Cookie Preference Centre

Your Privacy
Strictly Necessary Cookies
Performance Cookies
Functional Cookies
Targeting Cookies

Your Privacy

When you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. This information might be about you, your preferences, your device or used to make the site work as you expect it to. The information does not usually identify you directly, but it can give you a more personalized web experience. You can choose not to allow some types of cookies. Click on the different category headings to find out more and change our default settings. However, you should know that blocking some types of cookies may impact your experience on the site and the services we are able to offer.

Strictly Necessary Cookies

These cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms. You can set your browser to block or alert you about these cookies, but some parts of the site may not work then.

Cookies used

Performance Cookies

These cookies allow us to count visits and traffic sources, so we can measure and improve the performance of our site. They help us know which pages are the most and least popular and see how visitors move around the site. All information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies, we will not know when you have visited our site.

Cookies used

Google Analytics

Functional Cookies

These cookies allow the provision of enhance functionality and personalization, such as videos and live chats. They may be set by us or by third party providers whose services we have added to our pages. If you do not allow these cookies, then some or all of these functionalities may not function properly.

Cookies used




Targeting Cookies

These cookies are set through our site by our advertising partners. They may be used by those companies to build a profile of your interests and show you relevant ads on other sites. They work by uniquely identifying your browser and device. If you do not allow these cookies, you will not experience our targeted advertising across different websites.

Cookies used


This site uses cookies and other tracking technologies to assist with navigation and your ability to provide feedback, analyse your use of our products and services, assist with our promotional and marketing efforts, and provide content from third parties


Here are some suggested Connections for you! - Log in to start networking.

Article : Risky Business

With a city centre whose heart was ripped out by a huge bomb in 1996, the city of Manchester in Northwest England knows what it feels like to have an unexpected disaster impact on the commercial operations of a city. Fortunately the centre now shines again, with stylish new stores and open spaces having risen from the devastation of that IRA bomb. Yet perhaps more surprisingly, a recent much less catastrophic, but significant, crisis seems to indicate that, even in this city, there remains complacency over business disaster planning.

In March a serious fire occurred in a BT telecommunications tunnel under Manchester city centre. The fire brought 130,000 phone lines down on a Monday, half of which still hadn't been restored several days later and left some without a service five days later. Around 30 banks in the city centre were forced to close and ATMs and credit card transactions became affected. Mobile networks became jammed, roads were shut and taxi drivers were reported to be struggling to find work as hotlines went dead.

By Wednesday evening, 58,000 lines were still to be restored and the fire had cost businesses an estimated £10 million at this point. By Friday evening 1000 lines were still to be restored. Angie Robinson of Manchester Chamber of Commerce commented at the time that, "Businesses in this area are losing £4.5 million a day. It's unlikely that they will be able to claim any of this back."

A poll was conducted shortly afterwards of 1,000 firms in the Manchester and Lancashire area, which showed that, even after this event, businesses remained complacent about communications disaster planning. The findings illustrate the uphill battle the UK faces to alert companies to the need to plan for the unexpected in relation to similar and other types of incidents such as terrorist disruption.

The crisis had considerable impact on commercial operations. 86 per cent of firms affected found the fire was disruptive and it had an impact on voice communications in 60 per cent of those polled. Email, fax or internet operations were also affected in 38 per cent of companies hit by the fire.

Few had plans in place to respond to such communication disruption. Just 34 per cent had a disaster recovery or business continuity plan in place, though 75 per cent admitted they would lose sales calls, 18 per cent losing upwards of 100 enquiries per day in such a situation.

Those polled also showed low awareness of solutions, nor did most appreciate the demands for disaster planning yet many of the same businesses reported making huge losses when affected by a telecoms disaster. 71 per cent saw little value in automatic call diverts in emergency and 70 per cent of those polled were unaware that banks expect businesses applying for loans to have a proven disaster recovery plan in place.

Experience of disruption of this type is that companies fail to have in place even the most basic solutions. Often, just getting a business's phones to automatically divert to a location scripted to manage them can make a huge difference, as can making sure the firm backs up data to a remote location. The challenge is how the contact centre services industry can educate firms that a disaster recovery plan does not need to be complicated, nor do its elements need to be expensive. Disaster and business continuity planning must, by definition, happen in advance. For the majority of British businesses this does not seem to be common knowledge or common practice.

About Ian Mitchell:
Ian Mitchell is business development director of Direct Response Ltd. He has worked as a consultant for The Overseas Development Administration and The Body Shop and went on to set up the inbound voice service for Alternative Networks. Ian has a degree in Human Geography and an MSc from the University of Bristol.

About Woven:
Company LogoWe’re redefining connected services. Why? Because the conventional outsourcing model is broken. Customers are not commodities and service is not a number on a balance sheet. This is a brand new approach. Where people matter and technology is intuitive.
  Company Blog   Company RSS Feed   Company Facebook   Company Twitter   Company LinkedIn   Company Profile Page

Today's Tip of the Day - Comprehensive Back-Up Plan

Read today's tip or listen to it on podcast.

Published: Thursday, December 2, 2004

Printer Friendly Version Printer friendly version

About us - in 60 seconds!

Submit Event

Upcoming Events

Europe's leading call & contact center event is now arriving at the U.S., showcasing the latest and most effective technologies, strategies and advancements to industry professionals who are looking to excel in the customer engagement world!

Disco... Read More...

Newsletter Registration

Please check to agree to be placed on the eNewsletter mailing list.

Latest Americas Newsletter
both ids empty
session userid =
session UserTempID =
session adminlevel =
session blnTempHelpChatShow =
session cookie set = True
session page-view-total = 1
session page-view-total = 1
applicaiton blnAwardsClosed =
session blnCompletedAwardInterestPopup =
session blnCheckNewsletterInterestPopup =
session blnCompletedNewsletterInterestPopup =