We do not publish rate cards, because the cost of running a process depends on what the process actually is. This page explains what shapes a commercial arrangement, and how we get to a figure.
These are the things we work through during scoping. Until they are established, any figure would be a guess — which is not useful to either of us.
Which parts of the process move to us and which stay with you. A whole function, a single channel, overflow handling or a specific set of contact types are all different arrangements.
What the operation is expected to do — the channels involved, the handling standards it works to, and where a contact or case has to come back to your side.
How varied the work is, how much judgement each case needs, and how much specialist knowledge the team has to hold. Complex work takes longer to transition and longer to train for.
Volume, and how predictable that volume is. A steady queue and a seasonal one need different workforce plans even at the same annual total.
Which of our offices the work is resourced from, and the working pattern the operation needs to cover. Our offices are in New York City, Noida and Bangalore.
How well documented the process is today, what systems access is needed, and how much has to be built before the work can move. A process that is already written down moves more easily than one that lives in people's heads.