The Future Customer-Centric Organization: Best practice and new strategies for improving customer service

Table of Contents

• The importance of customer satisfaction
• The role of IT in improving customer service
• Know your market
• The IP platform
• Mobility
• Virtual contact centers
• Making outsourcing a success
• The vendor landscape

• What is this report about?
• Who is this report for?
• Definitions
• Computer Telephony Integration (CTI)
• Customer service automation
• Fixed Mobile Convergence (FMC)
• Hosted applications
• IP-PBX
• IP telephone
• Mobility
• On-demand applications
• Service-oriented architecture (SOA)
• Software as a service (SaaS)
• Unified communications
• Voice/data convergence

• Summary
• Why customer service matters
• Customer service in the utilities market
  • Understanding customer satisfaction in this market
  • Measuring customer satisfaction
• Customer service in financial services
  • The key goal of the financial services provider is to meet or exceed its customers' expectations
  • Customer service initiatives play a crucial role in maintaining customer loyalty
  • Measuring customer satisfaction
• The customer-centric enterprise
• Evolution of the customer-centric enterprise
  • IP-based communciations
  • Contact center virtualization
  • Multi-channel communications
• Selling solutions to the contact center market
• Short term challenges
• Medium term challenges
• The end game

• Summary
• Introduction
• Drivers behind the CRM market

• Contact center optimization technologies
• Improving customer satisfaction is a top priority
• Supporting the customer-centric enterprise
• Barriers to the deployment of customer-centric technology
  • Scheduling and forecasting in a distributed environment
  • Monitoring agents anywhere
  • Providing performance management irrespective of location
• The role of workforce optimization
  • WFM vendors extend their reach into the enterprise
• Speech analytics and quality monitoring
  • eCoaching modules help to eliminate customer frustration
• Contact center analytics
• Unified agent desktop applications
  • Efficient and effective interactions lead to greater customer satisfaction
• Developing customer-centric optimization technologies
• Targeting non-traditional customer service agents
• Speech analytics and eCoaching will continue to grow in QM
• Contact center analytics need to be open and flexible
• Unified agent desktop tools

• Summary
• Introduction
• Managing diverse regional markets for contact center technology

• A growing emphasis on customer service in the Middle East
• The market opportunity
• Various industries and geographies are influential in the customer interaction industry
• Customer service learnings
• Outbound capabilities open channels for commercially orientated customer care
• Workforce optimization applications will gain traction
  • Vendors must educate end users about competitive opportunities provided by better customer service
• System convergence
• Vendor strategies for targeting the Middle East

• Summary
• The IP era
• Both end users and customer experience driving convergence solutions
• Cost and confusion inhibit convergence
• IP telephony
• The voice/data convergence market is growing steadily
• Unified communications
• Future outlook for voice/data convergence
  • IP-PBXs will eventually replace traditional TDM systems
  • Price pressure will increase as solutions mature and the market slows
  • Interoperability with mobile devices and enterprise applications will increase
• The market for IP contact centers
• IP contact center growth
• IP technology spending
• The future of IP contact centers
  • Distributed contact centers and remote workers
  • Offshoring
  • Session Initiation Protocol (SIP)
  • Small and Greenfield contact centers
  • Hosted IP contact centers
• Implications for vendors

• Summary
• Introduction
• The role of speech in mobile field services
• Spending on speech-enabled mobile field services applications
• Speech is gaining momentum in field services

• Successful strategies for deploying speech in mobile field services

• The growing role of mobility in unified communications
• The availability of UC solutions for mobile devices is increasing
• Mobility will help drive investments in unified communications
• FMC and ' one number' solutions will become a reality
• Greater security implications and demand for mobile management
• Changing lifestyles and flexible working

• Summary
• Contact center virtualization in the customer-centric enterprise
• The need for a central platform and multi-directional communication

• Drivers of virtualization
• Customer-centric business SMBs

• Inhibitors to virtualizing contact centers
• Employee unwillingness to engage in customer contact
• Lack of central visibility
• People and process issues
• Risk behind virtualization
• Costs associated with virtualization

• Take-up of contact center virtualization

• Unified communications in virtual contact centers
• Challenges for unified communications in a virtual environment
  • All-in-one solutions may not be best for larger enterprises
  • The promise of presence may not be essential
• Vendor actions
• Educating the market and delivering flexible solutions
• Overcoming the people and process issues
• Virtualization growth not dependent on regional and vertical markets
• Develop strong partnerships with global systems integrators
• Invest in switch independent contact center solutions
• Pricing contact center seats

• Summary
• Introduction
• Vertical market opportunities
• Emerging markets
• Travel and hospitality firms look for a commercial edge
  • Concentrate on price sensitivity
  • Focus on commercialization
  • Look for opportunities from new contact channels
  • Hotels as a source of hidden value
• Demand for improved customer service in healthcare outsourcing
  • Emphasis on customer service levels
  • Automated service options
  • Partnership with existing healthcare non-contact center BPO providers
  • Sell offshore as a niche solution
• Opportunities for public sector outsourcing
  • Emphasize agent quality and lower costs
  • Engage government procurement specialists
  • Target key government agencies for outsourcing business
  • Embrace eGovernment opportunities
• Utilities' demand for outsourced customer service
  • Emphasize opportunities to build customer satisfaction
  • Cost management potential
  • Product / service integration services
• Outsourcing strategies for success
• Shifts in horizontal requirements from outsourcing investors
• Adopting new agent models and leveraging self-service technology

• Summary
• Leaders and challengers
• Market leaders: Oracle and SAP
• The challengers: Chordiant, Infor and Salesforce.com
• Future vendor strategies for success

• Emerging players
• Microsoft
• Apple, Google and Yahoo!
• IBM
• More collaboration between vendors but increased competition
• Index

• Figure 2.1: Changing emphasis on customer service
• Figure 2.2: Evaluating customer satisfaction
• Figure 2.3: Different types of customer service
• Figure 2.4: Financial services firms acknowledge the importance of customer service
• Figure 3.5: Planned use of technology to enhance business growth
• Figure 3.6: Top 3 technology investment priorities over the next 12 months
• Figure 3.7: Top 3 technology investment priorities over the next three years
• Figure 4.8: Spending on contact center technology in the Middle East, 2005 - 2010 ($m)
• Figure 5.9: IP telephony investment strategies
• Figure 5.10: Enterprises take a staged migration to IP telephony
• Figure 5.11: Global voice/data convergence market revenue, 2006-2012 ($m)
• Figure 5.12: The convergence of voice and data systems provides the opportunity for unified communications
• Figure 5.13: Total IP Aps (000s) and IP Aps as a percentage of total
• Figure 5.14: Global IP vs TDM inbound routing spending
• Figure 6.15: Common mobile applications in the enterprise
• Figure 7.16: Customer service silos in the contact center
• Figure 7.17: Unifying disparate systems into one enterprise-wide communications system

• Table 5.1: The importance of objectives to the convergent communication investment strategy in 2007
• Table 5.2: Issues preventing your organization from investing in voice/data convergence technologies
• Table 6.3: Global spending on speech-enabled mobile field services applications, 2005-2010
• Table 7.4: Remote workers as a percentage of total Aps globally, 2005-2010
• Table 7.5: Remote workers components, 2005-2010