1. Quarterly Business Review – SAMPLE DATA
First Quarter 2011
May 10, 2011
VENDOR NAME / LOGO

2. Attendees First Quarter 2011 Quarterly Review and Scorecard Meeting
May 10, 2011, 9am EDT
Dial In: , (PC) XXXXXX (HC) - XXXX
Prudential Attendees
Vendor Attendees
Data used in this document is for demonstration only.

3. Data used in this document is for demonstration only.
Agenda
Topic
Page
Executive Summary 4
Vendor Company Overview 5
Quarterly Performance 6
Functional KPI Highlights - Example
7-8
Capacity and Staffing 9
Site Comparison 10
Prudential Evaluation of Vendor
11-13
Vendor Evaluation of Prudential
14-15
Recognition 16
Prudential / Vendor Upcoming Initiatives
17-18
Appendix A – Sample Organizational Charts
19-21
Appendix B – Sample Historical KPI Performance
22-23
Data used in this document is for demonstration only.

4. Data used in this document is for demonstration only.
Executive Summary
Performance Overview
The relationship continues to be very strong. Most functions met or exceeded expectations for the quarter. We expect the vendor to continue to refine their hiring practices and ensure they are capturing associates who are a good fit for the role to avoid the high levels of training fallout after an intensely resource driven training process.
This overview completed by Provider Governance.
Key Activities
Vendor completed one class (Class 80)
There were changes in Vendor Leadership Team
The quality team has begun consolidated stand-ups once a week to educate the teams on quality results, current trends and encourage participation in PCHAT
Call Flow training was conduced for all associates
Implemented increased calibration calls with Jacksonville participants
Data used in this document is for demonstration only.

5. Vendor Corporate Update
Maintaining Conservative Financials
No  Long-Term Debt
Strong Cash Position
Exploring Expansion
Additional Acquisitions -  Broaden Depth of Capabilities in Key Industries
Organic Growth – Adding locations
Unplanned but Successful Deployment of GLOBAL BCP Strategy
Asian Earthquake/Tsunami
US Tornado
Data used in this document is for demonstration only.

6. Measurement of Call Center Service Metrics 1st Quarter 2011
KPI
Goal
Current Quarter
Prior Quarter Result
Result
Rating
Weight
Score
Quality - Accuracy
1 = <89%
2 = 89% - 91%
3 = 92%
4 = 93% - 99%
5 = 100%
92% 3
40%
1.2
3/ 92%
Customer Satisfaction
(Dissatisfied)
1 = > 22%
2= 16% - 21%
3= 11% - 15%
4= 6% - 10%
5= < 5%
10% 4
15%
0.60
3/ 11%
AHT
1 = > 8:08
2= 7:53 – 8:07
3= 7:25 – 7:39
4= 7:10 – 7:24
5= < 7:09
7:35
0.45
2 / 7:55
CSP Turnover
1 = Greater than 4% / month
3 = 3% - 4% /month
5 = Less than 3% / month
3.6%
3 / 3.1%
Absenteeism
1 = Greater than 7% / month
3 = 6% - 7% / month
5 = Less than 6% / month
4.8% 5
0.75
5 / 3.2%
Total Rating
3.5
3.2
KPIs that are not meeting the goal will be in red.
Data used in this document is for demonstration only.

7. Functional KPI and Service Highlights – Function
Performance Overview: The function is meeting expectations overall.
Quality
The function met or exceeded the overall quality goal each month in the first quarter for all buckets
The quarterly results were: Accuracy – 94%, Call Flow - 96%, Customer Service Skills – 100%
AHT
First quarter result for the function was 5:32 compared to a goal of 6:15
Vendor AHT was approximately 48 seconds less than their counterparts at Prudential for Peer Group B associates
A similar slide would be completed for every functional area at the vendor.
Staffing
The function had no attrition in the first quarter.
Average tenure of the associates in the function was 32 months or a little over 2.5 years
The function met the absenteeism goal of 4%. January ended at 4% ; February at 3% and March at 4.5%
Data used in this document is for demonstration only.
Action Needed
Monitoring
Meeting

8. Data used in this document is for demonstration only.
SAMPLE ACTION PLAN (Used if any KPIS on previous slide are not meeting goal)
Improvement Plans:
Vendor will continue the outlier management plan
Associates will be added to outlier management, and receive additional coaching and formal goal setting used to set commitment goals to increase performance
Outlier management is designed to improve performance within 2 months
Training for agents in the most efficient methods to handle a call, including templates, short-cut keys and best practices will continue
Training is scheduled for agents on a weekly basis and agents are enrolled in the training that best fits their development needs
These slides will be used to detail the action plans for any KPIs that are not meeting the goal.
Projected Results Next Quarter:
April – 50 seconds variance to Goal
May – 40 seconds variance to Goal
June – 35 seconds variance to Goal
Data used in this document is for demonstration only.

9. Overall Capacity and Staffing
Third Quarter Staffing
Month
Required Staff
Actual Projected
Difference
January 2011
190
195 5
February
180
182 2
March
170
179 9
April
140
145
May
150
June
158 8
July
143
August
135
139 4
September
149 -1
October
November
December
January 2012
TBD
Capacity Commentary
In the first quarter, vendor completed one training class
There were 15 losses in the first quarter, primarily in January
Vendor has added two at their expense to increase staffing for later in the year
Vendor will complete this slide
Data used in this document is for demonstration only.

10. Data used in this document is for demonstration only.
Site Comparison
Function
Site
January
February
March
Quarter
Overall Call Quality
Jacksonville
Manila
Paper Quality (CCCU)
Customer Satisfaction
All Sites
AHT CSU (Peer Group B)
AHT ASU (Peer Group B)
AHT BARU (Peer Group B)
AHT SO (Peer Group B)
AHT CCCU (Peer Group B)
AHT CRT (Peer Group B)
Turnover
Tenure
Absenteeism
Adherence
Pure Aux
Data used in this document is for demonstration only.

11. Prudential’s Evaluation of Vendor Relationship Management
Technology
Q was challenging from a technology perspective. We had issues with our circuit provider, Verizon, and also experienced a few outages with our secondary circuit provider, Level 3. Prudential’s network team has been in process of having the Verizon circuit re-routed through a new path to try and mitigate failure
This in no way is applicable to vendor’s technology. Vendor has been very helpful in debugging local issues in the operations, and the operations staff has been crucial in providing us information on the symptoms during the issue
Thank you to Denise, Shelly and the entire Operations team for your continued support and we look forward to, what has become, the usual support
These bullets are quick hits, but during the review – be prepared to discuss them in more detail.
These should reflect key / major items in the quarter, unless there were no issues.
The colors of the evaluation categories are meant to be a dashboard – green, red, yellow.
This marked the first quarter with our new Relationship Manager
Sheis very supportive of the account, and has begun offering development opportunities to the the core leadership team in Manila
One area to improve is in communication regarding projects,
Marc Guison is a valuable partner to Prudential
The billing process in the first quarter has been much smoother compared to the third and fourth quarters of 2010
Relationship Management
Data used in this document is for demonstration only.
Action Needed
Monitoring
Meeting

12. Prudential’s Evaluation of Vendor Operational Leadership 1
While several members of the core leadership team are new to their roles, we have seen positive results
The Prudential team has a great deal of confidence for the new account manager as we move into the rest of 2011
He has a great rapport with the CSAs and does a really good job at recognizing them
Quality Leader has immersed herself in the quality process and has been very valuable. She has an in depth knowledge of all CSAs, their performance , and the individual action plans
Created and introduced workpage training for the CSAs as a result of trended errors (training was reviewed by PDG)
Communicated to ensure everyone on the account has an understanding of where the account stands from a quality perspective
Implemented additional calibration calls
Overall RTR results have decreased from the previous quarter, specifically in the Accuracy and Customer Service Skills buckets
The scoring of Customer Service Skills has been a focus of the calibration and consistency calls to ensure CSAs are being given the right feedback to improve the customer experience and reduce effort level
The team needs to ensure the scores accurately reflect the customer experience
1 Operational Leadership includes Quality and Work Force Management
Data used in this document is for demonstration only.
Action Needed
Monitoring
Meeting

13. Prudential’s Evaluation of Vendor Control Consciousness
Training
Vendor continued to run multiple training classes in the first quarter
5 new hire classes completed
1 new hire class started
2 IWP classes and 1 Vantage class was completed
The training team successfully executed the certification plan for new hires and implemented a progress report for new hires
Control Consciousness
All new hires have completed the mandatory compliance related WBTs within the appropriate time frames
All new hire privacy and confidentiality paperwork was completed and sent to Prudential in a timely manner
There were 13 privacy errors in the first quarter, however two were not the fault of the CSA. These errors represent .0022% of the total call volume of 584K calls in the first quarter
Innovation – Ideas applied successfully in practice – transitioned into something useful
Innovation may be linked to positive changes in efficiency, productivity, quality, competitive positioning, market share, etc
Innovation – incremental, emergent or radical changes in thinking, products, processes or organizations
This category of innovation won’t be considered not met if vendors bring solid, well-thought out ideas, that can’t be implemented right away.
Innovation1
This category will track the vendor’s presentation of innovation ideas and suggestions that lead to increases in efficiency and/or quality or a better customer / producer experience.
Examples could include:
Process Change suggestions / ideas
Best practices learned through industry knowledge
1 Innovation is a new category and will not be rated for 2011, but will be included in the review.
Data used in this document is for demonstration only.
Action Needed
Monitoring
Meeting

14. Vendor Evaluation of Prudential Relationship Management
Technology1
Vendor submitted five change requests during the first quarter. Pat Cheng and Brian Cliver are very responsive to all of these requests.
There were several circuit related issues during Q1, resulting in downtime in the location. Some of the issues were directly related to the earthquake in Japan, and others were a result of the ongoing issues with the Prudential Verizon circuit.
This issue is why this competency is being rated yellow.
The Prudential IT team continues to be a valued asset in partnering with the Vendor team.
See previous slide.
Relationship Management
We would like to thank Prudential Leadership for recognizing the agents who received commendations from Prudential customers during their visit in March 2011.
Their visit was very fruitful as several Focus Group Discussions were done with the associates and all of the officers.
We would like to thank the Prudential Relationship Manaager for her continuous support to the Vendor Leadership Team. This helps us to have a stronger working relationship.
1 See slide at end of Subjective Reviews for a list of Sev 1 and 2 issues reported in the first quarter.
Data used in this document is for demonstration only.
Action Needed
Monitoring
Meeting

15. Vendor Evaluation of Prudential
Operational Support1
Functional Leadership continues to provide excellent support and communication to the Vendor Team. This helped Melo Ramos have a smooth transition in taking the role of the main point of contact of Claims in Manila.
Prudential Manager has been very supportive for the functional utilities. He is very open to share best practices. His support is instrumental for the success of the utilities.
Prudential Associate Manager has been very helpful in making sure that the new Team Manager of utility, has had a smooth transition to his new role.
Quality Leader’s assistance in Quarter 1 was very much appreciated. He was very patient and gracious enough to help us identify the opportunities and how they document their reviews in Verint.
Vendor Leadership team would like to thank Quality Manager for the great ideas and best practices she shared during her visit . These will help the Vendor site to achieve our goals.
See previous slide.
Training
PDG member’s tireless efforts to help the Vendor Training Team:
Put together the ‘Authentication’ module discussed in site-wide stand-ups, which we will reinforce in the for new hire classes
Suggested Vantage role plays to enhance the March VUL class
Gave the approval for IWP-VUL Officer Training (2 days) to help upskill our leaders in a more efficient timeframe
Continues to be reliable when we need assistance in systems/tools issues (e.g. WBTs, Life Library clarification)
Data used in this document is for demonstration only.
Action Needed
Monitoring
Meeting

16. Data used in this document is for demonstration only.
Recognition
Recognition is reserved for those going above and beyond the BAU role.
Submitted by both Vendor and Prudential.
Data used in this document is for demonstration only.

17. Prudential Upcoming Initiatives / Projects
Eliminate the need for customer’s request
E-enable transactions and requests where possible
Provide opportunity for increased First Call Resolution via relaxed form requirements, etc.
Reduce the number of touches required in the back office by looking at call center referrals and forms
Straight Through Processing
Migrate to a Multi-Channel contact center by incorporating all or some of the following channels:
Chat, , Proactive Notification (supplement to service), Virtual Hold and Speech Analytics
Multi Channel Call Center
These are high level initiatives / projects / or other activities that the two businesses share with each other as it impacts the relationship.
Examples could include:
Major initiatives to change the process.
Technology initiatives
Contract updates needed or upcoming.
Other….
Enabling high demand transactions such as e-Payments and E-Disbursements
E-Delivery of documents
Redesign of Pru-Online
E-Service
Data used in this document is for demonstration only.

18. Vendor Upcoming Initiatives / Projects
SOE Initiatives
Team managers attended a training session that will help them manage their time properly on a day-to-day basis, increasing their productive hours with their teams.
Quality Manager has begun to partner with the quality team on a different account to understand their best practices, so that they can be shared with the account and team for evaluation.
Best Practices
These are high level initiatives / projects / or other activities that the two businesses share with each other as it impacts the relationship.
Examples could include:
Major initiatives to change the process.
Technology initiatives
Contract updates needed or upcoming.
Other….
Vendor Leadership recently identified 2 CSU SMEs who will help out in improving the CSU associates struggling in their Quality.
The training team suggested a new way to validate trainees skills by testing more frequently and in smaller blocks of material
Developed a closer partnership between Operations, Training and Quality to deliver better endorsement recommendations on new hires.
Initiatives
Data used in this document is for demonstration only.

19. Appendix A Organizational Charts
Vendor Corporate Organization Chart
Vendor Prudential Account Organization Chart
Prudential Corporate Organization Chart
Prudential ILI Organization Chart – Vendor Relationship
As we get to the appendices – we only review the org chart(s) if there are substantial changes that would impact the relationship. However, they are included in the review for reference purposes.
(In an actual QBR- the vendor’s org charts would also be included.)
We also included the historical KPI performance for reference as well.
Data used in this document is for demonstration only.

20. Appendix B – Sample of Historical KPI Performance
Data used in this document is for demonstration only.

21. Appendix B – Sample of Historical KPI Performance
Data used in this document is for demonstration only.