"We had to slow down our hiring process i.e. as one person left we had to see if there was a way to spread out this work to agents already employed by us dependant on their skills. I think the outcome was to bring our workforce closer as agents who may not have known each other that well got to know each other very well. We also had to be very cost focused and taking recruitment as an example we recruited from the internet rather than agencies so to save the fees ,this allowed us to spend this money on automation or staff retention ideas .All our contract’s we renegotiated so to receive the best in cost ,we now rent our building for a 1/3 of the cost we did in 2008 and we have moved electricity/telephonic supplier and saved 20/30% respectively .All these saving have given us the ability to reinvest in our staff thus bettering our staff’s retention and knowledge."

"No, not so much. We were just a bit more efficient and put in a full workday - that made the difference in the company and was not enforced."

"We avoided unnecessary (nice to have) capital spending and new internal development initiatives that were not directly beneficial to our customers."

"We had to implement staff reductions and line reductions."

"We restricted the hiring of highcost salespeople and developers, they are too big of a risk."

"Stringent implementation on customer centricity with matching employee centricity was the main areas of management concentration."

"We had layoffs, which led to operating on reduced staff trying to meet increased targets"

"Expenses were reduced for sales staff, and the spending budgets on everything being passed by the Finance Department instead of indiviuals."

"We had restrictions on discretionary expenditures, renegotiated some of our contracts and renegotiated banking arrangements due to changes in the banking industry."