© 2004 Avaya Inc. All rights reserved. Le nuove tecnologie a supporto del Contact Center di ultima...

© 2004 Avaya Inc. All rights reserved.

Le nuove tecnologie a supporto del

Contact Center di ultima generazione (Demystifying the Future of the Contact Center)

Milano 10 febbraio 06 Patrizio Di Carlo

2© 2004 Avaya Inc. All rights reserved.

Revenue growth:superior customerservice

Cost reduction:worker & businessefficiency

Manage risk

Mobility with ubiquitous access

Ease of use supportinga variety of devices

User control, privacy& security

Rapid, flexibledeployment

Flexibility for newbusiness models

Integrating businessprocesses

Clear ROI & investment protection

Option to build oroutsource

Scalable, secure,reliable, manageable

Customer Imperatives Drive our Technology Roadmap

WorkerImperatives

Business Imperatives

ITImperatives


Improving Customer Service, Worker Productivity and Business Efficiency Optimizing the Distributed Enterprise for Growth

Locations

Customers

Workers

Dynamic & ubiquitous access to key resources & expertise 24 x 7

Consistent experience across locations and modes

Easy to use; easy collaboration

Multi vendor/standards based systems and support

Holistic, intuitive approach to management, reporting and presence across the enterprise

Always on:Secure, reliable, scalable

and manageable


Customer Service for Sustained Competitive Advantage

Virtual infrastructure

Seamless delivery of applications and servicesCentral Site, Branch, Remote Channel integration

Integrating customer information and interactions across multiple media (voice, web, chat, email, etc.)

Enhanced self-service

Bringing customers inside a company’s business processes

Differentiated service

Embedding strategic customer segmentation in customer-contact operations

Expertise on-demand

Connecting customers to the right people at the right time, anywherePresence, InterruptabilitySkills, Knowledge

Information Management

Capture, ReportingRetrieval and AnalysisReal-Time Information

Customer


• Capabilities reflect site size not importance

• Local buying decisions:– Reflect site specific work

– Result in incompatible systems & duplication

• Limited:– Flexibility

– Leverage between sites

– Access to distributed expertise and resources

– Consistency in end-userexperience

• High turnover of locations

• Little / no infrastructure support staff

HQ

Today: Communication for the Multi-Location Enterprise

Kiosk

Large Branch

Virtual Office

Medium Branch

Satellite

Mobile Worker

Small Branch


Tomorrow: Distributing Communication Applications Across the Multi-Location Enterprise Using IP

Worker Mobility

Branches leverage central applications, resources and each

other

Centralized Management

Scalability, Reliability

Security

Consistent user experience and capabilities

Transparent extension to mobile workers

Improving customer service, worker productivity and business efficiency

PSTN

Broadband

ApplicationGateways

Virtual Contact Center

Universal Branches


SIP is a Key Enabler for Intelligent Communications

Native Support for Multimedia Uniform Policies Across Media Multimodal Interactions Broadband/3G-Ready

Presence and Events Easy Propagation Between Components Richer Services; e.g. Resident Expert

Easier Call-Context Integration (CCI) Transport Context with Signaling Extend CTI to Rest of Enterprise

Multi-Vendor Interoperability Supports Multi-Site connectivity, Branch, Home Agents Ease of Integration among components IT Alignment – Familiar Technology


Improving Customer Service Utilizing Multimedia, Presence and Context

Universal Branches

Access to experts with caller context

Route toany agent with caller’s context

Broadband

Wireless

PSTN

PSTN

Voice & visualcontact

Mobilespeechaccess

Click-to-connectweb users


Today: The Agent is at the Service of the Customer

BusinessApplications

Data and Intelligence

Business Processes, Rules and Routing Engine

Customer

IVR

WebSelf-Serve

InteractionCenter

InteractionCenter

Finance, Logistics, …

ProductSpecialist

Supplier

BranchOffice

ResidentExpert

RegionalRep

ProductSpecialist


IVR

WebSelf-Serve

Tomorrow: The Entire Enterprise is at the Service of the Customer

BusinessApplications

Data and Intelligence

Business Processes, Rules and Routing Engine

Customer

IVR

WebSelf-Serve

SIP and Communications

Services

InteractionCenter

Finance, Logistics, …

ProductSpecialist

Supplier

BranchOffice

ResidentExpert

RegionalRep

ProductSpecialist


Enterprise Workers

>400 million

The Entire Enterprise is at the Service of the Customer

Business communications, contact center practices, business processes and functions merge

Access knowledge across the extended enterprise

Customer

Workers Servicing Customers

100 million

Contact Center Agents9 million


Intelligent Communications

Correlates withHigher Communications Intensity


Intelligent Communications

Correlates withHigher Communications Intensity

Contact Center Agents9 million

Workers Servicing Customers

100 million

Enterprise Workers

>400 million


Demystifying the Futureof the Contact Center

The critical business importanceof the contact center


CEOCMO

CIO COO

Footnote: 1. Mercer Management Consulting, interviews with 50 c-level executives, April 2004 2. Lane & Co., focus group discussions, March 2004.

Driving Business Results“Help Me Grow Efficiently and Better Serve My Customers”

Grow Revenue“Our main priority is on winning

business back and growing

our top line.” 1

Reduce Costs“Even in growth markets, cost

reduction is a top-of-mind issue.We have to reduce overhead while

maximizing efficiency” 2

Lower Risk“Our top two business priorities

are security & continuity, after that next priorities are numbers

5 and 6.” 1


Contact Center AccountabilityPressure From Many Forces

Internal Forces

Boardof

DirectorsCEO

Sales &Marketing Finance Operations IT

HumanResources

External Forces

CustomerRegulatoryAgencies

IncreaseShareholder

Value

ProtectBrandEquity

ImproveBottom

LineResults

CollectRelevant

Data

GrowRevenues

LowerCosts

ManageWorkflow

UtilizeExisting

Technology

ProvideQualityService

ImproveCustomerLifetimeValue

RetainEmployees

ReduceStaffing

ProvideMultiplePoints ofAccess

ProtectPrivacy

FollowVertical

Regulations

IncreaseEfficiency

Ease ofUse

IncreaseResponse

Times

ProvideAdequateTraining

Do MoreWithLess

ProfitableGrowth


Business CommunicationStrategy Is Critical

Technology StrategyDeployment & Management Strategy

Technology StrategyDeployment & Management Strategy

Business StrategyBusiness Strategy

Business Communication Strategy and ArchitectureBusiness Communication Strategy and Architecture

enables

drives


Blending Businessand Operational StrategyThe Historical Contact Center Challenge

Efficiency(Cost Focus)Efficiency

(Cost Focus)Effectiveness

(Revenue Focus)Effectiveness

(Revenue Focus)


Riding the Contact Center Waves

1970 1980 1990 2000 2001 2002 2003 2004 2005

Eff

icie

ncy

Fo

cus

Cu

sto

mer

s A

s T

ran

sact

ion

s

Eff

ecti

ven

ess

Fo

cus

Cu

sto

mer

s A

s A

sse

ts

“Help Desk”Strategy: Call Efficiency

Tactic: Get Calls Resolved Quickly

“Help Desk”Strategy: Call Efficiency

Tactic: Get Calls Resolved Quickly

Call Center “Efficiency”Strategy: Increase Agent Productivity

Tactic: Knowledge Base Tools

Call Center “Efficiency”Strategy: Increase Agent Productivity

Tactic: Knowledge Base Tools “Post-Internet” Call CenterStrategy: Cut Costs Efficiency

Tactic: Call Deflection and Migrationto Non-phone Channels

“Post-Internet” Call CenterStrategy: Cut Costs Efficiency

Tactic: Call Deflection and Migrationto Non-phone Channels

“Contact Center”Strategy: Generate Revenue

Tactic: Blending Marketing and Service

“Contact Center”Strategy: Generate Revenue

Tactic: Blending Marketing and Service

“Call Center”Strategy: Automate Service

Tactic: Automated Issue Tracking

“Call Center”Strategy: Automate Service

Tactic: Automated Issue Tracking

Extended Contact Center

Strategy: Balance of Efficiency &

Effectiveness

Extended Contact Center

Strategy: Balance of Efficiency &

Effectiveness


Today’s High PerformanceContact Centers Will…

• Be revenue centers, not cost centers

• Be the primary channel for customer relations, including support, sales and marketing activities

• Offer timely and accurate information to customers

• Be the central source of data for management decision-making that involves the customer

• Expand into Web-based channels

• Allow technology to unburden routine tasks

• Employ clusters of highly trained and empowered service reps, who have at their disposal a vast, multimedia and integrated network of customer data


How Companies Are Addressing an Efficiency/Cost Savings Focus

• Site and Server Consolidation– “Flatten, consolidate, extend”

• Lower operational costs (systems/software/people)

• Increased efficiency of interactions (“one and done,” “right place, first time”, etc)

• Call avoidance and containment using natural language andself-service

• Automated agents

• Offshore, near-shore and outsourced contact center operations

Operational Efficiency


How Companies Are Addressing Effectiveness/Revenue Focus

• Advanced segmentation based on customer lifetime value (CLV) or other higher-order customer models

• Up-sell/cross-sell/saves based on customer segment

• Knowledge management

• Predictive customer analytics

• Predictive call routing

• Blended operational and business reporting

PersonalizedCustomer Care


Make Money and Save MoneyDelivering Significant Lift in Both Areas - Simultaneously

Significant ROI

Efficiency(Cost Focus)Efficiency

(Cost Focus)Effectiveness

(Revenue Focus)Effectiveness

(Revenue Focus)

© 2004 Avaya Inc. All rights reserved. Le nuove tecnologie a supporto del Contact Center di ultima...

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