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Abdullah Ali Al Zahrani

CEO, Contact Center Company (CCC)

Ahmed Abou Doma


Saudi Arabia is evolving at a rapid pace, and companies with the right formula for success can play an instrumental role in the transformation process.

How did the company come about?

ABDULLAH ALI AL ZAHRANI CCC started in 2011 as a joint venture between STC, the largest telecom player in the Middle East, and Aegis, which is in around 44 locations around the world. This joint venture is dedicated only to the contact center, and places more focus on digitization. In 2017, the company took on another strategy when we realized we could apply this experience from working with STC and Aegis to other industries, both government and corporate. Now, we have around 18 different businesses, and all of them are our partners today. Today, CCC has almost 4,000 employees and a 45% market share; we are the biggest player. We are the only player that has global experience in the Saudi market. On the other hand, we have 1,000 females working today in this industry, and they have their own functions. Our Saudization levels are around 76% for the entire company and 98% for women. The company today is not only related to the traditional contact center business, but also focuses on other businesses like technology and field operations.

How would you position Mobily in Saudi, and what is your vision for the company?

AHMED ABOU DOMA As part of our RISE strategy, we recently conducted a full positioning exercise. Now, we will be more focused on the segments that we should pursue, such as young Saudi professionals. We want to represent a viable alternative to the market. Our promise to the market and how we want to position ourselves is that we are a better choice for a better life. We are not just here for telecom; we can improve lives because telecom touches everything in people’s lives today. It is on the shoulders of telecom operators like us that services such as health, education, and trade can develop into the future, providing ease, convenience, precision, and security. The Saudi administration is undergoing a major transformation in terms of mobile financial services. All major banks are embarking on a strategy for mobile financial services, which means telecoms providers will come into the value chain at one point. We add tremendous value because we have great reach with direct access to the customer.

How do you approach innovation and implementing new solutions?

AAAZ We have an in-house system and tools that will help our customer experience representatives and our training. From end to end, the entire lifecycle starts from the screening, the filtering, recruitment, training, and then quality assurance. We also have partnerships and are aligning with the latest technology. For example, there is new a methodology, similar to report business automation (RBA), which will be implemented on the work floor; all processes will be automated, and customer experience representatives will follow up with these processes. This will help with efficiency, reduce the average handling time, and minimize mistakes by customer experience representatives. It will also help end users as well to avoid further calls, so this is our plan and platform. We are the only player that utilizes another methodology in the contact center, which is cost per call. It will help our clients with efficiency and help us see how many calls they transfer to our agency.

How do you envision growing the company with a focus on both direct customer interaction via your bricks-and-mortar outlets and a focus on digital?

AAD We are expanding our physical reach in a soft way; most of our expansions today are kiosk-sized outlets in shopping malls. As for digital, the market is still undergoing a transformation to become more digital. Saudi has a young population, where 70% of the population is under 30, which is an excellent situation to embrace digital solutions: the quicker the digital transformation, the less need for brick-and-mortar type of shops or retail outlets. We are striving to reduce our physical presence and substitute it with digital self-services. However, the digitalization of the Kingdom has not been a completely linear process; there have been some failures. We have to give society, the market, and the industry time to accommodate. You cannot just push for 100% digital, but must do it in a gradual manner. As brick and mortar operations recede, we will increase our digital penetration and maintain a soft physical presence through kiosks.



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