The LeBLANC Jasco Group has invested R9 million to upgrade the plant and equipment of its Lighting Structures division. This will increase output capacity, drive cost efficiencies in the local market, enable the development of new products, and increase the Africa penetration of LeBLANC Lighting Structures — which already has a dominant share of the local and African market for monopole type steel masts for lighting.

Lighting Structures specializes in the engineering and design, fabrication, logistics and installation of Hi masts, rail-low masts, mid-hinge masts, hydro masts, access masts, street lighting poles, supports for solar structures as well as a comprehensive range of monopole masts for the communication industry. Says Francois van Zyl, CEO of LeBLANC Jasco: “The capex injection will provide a major boost for operations with the overhaul of plant and equipment introducing efficiencies such as reduced manufacturing time, less waste and overall improvement in quality.  Also the new plant and equipment will enabling us to ramp up production and, of course, help protect margins in an increasingly competitive environment.  As importantly, the revamp of our facilities will facilitate the production of new products for the telecoms, power and lighting infrastructure industry and, in particular, these markets in sub-Saharan Africa.”

Plant improvements

At the Lighting Structures plant, layout has been redesign to improve process flow, computerized engineering design software has been upgraded and new equipment has been acquired. A new 7m, 600 ton press for bending plate and sheet-work will allow for thicker, quicker more accurate bending of sheet and plate, while the installation of a 6m guillotine that can cut up to 16mm plate will see thicker and larger size plates cut quicker with a neater, cleaner cut.

Says Van Zyl: “These changes will introduce overall efficiencies, eliminating mistakes, the number of off cuts and remedial work, as well as a reduction in labour and manufacturing cost further down the production line.
In addition, the new centralized overhead yard crane with its 600m boom increases load capacity by 250%, and storage and work area by approximately 800%. And with increased mobility and control of stock and processed goods, complete materials handling and logistics processes are improved.”
For customers the benefits are numerous. “Our increased capacity will result in quicker lead times with the assurance that our products will be of a high quality and competitively priced. But there’s also the introduction of new products to look forward to and our active design capability.”

New products

In sub-Saharan Africa the conditions and challenges are quite different to those in South Africa. This has helped define the new products Lighting Structures will introduce to this market.

Explains Van Zyl: “Africa is an emerging market with a fast developing infrastructure. Its wealth of mineral resources it will continue to drive opportunities for companies that offer infrastructure products and service in the power, lighting and telecommunication industry sectors.  However, there are a number of logistics challenges in sub-Saharan Africa to overcome.

“For rural areas, towers, masts and other applications need to be lighter, easier to assemble and erect, and require minimal maintenance. Our investments will allow us to innovate, developing new designs that meet these requirements, and enabling us to produce quality, highly competitive products for this market.”

Lighting Structures will leverage the expertise and networks of sister company LeBLANC Communications, a global communications technology provider in the LeBLANC Group, to market and distribute products into its target markets in sub-Saharan Africa. These countries will include all of the SADC, Tanzania, Zambia, Kenya, Uganda, Angola, DRC, Ghana and Nigeria.
Concludes Van Zyl: “The investment in Lighting Structures will drive the growth strategy of the LeBLANC Jasco Group and further improve our competitiveness. We look forward to an exciting period of innovation and expansion.”

“However sometimes organisations take self-service technology too far, having too many options for callers to choose from and not even offering the option of speaking to a real person. This ends up having the opposite effect to that which is desired, alienating and irritating customers, degrading the customer experience and potentially driving customers away from your business,” says Paul Fick, MD of Spescom DataFusion.

Paul Fick MD of Spescom

For simple queries such as checking account balances, self-service works well, as customers can get what they require quickly and without fuss.

However more complex transactions may require a human operator and giving people long lists of possible choices with no option to speak to a person may be frustrating and may discourage people from calling. It is vital to find the right balance between self-service and live agent options so that customer service quality is not compromised and costs can be optimised.

“Self service can satisfy business and customer needs, but only when correctly designed and deployed so that it is valuable to both parties. To do this it is vital to partner with solutions providers that have the skills to leverage available technology in a way which is both practical and cost effective. The underlying architecture of the contact centre platform needs to be scalable and able to meet future vision, and applications should address not only the business goals but the needs of the user as well,” says Saartjie Wait, Avaya Channel Account Manager.

To get the most out of the latest generation of self-service technology, it is imperative to firstly understand your customers and their demands, as well as the various self-service options available. How these technologies interact is important for getting the mix of self-service solutions right.

Secondly optimising self-service solutions that fit today’s dynamic environment can help to meet the changing needs of customers to meet their current needs. Finally, leveraging self-service as a competitive differentiator can not only help to improve customer service but can also give businesses access to important information and insights into their customers.

“At the end of the day self-service is about serving customers better. It is therefore important for organisations to ensure that they do not get caught up in saving money at the expense of service quality, and that they find the right balance to give their customers the most useful service possible,” Fick concludes.

Spescom Media IT, a Jasco company with a more than two-decade track record in supporting, supplying and delivering turnkey solutions for the local and regional broadcast industries, will be showcasing a number of solutions – like its ViewCast streaming media appliances – that provide some answers to the current challenges facing local broadcasters.

Says Thomas Makore, MD of Spescom Media IT: “While we don’t have anything like the bandwidth available in the US and Europe, South African broadcasters are now positioning themselves to move to IP TV, exploiting the demand for content on mobile devices like smartphones and tablets, and via Internet. To meet the needs of local broadcasters, we have entered a partnership with ViewCast for its range of streaming media appliances.”

Local bandwidth limitations (speed, coverage and cost) mean broadcasters can only do some of what their international counterparts can – like stream a live broadcast to the broadcaster’s server system on a dedicated network for download by users who log into the server, rather than stream the broadcast live directly to users. The ViewCast range of solutions — the Niagara streaming appliances (including portable solutions), Osprey video capture cards and VMp digital media management systems – simplify the complex workflows required for the Web-based streaming of news, sports, music and other video content to computers and mobile devices for not just broadcasters but businesses and public sector organisations that wish to exploit current technologies to more effectively reach, communicate with and expand their audiences.

Says Makore: “The ViewCast solutions enable easy transformation, management and delivery of digital media over enterprise, broadband and mobile networks. They include powerful easy-to-use digital media management tools as well as professional-grade HD streaming systems that are tailored to meet the needs — and budgets — of a broad range of organisations., ViewCast’s solutions are proven, robust, reliable and cutting edge. and their entry into sub Saharan Africa is well timed.”

Spescom Media IT has also secured an agency for Thomson Video Networks products, becoming the vendor’s SLA partners in sub-Saharan Africa. As a worldwide leader in compression systems for satellite, terrestrial, cable, IPTV, mobile TV, and Web streaming, Thomson Video Networks helps broadcasters deliver superior quality video to anything from small handheld devices to large 3D high-definition screens, with the lowest bandwidth to ensure a profitable business model. A trusted supplier with more than 20% of the active channels deployed worldwide, the range of Thomson Video Networks products supply a broad range of needs, from hybrid multiformat compression systems to contribution links for content exchange networks.

Says Makore: “Through its relationship with Thomson Video Networks, Spescom Media IT is responsible for the local support of the MultiChoice satellite and mobile TV head end platforms.”

Makore believes 2011 will continue to see evolutionary changes in technology and within the broadcasting industry. The ubiquity of new technologies and the ease with which consumers are adopting new media platforms will see demand for content repackaging and different delivery methods grow.

“Broadcasters know their business models and technology platforms will need to adapt to meet new demands – Spescom Media IT has the technology and expertise to assist,” Makore concludes.

“In the past lack of infrastructure and high cost made this concept unfeasible,” says Paul Fick, MD of Spescom DataFusion. “Now that we have the capacity to enable remote agents, contact centres in South Africa will be able to take advantage of the numerous benefits to both business and agents that this delivers.”

Although South Africa still has some last mile obstacles to overcome, in the metropolitan areas bandwidth is making its way to the home and office. This enables remote workers and not only saves on the potential cost of agents; it also means that the catchment area from where staff are available suddenly becomes far bigger. No longer is the pool of talent limited only to the area reasonably accessible to the contact centre by daily transport methods, but now the contact centre can hire people who reside anywhere in the country, or indeed in other countries as well.

“Employees can also be hired on a more flexible basis, so they can have hours that suit them or can be hired part time to save costs for the contact centre. This flexibility aids with agent retention, reduces travel time and decreases the costs associated with running a physical office, in terms of both space and equipment,” Fick adds.

Aside from the dramatically reduced cost of bandwidth and the improved reliability of the same, which has enabled high speed access to be easily and cost effectively brought into homes, the evolution of technology has played a significant role in enabling the possibility of the remote contact centre agent.

“Higher standards of voice and customer interaction and quality offerings such as new web-based applications  contribute to making  South Africa a more attractive destination for BPO”, says Araceli Aranda, CEO of Presence Technology. “The contact centre industry in South Africa is perfectly poised to take advantage of this evolution, enhancing its position as one of the main economic sectors of the country”.

Technology has evolved, and bandwidth is now easier to access and more affordable than ever, making remote contact centre agents not only a possibility but a sound business option.

Corporate South Africa has been slow to embrace a ‘work from home’ policy, despite the no-brainer benefits that has caused this model to be widely adopted globally by companies in various industries. Locally, a key challenge seems to be an inability to move away from the need for direct control.  One business sector – contact centres – could gain much through migration to a ‘work from home’ policy. In fact, it may just spark the creation of a new business model for the sector.

Says Paul Fick, MD of Spescom DataFusion: “Moving to a ‘work from home’policy is about much more than just technological enablement. Getting it right, or even making the migration decision, depends as much on the business you are in as on your company culture, the needs of your staff and your management approach. Careful testing of these waters through a pilot or two across different functions or business lines should offer the insight needed to create a blueprint that works for your organisation.”

While a sales or service driven business may seem ideal to operate using a work from home policy, the culture of the organisations may not be compatible with this model, he suggests, and there is also the temperament, maturity and preferences of staff to be taken into account. “Some prefer the stimulation that the traditional work environment and face-to-face encounters with colleagues provide, others may be less socially oriented or need less mentoring, and may be able to self-manage,” Fick notes. “Thus it may be more suitable to only apply the work from home policy in some instances, or areas of your business. In addition, since a manager cannot control the activities of an employee too closely in their home environment, the manner in which work outputs are measured and staff are managed will need to change with outputs perhaps measured on results instead of on activities.”

The benefits of a work from home policy are considerable. There is no, or very little need to lease office space, equip it, pay ongoing utility and maintenance bills, and install all the necessary additional systems, like security. Staff don’t need to spend time travelling to and from work, which means less stress, more flexibility and more free time for the individual, and a ‘greener’ footprint for the business with less pollution of the atmosphere by travelling vehicles. And if location of staff is not an issue, it also means the business will have access to staff from across a broader geography.

“In contact centres, agents are still the biggest cost, especially experienced people with specialised knowledge. The contact centre that moves first to capture the broad range of skills currently dormant in our society stands to gain significant advantage,” says Fick. “There are a huge number of home-bound mums with professional qualifications that have a few hours a day to give. and consider the potential of the growing segment of highly skilled and experienced retirees. And, of course, you will have access to those people that are skilled and capable but (for whatever reason) live in areas where work opportunities are limited.”

There is no one-size-fits-all approach to migrating to a work from home policy, however. “All the technology exists to run a contact centre remotely with home based agents – from call distribution to agent access to client and business data, and measuring and monitoring productivity and quality of service,” says Fick, “but to truly make it work, there needs to be a shift in management approaches and communication with staff. Technology offers us the means to recreate a functional work environment but human interaction – communication, motivation, mentoring and the creation of a team — will take some forethought. Social platforms along with chat, IM, group collaborations solutions such as video conferencing and other tools provide the foundation to develop virtual engagement models between staff and management, but refining these interactions to make them work for each business will take some effort. Given the benefits of a work from home business model, the options are certainly worth assessing.”

Monitoring social media can be a complex process as millions of users are continuously saying millions of things about organisations on a variety of sites. This process can however be integrated into existing contact centres, giving companies new means of communicating with the public and the ability to know what is being said about them.

“By integrating social media into the contact centre, organisations can not only better service their customers but also gain an important competitive advantage by being able to respond to praise or complaints quickly and easily,” says Paul Fick, MD of Spescom DataFusion.

Social media is all about sharing, and often pertinent information shared by users on these platforms is never seen by companies. This lack of response leads to missed opportunities either to retain customers or to gain new ones. The information on these myriad of sites will prove to be of value in helping organisations to redesign strategy and improve products and services. Knowing what current and potential customers are saying about a business on social media has become vital to the success and profitability of business.

“By integrating social media into the contact centre, organisations gain the ability to interact in a more instant and flexible way than ever before,” says Araceli Aranda, CEO of Presence Technology. “If organisations want to engage with 2.0 customers, generation C – digital natives and exceptionally tech-savvy people -, they have to reach their customers by interacting with them via the channels they prefer to use. Companies who actually care for their customers can’t afford to miss this train.”

By integrating these new platforms into the existing contact centre solution organisations can manage the new channels through one centralised tool with minimal infrastructure requirements. All of the information related to each customer interaction regardless of channel can be delivered through a single, consolidated interface, and companies can therefore make better decisions based on complete real time information, better servicing customers and enhancing their businesses.

“Social networking is here to stay, and organisations ignore this revolution at their peril. Adapting resources to meet changing needs is an all important aspect of contact centre management, and this next evolution demands nothing less,” Fick concludes.

The challenge, suggests Paul Fick of Spescom DataFusion, is that ‘hosted’ today means something very different from the outsourced data centre offering of the past. “Accessed from within the cloud, hosted services are today not just hosted applications residing on the vendor’s hardware and accessed by the organisation via the Web or via a dedicated pipe hardwired into the business. Instead, businesses expect an integrated, tailored service. This may comprise a myriad of applications linked together and accessed seamlessly whenever necessary.”

“Thus, it’s not just the equipment they want; it’s the service on top of it – the intelligent, value-adding business solution. a ‘solution as a service’ if you will.  Organisations are questioning whether solution providers in South Africa, given network and other constraints, are capable of offering that kind of hosted service.”

An example of such a service in the contact centre arena would be a full front- and back office solution remotely provisioned to the call centre operation in a pay-as-you-go model. The solution would of course be flexible and scalable. However, it would also offer a catalogue or bouquet of additional value add services that the company can select from, including connectivity consulting, last mile provisioning, data custom reporting, Business Intelligence and Management Information Systems (MIS) input.

Leveraging the knowledge and expertise on offer by a specialist solutions as a service provider, far beyond just the technology platform, is what businesses require – especially those looking for competitive differentiation.

“And to take it that one step further, if the hosted service provider has sufficient insight into the industry and into your business – for example, the 30-year insight Spescom DataFusion has into the contact centre and enterprise telephony arena – it can tailor the service to your unique needs, which would be adding immense value.”

Of course, the hosted contact centre and telephony model is not suited to all organisations, for example given high levels of current investment in infrastructure. But there are very few CIO’s that would venture a strategy that excludes solutions as a service from their future roadmap. It is happening now on all levels in the organisational hierarchy.

“Many businesses don’t want to own enterprise hardware and software because they consider it non-core to their business. They would be quite happy with iron-clad SLAs and large ata pipes into their operations – if they could find a hosted offering with the right value proposition,” says Fick.

“Hosted solutions are in the process of becoming mainstream, especially in the lower end of the contact centre market where factors like flexibility and off-balance sheet operational costs are attractive. The uptake of these services will grow exponentially in the coming months, and this will not be limited to smaller organisations.

Contact centres and other organisations will have to be very selective in terms of whom they choose as a hosted provider. The leader will emerge as a solution as a service provider that understands the importance of holistic service differentiation, capable of delivering value added business services on an ongoing basis. That is, more than just a hosted platform.

Contact centres are dealing with increasing complexity in a highly competitive arena. To be profitable, operations need to be cost efficient and outputs need to meet performance goals and promises. Reporting is core to achieving this.

Without accurate, relevant and timely reports on performance, whether that be people, campaigns or technology, it’s hard for contact centre managers and administrators to manage and control operations and to get the best, most cost-efficient results. Even though reporting is built into most contact centre solutions, it’s important to continuously assess whether the reporting solution you use is optimum.

There are three key report classes you cannot be without – historical reports, real-time reports and custom reports. Each has its benefits. A historical report will enable retrospective assessment of setup, operations and strategy, and allow for forward planning. Real-time reports allow for assessment of current performance and, if necessary, adaptation on the fly.

Custom reports will ensure key indicators or thresholds are set and monitored, or specific data sets are generated to ensure informed decision-making on critical issues.

Real-time reporting is especially important, giving contact centre management immediate insight into key metrics – for example, how many calls are in the queue or whether agreed Service Level Agreements (SLAs) are being met.  Historical reporting, on the other hand, is very useful for planning.
Annual campaigns offer a useful example:  with historical statistics on hand, the expected number of inbound calls can be predicted, which assists in planning how many agents will be needed.

However, for call centre managers the most useful reports are, without doubt, those that can consolidate what is happening across platforms, systems, channels and priorities.

Reporting software should be able to monitor and measure identified KPIs regardless of whether agents are doing inbound or outbound calls or a hybrid of these, and whether they are communicating with clients using voice or multimedia channels. In addition, agents should be able to add information, such as call classification, for use by the reporting solution. This will aid in providing information as to whether the contact centre is achieving first call resolution, and gives the call centre manager insight into key events, like what kinds of calls are coming in and whether agents are able to appropriately manage the calls.

Another key element of reporting is agent performance assessment and workforce management. Data and reports generated by contact centre specific solutions need to be able to integrate with business intelligence and performance management solutions, as well as the company’s HR applications and databases. This calls for open systems and platforms.

Reporting facilitates decision-making. Accurate, timely and relevant reporting – and a reporting solution that can integrate with other key data and applications — enables good decision-making. Ensure your solution meets basic standards and compare them to the best. Proven and highly rated reporting solutions are available and can add value to any contact centre operation – like the solutions of Presence Technology a strategic partner of Spescom DataFusion – provide a good benchmark.

The relationship a vendor fosters with its channel partners’ will often determine the success of the product in the market. Spescom DataVoice believes ongoing dialogue with technology partners, resellers, channel partners — and customers – is the right recipe for success and is planning on expanding its reach through its channels.

For a vendor that produces a specialised product, it’s important to determine a channel strategy that will give it the greatest reach and return. If the product can be used for various applications and across industry sectors, it’s important to create relationships with solution providers and resellers that offer services to those segments.

A vital bit of the puzzle is ensuring that channel partners understand the capabilities and functionalities of the product, know how to implement and commission it, as well as provide basic levels of support and maintenance to the end-user. A sure way of achieving this is putting in place training and certification that gives the channel partner or reseller a firm grounding in terms of the installation and operation of the product – as well as a means to refresh that knowledge regularly, either through product roadshows, product updates or annual re-examination.

In order for the above channel approach to be successful, constant communication to channel partners is necessary. Communication is a powerful tool for managing channel partners and its value is second only to that of financial incentives. This communication assists to ensure channel partners understand exactly what the vendor requires from them and their customers.

Clear, focused communications ensure channel partners are able to effectively position the vendor’s products and solutions in line with their strategy. In addition, providing the partner with product material is essential as it ensures the vendor brand and product is ‘top of mind’.

It may also be important to have a dedicated channel manager per industry sector, product or geography that will be able to assist channel partners and resellers to correctly spec, price, implement and advise clients – or troubleshoot in the case of system or other challenges emerging.

Where the product undergoes continual R&D and upgrades, and is capable of being customised for large or specialised customers, it’s essential that channel partners have access to vendor expertise. The vendor therefore needs to make third and fourth level support available as a service to channel partners to cover (back-to-back) SLA agreements they have with end user customers. This significantly improves the service that the end user customer experiences – and a happy customer is a loyal customer.

For the product house, ongoing product development often relies heavily on feedback, with channel input on changing technology and customer requirements. While it is intrinsic to the field of technology development to always ensure your product is able to integrate with other relevant technologies and operate in an optimised fashion, acquiring insight into the changing needs of customers can be difficult, especially where the vendor/channel partner relationship is not well structured, or the channel partner is not focussed on the needs of the customer adequately.

A myriad of scenarios may play out – if the customer upgrades or replaces another part of its system, this may impact the performance of the vendor product in question; or perhaps the customer requires better response times if business volumes pick up; or requires an upgrade to make use of new functionality. Having a ‘direct touch’ model in place mitigates this challenge.  The ‘direct touch’ model adds value to the end customer, the channel partner and the vendor. It’s a three-way relationship that builds trust in each direction: the customer feels ‘looked after’, the channel partner does more business, and the vendor not only gains a better understanding of how to differentiate its product but enhances the loyalty of the customer.

Its win-win all around when the ideal vendor/channel partner relationship prevails. When it does not, it’s important to be flexible, identify the shortcomings in the cycle and rectify them by putting the right structures, checks and balances in place. The quality and competitiveness of the product is critical but as products commoditise, it is service and support – really caring that the end customer receives value – that will drive loyalty and market share.

Spescom DataVoice believes the following components are instrumental in building positive, productive and profitable relationships with channel
partners:

.    Access. Having a marketing department that is well equipped to take the vendor’s offerings to market, and readily includes the channels in relevant initiatives – keeping them part of the campaigns.
.    Big Picture. A Business Plan and Product Roadmap outlines the vendor’s future and growth.  Channel partners should be a core component of that vision and plan.
.    Independence. While the importance of channel partner management is emphasised time and time again channel partners should be allowed to sell how they see fit, rather than forcing a prescribed approach and plan.

Providing them with the chance to grow without hindrance from us and it is a good way of ensuring development for both parties.

The connection between a vendor and its channel partners are crucial.

Vendors must ‘connect’ with their channel partners in order to promote their products and services better and if the channel partner believes in the product, they are more inclined to promote and sell the product.  Not all relationships with vendors and their channel partners are equal but most importantly, the relationship must be built on trust and respect – just like any other relationship.

Intelligent routing (IR) is not new to contact centres – the benefits of using this technology are proven. It’s now no longer the exclusive domain of larger companies with sizable budgets and access to high level skills.
Today, intelligent routing solutions are modular, easy-to-use and to configure, and are reasonably priced.  Furthermore, IR solutions can easily bolt onto an existing platform.

With IR, the redirection capabilities of the automatic call distributor (ACD) are significantly extended, ensuring all incoming contacts reaching a contact centre via available channels (voice, e-mail, chat/Web callback or SMS) will be directed to the most suitable agent. The benefits are self-evident: if the customer is quickly identified and the query is properly directed to the agent with the appropriate skills, the query is resolved faster and the customer is happier.  The highly skilled agent’s time is properly utilised, the call centre is more productive and, importantly, more cost effective.

Because of the considerable value IR solutions offer and their increasing affordability, more small to medium (<50 agents) contact centres can now deploy them. In fact, those that already do so, consider IR solutions a strategic part of their business management toolkit. IR solutions such as those from Presence Technology, a strategic business partner to Spescom DataFusion, offer ideal examples of the types of solutions being adopted.

They can be purchased as stand-alone modules and offer a Graphical User Interface (GUI) that allows the user to literally drag and drop the necessary parameters into a call routing strategy design.

Configuration of strategies for each type of incoming contact may depend on the various elements that characterise it – e.g., who is calling, and what type of contact is it (e-mail, chat, SMS, social media, etc). With a powerful visual interface, contact centre managers and administrators can perform multiple queries on incoming contacts contained in numerous databases in order to define optimised ‘routes’ per contact.

Intelligent routing relies on two processes: defining the route of an incoming contact through use of a routing design application, and executing the strategy associated with that contact, a task which is assigned to a routing server. The IR solution ensures that contact-related information is stored in the business database together with customer interaction data – e.g., the information requested from the customer before routing (for example, from an IVR) – so there is sufficient information to base decisions on.

For distribution, this strategic routing information is synchronised with real-time status awareness of each agent and queue. The result: maximum system performance and improved response times in the decision making process.

About Spescom

Spescom (Pty) Ltd operates in the ICT (Information & Communications Technology) sector. Founded in 1977, this South African Company has developed and delivered a number of world first technologies, as well as innovative products and services to both local and global markets.

While the recent merger with Jasco promises to unlock stakeholder value on numerous fronts, Spescom’s core focus is to deliver integrated business communication solutions that enhance the way businesses communicate with their customers,  and leverages voice, video and data technologies through its four companies Spescom DataFusion; Spescom DataVoice; Spescom Media IT and recently created NewTelco South Africa – a carrier-neutral co-location service provider creating a telecoms interconnection hub for sub-Saharan Africa.  The deep technical expertise and considerable industry know-how housed in these four divisions combine to deliver world-class solutions including integrated contact centre platforms and applications, a range of voice application technologies, as well as telecommunications and broadcast solutions.

‘Smart People. Clever Solutions’ reflects who we are and why we are positioned to leverage current and future technology trends and developments to meet the dynamically shifting requirements of our customers and ensure their continued competitiveness.

Spescom has a staff complement of 258 with offices located in Johannesburg,Cape Town, Stellenbosch, Durban and London (UK).

For more information visit Spescom at www.spescom.com and Jasco at www.jasco.co.za

About Presence Technology

Presence Technology is a leading provider of specialized Contact Centre software. Presence’s Solutions allow Contact Centres to optimize their resources and increase productivity between the business-client interfaces.

Manned by highly qualified professionals, Presence works with numerous world class companies and boasts a vast network of partners throughout South Africa, Europe, Latin America and the U.S. who stand behind and provide support for any project around the world.

For more information about Presence Technology visit www.presenceco.com

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