Ofgem’s research shows that there has been a “decline in overall consumer satisfaction with customer service by domestic energy suppliers since 2018”. And new research undertaken by Thinks Insight and Strategy this summer highlighted that there are practical and emotional barriers to consumers – especially the most vulnerable –  getting the best service from their energy suppliers.  

Ofgem’s Proposal

Ofgem’s proposal covers a wide range of areas, but those of most interest to us are in the consumer customer experience and contact centre space:

  1. Requiring energy supplier enquiry lines to stay open longer, including evenings and weekends – and be easier to contact via multiple methods such as email, webchat or other digital-based platforms;
  2. Enabling more effective support for customers struggling with bills, including early intervention to identify and offer support such as temporary repayment holidays when consumers are unable to pay;
  3. Prioritising customers in vulnerable situations, or their representatives, who may need immediate assistance;
  4. Making 24/7 emergency support available for customers who are cut off from their power or gas supply due to issues with their supplier (e.g. meter faults); AND
  5. Compelling suppliers to make information available on customer service performance to help inform consumer choice when switching, and further drive improvements in service.

Practically what does this mean?

[wptb id=29018]

An untimely Christmas present?

Ofgem intends to finalise the standards in October and have them in place by December. Of course, that’s about the most inconvenient time for energy firms, but perhaps the ideal time to put Ofgem’s ambitions to the test! 

In any event, December is only 3 months away and whatever measures firms need to put in place – technology enhancements, increased internal resources or the use of outsourced support – will need to be initiated very soon. 

What about the rest of us?

Of course, most of us don’t work in the energy sector, provide technology solutions or outsourced customer management services, so does this all matter?  

Well, it does, because the regulated industries increasingly act as a ‘leading indicator’ for the wider economy. In terms of defining expected levels and standards of service (even if that doesn’t necessarily translate into those expectations being met). The financial services, energy and water sectors often now provide a customer template for others to follow. 

If you’re supporting customers in the energy sector you might benefit from some help and support to meet the challenges presented by Ofgem’s new standards. Get in touch, we’d love to chat with you. 

For lots of contact centres the recruitment and retention of frontline advisors continues to be their biggest challenge. The labour market has shifted, maybe permanently, and potential colleagues’ expectations have changed. At the same time technology developments promise to revolutionise contract centres and how they operate.

Good people are hard to find and good people expect to be recruited honestly and treated properly in work. So, are your current recruitment approaches fit for purpose?

Attitude, Aptitude and Experience

Recently I came across the ‘3As’ hiring model that Ralph Kasuba developed in the late ‘noughties when recruiting technology hires. The three As are the three sets of characteristics that candidates have and Mr Kasuba suggested the priority order in which they should be assessed:

  1. Attitude – your innate approach to work
  2. Aptitude – your ability and willingness to adapt, learn and develop
  3. Ability (or Experience) – what you bring to the table in terms of qualifications, technical skills and experience

The model was developed when Kasuba’s team were struggling to appoint candidates for technical roles; they would pass a pre-assessment but then never get through a team interview with their prospective peers. The 3As sought to make sure that the candidates’ ‘fit’ with the organisation and team were right before going on to assess the level and extent of their – vital – technical skills.

So, do the ‘3As’ help us in today’s contact centre world? Potentially, but perhaps not yet!

The present

Everywhere you turn nowadays you can read predictions and descriptions of the onward march of technology in the customer interaction and contact centre space. Innumerable articles – most written by Chat GPT and some with the aid of human intervention – explain that the old contact centre world of complex manual processes and work-arounds is about to disappear under the shiny onslaught of machine learning and AI.

If these articles are even partly correct then the sort of people we need to attract to work in the frontline of contact centres needs to change. However, as long as contact centre advisors are expected to the below, then Experience and Aptitude will continue to trump Attitude in attracting and selecting candidates:

The future?

As systems are integrated, real time guidance is available to advisors to help them identify and resolve issues and – crucially – the contract centre is seen as a means of identifying and fixing broken processes, then things will change. Maybe then recruiting people mostly for their empathy, enthusiasm and communication skills will become possible.

In the meantime, if we want to retain the right people to help and support our customers it will continue to be necessary to accept that “what they do” is more important than “the way that they do it”.

If you’d like to discuss how well your recruitment model aligns with your present realities (and future ambitions) just drop us a line, we’d love to chat with you.

P.S. if you want to read more about the ‘3As’ approach you can do so by clicking here.

If you offer your UK customers subscriptions for goods or services then there are significant changes coming your way. As mentioned above, the Digital Markets, Competition and Consumers Bill is now making its way through parliament!

The Bill isn’t just concerned with subscriptions, there are 5 new requirements on firms that you really need to know about. These are planned to make subscriptions more transparent, understandable and to help address the ‘subscriptions trap’ which results in millions of consumers paying for things they no longer want or have forgotten.

Once passed into law, the changes aren’t likely to take effect until the second half of 2024. But that’s just a year away and you may well find that the contact centre, process, proposition, process and data changes required are significant.

And once you’re compliant with the new rules you can then assess their bottom-line impact on subscription acquisitions, retention and revenues. For some it’s likely to be massive.

Whats changing?

1. Full Transparency

When a subscription starts with a free or discounted period then the company needs to be transparent up front about the new or increased cost – and the date when it will start to be paid. If the subscription is purchased online (as almost all are), the consumer needs to acknowledge that they understand they need to pay; how much and when.

Free or reduced-price periods are one of the most common techniques used for marketing subscriptions. They still can be, of course, but the substantive rates and the point at which they become effective will need to be overtly highlighted in a way that they often aren’t today – and in a manner that allows the customer’s understanding of the terms to be captured

2. Sharing information, twice!

“Key information” is to be shared with consumers before they enter into a contract, with “full pre-contract information” (the small print stuff) to be provided as close to the start of the contract as possible – but both lots are to be provided separately, so consumers aren’t bombarded by lots of information at once.

So that’s two separate ‘sends’ of information. You will need to amend your processes, review all your information and terms and conditions – and decide which information needs to be sent to customers when.

3. Reminder and reminders

Reminders must be provided before the first payment and before renewal (at between 3 and 5 working days before renewal) – with two reminders for annual subscription contracts.

Yes, you’ll need to remind customers when they’re about to start paying, even after an introductory free period (and just to make things more challenging, unless the customer has opted into marketing communications, then to obey the Data Protection Act that reminder will need to be dull, factual and unpersuasive).

4. Easy cancellation

Consumers need to be able to cancel through a single communication, without undue barriers.

So, the days of requiring customers to speak to the ‘cancellation’ (i.e. retention) team are numbered! You won’t be able to demand that customers speak to an advisor in order to cancel.

5. Cooling off periods

Consumers buying digital products already benefit from a 14 day cooling off period, but the Bill proposes extending these periods for subscriptions:

Just from a data and customer management perspective these new cooling off requirements may prove onerous – never mind their revenue and retention impact.

What will be the impact?

The effect of these changes is likely to be substantial. The new duties will probably require extensive technology and data developments, but the commercial impacts will be considerable, too.

There is a lengthy list of exclusions from the scope of what the Bill considers to be subscriptions, including utilities contracts, insurance and financial services contracts, package holiday contracts, medical prescriptions and residential tenancy agreements. Though nearly all of those will have sector-specific requirements of their own, too.

As ever, contact centres will find themselves right in the midst of the collision of proposition, customers and compliance.

Looking for support to lessen the impact of this new bill? Get in touch, we’d love to chat with you.

The UK new anti-fraud strategy looks to ban (a) ban the cold calling of financial services products, (b) ban SIM farms, mass texting and number spoofing and (C) utilise Action Fraud services.

A few days ago, the UK Government announced its new strategy to help combat fraud. It’s not surprising that this provoked generated a lot of publicity, as current estimates are that fraud accounts for 40% of all crime and scams have already cost UK consumers over £4 billion since March this year.

So, what does the Strategy mean for business and those of us involved in the management of contact centres?

In truth the strategy is a mixed bag of things that were already in train, things that should have already happened and some promised new innovations.

1. Ban on the cold calling of financial services products

This is the proposed measure which created most media interest. Even in the age of mass digital adoption, unwanted or ‘nuisance’ calls continue to be an irritant to consumers – and the outbound channel continues to be attractive to fraudsters.

The government’s Strategy, which is currently a proposed set of measures under consultation rather than an agreed series of changes, is a little unclear on specifically what falls under the scope of this measure. At times the government has suggested any financial services product will be banned from cold calling and at others it has referred specifically to investment products – which would seem to be a very logical extension of the current ban on pensions cold calling.

However, even as the GDPR and the 2018 Data Protection Act still slowly percolates its way into the consciousness of some people who’d still prefer to forget all about them, hadn’t true ‘cold calling’ supposed to have stopped anyway? In any event, none of us should be calling consumers ‘cold’ to offer them financial services products, now, because the FCA bars the activity anyway. (see its Handbook and the imminent Consumer Duty).

Although if you call a customer or prospect that you deem to have a relationship with and who you think will anticipate hearing from you by phone and they don’t agree, then that’s a different matter! And if you use a business partner to provide you with sales leads – especially for financial services products – then some rigorous due diligence is called for.

2. Bans of SIM farms, mass texting and number spoofing

Sim Farms

Another key proposal contained in the strategy is a plan to ban both SIM farms and mass texting. It would be hard to work out what legitimate reason anybody would have to operate a SIM farm, which is a cheap device that allows mass calls and messages to be generated using numerous SIMs and mobile numbers. The USP of a SIM farm is that it allows the CLIs (outbound calling / texting numbers) to rapidly rotate, thus avoiding detection and the risk of being blocked by the networks.

Mass Texting 

Likewise mass texting is to be reviewed. As the government acknowledges there are obvious, beneficial use cases for the use of mass texting, but not many in the arena of sales and marketing.

Number Spoofing 

Fraudsters love the apparent ease with which legitimate calling numbers can be ‘spoofed’, so that the real origin of scammers’ calls are hidden. You might think that spoofing can best be addressed by the network operators, and you would be right. This proposed change is just a reflection of work Ofcom has finally started to focus on, getting the networks to deploy technical measures to stop spoofing. As well as applying more pressure on the networks and their re-sellers to undertake proper due diligence of contact centres and communication providers using numbers.

3. Action Fraud action (again)

Like Mark Twain, reports of the death of Action Fraud are greatly exaggerated. Action Fraud is a fraud reporting service run on behalf of the City of London police. It carries out a triage and assessment function, helping collate the volume and type of fraud, nationally, as well as providing data and insights. However, only a small minority of the c.1,000 cases reported to it each day by consumers go on to be actively investigated by the police.

Now the government has pledged to invest £30m over 3 years to replace Action Fraud with “a state-of-the-art reporting centre, including a simple to use reporting website and upgraded call centre with reduced waiting times”. In fairness, while that doesn’t sound especially ambitious it will a step-change improvement over the current service.

So, if you might benefit from a chat about how you handle your outbound calling, CLI treatments, how you assess marketing permissions for proactive communications including by SMS – or anything else the new Strategy touches on – then just let us know (unless you’re a fraudster, of course).

You’ll need to tailor that approach according to sector, profile and demographics, but speaking to people is where you start to bring all that hard work together.

In late March Concentrix made the surprising (but far from shocking) announcement that it was purchasing Webhelp, creating a $10bn revenue BPO giant. Currently, the global BPO market is in a constant state of flux with mergers, acquisitions and the occasional business failure. In recent years multi-billion pound BPO M&A deals have included

Where does this leave customers and other operators?

Firstly, if you work for one of the big, global BPO firms you’ll know that there tends to be a lengthy gap between a deal being announced and it ‘closing’. Unless you’re one of the very senior management team who already knows whether you’ll be either spending more time in your garden or racking up your air miles, then you’re likely to have to wait and see what your role will be in the new structure. If you’re a client of one of the big BPOs, though, you are less likely to be comfortable waiting to see what happens. In the same way you won’t experience any significant changes in the short term, though it pays to prepare for what might come your way.

Most of the acquiring firms are experienced and have gone through similar transactions before. It is a truism that corporate acquisitions and mergers tend to destroy value and culture as often as they create and reinforce it, but BPO players are very conscious of the dangers of a mishandled acquisition. They operate in a relatively low margin business, commercially reliant on the retention of stable business in which relationships are still very often key. So, the BPO players recognise the important of continuity when appropriate and the maintenance of clients’ ‘share of voice’ and sense of recognition through and beyond merger processes.

Potential areas of change

People

Senior management is likely to change and as mentioned changes at the supplier C-Suite will probably be the first to take place. Middle and supervisory management changes are unlikely in the short-term, but will inevitably happen – either as a result of a conscious process of selection or through people choosing to move on voluntarily in the face of expected disruption and change.

Locations

Even in an increasingly hybrid world, contact centre locations costs and strategy remain key concerns for BPO providers. Most businesses are still grappling with the challenges of how to configure and manage their property resources for the post-Covid workforce, so a major BPO going through a business merger will have infrastructure consolidation and ‘right-sizing’ as a key priority.

Operational techniques and processes

There are no real ‘silver bullets’ in the world of outsourced customer experience delivery (though if there are and you have one, I’d continue to keep quiet about it!). Most approaches, techniques and operational models are established and largely shared between BPO providers. However, there are variations and if a particular process or workaround delivers value to you and your customers you may need to ‘defend’ it in the face of operational standardisation pressures.

Technology

Over the medium-term technology solutions are also likely to be standardised with support and maintenance for some tools ceasing as a prelude to their removal or migration to a preferred alternative. There are obvious potential benefits to clients from this process, but the business needs of a single client may be lost amongst competing needs.

Commercial

The financial logic for acquisitions is most often based on economies of scale and the reduction of shared resources. However, some may also seek to re-base pricing to a higher level or remove some of the legacy commercial idiosyncrasies that can develop over time as suppliers’ services develop. In addition, if you are a client of an acquired firm you may have benefited from a growth-over-profit strategy if had pursued one prior to sale.

What should you do next?

If you are a client of a newly merged or acquired BPO supplier here are some actions you should get started straight away:

If you’d like further guidance on this subject, get in touch.

How easy is it to sign up or subscribe to your company’s products or services? Pretty easy I should think (or hope). Now more than ever, organisations understand that in our hyper-competitive world, a friction-free way to make consumers aware of what you offer and to make it as easy as possible to become your customers, is vital.

However, deliberately creating friction and barriers for customers looking to leave is almost as common. We all know that it takes a lot of effort and expense to acquire customers, so surely making it a bit of an up-hill slog for customers to leave is just common sense?

Maybe, but possibly that’s all about to change. Be warned!
In the US, Ericsson-owned Vonage has been fined $100m by the US Federal Trade Commission for using a raft of measures which meant that domestic and small business customers found it almost impossible to cancel Vonage’s VoIP services.

Vonage’s services were easy to start using, with many customers offered ’free trial’ opportunities allied to less-than-transparent switches to default sign-up and auto-billing. But when it came to trying to cancel their membership, things were difficult and ‘friction’ was everywhere. The tactics Vonage used ranged across: the sophisticated use of ‘dark patterns’ on the web; making customers speak to ‘retention team’ advisors in order to cancel; hiding the ‘retention’ phone numbers; routing cancellation calls to barely-staffed phone lines with inconvenient opening times.

“Do as I say, not as I do”

The FTC gleefully highlighted Vonage’s own advice to its business customers which it totally failed to take itself – a classic case of “do as I say, not as I do”.

Vonage’s advice included:

They don’t mean us though, do they?

However, most of us aren’t in the US and not under the jurisdiction of the FTC, so does this really matter?

Well, first of all, a lot of us work directly or indirectly supporting US clients and their customer experience delivery, so it’s always helpful to know if you’re potentially part of delivering illegal customer journeys!

But equally, government regulation tends to – slowly – follow international trends. So, Vonage’s recent experience might be a $100m sign of things to come in other markets and jurisdictions. In the UK we know that government is still determined to tackle the consumer ‘loyalty penalty’ (the fact that many products and services are cheaper for new customers than for loyal, long-established users), which is closely related to a customer’s ability to exit expensive deals and relationships – and similar concerns are voiced in the EU and expressed through its Digital Services Act.

So, if part of your customer retention strategy is the creation of challenging journeys for people looking to cancel, then it may be time to do some redesign!

Like most trades, the contact centre industry has an arcane language all of its own. Terms like ‘shrinkage’, ‘containment’ and ‘adherence’ are regularly used by contact centre people, often as a bit of a badge of honour, to show that they’re in the know. (Though if you ask two or three contact centres for their definition of those phrases, then you’re likely to soon find yourself in the middle of a heated argument!)

That’s detailed, technical terminology, but what about the names we give ourselves and the work we do in our contact centres?

Who are you?

What do you call your front-line people? Perhaps 40 or 50 years ago being an agent sounded important or even glamorous. Like an FBI agent or a secret agent. But for lots of people nowadays, the term ‘Agent’ is synonymous with ‘Call Centre Agent’ and all the bad connotations that that description brings with it – boredom, micro-management and insecurity.

So, instead are they ‘Advisors’? Do they advise? If so, that implies a level of authority and resultant customer trust? Or perhaps they guide customers. Should you call your front-line people “Guides”? Our IT colleagues aren’t wide off the mark,  because they run help desks and who wouldn’t want to be helped?

‘Associates’ is a professional-sounding term, albeit with a with a slight sense of vagueness that might make people sound unhelpfully semi-detached from the organisation. If you’re really ambitious, your people might be called ‘Ambassadors’, ‘Gurus’ or ‘Experts’. That sounds great, but you have to be sure that real world status and empowerment go with the lofty job titles, or the gesture will just feel disingenuous.

Here’s an idea: ask your front-line people what they would like to be called. Kick off the empowerment with some self-definition!

Where are you?

And where do these people work (physically, virtually or both)?

‘Call Centres‘ were re-branded as ‘Contact Centres‘ years ago (even if that memo still hasn’t reached everybody, particularly consumers). The name change was as much to do with trying to escape the negative, scripted telemarketing associations of 1990s call centres, as it was reflecting the move to a multichannel world in the noughties.

But things just keep getting more varied and confusing. We can debate all day whether customer experience does or doesn’t mean the same as customer service. Or we can argue about the extent to which customer service embraces all that is entailed in customer management. But more contemporary terminology is reflected in workplaces and business units – which might be why I frequently spend time with organisations in which no one seems to agree what the ‘contact centre’ is now called.

You might be running a ‘support centre‘ or a ‘service unit’, a ‘customer hub’, ‘customer home’ or ‘customer experience factory’. In a sense it doesn’t matter – unless you aspire to really make a difference. In order to do that, you need to engage your frontline people, both actively make things better for your customers but also, vitally, take those learning and insights into the wider business. Only then can the hard work on the front line translate into a genuinely improved customer experience, propositions, technology and processes.

If the name you give to a unit or department helps the people in it and your colleagues and stakeholders all understand what you’re trying to achieve and how, then that’s a great start.

So, what’s yours called? And why? Let us know at hello@contactcentrepanel.com 

One of the biggest contact centre challenges of 2022 is still with us – the rising tide of rudeness and incivility, which is most often experienced at work by our frontline colleagues. Research conducted by Professor Christine Porath, across multiple countries, business sectors and customer-facing roles, demonstrates that this depressing trend is real and growing.

This HBR podcast about her article “Frontline Work When Everyone Is Angry” provides an authoritative view of the problem. But also offers some ways to combat this onslaught of unpleasantness and help protect the welfare of our colleagues at the customer service ‘coalface’.

It’s getting worse

Professor Porath shows that “rudeness or disrespect or insensitive behaviour” has worsened globally over 17 years and that by last August, 76% of people claimed that they had been treated rudely during the month.

Porath highlights that a lot of abuse is now experienced through digital channels, the use of which has grown massively. Even when not directly subject to abuse, people working in online content and community moderation are also exposed to damaging levels of intolerance and unpleasantness.

Covid and complexity

Porath also cites surveys showing a decrease in workplace community since Covid. As this McKinsey article explains, homeworking doesn’t necessarily worsen a sense of isolation and disengagement, but it often does. Traditionally, contact centres have – at their best – been cohesive and supportive workplaces. So in theory, contact centres should be well-placed to help support workers faced with rude and unpleasant behaviour, but many just aren’t.

At the same time, with the rise of self-service tools, the types of queries customers present to contact centres have become more complex, time-critical and emotionally charged.

So, our frontline colleagues are facing a toxic ‘double-whammy’ of consumer incivility and task complexity.

The costs

Colleagues’ emotional damage and distress are obvious, but there are clear performance impacts too, says Porath: “they lose attention, lose focus, make more errors, and perform far worse.” Added to which, abused and unsupported staff quit their jobs, fuelling costs, colleague stress and management challenges.

How to help

Increasing rudeness and incivility is a complex, societal problem – but there are concrete measures you can take to help make things better:

1. Support your people and allow them to support themselves

2. Use technology to protect your frontline colleagues

3. Reconsider whether “the customer is always right”

If you’d like to discuss how to better face up to the challenges of growing incivility and anger – or share with us what you’re already doing – just drop us a line.

However, it might be that you provide services to a financial services firm at some point along its customers’ journeys, or that you are in a customer-facing part of a financial services firm that tends to be the last involved in these big programmes of work. In which case, what do you need to know?

If that is the case, it will almost certainly pay dividends to take some time to read through the FCA’s documents and guidance, which you can do here. You don’t need to be an expert in it all, but it’s good to be able to put the customer contact tasks in a wider perspective of what’s trying to be achieved, which is “delivering good outcomes for retail customers”.

The Consumer Duty is broad in its scope. It naturally has a major focus on how B2C financial services products and services are designed. As well as the changes at executive level that need to be made to recognise the Consumer Duty’s demands. But – I hope – you don’t need to worry about that, because your colleagues or clients should already have that in hand. Where they might benefit from your help is in how firms communicate with customers and support them. This is where the contact centre and customer engagement teams’ detailed understanding of customers and their needs can really help.

Customer Communications

Even if you have no direct role in the creation and distribution of automated communications (letters, texts, emails, in-app notifications, etc.) you will have ‘from the horse’s mouth’ an understanding of how they are received, understood and acted upon. Previously firms were obliged to be “clear, fair and not misleading” in their communications. Now they need to be “understandable” to a whole range of customers, in a variety of circumstances, including those considered to be vulnerable.

This is likely to require:

All of which you and your teams are perfectly placed to help with.

Training

Your teams are directly interacting with customers. To do this as well as the Consumer Duty will demand, your people will need the skills and tools to:

If you feel that this is not already the case, then you need to ensure that training, coaching tools and resources are made available to you. If all these elements are already in place, then now might be the time for you to start training the rest of your organisation on these vital skills and aptitudes!

If you’d like to discuss how you are facing up to the Consumer Duty’s customer management challenges, just drop us a line.

What is undeniable is that the pace of change facing organisations across all sectors is showing no signs of slowing. The necessity for firms to change and constantly innovate is clear. So, can we dispense with iterating, pruning, maintaining and some other ‘boring jobs’?

It sounds like contact centres and all teams tasked with guiding and engaging with customers need to get with the programme of relentless change, yes? Definitely. But unfortunately, that doesn’t mean that customer-facing functions have the freedom to ‘change and move on’.

Although contemporary technologies allow firms to implement new tools and solutions without the lengthy delays of a few years ago – and often do so using their expert frontline teams directly – this does not mean that hard work finishes at the point of implementation. For customer-facing teams and operations, with their need to reflect and adapt to changes in firms’ propositions, markets and customer expectations, the successful initiation of a new technology often just creates another maintenance, administrative and optimisation task.

Failing Bots

In the past few months, I have seen various examples of expertly optimised chatbots. One failed to recognise any of the eight most common query types for the business sector it operated in. Another failed to resolve 20 easy and theoretically bot-friendly queries in a row. Instead, everyone of the contacts had to be passed to a live advisor.

Does this mean that bots are useless? No, not at all, but they require progressive, iterative optimisation to ensure they resolve as many queries as possible, in a way that’s friction-free for customers. Bots can’t be switched on and left to their own devices; they need informed, experienced customer service people to guide their processes and learning.

Multiplying Templates

Recently a former client explained that after an apparently large number of inconsistent email templates had been identified, they started a project to review and simplify the templates. As a result, the previous total of 1270, which had built up over many years, were reduced to a far more manageable 70.

So, is the use of email templates doomed to failure? Again, no, but in order to maximise the effectiveness, relevance and the degree of colleague adoption of templates, a person or team needs to be tasked with their ongoing review, maintenance and curation.

Dull but essential

Neither helping a bot to learn or editing and managing text templates are glamorous jobs, but they absolutely need doing. To some extent this maintenance will directly reflect and support the exciting change agenda. But at other times it’s just another routine task that can too easily be overlooked or dismissed in the face of seemingly more demanding priorities.

Over the coming few months contact centre people will be getting increasingly skilled at re-stating business cases for the value they can generate for both organisations and their customers. They need to ensure that they champion some of the ‘dull but essential’ tasks of process maintenance and optimisation, too.

If you’d like to discuss how you are facing up to these challenges, or how best to effectively optimise technology both new and old, just drop us a line.