Spatial distribution of call center and its importance as ... · PDF fileVolume 2 Issue 1,...

ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research

© Copyright 2010 All rights reserved Integrated Publishing association

Research Article ISSN 2229 – 3795

ASIAN JOURNAL OF MANAGEMENT RESEARCH 587 Volume 2 Issue 1, 2011

Spatial distribution of call center and its importance as a new sector of

outsourcing to Bangladesh Wahiduzzaman, Md.1,Islam, Hasibul2

1- Department of Environmental Sciences, Wageningen University and Research centre, The Netherlands

2- Department of Geography and Environment, Jahangirnagar University, Dhaka, Bangladesh [email protected]

ABSTRACT

This study analyzes spatial distribution of call center and its importance as a new sector of outsourcing to Bangladesh. It has been carried out by the field and in-depth interview within the methodological framework. This work is part of The Bangladeshi Call Centre Research Project, which involves two cities (Dhaka and Chittagong) in this country. The survey is based on primary and secondary data which have been analyzed, interpreted and finally tabulated through graphical methods. The key findings of the study are two cities have 40 call centre and most of them in Dhaka. This sector has more importance in our economics and society because of skilled labor, appropriate geographical location, time perfection, environmental support and technology. It is possible to increase it in Bangladesh by proper governmental and personal monitoring and also proper management with hard working. Bangladesh can be a great call center zone due to low manpower cost, infrastructure cost, training cost, easy to set up and easy government policy.

Keywords: Economy, Geographical location, Management, and Policy

1. Introduction

Over the past decade, call centers have experienced phenomenal growth in virtually every country around the world. Fuelled by advances in information technology and the plummeting costs of data transmission, firms have found it cost effective to provide service and sales to customers through remote technology mediated centers. But the growth of call centers has been controversial. On the one hand, consumers may gain from new or lower cost services, while governments in advanced and industrializing countries view call centers as a source of jobs and economic development. On the other hand, consumers often object to poor service quality, and managers complain of the difficulties and dilemmas of providing high quality service at low cost, while dealing with excessive turnover. Critics, including trade unions, also have complained that call centers are large service factories that only provide poor quality jobs with high levels of reutilization, and low wages and job security.

Thus, many different constituencies share an interest in the development of call centers and how they can be managed successfully in the global economy (Annual report of FREEDLANCE

Group,2009)

Common to all call centers is the use of advanced information technologies to handle customer inquires remotely in operations that encompass high levels of engineering

Spatial distribution of call center and its importance as a new sector of outsourcing to Bangladesh

Wahiduzzaman, Md, Islam, Hasibul

ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011

588

efficiency. There is also a perception that call centers operate in a uniform way across countries a call center in the UK looks like one in South Africa, the Netherlands, or Brazil – which suggests that call centers in different countries are converging on a standard set of management and employment practices. An alternative view is that despite the rapid diffusion of new technologies, the emergence of the call center sector in each country is occurring in the context of diverse national institutions and cultural norms, distinct labor market conditions and consumer demands. These differences lead to divergent practices suggesting that the management strategies and human resource practices in this sector will differ markedly within and across countries around the world. Outsourcing Call Center Services is already popular throughout the world. Bangladesh is now expecting all opportunity to make a comfortable room in this industry with its huge manpower, which can easily be effective and efficient. The Government has come up with some bright hopes, let us take it positively and embark into it with all our workforce to make the planning and development flourish. This site hopes to provide information on the top to bottom line of the Call Center Industry in the perspective of all relevant issues to it. The forum is there to help you share ideas and values. You have articles on interesting and specific topics which opens the door of earning more knowledge. Bangladesh can be a very good outsourcing industry in terms of manpower, location and cost. Widening up the opportunity with proper Government initiatives and support of the private sector can build a strong infrastructure. Already several of Bangladesh’s work has proved the skills and standards in the Global Market. Call Center industry can add up another milestone in its global success. We have a talented young generation looking for jobs; they are also hard working and sincere enough. Let us strive to make this development a grand achievement for the people and country (DTI, 2007). Bangladesh is the country where the potentiality of IT related business is very high. Bangladesh has an underdeveloped, yet a very promising ICT sector," Technical Assistance for the Development of Bangladesh's ICT sector, Commonwealth Secretariat, at a press briefing. "With the current potential, Bangladesh should have generated at least $32 million a year through outsourcing and other services, rather than its actual $3-4 million," he mentioned. He reasoned that this redundancy is, due to the lack of an adequate marketing plan. "Hopefully with the completion of this project, Bangladesh would be standing firm with the marketing strategies that it always missed previously (Venuprasad 2008). A leading global auditing and business advisory group has listed Bangladesh as one of the emerging Asian destinations for sourcing software, information technology-enabled services and business process outsourcing (Islam 2009). The nascent call centre industry is facing policy hurdles and a shortage of skilled human resources that are posing a threat to nip the promising industry in the bud. Only seven out of 300 call centre license holders in the country are inching towards grabbing a share of the $450 billion global market. The remaining license holders are in a dilemma, as they go round in circles trying to figure out how they can transfer calls to end users by using the international internet lease line providers. Industry insiders said as per the call centre policy, to transfer voice call centers have to pay $4,000 per month on an average for the 2 mbps connection from the global consortiums of International Private Leased Circuit (Haroon, 2009).




589

Dhaka has become one of the top destinations for freelance online work; outshining Indian cities such as Bangalore, as the Bangladeshi capital fast emerging as a major centre for data entry work that employs tens of thousands of people. According to a new report by oDesk Corp, a United States-based leading marketplace for companies and online workers, Dhaka is now ranked third among global cities where online jobs are outsourced from the West (Rahman, 2010). In this study, the main objectives are to find out the geographical distribution of Call center and its importance as outsource to Bangladesh. In this regard specific objectives of the study are:

• To know about Call center and its importance for Bangladesh.

• To show geographical distribution of Call Center in Bangladesh.

2. Materials and Method

The spatial distribution of Call Center will be show through GIS techniques. At first take latitude and longitude in different call centre in Dhaka city. Put this data in Dhaka city map and show spatial distribution of call centre. Primary and secondary data will be analyzed, interpreted and finally tabulated through graphical methods.

Table 1: In a tabulated view of Methodology

Objectives Data

sources

Method of data

collection

Data

presentation

Data

analysis

Prim

ary

� Informal Interview. � Photograph. � Observation. To know about

Call center and its importance for Bangladesh.

Seco

ndary

Published and unpublished books, journal, newspaper, previous report, wed sites.

1.Text 2.Table 3.Diagram 4.Maps

GIS

Map

pin

g,

To show geographical distribution of Call Center in Bangladesh.

Prim

ary

� Informal Interview. � Photograph. � Observation.

1.Text 2.Table 3.Diagram 4.Maps

GIS

Map

pin

g,




590

Seco

ndary

Published and unpublished books, journal, newspaper, previous report, wed sites.

3. Study Area

In Dhaka metropolitan area Call centre have right now 32 centers which located at Dhaka city. Another 3 centers located in Chittagong city. Another one located in Sylhet. The total centre of Bangladesh:

1. Dhaka (Metropolitan area 32) and 2. Chittagong (Metropolitan area 3)

Figure 1: Location of the Study Area




591

4. Results and Discussion

we observed that call centre which get licensed given by BTRC are more but running call centre not

more then up to 40. So there have some leakage in investor and monitoring.

Source:BTRC, 2010

Figure 2: Call Centre Licensed number

Source: BTRC 2010

Figure 3: Call Centre Licensed number

From the line-chart it was shown that the highest growth rate 21 in 2010. It was rocketed from the fear of 2008.

Table 2: Income of call centre

No. Year Income (Million Dollar)

01 2008 13

02 2009 17

03 2010 32

Source: Field survey, 2010/Sep

Licensed Given by BTRC

230

40

36

2

0 50 100 150 200 250

Call Centre

Hosted Call Centre

Hosted Call Centre Service Provider

International Call Centre




592

From the table, it was shown that the highest income rate $32 million in 2010. It was rocketed from the fear of 2008.

0

5000

10000

15000

20000

25000

30000

35000

Agent Team Leader Operation

Manager

Supervisor

1200015000

22000

3500 0

Salary In BD Call Centre

Salary (BDT)

Source: BTRC 2010

Figure 4: Salary Structure

From the bar diagram it was shown that the Salary of call Center employers. Supervisor is the top position in a process team and his/her salary (35000 BDT). Also we have shown that agents get up to 1200 BDT.

Table 3: Educational Status of call centre

No. Education Level Employers (Percent)

01 SSC 20

02 HSC 60

03 Honors 15

04 Masters 5


From the table, it was shown that the highest employers education level is HSC rate. Its rate is 60%. It was rocketed from the fear of Honors and Masters.

Table 4: Primary Market Served by Call Centre

No. Market Served (Percent) 01 Local 14 02 Regional 5 03 National 72 04 International 9


From the table, it was shown that the highest national served rate 72%. But the main thing outbound served that is international rat is only 9%.

32

3 1

Location of call centre

Dhaka

Chittagong

Sylhet




593

Source: BTRC 2010

Figure 5: Location of Call Centre

From the pie-chart it was shown that the highest call center situated in Dhaka city. It was rocketed from the fear of Sylhet city.

Table 5: Volume of calls, in-bound or outbound

No. Call centre in-bound or outbound (Percent) 01 Outbound 11 02 Inbound 89 Source: Global report. S. Africa, 2010/Sep

From the table, it was shown that the inbound call center is 89%. It was more from the fear of

outbound. The Bangladesh Telecom Regulatory Commission (BTRC) has done a few commendable jobs in recent months. It has addressed or at least tried to address some of the problems facing the country's telecom sector and is now making a bid for creating facilities, otherwise having enormous potentials for engaging a large number of educated young men and women in gainful employment and, at the same time, earning a handsome amount of foreign currency regularly for the country. The BTRC in recent months with the help of law enforcers has dismantled a number of illegal 'Voice over Internet protocol (VoIP)' installations which were depriving the Government of a large amount of revenue. Some big names in the telecom sector had to pay big amount of fines for being engaged in the illegal business. The Commission, in the meanwhile, has framed guidelines for VoIP operations and selected three domestic operators for the three separate gateways. It has now embarked on yet another important job of setting up call centers, which now generate $400 billion business globally. The call centers are establishments that offer customer service on behalf of companies, large and small. Many companies in Europe and North America outsource their customer service departments to call centers, particularly located in the developing countries because it is highly cost-effective. The booming call centers in neighboring India are now fetching nearly $40 billion a year (Kazi, 2009).

The call center industry has been huge for many years, employing thousands of people in the world. Furthermore, the global call center technology market has been said will grow to an astonishing industry. The advancement already proves so.The reason for so much growth when it comes to call centers is because of the many companies that are choosing to move part of their business into the call center world. This isn’t a bad thing, as it provides many avenues of opportunity with these companies when looking for a call center career. There is a




594

wide range of possibilities when choosing to work in a call center. First of all, there are different kinds of customer service call centers to choose from. Some may deal with answering customer questions and handling customer problems, while others have a certain sales aspect to them. Handling complaints or providing technical support are other options available in call center careers. However, regardless of the type of call center you choose, customer service will play the biggest role in how you perform your job.It is important to keep in mind what type of call center will fit your personality. If you aren’t much of a salesperson, or you aren’t comfortable tackling troubleshooting issues, you shouldn’t pursue this avenue as it will only make you miserable in the long run. No matter the type of call center you choose to work for, there are many benefits as well as negatives to choosing a call center career which will be outlined here. Some great perks to working in a call center is the ease of being able to move. If a call center company is located in different areas throughout the country, there is usually a process set up for transferring within the company from area to area. What this means for someone who chooses a call center career, is the opportunity to many times keep their job while relocating for whatever reason, even if it’s only to engage in a new living experience. Of course, this will depend on the size of the company and policies for transferring will differ from one to another. If the call center is a smaller business, and only located in one area for example, you won’t see the opportunity to transfer within the company when moving. However because of the numerous different call centers that have a high demand for customer service agents, there is a strong opportunity of quickly finding a new job in the same field of employment when it’s time to move. In addition to the benefit of being able to transfer or easily get work when moving, rapid advancement opportunities are a huge plus in call center careers. Most companies like to hire for their management positions from within, giving every customer service agent the opportunity to prove themselves right for the job. This means there is no real “dead end” for a customer service agent. There are so many different departments within a call center that the possibilities are endless and are a big plus to working in this business. This is a great way to learn new skills that will help you in your call center career whether you are staying with a particular company or plan on moving on to another company with different aspects of customer service. It is common to see not only a call taking department but a training department, quality department, management department, and even an IT department. Because these are all housed in the same call center, it is very possible to learn skills in these different departments easily giving you an edge in your call center career. Depending on the type of call center you work in, the opportunity to make money can be very lucrative. If the call center deals with any type of sales, there is a good chance you can make more than just an hourly wage. It will also depend on whether a company does outsourced work, as an outsourcing company tends to pay less per hour. And looking further into this, a nonprofit organization will probably pay the least. But many call centers pay a competitive salary to keep employees as the competition to hire is high (Jasim, 2010).

Relevant skills are more important than formal educational qualifications where most contact centre work is concerned. Soft skills, such as communication and empathy are judged more important than hard skills (IT and product knowledge, which can be taught more easily). A general lack of take-up of contact centre-specific qualifications and training is a cause for




595

concern, reducing performance across the sector. In order to move up the value chain, the existing workforce needs to improve a wide variety of skills and capabilities if it is not to be overtaken by ambitious offshore operators and agents.

The phone skills and techniques that your team members use are essential to your organization's image and its bottom line. Without a proper phone training program in place chances are that your customer's telephone experience with your organization isn't being maximized. Your customers deserve top notch telephone customer service. Anything less and you are missing out on a golden opportunity to develop long term, loyal relationships with customers and potential customers. You only get one chance to make a first impression. Effective phone answering skills are essential to creating a positive first impression that sets the tone for the rest of the customer’s interaction with your organization. If you are seeking a customized phone training program to improve business, phone etiquette in your business office or call center contact the experts who offer training for Call Center. Experience help organizations establish telephone etiquette excellence. Training Experts help customer service call centers, small medical offices, and all types of organizations in between create powerful and lasting telephone based customer experiences. A telephone call is often your customer's first impression of your organization. Don't leave it to chance! Implement an effective telephone etiquette skill training program. Part of Hero Group, Hero Mindmine Institute (HMIL) a subsidiary announced the launch of a call centre training institute in Dhaka, Bangladesh. Windmill Education Services (WESL), the authorized Business Partner of Hero Mindmine Institute Limited for the country of Bangladesh is the newest venture of the Windmill Group, which is involved in human development sector. Collaborating with the vision of Hero Mindmine, WESL aspires to build Skilled Human Resources by giving the light of training & education and enhance the career performance. Its recent collaboration with Hero Mindmine shows the companies commitment in bring state of art know how to Bangladesh market for giving world class training and courses for developing skilled manpower. Bangladesh is the country where the potentiality of IT related business is very high. Bangladesh has an underdeveloped, yet a very promising ICT sector," said Ram Venuprasad, project manager, Technical Assistance for the Development of Bangladesh's ICT sector, Commonwealth Secretariat, at a press briefing. "With the current potential, Bangladesh should have generated at least $32 million a year through outsourcing and other services, rather than its actual $3-4 million," he mentioned. He reasoned that this redundancy is, due to the lack of an adequate marketing plan. "Hopefully with the completion of this project, Bangladesh would be standing firm with the marketing strategies that it always missed previously," Windmill Group got the first HCCP and Call Center license under the umbrella of ONECALL, another wings of the Group. The 200 seats ready to use call center is backed by Software solution from Drishti and hardware by HP. Group has a plan to expand it to 1000 seats within February 2009.

Though a lot of applicants are searching for part time jobs but the concept of part time job has not become so much familiar among the employers in Bangladesh. In the telecommunication industry a few companies offer part time jobs for students especially in the departments of customer service, call center etc. Some renowned multinational courier service providers also offer part time jobs for their call centers. This offer is also available in coaching centers,




596

beauty parlors, advertising agencies, and Media related business organizations. Research farms especially renowned, local and multinational Marketing Research Farm, Non-Government Organization and project based Government Organization offer part time employment opportunities for data collection, analysis, design and other relevant works. Recently a number of private TV channels have launched in the country and they are providing the scope of part time work as news presenter, contributor, program presenter, and reporter and in some other sectors. The scope is also available in some printing media. Renowned retail shops, boutiques, super stores also provide the scope of part time jobs, where individuals can match their work time with their study. Additionally, while participating in any trade fair, companies look for part-timers to show case their commodities. Students can develop their skill through trainings on handicraft works (e.g. block, tie die, spray, hand paint etc.), cooking, mushroom cultivation, bonsai preparation etc. Good and healthy food is part of the modern urban life. If someone has the knack for coking, s/he may even try preparing homemade food and supplying to confectionaries, departmental stores, chain stores etc. Through these types of skill and services, students can be earning members of the family without hampering their study hours.

Dhaka has become one of the top destinations for freelance online work outshining Indian cities such as Bangalore, as the Bangladeshi capital fast emerging as a major centre for data entry work that employs tens of thousands of people. According to a new report by Desk Corp, a United States-based leading marketplace for companies and online workers, Dhaka is now ranked third among global cities where online jobs are outsourced from the West. There are many factors that have lead to this situation. Some of the main reasons are:

Low manpower cost: One of the main advantages Bangladesh had over outsourcing countries was the manpower cost factor. With countries like China and Philippines jumping into the race, Bangladesh is fast losing this advantage. These countries operate at low manpower costs and as such, offer very low prices to their customers.

Infrastructure: With increasing business and change in client requirements, the need to update infrastructural facilities has increased. As of now, Bangladesh does not have a long term plan to improve infrastructure whereas other countries have put strategic thoughts to develop a well defined roadmap and to ensure that the infrastructure needed to house such BPO firms are in place. Moreover, Bangladesh’s poor infrastructure adds to the business cost as Bangladesh firms require a lot of redundancies such as power and telecom backups.

Government policies: The Bangladesh government tax policies such as taxes on rental space etc is making Bangladesh companies less competitive and costlier when compared to the new players in the field.

In countries like China, Philippines, Srilanka and South Africa governments are offering 10 to 15 year tax breaks and China even offers income-tax holiday to its BPO employees.

Workforce quality: The lack of government interest in ensuring an employable workforce leaves a lot of loopholes that have to be filled by Call centre companies through incurring costs on training, which again makes the Indian Call centre firms more expensive than the other developing countries. The governments of countries like China and Philippines are ready to invest money to train their workforce and make them employable.




597

Attrition: Problems like unusual working hours, stress, job insecurity etc have lead to high attrition rates in the Bangladeshi Call centre industry. Moreover, more and more people now do not take a Call centre career seriously. For most of the youngsters today, Call centre’s are a just a place to earn money during their free time. As such, the industry is facing a major shortage of manpower. Such situations force the outsourcing companies to look for better

pastures.

The Call Center culture is an inevitable outcome of the unconventional working hours where time zone difference naturally exist between India and countries like America. The BPO culture has altered the way Indians have lived for years permeating their social and personal space. The call center is usually bustling at night when operations are in full swing thus forcing employees to follow a nocturnal lifestyle and activities appealing to the youth for its revolutionary style of functioning. A call center job necessitates that workers adopt the western culture so as to identify themselves with their customers leading to a gradual percolating of the western culture in the environment. The atmosphere in which the workforce effectively works to deliver high quality performance.

Energetic setting: BPOs have a vibrant environment. Generally the interiors are also done up in a way that it makes people feel nice and energetic. This glamorous industry also involves a lot of hard work and specialized skills to deal with all kind of customers.

24X7 work environment: BPOs have a round the clock working culture and people work in day and night shifts. This is because International BPOs offer services to countries like US and UK that have different time zones.

Perfect amalgamation: The work culture in quality BPOs is a blend of professionalism and friendliness. Humans are not treated like machines but are given equal opportunities of growth in every sphere of learning. BPOs create a friendly working atmosphere so that the employees don’t feel suffocated.

Rejuvenation channels: Long working hours and pressure to meet deadlines and achieve targets takes its toll on the well being of the employees. Quality BPOs offer world class channels to de-stress employees and to motivate them. Entertaining events and parties are organized at regular intervals so that the employees are relieved and invigorated to take the challenges head on. World-class BPOs also have gym, sports and café facilities.

Pep up the energy levels: BPO employees work hard to meet deadlines and targets. Motivation is a great booster when it comes to delivering high end results. So to ensure that the team is motivated, team leads and managers keep the morale of the employees high through encouraging words. Good and outstanding work is always recognized and rewarded in the form of perks, incentives, gift certificates, etc. in the BPO sector. At no point in time the employees feel the dearth of guidance and warmth of encouraging words.

Rich culture ties and exchange: People from every nook and corner of the world are lured by the state-of-the-art facilities and hefty pay packages. Apart from the culture shock there is a gold mine prospect of rubbing shoulders with people from different educational, professional and cultural backgrounds.




598

Increase In knowledge: A lot of vendors provide the management with flexible as well as scalable services to meet the customers’ changing requirements, along with supporting company acquisitions, consolidations, in addition to joint ventures.

4. Conclusion / Suggestions/ Findings

The Bangladeshi centre serving international customers handle 60 calls per employee per day, while the typical domestic centre handles 100. Call center employees have very low levels of discretion over daily tasks, procedures, pace of work, schedules, and how to handle unexpected customer inquiries or complaints. The monthly pay of the Bangladeshi call center worker in 2009 was $ 2,000 in international centers and BDT 12,000 in centers serving the domestic market. Individual commissions account for 17.5% of call center workers pay in international centers and 15 percent in centers serving the domestic market. This reflects the large proportion of centers involved in sales particularly outbound sales. Turnover averages almost 30 percent, according to the reports of managers in this study. Absenteeism averages 5.6 percent in international centers and 8.6 percent in domestic centers. Poaching is common among international centers, with managers reporting that almost 40 percent of their current workforce came from other call centers. Over 50 percent of call centre employees in this study have less than 1 year of tenure with their employer. Seventeen percent of employees in international centers and 11 percent in domestic centers have been promoted to higher positions in the call centre. However, beyond the call centre, only 1 percent of employees are promoted to higher positions in the larger corporation. Thus, call centre jobs do not serve as a meaningful point of entry to higher level positions in company. A few of challenges are described below.

1. Agent Attrition Rates will be increase 2. More attractive opportunities develop there 3. Increase Salaries grade 4. All center goes to advancement opportunities 5. Managers have to constantly train new staff only to find them gone in a year. 6. Decrease band with Cost of Internet 7. Training about Cultural things (which country he/she call) 8. Need Government involvement 9. Need to monitoring by BTRC after taking License

5. References

1. Apostol, S. (1996), ‘Are Call Centres the Sweatshops of the 20th Century?’, Call Centre Focus, 2(5), CMP Information Ltd, London.

2. Oliveira, M., Guevara, A. J. de, Trevisan, N. L., Nogueira, A. J. F., Giao, P. R., Fatima, M., Melo,R. P. L. (2006), Brazilian Call Center Industry Report.

3. Jaarsveld, D., Frost,A., and Walker, D. (2006), Canadian Call Center Report. Vancouver, University of British Columbia.




599

4. Ole,S., and ElSalanti, N. (2005), Call Centers in Denmark 2004: Strategy, HR Practices, and Performance. Report for the Russell Sage Foundation.

5. DTI (2007) ‘BPO Government Assistance & Support Programme’, Department of trade and Industry, Pretoria, available online at http://www.bpo2sa.org.za

6. Fernie, S and Metcalf, D (1998), (Not) Hanging on the Telephone: Payment Systems in the New Sweatshops, Centre for Economic Performance, London School of Economics, London.

7. Lancianomorandat, C., Nohara, H. and Tchobanian, R. (2005), French Call Center Industry Report, 2004.

8. Scholten, J., and Ursula, H. (2006), The Global Call Center Industry Projekt Deutschland: Erste Ergebnisse der Telefonumfrage fr Deutschland. No. 2/2006, Duisburger Beitrzur Soziologischen Forschung.

9. Holman, D, Batt, R & Holtgrewe, U. (2007) The Global Call Centre Report: International Perspectives on Management & Employment: Report of the Global Call Centre Network, Global Call Centre Project, School of Industrial and Labour Relations, Cornell University, Ithaca, NY.

10. Jasim, H. (2010), “GE to debut outsourcing in Bangladesh Star Business Report” a net post report, Dhaka.

11. Batt, R., Doellgast, V., Kwon, H., Nopany, P. N. (2005), Indian Call Center Industry Report: Strategy, HR Practices, and Performance. National Benchmarking Report.

12. Kazi,I.A. (2009), Bangladesh emerging IT outsourcing destination: survey, Dhaka.

13. Le Roux, M (2007), ‘State Bid to Attract Call Centres Falls Flat, Business Day, Johannesburg, 30 May 2007

14. Mitial Research (2002), South Africa 2002/3 Call Centre Country Report, Chester, UK Mitial Research.

15. NEDLAC (2002), Information & Communication Technologies Sector Summit: Agreement, National Economic Development and Labour Advisory Council, Johannesburg.

16. Rahaman F, (2010), Dhaka ranks third in global freelance outsourcing work”,Dhaka.

17. Stats, S.A. (2006a), ‘Mid-year population estimates, South Africa 2006’, Statistical release P0302, Statistics South Africa, Pretoria.

18. Stats, S. A (2006b), Quarterly Employment Statistics, December 2006. Statistical Release P0277. Statistics South Africa, Pretoria.

19. Uddin R, (2011), “Stobir Call center Silpo” Mar 1, 2011, Daily News ‘Bangladesh Protidin’ pp-12, c-5.

Spatial distribution of call center and its importance as ... · PDF fileVolume 2 Issue 1,...

Documents

Transcript of Spatial distribution of call center and its importance as ... · PDF fileVolume 2 Issue 1,...