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Shirley,
I would be happy to try to assist you in doing this. The first question we need to know is whether or not you are looking at valuing a captive (or in-house) center or an outsource service provider? If you are looking at an outsource center then it is likely that a profit/loss staement already exists as the vast majoroity of outsource companies operate P/L statements on each location and then add a share of corporate costs (selling, IT, HR, Finance, G & A etc.). If we are lookig at an in-house center then the process becomes far more complicated. You will need address and answer questions such as; - Does the call center generate revenue? - If so what % of the revenue generated belongs to the center, (there may be both marketing and sales that will claim that they generated the revenue)? - Who owns the customer? (again a potential struggle with Sales and Marketing), - Where are the costs for the center borne? Are they in the center p/l, are they at corporate? in a Call center budget or as part of the operations aor sales budgets. -What is the cost of capital the company has extended for call center purchases such as technology. Let me know your responses the the above questions and if you are still interested I will assist you. having built both captive call centers and a very successfull outsource enterprises on two continents I believe that I can add value to your exercise. Please feel free to contact me directly at ctaylor@thetaylorreachgroup.com . Coin
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Colin Taylor Chairman & CEO The Taylor Reach Group Inc. www.thetaylorreachgroup.com |
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