Customer contact service provider weWow wants to redefine BPO with an AI-first approach that guarantees results. Dirk Jan Dokman explains how the company plans to shake things up.

 

Dirk Jan Dokman is returning to business after a successful exit from CX Company. He feels he has "looked around" long enough and joins weWowThis BPO company handles customer contact for companies such as Ortium, Ace&Tate, 123Inkt, TheSocialHub, Printabout, and Loop Earplugs. WeWow was founded by Robin van Driel Fish, former manager of HelloPrint. That company succeeded in automating a large part of its customer contact using AI.

The BPO sector was and remains a challenging business: clients striving for cost savings, minimal margins, and often facing staffing challenges. Challengers in this market want to offer more than just FTEs: think innovation and automation power, with or without "skin in the game." This also applies to weWow.

Locked in the FTE model

Dokman has repeatedly spoken with facility service providers about collaboration, both during his time at CX Company and more recently, he says. In his opinion, the larger companies ultimately all stuck with the FTE model. "When you have hundreds of thousands of people on your payroll, change becomes complicated, also for your shareholders. During my time at CX Company, I spoke with a CEO of one of the larger service providers, and he said, 'Looking outside, I know I have to collaborate with you, but looking inside, I know it's impossible.' From my more recent conversations, I also gather that not much has actually changed in this sector. I think age isn't the only reason why CEO of TP has been replaced – the inability to change the existing model will also play a role. There are real opportunities in this market."

At weWow, Dokman saw the company making serious efforts to do things differently: "Optimizing processes, putting smart people at the controls, reducing phone calls by 70%. But weWow's business model wasn't designed for that yet."

Cutting your own turnover?

Cutting corners remains a challenge in the outsourcing business. How are you rewarded for helping your client save costs?

Dokman on that challenge: “We'll initially take over part of the customer contact operation for a period of 120 days at the same cost. During that time, we'll achieve quality improvements and identify the potential savings. We'll also provide guarantees for the following year and the year after that. This is, of course, a customized solution. And after a while, we'll have to make new contractual agreements.”

Dokman also sees those 120 days as a necessary period to build trust and get to know each other's working methods. It's also the starting point for benchmark teams, which can be used like a speedboat to get started on innovation.

Everyone in the office

WeWow works with Dutch university and university graduates from Valencia, with everyone working in the office. This is part of the formula, as Dokman wants these people to work in high-performing teams, close to the client, collaborate closely, and continuously explore smarter ways of working through breakout teams.

"That requires working together. That makes our recruitment a bit more complex. We also want our people to be able to make their own decisions. As standard inquiries are increasingly automated, customer contact is becoming more and more of a high-quality service. You need people who can really do something for that. I'm convinced that this will reduce the pressure on hourly rates." That's why weWow wants to offer a salary that's about 20% higher than what's typical in Valencia, compared to that "obligatory office work."

Not just fast growers

WeWow has so far focused primarily on young, fast-growing companies—similar to the HelloPrint model. This generates an annual revenue of approximately five million euros. The company wants to accelerate this growth and is therefore broadening its focus to include more traditional businesses. There's a clear goal: revenue must grow faster than employee growth. WeWow also aims to expand, with several locations, specifically within Europe. "We're not going to Suriname or India; our model lends itself perfectly to paying employees more."

(Ziptone/Erik Bouwer)

Customer Experience, Featured