Cambridge Technology Partners 18. November 1999 · · 2000-04-13Cambridge Technology Partners 18....
Transcript of Cambridge Technology Partners 18. November 1999 · · 2000-04-13Cambridge Technology Partners 18....
Cambridge Technology Partners 18. November 1999
Proprietary Information 1
Peter HubeleCambridge Technology Partners
Deutschland GmbHTel. 089/20600-1569
Wandel im Call Center Markt
Agenda
■ Cambridge Technology Partners
■ Marktentwicklung + Chancen im Kundenmanagement
■ Evolution vom Call Center zum Contact Center
■ Auswirkungen auf existierende Call Center
■ Beispiel für Blended Media Call Center
Cambridge - Überblick und Meilensteine
1991
Erweiterung des Service Portfolios um ManagementConsulting, vornehmlich im Bereich Change Managementund Prozess-Consulting
Gründung als Systemintegrator in Cambridge/Mass. USA
Unternehmensphilosophie basierend auf Kunden-orientierung, Konsens, Fairness und dem Konzept Fixed Time/Fixed Price Technologische Umsetzung in Form unsererRAD - Rapid Application Deployment Methodik
1995
Cambridge - heute
•• Fixed Time/Fixed PriceFixed Time/Fixed Price•• Rapid Application DeploymentRapid Application Deployment•• Growth-Oriented SolutionsGrowth-Oriented Solutions•• Business CaseBusiness Case•• Knowledge TransferKnowledge Transfer•• Behavior-Driven MethodologyBehavior-Driven Methodology
GrundwerteGrundwerte
($M)
•• Schnelle UmsetzungSchnelle Umsetzung•• RisikominimierungRisikominimierung•• KonsensorientiertKonsensorientiert•• Bewährte VorgehensweiseBewährte Vorgehensweise•• IT IT und geschäftliche Ziele imund geschäftliche Ziele im
EinklangEinklang
Nutzen fürNutzen für den den KundenKunden
•• GegründetGegründet 1991 1991•• 4500 4500 MitarbeiterMitarbeiter•• 53 53 Büros weltweitBüros weltweit•• ~ 1500 ~ 1500 MitarbeiterMitarbeiter in in EuropaEuropa•• ~ 220 in D, CH, A~ 220 in D, CH, A
Internationale PräsenzInternationale Präsenz
0100200300400500600700
1994 1995 1996 1997 1998
$407$407
$273$273
$180$180
$113$113
$612$612
Repräsentative Kunden
DeutschsprachigDeutschsprachig::ADP/Taylorix *Allied Signal *Bayernwerk Netkom *Bobst S.A. *Braun AG *Deutsche Post AG *Deutsche Börse Systems AGDresdner Bank AGGerling Konzern *Henkel AGHoechst AGLufthansaÖBBR-V VersicherungSunrise *Swissair *VIAG Interkom *Wellmann ** = Kundenmanagement Lösungen
EuropaEuropa::AlbacomAlbacom * *AT&T AT&T Unisource Unisource **British Telecom*British Telecom*DHL *DHL *EdonEdon * *GE Capital GE Capital Hewlett-Packard *Hewlett-Packard *InterpayInterpayKLMKLMLiberfoneLiberfone * * NewsbankNewsbank * *NykreditNykredit A/S A/SOrange Communications *Orange Communications *Philips Consumer ElectronicsPhilips Consumer ElectronicsPrudential U.K. *Prudential U.K. *Prime HealthPrime HealthRacal Telecommunications *Racal Telecommunications *TelenordiaTelenordia * *TelfortTelfort * * ShellShellSilicon Graphics *Silicon Graphics *UnileverUnileverVrij UitVrij Uit Travel ( Travel (NeckermannNeckermann))
WeltweitWeltweit::3 COM3 COMBertelsmannBertelsmannCambridge *Cambridge *ChevronChevronCisco Systems *Cisco Systems *Dell ComputerDell ComputerEnron *Enron *Fleet Bank *Fleet Bank *Gillette *Gillette *HBO *HBO *Lucent *Lucent *MarriottMarriottMCI/MCI/Worldcom Worldcom * * Microsoft *Microsoft *Pacific BellPacific BellPeopleSoftPeopleSoft * *Pepsi Canada *Pepsi Canada *Procter&GambleProcter&GamblePrudential *Prudential *Sybase *Sybase *Toronto Dominion *Toronto Dominion *Union Energy *Union Energy *VISA *VISA *
Cambridge Dienstleistungen
Cambridge bietet Lösungen für die „New Economy“, die neue digitaleGeschäftswelt - vom Business Modell bis zur technologischen Umsetzung:
•Customer Relationship Management (CRM)• Customer Contact Center, Vertriebslösungen, Service Force Automation, Web-Self-Service, CTI, IT-Help-Desks
• E-Business• E-Procurement, E-Commerce, Online Marketing, Online Communities
• Knowledge Management• XRP-Lösungen, Supply Chain Management
Cambridge Technology Partners 18. November 1999
Proprietary Information 2
■ Dynamischer Web Service� Collaborative Chat� E-Comm One-to-One� Fulfillment Status
■ Web Self Service� Web-Enabled Case
Management� Knowledge Bases / FAQ
■ Blended Channel Routing� Email Routing� Chat Routing� Telephony� Skills-Based
■ Email� Intelligent Email Response� Sorting and Management
■ Kundenkontakt Center� Support� Service� Vertrieb/Telesales
■ Campaign Management� statisch� Real Time
■ Business Intelligence� Data Mining� Analysen� Modelling
■ Sicherheit� Internal Authentication� External Authentication� Client, Level and Role
Cambridge – Erfahrung in CRM Lösungen These days Customers are Determining...
■ What products and services you willprovide
■ How and where they buy■ When delivery will take place■ When and how service/support will
take place■ What they will pay for an item
Where will customers increasingly buy?
76
66
22
77
63
25
66
45
90
102030405060
7080
Germany UK France
ObtainedInformation aboutproducts andservicesResearchedproducts andservices
Purchased productsand services
What percentage of web users are using the Web for shopping?
Ziff-Davis Study ‘99
How should companies create loyalty and repeat purchases?
52% 36% 20%
20%15%
11%5%
Great Customer ServicePersonalized content/communicationsMaximize convenienceGiveawaysMore interactivityReturn coupons, discount offersNot doing anything
Source; Forrester Research
The Customer’s Point of View
Fall off is tremendous, 67% of web transactionsnever completed
Corporate Home Page
CatalogSearching
Product Configuration
Product Ordering
Transaction
TransactionConfirmation
Why does E-Commerce need to be better?
■ E-Commerce sites are not taking into considerationall types of buyers
■ E-Commerce sites may not be able to anticipateevery buyers questions
■ They leave and don’t tell us why■ They leave disappointed and tell others
--They came, they shopped, but they could not buy--
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Proprietary Information 3
50% of Internet Customers say they would buy ifthey could interact with a human being
Corporate HomePage
CatalogSearching
Product Configuration
Product Ordering
Transaction
TransactionConfirmation
Is it possible to capture them before they leave?
Ziff-Davis Study ‘99
Reasons Why Customers Don’t Buy on theInternet (in Germany)
■ Concerns over credit card privacy and transaction security
(29%)
■ Prefer to go to the shops (25%)
■ The desire to talk to a real person (22%)
■ Data Protection concerns (3%)
■ Not got around to it yet (7%)
Live Chat
Call Back
Voice over IP
Place Live Customer Service Where it counts!
Live Chat
Call Back
Voice over IP “Last Year We Were Happy With Providing‘Pretty’ Web-sites”
The Migration:What We Are Seeing
■ Customer will use multiple touch points to interactwith your company for services and purchasing
■ Customer contact centers will continue to grow asthe focal point for customer relations
■ Traditional Call Center will migrate from voice-only tofully integrated Contact Centers
■ Many customers may get their “FIRST” experiencewith you through the web.
VoiceContact
IVR Contact
Website
BlendedMedia
Contact
•Quick•Mobile•Simple
•Complex Questions•Personal Touch
•Simple•Common
•Visual•Self Guided•Instant fulfillment
Selling Will Take on a Whole New Look...
■ Each medium has attributes that serve different setsof customer service needs
■ The combination of medium is a powerful selling tool
The new interaction Opportunities -
■ Call-Me Back Later/Now� Allows you to direct sell on their time� Solves single phone line issue
■ Live Text� Real time closing of Sale� Ability to push content and lead the customer
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Proprietary Information 4
The Opportunities -
■ Email automated response� Reduce operational costs� Familiar to customers, widely used� Covers 24/7
■ Web Self Service� Considerable reductions in operational cost� Covers 24/7� Empowers your customer
■ Click Stream analysis� Use to improve products and services� Use to improve your website
The Opportunities -
■ One to One Marketing� Best way to deliver push message via E-Mail
subscriptions
The Opportunities -
■ Screen / Browser control and push technologies� Guides a customer through the sale� Points to the exact spot!
■ Voice over IP
Detailed Front Office Value ChainTransportation
& Routing
Architecture &Infrastructure
Net
wor
king
Blen
ded
Chan
nel I
nteg
ratio
n(C
TI)
Tele
-ph
ony
Rout
ing
Net
wor
king
Mob
ilSy
nchr
oniz
a-tio
nSe
curit
y
Systems
Assimilation & Training
Pers
onal
izat
ion
E-Commerceand/or
I-Commerce
ContentManagement
EmailManagement
Sales Force Automation
Cam
paig
n M
anag
emen
t
Smart EmailResponse
CSRFunctions
(Case Mngt,Inter Mngt,Cross Sell,
Cust Profile)
Point of Sale
WebCollaboration
Soft Phone
Phone
XML
XML
XML
XML
Self Help
Community
Adve
rtis
emen
t
Channel Interface
SupportProcesses
Shopping
Buying
ProblemSolving
Web
Chat
VoIP
Phone
Point of Sale
Direct SalesForce
Relating
Processes CustomerKnowledge
Cust
omer
Int
erac
tion
/ Co
ntac
t M
anag
emen
t
Dat
a M
arke
ting
/Min
ing
Support Ops &Sys
Maintenance
Syndication/ContentCreation
Fulfi
llmen
t &
Ope
ratio
ns
Prod
uct
Man
agem
ent
&D
evel
opm
ent
Cust
omer
Car
e
Case
Man
agem
ent
XML
XML
XML
Reality today is ...
0%10%20%30%40%50%60%70%80%90%
100%
Phone E-mail Web Teleweb
Primary Channel Limited Offer Not available
Source: Forrester Research, Inc.
Customer Interaction Outsourcers support the following channels:■ First what kind of company are you?
What Does it Take to Build an IntegratedContact Center
� What type of product do you sell?� What type of customers are you contacting� What functions can be separated, even
outsourced?� Do you have an overall digital strategy?� How much can you spend?
Existing Call Center with Infrastructure
New .COM company with no Infrastructure
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Proprietary Information 5
Preparing for the Technology
■ Develop a Digital Strategy
■ Plan for a common repository structure for customer data
■ Plan for a common collection method and repository for ContactCenter measurements data
■ Start with a pilot business area if possible
■ Bring up silo channels if you need to get started right away, buthave an overall integration plan
■ Have plans for a single integrated CSR Cockpit
■ Look for vendors that have open systems and establishedrelationships with other vendors
Preparing for Operations
■ Golden Rule: Plan to treat all channels with the samediligence as your voice channel
■ Do as much self service (FAQ, Automated Email, WebsiteDesign) as you can first. Use a dedicated team
■ Evaluate the Universal Agent approach carefully it may notapply to you
■ If you are a portal to another provider/partner make surethey treat your customers the same as you would
■ Make sure your backend processes are fully integrated withthe new communications channels
■ Monitor your agents and email to make real timeimprovements to your Website
First Model and then monitor the expected number ofcalls at each page
500 email/day1500 calls/day1000 chat/day
500 email/day1500 calls/day1300 chat/day
1500 email/day3000 calls/day2000 chat/day
50 email/day300 calls/day200 chat/day
5 email/day35 calls/day20 chat/day
• Be prepared to handle the estimated volume• But don’t miss opportunities to up-sell, cross sell and close• Select a set of recommend channels for each page
Corporate HomePage
CatalogSearching
Product Configuration
Product Ordering
Transaction
TransactionConfirmation
• Created a high level multi-functionalroadmap
• Created a business plan identifying market,business definition, approach, and financials
• Creating a complete business processdefinition and architecture framework
• Implementing Blended Channel Integration -integrating many disparate packages for acommon purpose
• Leading CRM Package• E-Commerce One-to-one Package• Marketing Automation Software• Data Warehousing and Mining• CTI Routing Software• UNIX and NT• Duration to rollout: ~8.5 months
• Capture a new emerging market in theNew Economy focussed on the customer
• Increase clients’ revenues through theuse of more appropriate channels andpersonalization
• Enable clients to minimize complexitywhile increasing revenue growth
• Providing clients’ customers a choice ofmedia to receive service or purchasegoods
• Create from scratch an outsourcing companythat provides a new way for clients toimprove their customer interactions acrossall channels
• Integrate all of the benefits of CRM, E-Commerce, and Data Mining
• Minimize the technical and human resourcecomplexity to the the new company’s clients
• Manage and execute a significant multi-trackprogram involving front to back office
Ticketmaster Interaction Center
Rich set of Contact Center Functionality
e-mail, web, voice, VoIP, regular mail, facsimileChannel Routing
real-time / near real-time metrics of the contact centerChannel Reporting
via interface to an address validation sourceAddress Validation
Credit Card AuthorizationKnowledge Mgmt.
Campaign Mgmt
Order Mgmt.
Order Entry
administer + manage flow of products through systemProduct Management
administer + manage the customer’s profileAccount Management
Customer ManagementCommentsFunctions
CTI
Aspect ACD
VOIP Gateway
Omtool
Brightware
Scanner
Acuity
Routing andScreen Pop
Agent ACD Telsetor Winset Adapter
Agent PC
Frontend Application
Future
Qconsole
Main Screen
Focus A
Client Screen
Focus B
Client Screen
Application System
Data
Client ASpecific
Data
Client BSpecific
Data
ApplicationArchitecture
Application Architecture
USPS
Voice
VOIP
Fax
Telephone
PSTN orIXC
Internet
PC
Internet,PSTN, or
IXCFax
Email Internet
PC
US PostalService
PC
WebChat Internet
Future Future
Customer
Reporting
FAQ
Fulfillment
Accounting
Clie
nt S
peci
fic In
terfa
ces
HR
Others
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Proprietary Information 6
Voice Integration
Ethernet
ACD
Agent Workstation
InternetPSTN
VoIP Gateway
CTI ServerLinetap
Handset
Digital Recording
Headset
PRITie-line
IVR
Web Chat and Collaboration
eSolutions Network
Customer withany Web browser Ethernet
1 23 4
Internet
Acuity RTE Acuity SQL
5
CSRQuintus Qrouter
6
• Clients initiates chat – gets routed – gets notified
• Agent gets info about link selected
• Chat happens
• Conversation gets added to client profile
Reasons for Implementing CTI & IVRTechnologies
■ Significant cost savings per call to the client■ Reduced talk time allows the CSR to take more calls.■ Skill based routing allows better service■ Reduced client wait times in the queue■ Fault tolerance or recovery■ Reduced number of misdirected calls■ Automated fraud detection■ Reporting capabilities■ Quality Assurance■ Employee satisfaction
CCS - Building The Contact Center Foundation
Customer FacingCall Center Mgmt.
Process
Application Functionality & DataBusiness
Case Education
Telephony Networking
CTI/Internet Connectivity
Systems Management
Proven Cambridge Methodology
RolloutRolloutDevelopmentDevelopmentDesignDesignScope orScope orPackagePackageSelectionSelectionWorkshopWorkshop
1 - 5 weeks 1 - 5 weeks 4-6 weeks4-6 weeks 6-12 weeks6-12 weeks
Training and AssimilationTraining and Assimilation
Strategic Vendor Partnerships
■ CMS� Siebel, Clarify, and Vantive - top tier CMS application vendors
■ CTI specific� Genesys Labs - vision & cutting edge technologies� Hewlett Packard - engineering excellence� Quintus (Nabnasset) - routing and reporting several channels, up &
coming� Acuity WebCenter - live chat� Aspect - premier ACD platform, IVR, and TCS staffing products� Periphonics - IVR leader� Nuance - leading edge voice recognition systems
■ One to One marketing� E.piphany� Broadbase
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Proprietary Information 7
A History of Success
Proctor & GambleConsumer Goods
• Implement customer care solution forlarge Corporate customers
• CTI Scope, Design & Development
NortelClarifyGenesys
LifelineSystems
• Life critical, Fault Tolerant, 24x7x365• PEW, Design & Development• Proprietary Hardware Integration
Lucent, VantiveGenesysCustom Java
ExcelCommunicationsTelecommunications
• CTI enable new Vantive and 3 legacysystems in 3 call centers
• PEW, Design & Development
Aspect, VantiveHewlett PackardGeoTel
Allegheny PowerUtilities
• CTI enable new GUI consolidated frontend to multiple legacy systems
• CTI Design and Development
LucentGenesysCustom Programming
Fleet BankFinancial Services
• Telesales application for 4 call centers• Package Evaluation Workshop• Design & Development
Lucent, Aspect, DavoxScopusGenesys, Prospect
Client / Industry Business Problem /Project Technologies
Vielen Dank für IhreAufmerksamkeit !