Urban/Inner-City Strategy For
Call Center Locations
By James Beatty, NCS
International
The Urban/Inner-City strategy focuses on the placement of call centers in
metropolitan areas, but in areas of cities that may have been or are
historically overlooked. These areas will probably be characterized by city
planners and chamber of commerce officials as depressed, blighted and
economically challenged. Many of the areas are majority ethnic in terms of
population and as such suffer from stereotypes that have been born through
misinformation and misunderstanding. These areas may even have names like
ghettos and barrios.
As such, these diamonds in the rough are also home to underutilized,
overlooked and undervalued potential employees of your call center operation
who, if given a chance, properly trained and competitively compensated, can
become some of the most productive workers in your organization.
The fact of the matter is that these are not the areas and sites that
you, as a prospect, are shown by the realtors, economic developers and city
officials. These areas are not the easiest ones to sell to corporations that
want their call center operational in 90 days or less. Therein lies the
hidden treasure. Since these areas have not been positioned as the priority
sites and since these areas have been historically overlooked, guess what,
there is an abundance of untapped labor in the 18 to 35 age range anxious to
take your jobs. Yes, anxious and eager to work in the environment that great
companies create for their call centers; yes, anxious to work close to home;
yes, anxious to learn and work in an exciting industry; and yes, ready to
move your contact center to new heights. Are you ready to start asking the
city officials and economic developers about these locations? If you aren't,
chances are you will never hear about them.
If the concerns about tight labor markets are still valid within the call
center industry, then these areas have to at least be considered in your
next round of site decisions, as the labor is there in abundance. In fact,
your company will be heralded for its foresight in seeking these locations
and will be eligible to receive significant financial assistance in the
capitalization and operational costs associated with establishing these
facilities. In some cases these costs may even be borne by various social
organizations that have historically served these areas. A case in point is
the Urban League in Albany, New York, which built a 24,000-square-foot
facility, equipped it with workstations and was willing to issue bonds in
order to assist a qualified call center candidate to come into their
community.
Downtown Memphis, Tennessee is aggressively marketing its area as a call
center location. Go to www.callcentersites.net
to learn of the availability of workers adjacent to downtown who can easily
take the bus to work. Go to www.netparktampabay.com
to learn about a 1.1million-square-foot shopping mall that had been closed
for years in a forgotten and ignored area of town. It now has been converted
to a call center campus complete with food court, nearby day care and
inner-city residents as workers.
These cases serve to make the point well, as they are not the easiest to
market, but offer tremendous upside possibilities for the companies and the
cities willing to invest in their people as well as their property.
Perhaps the best example to champion the case for the Urban/Inner-City
strategy is the Sprint call center located in the historic 18th and Vine
area in Kansas City, Missouri. The center, which opened in 1997, is housed
on the third floor in the historic Lincoln Building and occupies 6,000
square feet and employs 50 people. The 18th and Vine area is in the heart of
Kansas City's African-American community. Through the combined efforts and
cooperation with the city, the mayor's office, the Black Economic Union
and the community college, Sprint became the first major corporate employer
to return to the area. As a result of Sprint's commitment, additional real
estate development has taken place as well.
The Sprint call center houses customer service agents for their
long-distance division, who assist their clients by handling technical
support and related questions. The center must be doing a great job as this
location has received the prestigious J.D. Power and Associates award for
customer service every year since 1997. This location is also among the
leaders within the Sprint organization in lowest turnover and attrition
rates. This call center is a great example of how well your customer service
operation could work if given a chance to locate in an area that wants to
work if just given the opportunity to work.
In July 2001, UPS announced it had acquired for development as a package
distribution center a 30-acre tract near downtown Atlanta in the Atlanta
Empowerment Zone, which encompasses 30 poor neighborhoods around the city's
central business district. The center will also house contact/customer
service personnel. This investment clearly indicates the potential of an
inner-city location. In fact, UPS is America's leading company in moving
individuals off the welfare rolls, having hired almost 40,000 people through
the Welfare-to-Work initiative.
I hope these examples provide some insight and inspiration to companies
and cities to view inner-city locations in a new light. Please do not
hesitate to contact me with your thoughts and comments at [email protected].
James Beatty is president of NCS International, Inc. and founder of www.callcentersites.net. NCS
International specializes in corporate site selection, community analysis
and marketing.
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