A US based leading DSL services provider, Covad has been a client of Source 1 HTMT since 2003. Covad owns the only nationwide broadband DSL network. A network that passes more than 57 million homes and businesses, which represent over 50 percent of all United States homes and businesses. Covad broadband services are currently available across the nation in 44 states and 235 Metropolitan Statistical Areas (MSA’ s).

Source 1 HTMT currently has over 400 agents on the project handling both voice & back office functions. Some of the services we provide include: Order administration, Provisioning-Technical Testing Center, Customer Service, Tier 1 Technical Support, Tier II-Technical Support, ILEC Repair, Tier II Support. We have SLA’ s for Abandonment, Speed of Answer, Handle Time, Call quality, Service Levels and First Call Resolution Call Drop. We currently handle more than 2 million calls annually.

Our client, a leading DSL service provider, uses digital subscriber line (DSL) technology to provide broadband Internet access, leasing existing phone lines from local phone companies. They mainly sell their services wholesale to ISPs, including Earthlink, America Online, and AT&T. The client also offers those customers T1 service. In addition, the company offers its services directly to consumers in select markets.
The client was looking at outsourcing its business processes including technical support to customers for both DSL/cable support (broadband) and regular dial-up connection (narrowband). The challenge involved improving upon the performance metrics of the client's customer interaction processes (e.g. decreasing average hold time and increasing customer satisfaction scores)

In view of the above the client decided to outsource the complex processes of:

	Order Administration
	Technical Testing
	Installation Calls
	Customer Service Provisioning
	Customer Service Repair
	Mechanized Loop Test
	Tier 1 support

HTMT was chosen to perform the task of efficiently transiting the clients processes to its offshore location thereby enabling them achieve the desired benefits.

To achieve the stated objectives, HTMT had to first understand and replicate the process "As Is". A dedicated team managed the project migration. A two phase transition process was put into operation for smooth transition, before entering the pilot stage.

Initiatives taken by HTMT during transition of the processes like for example on training and mentoring benefited the client and HTMT towards consistency in quality and productivity besides notable cost savings.

The pilot project began in August 2003 with 42 processors handling 3 queues.
During the pilot stage, data was gathered on the defined metrics, which formed the basis of the operation/stabilization agreements (Service Level Agreements) signed with the client. There is bound to be a phase of low productivity during the initial days of operations since the agents would require gestation period of up-to 2 – 3 months before they reach peak productivity. HTMT implemented stringent monitoring schedules to ensure compliance with productivity and quality targets. A regular feedback was given to the agents on their respective performance and corrective measures implemented where necessary which may include refresher trainer, counseling sessions and so on. The project started on August 2003 with 42 agents handling three queues.

HTMT transited the entire process of the client to our offshore location with the help of our BMPC model. The entire transition took place in three stages namely: Pre Sales / Engagement Cycle, Pre Production / Transition Cycle and Implementation / Fulfillment cycle.

Today we have ramped up to about 390 processors handling Order Administration, Technical Testing, Customer Service Provisioning, Installation Calls, Customer Service Repair, Mechanized Loop Test, and Tier 1 support. Source 1 HTMT team has been exceeding the performance benchmarks and SLA’s from the day of project inception. The agreed upon SLA stands at 80% and our agents service levels have not dropped below 92%. The SLA for ‘Work Item Productivity’ (meeting productivity levels) is 58% and our agents have exceeded 71% on this parameter. Similarly the SLA for ‘First Touch Resolution’ (solving the issue on the first instance) is set at 50%, while our agents have crossed 80% on this parameter. As a result of our commendable performance, the client also transferred their e-mail support activities to the basket of inbound services offered by us.