Except for the previously mentioned cases — small contact centers, services with inconsistent demand, labor rigidity — every situation should be evaluated individually and very carefully. We can highlight some additional considerations:
High technical or operational complexity, with steep learning curves, may discourage outsourcing if our internal CRC (Customer Relationship Center) already has that expertise. On the other hand, it may favor outsourcing to a highly specialized Call Center if we do not possess that level of training. An example would be IT Help Desk services.
Outsourcing can sometimes be an escape from issues such as high staff turnover, absenteeism, or labor conflicts. However, in some countries like Chile, absenteeism is a serious problem. This is a factor we should investigate in our provider. For example, high staff turnover at the provider, combined with a long learning curve for our service, almost guarantees failure.
A highly heterogeneous call typology, with multi-skilled agents handling many diverse services, would make outsourcing more difficult.
Defining the scope is essential — outsourcing does not always need to be total. Certain areas or services of the CRC can be partially outsourced.
