Introduction...............................................................................1Chapter 1: Cost Management.................................................................3Chapter 2: Traffic Management..............................................................16Chapter 3: Guidelines for Planning a Call-Center Infrastructure............................42Chapter 4: Methodology to Map and Analyze the Traffic in a Call Center.....................59Chapter 5: Planning a Transport Structure..................................................108Chapter 6: Cases...........................................................................121Chapter 7: GSM Gateways....................................................................132Chapter 8: Billing Systems.................................................................136Chapter 9: Billing Auditing................................................................146Chapter 10: Dialers........................................................................151Chapter 11: Calculations...................................................................179Chapter 12: Closing Words..................................................................205Bibliography...............................................................................207

Chapter One

Cost Management

The management of telecom in a call center has as its main goal to guarantee connectivity between the users and the attendance sites with the desired quality of service for the least cost possible. Therefore, cost management is a fundamental part of managing telecom in call centers. Traditionally, there are four main general strategies to keep the telecom cost down:

? Pressure the service providers and hardware vendors, trying to guarantee low prices—for example, bargaining and negotiating hard.

? Enhance the internal control over usage of the services available—for example, by using billing systems.

? Increase the control over the service providers to make sure that the organization is paying only for what was really used at the agreed price for each service and is not being overcharged—for example, by using telephone bills auditing.

? Carefully manage traffic and network design, emphasizing aspects such as standardization and simplification of the technical environments.

Considering that telecom usually represents a significant chunk of the operational cost of a typical call-center operation, the telecom manager has to be cost conscious and has to understand that part of his or her job is to find ways to get more for less from the infrastructure that he or she is responsible for. It is not only matter of making things work but making things work for less.

In summary, it is fundamental to know the actual expenditures of your organization for telecommunications, including telco expenditures, hardware, and services. It is also important to be able to separate the expenditures by identifying not only the services themselves but also things such as penalties for overdue payments, penalties for not achieving minimum-committed traffic, and one-time installation services.

A very common misleading factor when identifying the monthly expenditures of telecom is that very often the telco invoice (bill) encompasses calls from several months (in some countries there is a legal limitation on the time to charge for the calls); therefore, when comparing volumes and costs you should make sure that you separate the calls correctly by time span. In addition, you may also have situations in which the billing cycles of the several providers are not consistent—that means in a given month you may be paying for calls made from different periods. This fact also can generate some distortion when identifying the monthly volume and cost.

Here it is worth mentioning that when verifying the expenditures you should not use as reference the values actually charged but the values that were supposed to be charged. This is necessary because, if you don't, you risk creating the wrong reference for the real expenses. It happens because telcos are well known for their charging mistakes (for and against their clients), and sometimes these mistakes can be very misleading regards having a clear view about how much and on what your organization spends on telecom.

You can generally divide the telecom costs of a call center into three groups:

? Hardware costs

? Personnel costs

? Transport costs

1.1 The hardware costs

The hardware costs encompass all costs associated with the hardware deployed by the call center. Usually, these costs are partially hidden, because some equipment is bought and not rented or leased. This hides the total expenditure and cost of the hardware because part of this cost isn't expended and accounted for monthly.

The telecom manager must keep a careful inventory of the resources used, in which the monthly costs of each device is clearly identified, including the rent/leasing, maintenance, and support costs. When the equipment is owned by the organization, it still has a "cost," which is represented by the total paid (capital invested) or financed monthly by a given rate—usually the WACC (Weighted Average Cost of Capital) of the organization. Knowing exactly how much your hardware costs monthly is very important not only to define your operating baseline properly but also because there is a delicate balance act between investment in hardware and ability to manage traffic.

1.2 The personnel costs

The personnel costs encompass the costs associated with the people directly involved in managing the telecom infrastructure. It includes regular employees, contractors, and expenses for providers of services such as external NOC (Network Operation Center), help desk, network security, and mantainnance.

This cost has to be very well understood, because, as in the cost of the hardware, there is a trade-off between the cost of the control (and the people involved to execute it) and the gains attainable by controlling. The cost of the people may not be an expensive item in some countries; however, it is always important to know it well and to do the math.

1.3 The transport costs

One important aspect of the infrastructure costs, which very often is overlooked, is the transport cost. These costs encompass all the costs involved in transporting the calls between the call center and the user (or vice versa). There are two main reasons these costs very often are not carefully verified:

1) The call-center services very often are outsourced, and in these situations, usually the company contracting the service pays the bills directly, which obscures the visibility of this particular cost item. This situation is common in both inbound and outbound operations.

2) Other very typical situation is when the caller pays for the call (totally or partially). This scenario also tends to obscure the responsibility of the call-center operator in the transport costs.

Although both scenarios are common, keeping track of the transport costs is very important even when you don't actually pay for them directly. Firstly, the transport costs usually amounts to a substantive part of the infrastructure costs (regardless of who foots the bill) and the infrastructure manager usually is the person best able to analyze and optimize this cost.

Therefore, having a clear understanding of your transport costs enables you to act to reduce it.

1.4 Negotiating with service providers

The intensity and frequency of the negotiation processes is the distinct difference between the way telecom is managed in a typical large organization and the way it is in a large call center. Telecom costs in a call center are basic inputs and as such have to be carefully managed.

Therefore, negotiation with service providers is an ongoing process in a large call-center operation. Negotiation skills are assumed to be one of the basic skills of the typical call-center telecom manager.

Even if you have ongoing contracts with a lengthy renewal time, you probably will always have some sort of negotiation going on—new links being added, new tariffs being offered, new clients coming in with their links—which in time will be transferred to you.

Because of this permanent interaction with service providers, telecom managers have to keep track of their organizations' needs very carefully. Therefore, it is absolutely crucial to have a very good, current view of the traffic in terms of volumes, interest, and profile. Spreadsheets like the one shown below have to be updated often and known by heart:

The negotiation processes must take into consideration several key factors that are typically driven by the makeup and culture of the organization. As an example, you must evaluate the flexibility and willingness of the organization to absorb new clients and new functions. Some organizations are willing to sell services and then hurry up to expand their infrastructure to support the new clients/services. Others prefer to sell only if there is capacity available and then expand the infrastructure to keep spare capacity and then sell again.

From the above commentary it is clear that some sort of strategy and policy is required to deal with service providers. The need for strategy grows as the size and geographical dispersion of the organization grows. The strategy and policy should address at least the following points:

? Clear statement of global approach to service providers. Typical examples are:

* One global provider (or one provider by country or region)

* Providers must have local capabilities and infrastructure in areas of operation

* Best use of local providers in their areas of operation

* Local or a universal language capability in regions of the globe

* Finance capabilities, currency requirements, and payment terms

* Provisioning and sales-cycle timeframes

? Clear internal understanding and communication regarding functions per type of device, capacity-planning standards, and QoS requirements

? Position the ideal topology based on flow analysis and geographical realities driven by political, organizational, and other regional influences

? Position at least two transport strategies. This might have to be regionally based.

? Define specific contractual elements up front. These could include:

* Penalties and contract cancellation conditions

* Minimum-committed volumes

* Accounts payable and dispute arrangements

* SLA (Service Level Agreement) components

* Technology refresh options

* Help-desk performance metrics

? CPE (Customer Premises Equipment) ownership and management, these might be dictated by regional regulations

? Standard price lists—this is often desirable in decentralized organizations and has many advantages in the areas of cost appropriation and financial planning. This price averaging is often only possible in regional settings, and even though it might provide a simplified operational structure, it is inevitable that some operational entities will pay a price penalty. That said, the advantages to central planning, financial visibility, and overall simplicity in a large multinational call center are significant.

It is our experience that frequently the people executing the negotiation with the service providers do so without proper preparation. It's is also very common to find people negotiating telco contracts whose view is purely economic without any deep understanding of the traffic volumes, interest, and profile. This lack of preparedness usually generates two very typical approaches:

? "Kick the telco approach"—there is no complication; we quote with all providers and just choose the cheaper ones.

? "Minimalist approach"—there is no need for detailed specification; just ask them for their price list.

These views, although not entirely wrong and may work for a smaller infrastructure, do not take in to consideration a fundamental factor of this process: when negotiating with service providers for a large call center, you are not only comparing the prices per service but also comparing the prices of the different transport strategies (deployment of POPS [Points of Presence] for example) and balancing between the tariffs and the minimum-committed volumes.

Examples:

? Comparing the prices against the cost of building a network of POPs to collect or distribute the traffic; the cost of the spoken minute has to be compared not only against the other service providers' prices but also with the cost to transport them through a private network.

? Mobile traffic: the cost of the spoken-minute fix-mobile cannot be compared only with the fix-trunks' providers but also with the alternative of providing dedicated mobile trunks (or using GSM gateways) to transport mobile traffic.

Therefore, it is crucial to accurately map the traffic, understanding perfectly from where to where the traffic flows, the volumes, the quality requirements, and the available transport strategies.

The fact that we are not just comparing the costs per type of call but also comparing costs per transport strategy is a fundamental point and does make a difference when negotiating with telcos. This is because, besides the possibility of comparing different transport strategies, the only other alternative is the direct comparison between the same services. In this situation each telco usually knows the limits of the others, and the chances for driving down costs are limited (usually associated with the volumes). Therefore there is less room for discounts.

Although large call centers may have several telecom providers, usually they concentrate their business in a few of them (usually between two and three providers are responsible for 80 percent of all telecom expenditures).

It is an important aspect to be considered; we often hear comments like "We don't want to have several providers." The basic fact is that from the point of view of getting better prices it is always convenient to allow all providers to offer their services, even when they are not able to cover all your sites or offer good prices for all services (here the routing capability shows its importance).

Ideally, the logical approach should be: "Provider, quote your best price for the services you offer where you have coverage." Of course, having the ability to route traffic makes all the difference in the effectiveness of this approach.

Here it is important to emphasize that adopting the logic of allowing all potential providers to present their best prices where they have coverage (with no obligation to quote all services for all points of presence) does not necessarily mean contracting in this way. Eventually, you can do a quotation following this strategy, and subsequently, the providers may be short-listed and confronted with the best prices available in each area.

Although common, contracting only one service provider may not be advisable. Having at least two main providers may be better for technical and commercial reasons. First, there is the fact that from a relationship point of view, it is always good to create a situation in which a service provider knows that there is a concurrent active contract to which the organization can easily turn for its requirements.

Another very common argument against segmenting quotations is that such segmentation tends to reduce volumes and consequently tends to reduce the discounts offered. This line of thinking has several problems:

1) The first, and most obvious, is the fact that quoting with several providers doesn't eliminate the possibility of the providers that are able to offer all services in all areas to do so, eventually giving you alternative costs per volume contracted.

2) This line of thinking doesn't take in consideration the already mentioned fact that we have to compare not only service providers and services but also transport strategies; one transport strategy may be applicable only in some areas.

3) And, finally and maybe the more problematic, is the simple fact that we may have potential providers whose prices are very good but limited to some specific geographical area or specific types of services (mobile calls, for example). Depending on the percentage of our services that are these types and within these areas even if we pay a lot more for the other services outside those areas (not covered areas), the savings could still be substantial. In addition, we always can route the calls to avoid using the expensive types of services by redirecting them to providers whose prices are more reasonable.

The quote should be structured in such a way that the service provider must present a defined price that clearly indicates:

? Cost per minute per type of call

? Charging granularity

? Monthly fee for trunk subscription (if any)

? Minimum-committed volume (if any)

? Costs for other services (for example, installation)

? Periodicity and duration of the contract (typically monthly and not above thirty-six months)

Eventually, different minimum-committed volumes imply a different set of tariffs. If this is the case, it has to be clearly stated. The clear indication of all these items enables visibility and transparency when managing and comparing the contract.

(Continues...)

Excerpted from Telecom Management for Call Centersby Luiz Augusto de Carvalho Olavo Alves Jr. Copyright © 2011 by Luiz Augusto de Carvalho and Olavo Alves Jr.. Excerpted by permission of iUniverse, Inc.. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

"Descrizione articolo" può appartenere a un’altra edizione di questo titolo.

preigu

Osnabrück, Germania

Venditore con 5 stelle

Venditore AbeBooks dal 5 agosto 2024

Tariffe di spedizione da Germania a U.S.A.

Articolo	Da 60 a 60 giorni lavorativi	Da 60 a 60 giorni lavorativi
Primo articolo	EUR 70,00	EUR 70,00

I tempi di consegna sono stabiliti dai venditori e variano in base al corriere e al paese. Gli ordini che devono attraversare una dogana possono subire ritardi e spetta agli acquirenti pagare eventuali tariffe o dazi associati. I venditori possono contattarti in merito ad addebiti aggiuntivi dovuti a eventuali maggiorazioni dei costi di spedizione dei tuoi articoli.

Metodi di pagamento

PayPal

Descrizione dello Store

preigu betreibt einen Onlineversandhandel mit über 1 Mio. Produkten in verschiedenen Sortimenten. Das Kernsortiment besteht aus Büchern, Medien und Spielwaren. Ein gelungenes Einkaufserlebnis ist das Ziel einer jeden Bestellung bei preigu, denn der Kunde und seine Zufriedenheit stehen an erster Stelle. preigu setzt daher auf einen kompetenten Kundenservice, funktionierende Prozesse und schnelle Reaktion.

Specializzazione

Bücher, Spielwaren

Informazioni sull’azienda del venditore

preigu GmbH & Co. KG

Lengericher Landstraße 19
Osnabrück, Germania 49078

About Us

Legal website operator identification:

preigu GmbH & Co. KG
Lengericher Landstr. 19
49078 Osnabrück
Germany

Telephone: +49 (0) 541 / 580 72 84
Email: mail@preigu.de

VAT No: DE 455 380 498
AG Osnabrück - HRA 209647

PhG: preigu Verwaltung GmbH
AG Osnabrück - HRB 221793
CEO: Ansas Meyer

We are neither willing nor obliged to participate in dispute resolution proceedings before consumer arbitration boards.

We are a member of the initiative "FairCommerce" since 30.11.2016.
For more information, see: https://www.haendlerbund.de/de/haendlerbund/interessenvertretung/faircommerce

Contatta il venditoreVisualizza gli articoli di questo venditoreVisita la vetrina del venditore

Condizioni di vendita

Standard Business Terms and customer information

I. Standard business terms

§ 1 Basic provisions

(1) The following terms and conditions of business apply for all contracts concluded with us as the supplier (preigu GmbH & Co. KG) via the websites AbeBooks and/or ZVAB. Unless otherwise agreed, the inclusion of your own terms and conditions is explicitly rejected.

(2) A ‘consumer' in the sense of the following regulations is every natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities. The term ‘businessman' refers to every natural person, legal person or legally responsible partnership that concludes a legal transaction in pursuance of his/its independent professional or commercial activity.

§ 2 Conclusion of the contract

(1) The subject-matter of the contract is the selling of products .

(2) If an article is placed by us with AbeBooks or ZVAB, the activation of the page on AbeBooks or ZVAB shall involve the binding offer to conclude a contract under the terms and conditions contained in the article page.

(3) The contract shall become effective via the online shopping cart system as follows:
The products intended for purchase are moved to the "shopping cart". You can select the "Shopping Cart" using the appropriate buttons on the navigation bar and make changes there at any time.
After calling up the "Checkout" page and entering the required personal data and payment and shipping conditions, all order information is then displayed again on the order summary page.
Before submitting the order, you have the ability once more to review or change any information here (you may also use the "back" button on the Internet browser), or to cancel the purchase.
By clicking the "Buy now" button to submit the order, you declare your legally binding acceptance of the order which makes the contract effective.
(4) The execution of the order and the sending of all the details necessitated by the conclusion of the contract take place via e-mail, in a partially-automated manner. Consequently, you have to ensure that the e-mail address that you have deposited with us is the correct one, and that the receipt of the respective e-mails is guaranteed. In particular, you have to ensure that the respective e-mails are not blocked by a SPAM filter.

§ 3 Right of retention, reservation of proprietary rights

(1) You can only exercise a right of retention if the situation in question involves claims arising from the same contractual relationship.

(2) The goods remain our property until the purchase price is paid in full.

§ 4 Warranty

(1) The statutory warranty rights are applicable.

(2) As a consumer, you are requested to promptly check the product for completeness, visible defects and transport damage as soon as it is delivered, and promptly disclose your complaints to us and the shipping company in writing. Even if you do not comply with this request, it shall have no effect on your legal warranty claims.

(3) If a characteristic of the goods deviates from the objective requirements, the deviation shall only be deemed to be agreed if you were informed of the same by us before submitting the contractual declaration and the deviation was expressly and separately agreed between the contracting parties.

§ 5 Choice of law, place of fulfilment, jurisdiction

(1) German law shall apply. This choice of law only applies to customers if it does not result in the revocation of the protection guaranteed by the mandatory provisions of the law of the country in which the respective customer's usual place of residence is located (benefit-of-the-doubt principle).

(2) If you are not a consumer, but a businessman, a legal entity under public law or an institutional fund governed by public law, our place of business is the place of jurisdiction as well as the place of fulfilment for all services that follow from the business relationships that exist with us. The same condition applies to situations in which you are not associated with a general place of jurisdiction in Germany or the EU, as well as situations in which the place of residence or the usual place of residence is not known at the time of commencement of proceedings. This has no bearing on the capacity to call upon the court associated with another place of jurisdiction.

(3) The provisions of the UN Convention on Contracts for the International Sale of Goods are explicitly inapplicable.

II. Customer information

Identity of the seller

preigu GmbH & Co. KG
Lengericher Landstr. 19
49078 Osnabrück
Germany
Telephone: 0541-580 72 84
E-Mail: mail@preigu.de

We are neither willing nor obliged to participate in dispute resolution proceedings before consumer arbitration boards.

Information regarding the conclusion of the contract

The technical steps associated with the conclusion of the contract, the contract conclusion itself and the correction options are executed in accordance to the regulations "conclusion of the contract" in our standard business terms (part I.).

Contractual language, saving the text of the contract

3.1 Contract language shall be English.

3.2 The complete text of the contract is not saved with us. Before the order is sent, the contract data can be printed out or electronically saved using the browser's print function. After the order is received by us, the order data, the legally-mandated details related to distance selling contracts and the standard business terms are re-sent to you via e-mail.

Main features of the product or service

The key features of the goods and/or services can be found in the respective quote.

Prices and payment arrangements

5.1 The prices mentioned in the respective offers represent total prices, as do the shipping costs. They include all the price components, including all the incidental taxes.

5.2 The dispatch costs that are incurred are not included in the purchase price. They can be viewed by clicking the appropriate button on our website or in the respective quote, are shown separately over the course of the order transaction and must additionally be borne by you, insofar as free delivery is not confirmed.

5.3 If delivery is made to countries outside of the European Union, we may incur unreasonable additional costs, such as duties, taxes or money transfer fees (transfer or foreign exchange fees charged by the banks), which you must bear.

5.4 You must also bear the costs arising from money transfers in cases in which the delivery is made to an EU Member State, but the payment is initiated outside of the European Union.

5.5 The payment methods that are available to you are shown by clicking the appropriate button on our website or are disclosed in the respective quote.

5.6 Unless otherwise specified for the respective payment methods, the payment claims arising from the contract that has been concluded become payable immediately.

Delivery conditions

6.1 The delivery conditions, delivery date and existing supply restrictions, if applicable, can be found by clicking the appropriate button on our website or in the respective quote.

Unless a different period is specified in the item description or our delivery conditions, the goods are delivered within 3-5 days after the conclusion of the contract (in case an advance payment has been agreed upon, after the payment authorisation).

6.2 If you are a consumer, the following is statutorily regulated: The risk of the sold item accidentally being destroyed or degraded during shipping only passes over to you when the item in question is delivered, regardless of whether or not the shipping operation is insured. This condition does not apply if you have independently commissioned a transport company that has not been specified by us or a person who has otherwise been appointed to execute the shipping operation.

Statutory warranty right

Liability for defects is governed by the "Warranty" provisions in our General Terms and Conditions of Business (Part I).

Information on battery disposal

In connection with the sale of batteries or the delivery of devices containing batteries, we are obliged to inform you of the following:

Batteries must not be disposed of with household waste.

You can either return used batteries that we carry or have carried in our range as new batteries to us at your own expense or return them free of charge to our shipping warehouse (shipping address). Alternatively, you can hand in the batteries at your local collection points.

As an end user, you are legally obliged to return used batteries so that they can be recycled or disposed of properly.

Used batteries may contain harmful substances that can damage the environment or your health if not stored or disposed of properly. However, batteries also contain important raw materials such as iron, zinc, manganese or nickel and can be recycled.

The symbols on the batteries have the following meanings:

The symbol of the crossed-out wheelie bin means that the battery must not be disposed of with household waste.

For batteries containing a certain amount of lead, cadmium or mercury, the following additions below the symbol with the crossed-out wheelie bin indicate the respective pollutants:

Pb = Battery contains more than 0.004% lead by weight
Cd = Battery contains more than 0.002% cadmium by weight
Hg = Battery contains more than 0.0005% mercury by weight

Information on the costs involved in accordance with Article 56 (4) of the EU Battery Regulation (Regulation 2023/1542) can be found at the ‘Batterie-Zurück (https://www.batterie-zurueck.de/de/bewirtschaftungvonaltbatterien/)' initiative.
Please pay attention to the above instructions.

Diritto di recesso

Instructions for revocation

Right of withdrawal for the sale of goods

Revocation right for consumers
(A ‘consumer' is any natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities.)

Instructions for revocation

Revocation right
You have the right to revoke this contract within 14 days without specifying any reasons.
The revocation period is 14 days with effect from the day,

on which you or a third party nominated by you, which is not the carrier, had taken possession of the products, provided you had ordered one or more products within the scope of a standard order and this/these product/products is/are delivered uniformly;
on which you or a third party nominated by you, which is not the carrier, had taken possession of the last product, provided you had ordered several products within the scope of a standard order and these products are delivered separately;
on which you or a third party nominated by you, which is not the carrier, had taken possession of the last part delivery or the last unit, provided you had ordered a product, which is delivered in several part deliveries or units;

To exercise your right of withdrawal, you must inform us (preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, Telephone number: +49 (0) 541 / 580 72 84, E-Mail address: mail@preigu.de) by means of a clear declaration (e.g. a letter sent by post, or an e-mail) of your decision to withdraw from this contract. You can use the attached model withdrawal form for this purpose, which is, however, not mandatory.

You can also exercise your right of withdrawal online by clicking on a button labelled accordingly (such as ‘Withdraw from contract' or similar) on the AbeBooks/ZVAB website. If you use this online function, you will immediately receive a confirmation of receipt on a durable medium (e.g. via email) containing information on the content of the withdrawal notice, as well as the date and time of its receipt.

In order to safeguard the revocation period, it is sufficient that you send the notification about the exercise of the revocation right before the expiry of the revocation period.

Consequences of the revocation

If you revoke this contract, we shall repay all the payments, which we received from you, including the delivery costs (with the exception of additional costs, which arise from that fact that you selected a form of delivery other than the most reasonable standard delivery offered by us), immediately and at the latest within 14 days from the day on which we received the notification about the revocation of this contract from you. We use the same means of payment, which you had originally used during the original transaction, for this repayment unless expressly agreed otherwise with you; you will not be charged any fees owing to this repayment.

We can refuse the repayment until the products are returned to us or until you have furnished evidence that you have sent the products back to us, depending on whichever is earlier.

You must return or transfer the products to us immediately and, in any case, at the latest within 14 days with effect from the day on which you inform us of the revocation of this contract. The deadline is maintained if you send the products before the expiry of the 14 day deadline.

You bear the direct costs for returning the products.

You must pay for any depreciation of the products only if this depreciation can be attributed to any handling with you that was not necessary for checking the condition, features and functionality of the products.

Criteria for exclusion or expiry

The revocation right is not available for contracts

for delivery of products, which are not prefabricated and for whose manufacturing an individual selection or stipulation by the consumer is important or which are clearly tailored to the personal requirements of the consumer;
for delivery of products, which can spoil quickly or whose use-by date would be exceeded quickly;
for delivery of alcoholic drinks, whose price was agreed at the time of concluding the contract, which however can be delivered 30 days after the conclusion of the contract at the earliest and whose current value depends on the fluctuations in the market, on which the entrepreneur has no influence;
for delivery of newspapers, periodicals or magazines with the exception of subscription contracts. The revocation right expires prematurely in case of contracts
for delivery of sealed products, which are not suitable for return for reasons of health protection or hygiene if their seal has been removed after the delivery;
for delivery of products if they have been mixed inseparably with other goods after the delivery, owing to their condition;
for delivery of sound or video recording or computer software in a sealed package if the seal has been removed after the delivery.

Specimen - revocation form

(If you wish to revoke the contract, please fill up this form and send it back to us.)

To preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, Email address: mail@preigu.de :
I/we () herewith revoke the contract concluded by me/ us () regarding the purchase of the following products ()/
the provision of the following service ()
Ordered on ()/ received on ()
Name of the consumer(s)
Address of the consumer(s)
Signature of the consumer(s) (only in case of a notification on paper)
Date

(*) Cross out the incorrect option.

Privacy e sicurezza

Data protection declaration

Unless stated otherwise below, the provision of your personal data is neither legally nor contractually obligatory, nor required for conclusion of a contract. You are not obliged to provide your data. Not providing it will have no consequences. This only applies as long as the processing procedures below do not state otherwise.
"Personal data" is any information relating to an identified or identifiable natural person.

Responsible person
Contact us at any time. The person responsible for data processing is: Ansas Meyer, Lengericher Landstr. 19, 49078 Osnabrück Deutschland, +49 (0) 541 / 580 72 84, mail@preigu.de

Collection and processing when using the cancellation button
If you have entered into a contract via this platform for which a statutory right of cancellation applies, the platform provides you with a cancellation function (cancellation button) through which you can submit your notice of cancellation immediately.
When using the cancellation function, your personal data (name, email address, details identifying the contract or part of the contract you wish to withdraw from, and the time (date and time) of sending the notice of withdrawal) will only be collected to the extent that you have provided it.
The purpose of data processing is to provide you with the statutory option to withdraw from your contract and to ensure the proper processing of your withdrawal.
The platform operator collects your data on the basis of Article 6(1)(f) of the GDPR, namely the legitimate interest in ensuring the general accessibility of the statutory withdrawal function on the platform. You will receive a confirmation email from the platform operator acknowledging receipt of your notice of withdrawal.
The data is then transmitted to us by the platform operator.
If the contact relates to a contract already concluded between you and us, this data processing is carried out on the basis of Article 6(1)(b) of the GDPR. Otherwise, data processing is carried out on the basis of Article 6(1)(c) of the GDPR, to fulfil a legal obligation to provide an electronic withdrawal function.
We use your email address solely to process your notice of withdrawal. Your data will subsequently be deleted in accordance with statutory retention periods, provided you have not consented to further processing and use.

Collection, processing, and transfer of personal data in orders
When you submit an order we only collect and use your personal data insofar as this is necessary for the fulfilment and handling of your order as well as processing of your queries. The provision of data is necessary for conclusion of a contract. Failure to provide it will prevent the conclusion of any contract. The processing will occur on the basis of Article 6(1) b) GDPR and is required for the fulfilment of a contract with you.
Your data will be shared, for example, with shipping companies, dropshipping or fulfillment providers, payment service providers, service providers for order processing, and IT service providers. We will comply strictly with legal requirements in every case. The scope of data transmission is restricted to a minimum.

Duration of storage
After contractual processing has been completed, the data is initially stored for the duration of the warranty period, then in accordance with the retention periods prescribed by law, especially tax and commercial law, and then deleted after the period has elapsed, unless you have agreed to further processing and use.

Rights of the affected person
If the legal requirements are fulfilled, you have the following rights according to art. 15 to 20 GDPR: Right to information, correction, deletion, restriction of processing, data portability. You also have a right of objection against processing based on art. 6 (1) GDPR, and to processing for the purposes of direct marketing, according to art. 21 (1) GDPR.

Right to complain to the regulatory authority
You have the right to complain to the regulatory authority according to art. 77 GDPR if you believe that your data is not being processed legally.
You can lodge a complaint with, among others, the supervisory authority responsible for us, which you may reach at the following contact details:

Landesbeauftragte für den Datenschutz Niedersachsen Prinzenstraße 5 30159 Hannover Tel.: +49 511 1204500 Fax: +49 511 1204599 E-Mail: poststelle@lfd.niedersachsen.de

Right to object
If the data processing outlined here is based on our legitimate interests in accordance with Article 6(1)f) GDPR, you have the right for reasons arising from your particular situation to object at any time to the processing of your data with future effect.
If the objection is successful, we will no longer process the personal data, unless we can demonstrate compelling legitimate grounds for the processing that outweigh your interests or rights and freedoms, or the processing is intended for the assertion, exercise or defence of legal claims.

Telecom Management for Call Centers | A Practical Guide

Descrizione dell’articolo da parte del venditore

Dati bibliografici

Riassunto

Descrizione articolo

Estratto. © Ristampato con autorizzazione. Tutti i diritti riservati.

Telecom Management for Call Centers

iUniverse, Inc.

Contents