Cambridge Technology Partners 18. November 1999 Agenda Cambridge - - PDF document

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Cambridge Technology Partners 18. November 1999 Agenda Cambridge - - PDF document

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Cambridge Technology Partners 18. November 1999 Agenda Cambridge Technology Partners Marktentwicklung + Chancen im Kundenmanagement Evolution vom Call Center zum Contact Center Wandel im Call Center Markt Auswirkungen auf

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SLIDE 1

Cambridge Technology Partners

  • 18. November 1999

Proprietary I nformation 1

Peter Hubele Cambridge Technology Partners Deutschland GmbH

  • Tel. 089/ 20600-1569

Peter.Hubele@ctp.com

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 Management Consulting, vornehmlich im Bereich Change Management und Prozess-Consulting Gründung als Systemintegrator in Cambridge/Mass. USA Unternehmensphilosophie basierend auf Kunden-

  • rientierung, Konsens, Fairness und dem Konzept

Fixed Time/ Fixed Price Technologische Umsetzung in Form unserer RAD - Rapid Application Deployment Methodik

1995

Cambridge - heute

  • Fixed Time/ Fixed Price

Fixed Time/ Fixed Price

  • Rapid Application Deployment

Rapid Application Deployment

  • Growth-Oriented Solutions

Growth-Oriented Solutions

  • Business Case

Business Case

  • Knowledge Transfer

Knowledge Transfer

  • Behavior-Driven Methodology

Behavior-Driven Methodology

Grundwerte Grundwerte

($M)

  • Schnelle Umsetzung

Schnelle Umsetzung

  • Risikominimierung

Risikominimierung

  • Konsensorientiert

Konsensorientiert

  • Bewährte Vorgehensweise

Bewährte Vorgehensweise

  • I T

I T und geschäftliche Ziele im und geschäftliche Ziele im Einklang Einklang

Nutzen für Nutzen für den den Kunden Kunden

  • Gegründet

Gegründet 1991 1991

  • 4500

4500 Mitarbeiter Mitarbeiter

  • 53

53 Büros weltweit Büros weltweit

  • ~ 1500

~ 1500 Mitarbeiter Mitarbeiter in in Europa Europa

  • ~ 220 in D, CH, A

~ 220 in D, CH, A

I nternationale Präsenz I nternationale Präsenz

100 200 300 400 500 600 700 1994 1995 1996 1997 1998 $407 $407 $273 $273 $180 $180 $113 $113 $612 $612

Repräsentative Kunden Deutschsprachig Deutschsprachig: :

ADP/Taylorix * Allied Signal * Bayernwerk Netkom * Bobst S.A. * Braun AG * Deutsche Post AG * Deutsche Börse Systems AG Dresdner Bank AG Gerling Konzern * Henkel AG Hoechst AG Lufthansa ÖBB R-V Versicherung Sunrise * Swissair * VIAG Interkom * Wellmann *

* = Kundenmanagement Lösungen

Europa Europa: :

Albacom Albacom * * AT&T AT&T Unisource Unisource * * British Telecom* British Telecom* DHL * DHL * Edon Edon * * GE Capital GE Capital Hewlett-Packard * Hewlett-Packard * Interpay Interpay KLM KLM Liberfone Liberfone * * Newsbank Newsbank * * Nykredit Nykredit A/S A/S Orange Communications * Orange Communications * Philips Consumer Electronics Philips Consumer Electronics Prudential U.K. * Prudential U.K. * Prime Health Prime Health Racal Telecommunications * Racal Telecommunications * Telenordia Telenordia * * Telfort Telfort * * Shell Shell Silicon Graphics * Silicon Graphics * Unilever Unilever Vrij Uit Vrij Uit Travel ( Travel (Neckermann Neckermann) )

Weltweit Weltweit: :

3 COM 3 COM Bertelsmann Bertelsmann Cambridge * Cambridge * Chevron Chevron Cisco Systems * Cisco Systems * Dell Computer Dell Computer Enron * Enron * Fleet Bank * Fleet Bank * Gillette * Gillette * HBO * HBO * Lucent * Lucent * Marriott Marriott MCI/ MCI/Worldcom Worldcom * * Microsoft * Microsoft * Pacific Bell Pacific Bell PeopleSoft PeopleSoft * * Pepsi Canada * Pepsi Canada * Procter&Gamble Procter&Gamble Prudential * Prudential * Sybase * Sybase * Toronto Dominion * Toronto Dominion * Union Energy * Union Energy * VISA * VISA *

Cambridge Dienstleistungen Cambridge bietet Lösungen für die „New Economy“, die neue digitale Geschäftswelt - 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
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SLIDE 2

Cambridge Technology Partners

  • 18. November 1999

Proprietary I nformation 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

  • I ntelligent Email Response
  • Sorting and Management

■

Kundenkontakt Center

  • Support
  • Service
  • Vertrieb/ Telesales

■

Campaign Management

  • statisch
  • Real Time

■

Business I ntelligence

  • Data Mining
  • Analysen
  • Modelling

■

Sicherheit

  • I nternal Authentication
  • External Authentication
  • Client, Level and Role

Cambridge – Erfahrung in CRM Lösungen

These days Customers are Determining...

■ What products and services you will

provide

■ 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 9

10 20 30 40 50 60 70 80 Germany UK France Obtained I nformation about products and services Researched products and services Purchased products and 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 Service Personalized content/communications Maximize convenience Giveaways More interactivity Return coupons, discount offers Not doing anything

Source; Forrester Research

The Customer’s Point of View Fall off is tremendous, 67% of web transactions never completed

Corporate Home Page Catalog Searching Product Configuration Product Ordering Transaction Transaction Confirmation

Why does E-Commerce need to be better?

■ E-Commerce sites are not taking into consideration

all types of buyers

■ E-Commerce sites may not be able to anticipate

every 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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SLIDE 3

Cambridge Technology Partners

  • 18. November 1999

Proprietary I nformation 3

50% of I nternet Customers say they would buy if they could interact with a human being

Corporate Home Page Catalog Searching Product Configuration Product Ordering Transaction Transaction Confirmation

Is it possible to capture them before they leave?

Ziff-Davis Study ‘99

Reasons Why Customers Don’t Buy on the Internet (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% )

Email Live Chat Call Back Voice over I P

Place Live Customer Service Where it counts!

Email Live Chat Call Back Voice over I P

“Last Year We Were Happy With Providing ‘Pretty’ Web-sites”

The Migration:

What We Are Seeing

■ Customer will use multiple touch points to interact

with your company for services and purchasing

■ Customer contact centers will continue to grow as

the focal point for customer relations

■ Traditional Call Center will migrate from voice-only to

fully integrated Contact Centers

■ Many customers may get their “FIRST” experience

with you through the web.

Voice Contact I VR Contact Website

Blended Media Contact

  • Quick
  • Mobile
  • Simple
  • Complex Questions
  • Personal Touch
  • Simple
  • Common
  • Visual
  • Self Guided
  • I nstant fulfillment

Selling Will Take on a Whole New Look...

■ Each medium has attributes that serve different sets

  • f 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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SLIDE 4

Cambridge Technology Partners

  • 18. November 1999

Proprietary I nformation 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 I P

Detailed Front Office Value Chain

Transportation & Routing

Architecture & Infrastructure Networking Blended Channel Integration (CTI) Tele- phony Routing Networking Mobil Synchroniza- tion Security

Systems

Assimilation & Training Personalization E-Commerce and/or I-Commerce Content Management Email Management Sales Force Automation Campaign Management Smart Email Response CSR Functions (Case Mngt, Inter Mngt, Cross Sell, Cust Profile) Point of Sale Web Collaboration Soft Phone Phone XML XML XML XML Self Help Community Advertisement

Channel I nterface Support Processes

Shopping Buying Problem Solving Web EMail Chat VoIP Phone Point of Sale Direct Sales Force Relating

Processes Customer Knowledge

Customer Interaction / Contact Management Data Marketing /Mining Support Ops & Sys Maintenance Syndication/ Content Creation Fulfillment & Operations Product Management & Development Customer Care Case Management 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, I nc.

Customer I nteraction Outsourcers support the following channels: ■ First what kind of company are you?

What Does it Take to Build an Integrated Contact Center

What type of product do you sell? What type of customers are you contacting What functions can be separated, even

  • utsourced?

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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SLIDE 5

Cambridge Technology Partners

  • 18. November 1999

Proprietary I nformation 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 Contact

Center measurements data

■ Start with a pilot business area if possible ■ Bring up silo channels if you need to get started right away, but

have an overall integration plan

■ Have plans for a single integrated CSR Cockpit ■ Look for vendors that have open systems and established

relationships with other vendors

Preparing for Operations

■ Golden Rule: Plan to treat all channels with the same

diligence as your voice channel

■ Do as much self service (FAQ, Automated Email, Website

Design) as you can first. Use a dedicated team

■ Evaluate the Universal Agent approach carefully it may not

apply to you

■ If you are a portal to another provider/partner make sure

they treat your customers the same as you would

■ Make sure your backend processes are fully integrated with

the new communications channels

■ Monitor your agents and email to make real time

improvements to your Website

First Model and then monitor the expected number of calls at each page

500 email/ day 1500 calls/ day 1000 chat/ day 500 email/ day 1500 calls/ day 1300 chat/ day 1500 email/ day 3000 calls/ day 2000 chat/ day 50 email/ day 300 calls/ day 200 chat/ day 5 email/ day 35 calls/ day 20 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 Home Page Catalog Searching Product Configuration Product Ordering Transaction Transaction Confirmation

  • Created a high level multi-functional

roadmap

  • Created a business plan identifying market,

business definition, approach, and financials

  • Creating a complete business process

definition and architecture framework

  • I mplementing Blended Channel I ntegration -

integrating many disparate packages for a common purpose

  • Leading CRM Package
  • E-Commerce One-to-one Package
  • Marketing Automation Software
  • Data Warehousing and Mining
  • CTI Routing Software
  • UNI X and NT
  • Duration to rollout: ~ 8.5 months
  • Capture a new emerging market in the

New Economy focussed on the customer

  • I ncrease clients’ revenues through the

use of more appropriate channels and personalization

  • Enable clients to minimize complexity

while increasing revenue growth

  • Providing clients’ customers a choice of

media to receive service or purchase goods

  • Create from scratch an outsourcing company

that provides a new way for clients to improve their customer interactions across all channels

  • I ntegrate all of the benefits of CRM, E-

Commerce, and Data Mining

  • Minimize the technical and human resource

complexity to the the new company’s clients

  • Manage and execute a significant multi-track

program involving front to back office

Ticketmaster Interaction Center Rich set of Contact Center Functionality

e-mail, web, voice, VoIP, regular mail, facsimile

Channel Routing

real-time / near real-time metrics of the contact center

Channel Reporting

via interface to an address validation source

Address Validation Credit Card Authorization Knowledge Mgmt. Campaign Mgmt Order Mgmt. Order Entry

administer + manage flow of products through system

Product Management

administer + manage the customer’s profile

Account Management Customer Management Comments Functions

CTI Aspect ACD VOIP Gateway Omtool Brightware Scanner Acuity Routing and Screen Pop Agent ACD Telset

  • r Winset Adapter

Agent PC Frontend Application Future Qconsole Main Screen Focus A Client Screen Focus B Client Screen Applicatio n System Data Client A Specific Data Client B Specific Data

Application Architecture

Application Architecture

USPS Voice VOIP Fax

Telephone PSTN or IXC Internet PC Internet, PSTN, or IXC Fax

Email

Internet PC US Postal Service PC

Web Chat

Internet

Future

Future Customer Reporting FAQ Fulfillment Accounting Client Specific Interfaces HR Others

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SLIDE 6

Cambridge Technology Partners

  • 18. November 1999

Proprietary I nformation 6

Voice Integration

Ethernet ACD Agent Workstation Internet PSTN VoIP Gateway CTI Server Linetap Handset Digital Recording Headset PRI Tie-line IVR

Web Chat and Collaboration

eSolutions Network

Customer with any Web browser Ethernet 1 2 3 4 Internet Acuity RTE Acuity SQL 5 CSR Quintus 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 & IVR Technologies

■ 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 Facing Call Center Mgmt.

Process Application Functionality & Data Business Case Education Telephony Networking CTI/Internet Connectivity Systems Management

Proven Cambridge Methodology

Rollout Rollout Development Development Design Design Scope or Scope or Package Package Selection Selection Workshop Workshop

1 - 5 weeks 1 - 5 weeks 4-6 weeks 4-6 weeks 6-12 weeks 6-12 weeks

Training and Assimilation Training 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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SLIDE 7

Cambridge Technology Partners

  • 18. November 1999

Proprietary I nformation 7

A History of Success

Proctor & Gamble Consumer Goods

  • Implement customer care solution for

large Corporate customers

  • CTI Scope, Design & Development

Nortel Clarify Genesys Lifeline Systems

  • Life critical, Fault Tolerant, 24x7x365
  • PEW, Design & Development
  • Proprietary Hardware Integration

Lucent, Vantive Genesys Custom Java Excel Communications Telecommunications

  • CTI enable new Vantive and 3 legacy

systems in 3 call centers

  • PEW, Design & Development

Aspect, Vantive Hewlett Packard GeoTel Allegheny Power Utilities

  • CTI enable new GUI consolidated front

end to multiple legacy systems

  • CTI Design and Development

Lucent Genesys Custom Programming Fleet Bank Financial Services

  • Telesales application for 4 call centers
  • Package Evaluation Workshop
  • Design & Development

Lucent, Aspect, Davox Scopus Genesys, Prospect

Client / Industry Business Problem /Project Technologies

Vielen Dank für I hre Aufmerksamkeit !