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Telecom - India Centres of Global Operators
Your CSAT is falling and everyone is blaming the accent.
The gap is usually in the structure.
Yzerly builds the structured communication, spoken clarity, and storytelling capability your India-based technical and frontline teams need, so a customer interaction resolves the first time instead of coming back twice.
Trusted by
global telecom operators
The pain today
Five capability gaps your teams carry into every customer interaction.
01
Everyone blames the accent. The diagnostic keeps finding the structure.
Result
One 233-agent team was sitting at 14 out of 100 on CSAT. The root cause was not product knowledge, process, or pronunciation. It was how information was ordered and framed, so the customer could not follow what they were being told, and every issue took two interactions instead of one.
02
Global stakeholders trust the India team's execution, not its judgment.
Result
The work gets done well and still gets checked. Teams are handed tasks rather than decisions, senior stakeholders stay in the loop longer than they need to, and the centre remains a delivery arm instead of becoming one that leads and influences.
03
Technical teams are now expected to carry the customer experience, not just the fix.
Result
As teams become more global, an engineer is judged on more than the resolution. Solving the problem but being unable to frame the fix leaves the customer unsure whether it was solved at all, and the account escalates anyway.
04
Agents and customers lose each other mid-interaction.
Result
The customer asks for a repeat, or asks for a supervisor. Handling time climbs, first-contact resolution drops, and it happens most on the high-volume queues where it costs the most.
05
Difficult conversations escalate instead of resolving.
Result
Billing disputes, outage complaints, and cancellation conversations move up a level when they did not need to. Save rates suffer, and your client sees the escalation count before they see anything else.
The pain today
Five capability gaps your teams carry into every customer interaction.
01
Everyone blames the accent. The diagnostic keeps finding the structure.
Result
One 233-agent team was sitting at 14 out of 100 on CSAT. The root cause was not product knowledge, process, or pronunciation. It was how information was ordered and framed, so the customer could not follow what they were being told, and every issue took two interactions instead of one.
02
Global stakeholders trust the India team's execution, not its judgment.
Result
The work gets done well and still gets checked. Teams are handed tasks rather than decisions, senior stakeholders stay in the loop longer than they need to, and the centre stays a delivery arm instead of becoming one that leads and influences.
03
Technical teams are now expected to carry the customer experience, not just the fix.
Result
As teams become more global, an engineer is judged on more than the resolution. Solving the problem but being unable to frame the fix leaves the customer unsure whether it was solved at all, and the account escalates anyway.
04
Agents and customers lose each other mid-interaction.
Result
The customer asks for a repeat, or asks for a supervisor. Handling time climbs, first-contact resolution drops, and it happens most on the high-volume queues where it costs the most.
05
Difficult conversations escalate instead of resolving.
Result
Billing disputes, outage complaints and cancellation conversations move up a level when they did not need to. Save rates suffer, and your client sees the escalation count before they see anything else.
Why solve this now
The customer's patience is already thin before your team picks up.
»
The FCC publishes consumer complaint data by carrier and by category. It is public, searchable, and downloadable by anyone, including your client's competitors.
»
The American Customer Satisfaction Index publishes annual telecommunications scores, and the sector has historically ranked among the lower-scoring industries it measures.
»
A repeat interaction costs twice and satisfies nobody. The difference between one that resolves and one that comes back is usually a communication gap, not a process one.
Why solve this now
The customer's patience is already thin before your team picks up.
»
A repeat interaction costs twice and satisfies nobody. The difference between one that resolves and one that comes back is usually a communication gap, not a process one.
Source
»
How Yzerly approaches it
FGD first. Success charter next. Measured outcome always.
We start with a manager FGD and an employee expectation-setting session. From that we evaluate each participant and create a success charter, built around the programme metrics your global client actually holds you to, not a generic communication benchmark. Programmes cover structured business writing and email, voice and accent, and the Art of Storytelling for technical teams who need a customer to follow and act on the fix. We deliver on-site so the floor context stays real, with short-format sessions and AI-enabled practice tools between them.
Client Impact
Outcomes we have delivered for global telecom operators.
39 → 77
%
Pronunciation scores after voice and accent work, cutting errors by roughly 30 per cent.
US telecom operator
60
%
Rise in support-team CSAT, with 116 of 133 agents reaching efficient handling.
US telecom operator
25
%
Improvement in manager effectiveness across global client-facing roles.
US telecom operator
14/100
%
The CSAT score across a 233-agent team, traced to how information was structured, not pronunciation.
Diagnostic, US telecom operator
"
Our teams stopped being asked to repeat themselves. First-contact resolution moved within a quarter, and our client noticed before we reported it.
Head of Operations · Global telecom operator, India centre
See the work
On the floor with our telecom programme teams.
Frontline or technical-team session: real Yzerly training in progress.
File: telecom-floor-training.jpg
30 to 60 second testimonial from a Head of Operations or Service Delivery Manager.
File: telecom-testimonial.mp4
Who we serve in Telecom
The roles that carry every customer interaction.
Who we serve in Telecom
The roles that carry every customer interaction.
Frontline & Contact Centre Teams
Customer Support Agents
Frontline Service Personnel
Contact Centre Representatives
Field & Network Operations
Field Operations Teams
Network Operations (NOC/SOC)
Technical Staff
Service & Support Management
Shift Handover Teams
Service Recovery Personnel
Cross-functional Coordination Teams
Enterprise & Sales
Enterprise Sales Teams
Frequently asked
What operations leaders ask us before we start.
Our crew already speak English. Why do they need a spoken-communication programme?
Speaking English and communicating clearly under pressure are different skills. Passenger conversations, safety announcements, and de-escalation all happen in real time, with no chance to pause and find the right words. We design specifically for spoken proficiency at the level your route mix demands, and we assess against how your crew actually perform on a live call or cabin interaction, not a classroom test.
The DGCA publishes a monthly Air Transport Statistics report and a passenger-grievance summary, so complaint volume against every airline is public.
Speaking English and communicating clearly under pressure are different skills. Passenger conversations, safety announcements, and de-escalation all happen in real time, with no chance to pause and find the right words. We design specifically for spoken proficiency at the level your route mix demands, and we assess against how your crew actually perform on a live call or cabin interaction, not a classroom test.
Frequently asked
What operations leaders ask us before we start.
We already run a voice and accent programme. Why do we need this as well?
A voice and accent programme works on how the team sounds. This works on whether the conversation succeeds: understanding what the customer is actually asking for, structuring a reply they can follow, and framing a technical fix so they can act on it. On one programme the CSAT problem turned out to be structure, not pronunciation, which no amount of accent work would have corrected. We measure on first-contact resolution and CSAT, not on a pronunciation score.
Our technical teams are engineers, not customer-service staff. Does this apply to them?
It applies most to them. As delivery becomes more global, technical teams are expected to add value to the customer experience, not only to close the ticket. An engineer who solves the problem but cannot frame the fix leaves the customer unsure whether it was solved at all. The Art of Storytelling module is built for exactly that.
Can you build the programme around our client's metrics rather than ours?
Yes, and we prefer it. Before we design anything, we run a manager connect: a focus group with the managers who own the numbers, so we hear the gap from the people who live with it daily. The success charter is then built around the metrics your global client reviews you on, so the outcome appears in the report you are already sending them every month.