever was calling knew or could find the address that landline was attached to, people were simply more likely to answer their phones.

 

 

Close to 30 million South Africans regularly use mobile phones, whilst only 5 million own landlines. This has left the majority of the population able to not only travel freely, but to identify callers. The average cellular phone number is also anything but permanent, with average users changing their numbers every 9 months or so.

 

Needless to say, the days of merely dialling as many numbers as quickly as possible are gone and call centers have be more strategic than ever before.

 

“Smart diallers have changed the way call centers operate – for the better. Agents are more productive, and actions such as debt collection and sales rates are improving, because of its intelligent approach,” says Jed Hewson, director of 1Stream.

 

Smart diallers are equipped with different modes, including predictive dialling. “This prevents calls go through to blocked numbers or voicemails from going to the agent, essentially allowing more calls to be placed because they don’t have to field constant dead ends,” Hewson explains. “Power and preview modes can respectively display the script and dial the call, or display the script without dialling to allow the agent in question to prepare. Both have been found to improve productivity.”

 

The smart predictive mode is crucial to improving “hit rates” in terms of debt collection and sales, Hewson explains. “It’s not about simply dialling numbers, but about dialling at a time when the caller is most likely to pick up, such as a preferred call time provided by the customer, or based on historical reports of interactions,” he says. “It’s not about the phone number, but about the customer record – their various communication channels, their preferences. Smart diallers avoid persistently using the wrong methods of reaching out to customers.”

 

The smart dialler can issue tasks based on the exact interaction needed. “Let’s say a company has not received payment on a debt and the payment is only overdue by a few days. There is no need to use your most expensive resource – your agents – to chase that payment up with a phone call when an agentless message serving as a reminder to the customer will do. Thereafter, if the reminder was not successful, calls can be scheduled accordingly.”

 

Functionality such as dialler optimisation can reduce the average waiting time between dialling to less than 4 seconds. This is crucial, says Hewson. “If you expect your agent to make a hundred calls a day, and the wait between calls amounts to 60 seconds or more at a time, you’ve essential wasted close to two hours of time that could have been spent productively.”

 

Smart diallers, then, can be one of the quickest means of eradicating inefficiencies in a call center environment. “The technology, as part of a hosted solution, can be deployed in a matter of days,” Hewson says. “And as call dodgers become smarter, so should call centers.”

         

           

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