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© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Connect 11© 2012 Cisco and/or its affiliates. All rights reserved.
Toronto, Canada
May 30, 2013
Contact Center
A New Phenomenon And A
Transformation
Frank Kicenko
Consulting Systems Engineer
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2Cisco ConfidentialCisco Connect 2© 2012 Cisco and/or its affiliates. All rights reserved.
Background
• Application Developer (QNX / Astra Networks)
• Mind Computer Manufacturer (BIOS / R & D)
• MetroNet Communications / AT&T / Allstream (Lead Network Engineer)
• Ceridian Canada (Network Architect)
• Ceridian USA (Global Network Architect / Manager Contact Centers)
• Cisco Systems
Agenda
The Case Study – Business Processes
The Implementation - Finesse
The Implementation - IVR
The Implementation - Video
Q & A
Business Process
Transformation:
Contact Center
Challenges
• Understanding the requirements from 8 different
business units
• Producing a business plan showing a significant
NPV that will enable funding for the project
• Converting a Cost Center to a revenue contributor
Solution
• Map out a functional roadmap as a starting point
• Utilize Six Sigma to align the business units with the
end customer and produce reliable and repeatable
processes
Results
• Solid business plan that held up under financial
leadership scrutiny
• Confidence and buy-in from all business units
• Transform business processes to utilize the latest
technologies to produce higher customer satisfaction
Case Study
Contact Center Case Study
London
Canadian (2)
Benefits
Scotland
Manila
India
Dominican
Republic
Mauritius
Payroll
Lifeworks
• 8 Business Units
• 6000 Agents
• 7 countries
Consider the Business Issues, challenges and requirements “hand in hand”
with technical strategies and capabilities aligned with the overriding
IT Strategy and produce a roadmap
Roadmap Methodology
• Six High Level Phases
Define
Projects
and
Programs
Roadmap
Dev.
Prioritize
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
In other words,
1. What do I have today, and what projects are running?
2. Where do I want to be, by when?
3. What is going on that will affect/influence my path?
4. What is most important and what will deliver the greatest benefit?
5. How do I turn this input into a roadmap?
6. What Programs and/or Projects will implement the steps in my roadmap?
Roadmap Methodology – Detail Steps 1-3
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Installed base of Contact Centers
Current and planned
CC Projects
Current Changes,
Incidents and
Problems
Roadmap Methodology – Detail Steps 1-3
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Installed base of Contact Centers
Current and planned
CC Projects
Current Changes,
Incidents and
Problems
Business Requirements
Key Infrastructure Projects
IT Strategy
Technical Options
Industry & Market
Trends
Roadmap Methodology – Detail Steps 1-3
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Installed base of Contact Centers
Current and planned
CC Projects
Current Changes,
Incidents and
Problems
Business Requirements
Key Infrastructure Projects
IT Strategy
Technical Options
Industry & Market
Trends
Key Infrastructure
Project Detail
Related Project
Portfolio
Key Business
Drivers
& Objectives
Roadmap Methodology – Deliverables
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
1. Contact Center Inventory
3. CC Project Portfolio
2. Summary of
current issues,
changes and
problems
4. Current Cost Overview
Business Requirements
Key Infrastructure Projects
IT Strategy
Technical Options
Industry & Market
Trends
Key Infrastructure
Project Detail
Related Project
Portfolio
Key Business
Drivers
& Objectives
Roadmap Methodology – Deliverables
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Business Requirement
Definition
List of Key Infrastructure Projects
that are related to Contact Centers/Telephony
Assessment of related sections of
The IT Strategy
Description/Scope of Tech
Capabilities
Description and Impact
of Industry & Market
Trends
Key Infrastructure
Project Detail
Related Project
Portfolio
Key Business
Drivers
& Objectives
1. Contact Center Inventory
2. Summary of current issues, changes and problems
3. CC Project Portfolio
4. Current Cost Overview
Stage 1 : Current State Description
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 13
Begin Six Sigma Request an expert for:
The need to
fully
understand
the business
View the end customer within every
process
The need to fully
understand our
customers
Influence our Content Roadmap:
What Are We doing…
General background statement to define the nature of the work:
Current telephony systems are based on a legacy Time Division
Multiplexing (TDM) technology that requires its own infrastructure
and support mechanisms. Extensive electronic components are
required to facilitate this infrastructure and is not conducive to
Moves , adds and changes. These systems also require separate
FTE's to maintain. The legacy systems are aging and their
availabilities are directly impacting our internal and external SLA
to a point where are external customers are at risk. The inherent
infrastructure is costly and doesn't allow us to take advantage of
great cost savings due to consolidation and centralization. Yearly
maintenance costs are exceeding $1.2M and rising due to the
age of the systems.
Define
1. Identify the major source problem areas that are impacting customer SLA's. Identify major
cost savings by replacing the aging systems. Map each of these areas out.
2. Survey individual Business Units and map out impacting areas of concern.
Measure
3. Map out the Critical to Quality (CTQ) Characteristics behind these problems.
4. Establish performance standards for each CTQ.
5. Conduct Measurement System Analysis.
6. Define baseline performance levels.
7. Define process capabilities.
Analyze
8. Identify the causes behind errors and defects through testing.
9. Apply specific techniques such as FMEA
Improve
10. Develop and evaluate solutions.
11. Design a To Be Process and Test Pilot.
12. Submit Full Scale Improvement Plan.
Control
13. Design a Control Plan
14. Summarize and Communicate Best Practices.
15. Develop Operating Procedures and Training Modules.
16. Create a Project Summary Document
What's Wrong?…
Pareto Chart Impact of Telephony Systems Failures on Internal / External Customers (JAN /09 - JUNE /09)
Contributor % Impact Notes
I3 PBX Software
Failures
49%
Telecom Human Error 25%
I3 PBX Hardware
Failure
18%
Telecom Circuits 8%
Total 100%
49%
25%
18%
8%
0% 0% 0% 0% 0% 0%
0%
10%
20%
30%
40%
50%
60%
I3 PBX Software
Failures
Telecom Human
Error
I3 PBX Hardware
Failure
Telecom Circuits
Basic Steps for Pareto Chart:
1. Quantify the Impact of Each Defect
2. Rank in Descending Order
NOTE: You should have at least three types of defects. If you have too many, then you may w ant to group them together.
This Pareto Chart simply looked at different types of Telephony Faulures and how do these relate to Customer Satisfaction.
** These stats w ere derivedfromthe 2009 HS UPTIME MONTHLY MASTER REPORT and their associated RCA's.
Measure the Customer Experience…
Critical to Quality Characteristics (CTQC)
Call Center Telephony Project
< - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Operational Definition - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - > Continuous
No CTQ per Diagram Performance Standard Measurement Test Measurement Results or Discrete
1 Redundant / Reliable Telephony Systems - Internal
Customer / Internal SLA's are measured daily
and weekly and are within acceptable levels
Telephony system avalability is measured as
uptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken
2 Diverse / Redundant Telecom PSTN - External
Customer / Internal SLA's are measured daily
and weekly and are within acceptable levels
Telephony system avalability is measured as
uptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken
3 CTI / Web Self-Service Integration
Higher customer satisfaction levels and
reduced Call Center costs.
Project cost comparisons. Call Center Cost
reductions and improved customer service levels.
Key KPI measurements
Business Unit measurement of monthly KPI's
and SLA's Discrete Broken
4 IVR Quality Programming
High deflection rate (calls satisfied within the
IVR) Customer SLA and KPI Measurements
Business Unit measurement of monthly KPI's
and SLA's Discrete Broken
5 Telecom System Administration
Quicker time to market for projects resulting
in lower project costs and higher customer
satisfaction. Telecom FTE Cost analysis GNS Monthly Run Rate Analysis Continuous Broken
6 Automated Processes
Lower telephony operating costs and Call
Center administration Call Center Cost analysis
Business Unit measurement of monthly KPI's
and SLA's Continuous Broken
Preliminary Testing and Reviews for each CTQ listed above:
1. Compare the current availabilities of our telephony system and its direct affect on the end customer's SLA.
2. Compare the current Telecom Circuit availabilities and its direct affect on the end customers SLA
3. Compare the active Telecom group personnel and Professional Service outsourcing to support the telephony systems and the BU
3. Contact the BU to analyze current % of customers utilizing these features and their availabilities
4. Contact the BU to determine current deflection rates and % of calls completing within the IVR
Based on the four tests above, one of three grades was assigned to the CTQ:
Working - The process related to CTQ appears to meet the performance standard defined.
Broken - The process related to the CTQ appears to be broken and needs improvement.
U T D - Unable to Determine; need to sample and test the population data.
This preliminary review should assist to determine the scope and downstream work required for this project.
Preliminary
Testing Results
Process Mapped to A Customer (Internal/External)
AT & T / Sprint 1-800-# Automatic Number Identifier (ANI) Inbound Call Detail Records Call Center Operations Team
Dialed Number Identification Service (DNIS)
Ceridian's Customer Social Security Number (SSN) Call Processing Record Call Center Operations Team
Account Number Call Deflection Record
Menu Selection Average Speed of Answer (ASA)
Web Self Services Records BU Managers, GIS Teams
Ceridian CRM Customer Account Information
Callers Call History
Customers Priority
Call Center Supervisors Call Handling Information Monthly Performance Reports COO, BU Managers
First Call Resolution (FCR) GIS Teams
Average Handle Time (AHT) Quality Team
Customer Survey After Call Work (ACW) COO, BU Managers
Customer Satisfaction Record Quality Team
SIPOC DIAGRAM - High Level
► ►
Call Center and Telephony Project
► ►Supplier Input Process
Inbound Call
IVR Processing
CTI Integration
w/CRM
Queueing
Routing
Output Customer
CSR
After Call Work
The Voice of the Customer
Customer Benefits Requirements Rank Measure
Direct internal
Service / Call Center Operations
Phone Agents
Agents are aware of the current
call flows and the KPI metrics at
all times
Dashboard Statistics 6
Supervisors
Streamlined Call Centers with
predicabilities. Ability to control
agent counts. Dashboard
reporting and tight WFM QA
allows better selection of agents
and training.
Quality systems with high
availability. Call Center
Dashboards. First Call
Resolution
9
Management
Cost controls. Superior SLA's
and customer retention.
Processing more contacts with
less and a higher percentage of
FCR. Virtualization.
CTI integration as well as
Multi-channel (inbound email
and chat). Complete
IVR/ACD and Web self
service is essential
6
Call Center Service Delivery
Workforce Mgmt
Higher levels of training. Better
control of agent scheduling and
suggestive training processes to
achieve better customer
satisfaction. Better reporting and
QA. Higher rate of FCR.
Complete integration with
Verint Blue Pumpkin with
Scheduling. Incorporation of
Speech Analytics to aid in
FCR
9
Quality Team
Better understanding of
customer calls. Higher training
quality. Results are higher
customer satisfaction and
retention
Implementation in a global
Quality Management
features including Score
carding, Audio Capturing and
Screen Capture
6
Reporting Analyst
Reduction in time spent in
formulating reports. Reports are
more accurate and concise.
Automated dashboards from
agent level to executive level
provide "finger on the pulse"
monitoring
Full Suite of Reporting with
integrated links to the QM
modules for Quality scoring
and historical reporting.
6
Voice of the Customer Grid
How To Map End Result Back
End Customer Experience
Justifying the Investment
At Start Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative
Of Project 2008 Forecast Jan-12 Jan-13 Jan-14 Jan-15
Revenue Inflows $0 $0 $0 $0 $0 $0 $0
Adj Revenue to CF from Accounting basis 0 0 0 0 0 0 0
Total Inflows $0 $0 $0 $0 $0 $0 $0
Outflows
Total Expenses P&L Above (525,000) 306,177 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
Add: Depreciation 0 1,920,000 1,920,000 1,920,000 0 0 5,760,000
Adj OT deferred cost to CF from Accounting basis 0 0 0 0 0 0 0
Deduct: Capital purchases (4,000,000) (1,760,000) 0 0 0 0 (5,760,000)
Cashflow before Tax (4,525,000) 466,177 4,550,324 4,550,324 4,550,324 4,550,324 14,142,472
Tax payments (301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
Total Outflows ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991
Net Operating Cash Flow ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991
Is this an acquisition where a terminal value will apply?
If YES, enter revenue multiple factor for estimating terminal value: 1.20
Estimated Minimum Terminal Value:
n/a
n/a
Minim um Term inal Value A or B above n/a
Intangible Capital Residual Value based on NBV at end of year 5 $0
Tangible Capital Residual Value based on NBV at end of year 5 $0
39%
4,879,998$
n/a
-$
4,879,998$
NPV of Capital at end of project:
Total Net Present Value (NPV)
NPV of Terminal Value at end of project:
Internal Rate of Return (IRR)
Operating Cash Flow Statement For Project
A) Residual Value Based on Free Cash Flow at end of year
B) Residual Value Based on Revenue Multiple at end of year
NPV of Operating Cash Flows from project:
Understanding the Investment
2008
Forecast Jan-12 Jan-13 Jan-14 Jan-15 Total
$0 $0 $0 $0 $0 -
6,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972
(4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500)
(1,920,000) (1,920,000) (1,920,000) 0 0 (5,760,000)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
($301,384) ($1,109,349) ($1,267,979) ($1,379,020) ($1,456,749) (5,514,481)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
0 0 0 0 0 -
1,920,000 1,920,000 1,920,000 0 0 5,760,000
0 0 0 0 0 -
(5,760,000) 0 0 0 0 (5,760,000)
-
(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
(4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,991
12
Jan-11 Jan-12 Jan-13 Jan-14 Jan-15 Total
$0 $0 $0 $0 $0 $0
6,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972
(4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500)
(1,920,000) (1,920,000) (1,920,000) - - (5,760,000)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
0 0 0 0 0 -
1,920,000 1,920,000 1,920,000 0 0 5,760,000
0 0 0 0 0 -
(5,760,000) 0 0 0 0 (5,760,000)
0 0 0 0 0 -
(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
(4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,991
4,879,998
39.4%
Call Center Re-design
Total Net Present Value (NPV) @ 12.5%
Internal Rate of Return (IRR)
Fiscal Year Starting at Project Initiation
Expense Reduction
Operating Expense
Depreciation/Amortization
Operating Profit (Loss)
Calendar Year Starting
Deduct Cap Purchases
Adjust for non-cash prepaid
Taxes Payments
Net Cash Flow
P&L Impact
Revenue
Technology Services Group
Revenue
Adj Rev-Cashflow from Accounting basis
Adj OT Costs-Cashflow from Accounting basis
Tax @ 36%
Operating Profit (Loss)
Add Depreciation
Cash flow
Call Center Re-design
Taxes Payments
Net Cash Flow
Operating Profit (Loss)
Add depreciation and Amort
Deduct Cap Purchases
Adjust for non-cash prepaid
Adj Rev-Cashflow from Accounting basis
Adj OT Costs-Cashflow from Accounting basis
(Linked to Financial Worksheet)
IMPACT SUMMARY
Expense Reduction
Operating Expense
P&L Impact
Cash flow
Depreciation/Amortization
Operating Profit (Loss)
Tax @ 36%
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 23
We started this project thinking that we knew everything….
We discovered early on that we didn’t know anything!
Because we acknowledged this… we succeeded, where
failure was imminent…
• Understand The Business from the CEO down
• Understand the End Customer Fully
• Understand The Contact Center Agents
• Understand the Contact Center Supervisors
• Understand the Finances
What Did We Learn?
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 24
Implement For Success – Get The Most From Technology
Agent Desktop – The Finesse Factor
IVR – The Intelligence
Video – Bring the Contact Center Alive
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 25
Start thinking about creativity without a thick
client. Web 2.0 coupled with Google Gadgets and
CTI Integration puts ultimate power into the
hands of your agents…
• Complete Control and Live Stats
• Fully Customizable In House
• Complete 3rd Party Gadget Repository
Agent Desktop - Finesse
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 26
Start thinking about creativity without a thick
client. Web 2.0 coupled with Google Gadgets and
CTI Integration puts ultimate power into the
hands of your agents…
Agent Desktop - Finesse
• Deploy Internal Training Modules
• Auto Configure Priority Queuing
• Streamlining Process by Pushing to Agents
• Be In Control
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 27
Start thinking about creativity without a thick
client. Web 2.0 coupled with Google Gadgets and
CTI Integration puts ultimate power into the
hands of your agents…
Agent Desktop - Finesse
• Integrate Cisco CIM
• Full Email and Chat
• Universal Queuing
• Integrated KB, Articles, History and WebEx
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 28
The Intelligence between you and your customer.IVR – Critical To Success
Long
Distance
(800) Carrier
CUCM
Cluster
Generic PG
Rogger
AW/HDS/D
DS
CUIC
SIP Dialer
MR PG
CTI OS
CUCM PIM
VRU PIM
CTI Server
Proxy GW
CUSP
Combo GW
Conference
DSPs
T1s
VXML
CVP
Call Server
VXML Server
Media Server
Router
Logger
Campgn Mgr
SIP
SCCP
(DSPs)
SIP
SIP
HTTP
(VXML)
SIP (dialer)
JTAPI
SCCP or SIP
GED.125
TDM
Agent Supervisor
HTTP
HTTP
Internet
ACE
CVP
Reporting
Server
JDBC
JDBC
CVP Ops
Console
OAM&P
CCMP
Active Directory
App Server
Database
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 29
The Intelligence between you and your customer.IVR – Critical To Success
Long
Distance
(800) Carrier
CUCM
Cluster
Proxy GW
CUSP
Agent
1
2
3
45
6
7
8
9
10
1. Inbound call arrives at TDM gateway
4
Combo GW
Conference
DSPs
T1s
VXML
CVP
Call Server
VXML Server
Media Server
Generic PG
SIP Dialer
MR PG
CTI OS
CUCM PIM
VRU PIM
CTI Server Rogger
Router
Logger
Campgn Mgr
2. TDM gateway sends SIP INVITE to CUSP
3. CUSP proxies INVITE to CVP
4. CVP requests route instruction
5. CVP sends new SIP INVITE to CUSP
6. CUSP proxies INVITE to VXML Browser
7. Browser fetches VXML page using HTTP
8. When agent becomes available, CVP drops call
to browser (legs 5 and 6), and sends re-INVITE
to CUSP
9. CUSP proxies INVITE to CUCM
10. CUCM delivers call to agent
SQL
Customer Datar
WWW
3rd party web
services
7B
7A
7A. CVP engages SQL servers for caller data
7B. CVP engages Web Services for caller data
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 30
IVR – Video
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 31
IVR – Video
Expert Location
Customer
Agent at Contact Center
Database
Lookup
Performed
4
Expert
Accepts Offer
YES
Call Passed to
Expert
6
Customer
Identifies
Need
Customer
Needs Expert
1
Customer
Satisfaction
Survey
8
Call Placed to
Queue
3
Product
Expert Is
Requested
2
Data Center
Starts
Collaborative
Session
7
Is Expert
Available?
5
Customer
Sent to
Contact
Center
NO
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© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 33
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An Oversight or a New Customer Phenomenon, Getting the Most of your Contact Center

  • 1. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Connect 11© 2012 Cisco and/or its affiliates. All rights reserved. Toronto, Canada May 30, 2013 Contact Center A New Phenomenon And A Transformation Frank Kicenko Consulting Systems Engineer
  • 2. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2Cisco ConfidentialCisco Connect 2© 2012 Cisco and/or its affiliates. All rights reserved. Background • Application Developer (QNX / Astra Networks) • Mind Computer Manufacturer (BIOS / R & D) • MetroNet Communications / AT&T / Allstream (Lead Network Engineer) • Ceridian Canada (Network Architect) • Ceridian USA (Global Network Architect / Manager Contact Centers) • Cisco Systems
  • 3. Agenda The Case Study – Business Processes The Implementation - Finesse The Implementation - IVR The Implementation - Video Q & A
  • 4. Business Process Transformation: Contact Center Challenges • Understanding the requirements from 8 different business units • Producing a business plan showing a significant NPV that will enable funding for the project • Converting a Cost Center to a revenue contributor Solution • Map out a functional roadmap as a starting point • Utilize Six Sigma to align the business units with the end customer and produce reliable and repeatable processes Results • Solid business plan that held up under financial leadership scrutiny • Confidence and buy-in from all business units • Transform business processes to utilize the latest technologies to produce higher customer satisfaction Case Study
  • 5. Contact Center Case Study London Canadian (2) Benefits Scotland Manila India Dominican Republic Mauritius Payroll Lifeworks • 8 Business Units • 6000 Agents • 7 countries
  • 6. Consider the Business Issues, challenges and requirements “hand in hand” with technical strategies and capabilities aligned with the overriding IT Strategy and produce a roadmap
  • 7. Roadmap Methodology • Six High Level Phases Define Projects and Programs Roadmap Dev. Prioritize Definition Of Initiatives End State Definition & Goals Current State Discovery In other words, 1. What do I have today, and what projects are running? 2. Where do I want to be, by when? 3. What is going on that will affect/influence my path? 4. What is most important and what will deliver the greatest benefit? 5. How do I turn this input into a roadmap? 6. What Programs and/or Projects will implement the steps in my roadmap?
  • 8. Roadmap Methodology – Detail Steps 1-3 Definition Of Initiatives End State Definition & Goals Current State Discovery Installed base of Contact Centers Current and planned CC Projects Current Changes, Incidents and Problems
  • 9. Roadmap Methodology – Detail Steps 1-3 Definition Of Initiatives End State Definition & Goals Current State Discovery Installed base of Contact Centers Current and planned CC Projects Current Changes, Incidents and Problems Business Requirements Key Infrastructure Projects IT Strategy Technical Options Industry & Market Trends
  • 10. Roadmap Methodology – Detail Steps 1-3 Definition Of Initiatives End State Definition & Goals Current State Discovery Installed base of Contact Centers Current and planned CC Projects Current Changes, Incidents and Problems Business Requirements Key Infrastructure Projects IT Strategy Technical Options Industry & Market Trends Key Infrastructure Project Detail Related Project Portfolio Key Business Drivers & Objectives
  • 11. Roadmap Methodology – Deliverables Definition Of Initiatives End State Definition & Goals Current State Discovery 1. Contact Center Inventory 3. CC Project Portfolio 2. Summary of current issues, changes and problems 4. Current Cost Overview Business Requirements Key Infrastructure Projects IT Strategy Technical Options Industry & Market Trends Key Infrastructure Project Detail Related Project Portfolio Key Business Drivers & Objectives
  • 12. Roadmap Methodology – Deliverables Definition Of Initiatives End State Definition & Goals Current State Discovery Business Requirement Definition List of Key Infrastructure Projects that are related to Contact Centers/Telephony Assessment of related sections of The IT Strategy Description/Scope of Tech Capabilities Description and Impact of Industry & Market Trends Key Infrastructure Project Detail Related Project Portfolio Key Business Drivers & Objectives 1. Contact Center Inventory 2. Summary of current issues, changes and problems 3. CC Project Portfolio 4. Current Cost Overview Stage 1 : Current State Description
  • 13. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 13 Begin Six Sigma Request an expert for: The need to fully understand the business View the end customer within every process The need to fully understand our customers Influence our Content Roadmap:
  • 14. What Are We doing… General background statement to define the nature of the work: Current telephony systems are based on a legacy Time Division Multiplexing (TDM) technology that requires its own infrastructure and support mechanisms. Extensive electronic components are required to facilitate this infrastructure and is not conducive to Moves , adds and changes. These systems also require separate FTE's to maintain. The legacy systems are aging and their availabilities are directly impacting our internal and external SLA to a point where are external customers are at risk. The inherent infrastructure is costly and doesn't allow us to take advantage of great cost savings due to consolidation and centralization. Yearly maintenance costs are exceeding $1.2M and rising due to the age of the systems. Define 1. Identify the major source problem areas that are impacting customer SLA's. Identify major cost savings by replacing the aging systems. Map each of these areas out. 2. Survey individual Business Units and map out impacting areas of concern. Measure 3. Map out the Critical to Quality (CTQ) Characteristics behind these problems. 4. Establish performance standards for each CTQ. 5. Conduct Measurement System Analysis. 6. Define baseline performance levels. 7. Define process capabilities. Analyze 8. Identify the causes behind errors and defects through testing. 9. Apply specific techniques such as FMEA Improve 10. Develop and evaluate solutions. 11. Design a To Be Process and Test Pilot. 12. Submit Full Scale Improvement Plan. Control 13. Design a Control Plan 14. Summarize and Communicate Best Practices. 15. Develop Operating Procedures and Training Modules. 16. Create a Project Summary Document
  • 15. What's Wrong?… Pareto Chart Impact of Telephony Systems Failures on Internal / External Customers (JAN /09 - JUNE /09) Contributor % Impact Notes I3 PBX Software Failures 49% Telecom Human Error 25% I3 PBX Hardware Failure 18% Telecom Circuits 8% Total 100% 49% 25% 18% 8% 0% 0% 0% 0% 0% 0% 0% 10% 20% 30% 40% 50% 60% I3 PBX Software Failures Telecom Human Error I3 PBX Hardware Failure Telecom Circuits Basic Steps for Pareto Chart: 1. Quantify the Impact of Each Defect 2. Rank in Descending Order NOTE: You should have at least three types of defects. If you have too many, then you may w ant to group them together. This Pareto Chart simply looked at different types of Telephony Faulures and how do these relate to Customer Satisfaction. ** These stats w ere derivedfromthe 2009 HS UPTIME MONTHLY MASTER REPORT and their associated RCA's.
  • 16. Measure the Customer Experience… Critical to Quality Characteristics (CTQC) Call Center Telephony Project < - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Operational Definition - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - > Continuous No CTQ per Diagram Performance Standard Measurement Test Measurement Results or Discrete 1 Redundant / Reliable Telephony Systems - Internal Customer / Internal SLA's are measured daily and weekly and are within acceptable levels Telephony system avalability is measured as uptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken 2 Diverse / Redundant Telecom PSTN - External Customer / Internal SLA's are measured daily and weekly and are within acceptable levels Telephony system avalability is measured as uptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken 3 CTI / Web Self-Service Integration Higher customer satisfaction levels and reduced Call Center costs. Project cost comparisons. Call Center Cost reductions and improved customer service levels. Key KPI measurements Business Unit measurement of monthly KPI's and SLA's Discrete Broken 4 IVR Quality Programming High deflection rate (calls satisfied within the IVR) Customer SLA and KPI Measurements Business Unit measurement of monthly KPI's and SLA's Discrete Broken 5 Telecom System Administration Quicker time to market for projects resulting in lower project costs and higher customer satisfaction. Telecom FTE Cost analysis GNS Monthly Run Rate Analysis Continuous Broken 6 Automated Processes Lower telephony operating costs and Call Center administration Call Center Cost analysis Business Unit measurement of monthly KPI's and SLA's Continuous Broken Preliminary Testing and Reviews for each CTQ listed above: 1. Compare the current availabilities of our telephony system and its direct affect on the end customer's SLA. 2. Compare the current Telecom Circuit availabilities and its direct affect on the end customers SLA 3. Compare the active Telecom group personnel and Professional Service outsourcing to support the telephony systems and the BU 3. Contact the BU to analyze current % of customers utilizing these features and their availabilities 4. Contact the BU to determine current deflection rates and % of calls completing within the IVR Based on the four tests above, one of three grades was assigned to the CTQ: Working - The process related to CTQ appears to meet the performance standard defined. Broken - The process related to the CTQ appears to be broken and needs improvement. U T D - Unable to Determine; need to sample and test the population data. This preliminary review should assist to determine the scope and downstream work required for this project. Preliminary Testing Results
  • 17. Process Mapped to A Customer (Internal/External) AT & T / Sprint 1-800-# Automatic Number Identifier (ANI) Inbound Call Detail Records Call Center Operations Team Dialed Number Identification Service (DNIS) Ceridian's Customer Social Security Number (SSN) Call Processing Record Call Center Operations Team Account Number Call Deflection Record Menu Selection Average Speed of Answer (ASA) Web Self Services Records BU Managers, GIS Teams Ceridian CRM Customer Account Information Callers Call History Customers Priority Call Center Supervisors Call Handling Information Monthly Performance Reports COO, BU Managers First Call Resolution (FCR) GIS Teams Average Handle Time (AHT) Quality Team Customer Survey After Call Work (ACW) COO, BU Managers Customer Satisfaction Record Quality Team SIPOC DIAGRAM - High Level ► ► Call Center and Telephony Project ► ►Supplier Input Process Inbound Call IVR Processing CTI Integration w/CRM Queueing Routing Output Customer CSR After Call Work
  • 18. The Voice of the Customer Customer Benefits Requirements Rank Measure Direct internal Service / Call Center Operations Phone Agents Agents are aware of the current call flows and the KPI metrics at all times Dashboard Statistics 6 Supervisors Streamlined Call Centers with predicabilities. Ability to control agent counts. Dashboard reporting and tight WFM QA allows better selection of agents and training. Quality systems with high availability. Call Center Dashboards. First Call Resolution 9 Management Cost controls. Superior SLA's and customer retention. Processing more contacts with less and a higher percentage of FCR. Virtualization. CTI integration as well as Multi-channel (inbound email and chat). Complete IVR/ACD and Web self service is essential 6 Call Center Service Delivery Workforce Mgmt Higher levels of training. Better control of agent scheduling and suggestive training processes to achieve better customer satisfaction. Better reporting and QA. Higher rate of FCR. Complete integration with Verint Blue Pumpkin with Scheduling. Incorporation of Speech Analytics to aid in FCR 9 Quality Team Better understanding of customer calls. Higher training quality. Results are higher customer satisfaction and retention Implementation in a global Quality Management features including Score carding, Audio Capturing and Screen Capture 6 Reporting Analyst Reduction in time spent in formulating reports. Reports are more accurate and concise. Automated dashboards from agent level to executive level provide "finger on the pulse" monitoring Full Suite of Reporting with integrated links to the QM modules for Quality scoring and historical reporting. 6 Voice of the Customer Grid
  • 19. How To Map End Result Back
  • 21. Justifying the Investment At Start Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative Of Project 2008 Forecast Jan-12 Jan-13 Jan-14 Jan-15 Revenue Inflows $0 $0 $0 $0 $0 $0 $0 Adj Revenue to CF from Accounting basis 0 0 0 0 0 0 0 Total Inflows $0 $0 $0 $0 $0 $0 $0 Outflows Total Expenses P&L Above (525,000) 306,177 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472 Add: Depreciation 0 1,920,000 1,920,000 1,920,000 0 0 5,760,000 Adj OT deferred cost to CF from Accounting basis 0 0 0 0 0 0 0 Deduct: Capital purchases (4,000,000) (1,760,000) 0 0 0 0 (5,760,000) Cashflow before Tax (4,525,000) 466,177 4,550,324 4,550,324 4,550,324 4,550,324 14,142,472 Tax payments (301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481) Total Outflows ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991 Net Operating Cash Flow ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991 Is this an acquisition where a terminal value will apply? If YES, enter revenue multiple factor for estimating terminal value: 1.20 Estimated Minimum Terminal Value: n/a n/a Minim um Term inal Value A or B above n/a Intangible Capital Residual Value based on NBV at end of year 5 $0 Tangible Capital Residual Value based on NBV at end of year 5 $0 39% 4,879,998$ n/a -$ 4,879,998$ NPV of Capital at end of project: Total Net Present Value (NPV) NPV of Terminal Value at end of project: Internal Rate of Return (IRR) Operating Cash Flow Statement For Project A) Residual Value Based on Free Cash Flow at end of year B) Residual Value Based on Revenue Multiple at end of year NPV of Operating Cash Flows from project:
  • 22. Understanding the Investment 2008 Forecast Jan-12 Jan-13 Jan-14 Jan-15 Total $0 $0 $0 $0 $0 - 6,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972 (4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500) (1,920,000) (1,920,000) (1,920,000) 0 0 (5,760,000) (218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472 ($301,384) ($1,109,349) ($1,267,979) ($1,379,020) ($1,456,749) (5,514,481) (218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472 0 0 0 0 0 - 1,920,000 1,920,000 1,920,000 0 0 5,760,000 0 0 0 0 0 - (5,760,000) 0 0 0 0 (5,760,000) - (301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481) (4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,991 12 Jan-11 Jan-12 Jan-13 Jan-14 Jan-15 Total $0 $0 $0 $0 $0 $0 6,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972 (4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500) (1,920,000) (1,920,000) (1,920,000) - - (5,760,000) (218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472 (301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481) (218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472 0 0 0 0 0 - 1,920,000 1,920,000 1,920,000 0 0 5,760,000 0 0 0 0 0 - (5,760,000) 0 0 0 0 (5,760,000) 0 0 0 0 0 - (301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481) (4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,991 4,879,998 39.4% Call Center Re-design Total Net Present Value (NPV) @ 12.5% Internal Rate of Return (IRR) Fiscal Year Starting at Project Initiation Expense Reduction Operating Expense Depreciation/Amortization Operating Profit (Loss) Calendar Year Starting Deduct Cap Purchases Adjust for non-cash prepaid Taxes Payments Net Cash Flow P&L Impact Revenue Technology Services Group Revenue Adj Rev-Cashflow from Accounting basis Adj OT Costs-Cashflow from Accounting basis Tax @ 36% Operating Profit (Loss) Add Depreciation Cash flow Call Center Re-design Taxes Payments Net Cash Flow Operating Profit (Loss) Add depreciation and Amort Deduct Cap Purchases Adjust for non-cash prepaid Adj Rev-Cashflow from Accounting basis Adj OT Costs-Cashflow from Accounting basis (Linked to Financial Worksheet) IMPACT SUMMARY Expense Reduction Operating Expense P&L Impact Cash flow Depreciation/Amortization Operating Profit (Loss) Tax @ 36%
  • 23. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 23 We started this project thinking that we knew everything…. We discovered early on that we didn’t know anything! Because we acknowledged this… we succeeded, where failure was imminent… • Understand The Business from the CEO down • Understand the End Customer Fully • Understand The Contact Center Agents • Understand the Contact Center Supervisors • Understand the Finances What Did We Learn?
  • 24. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 24 Implement For Success – Get The Most From Technology Agent Desktop – The Finesse Factor IVR – The Intelligence Video – Bring the Contact Center Alive
  • 25. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 25 Start thinking about creativity without a thick client. Web 2.0 coupled with Google Gadgets and CTI Integration puts ultimate power into the hands of your agents… • Complete Control and Live Stats • Fully Customizable In House • Complete 3rd Party Gadget Repository Agent Desktop - Finesse
  • 26. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 26 Start thinking about creativity without a thick client. Web 2.0 coupled with Google Gadgets and CTI Integration puts ultimate power into the hands of your agents… Agent Desktop - Finesse • Deploy Internal Training Modules • Auto Configure Priority Queuing • Streamlining Process by Pushing to Agents • Be In Control
  • 27. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 27 Start thinking about creativity without a thick client. Web 2.0 coupled with Google Gadgets and CTI Integration puts ultimate power into the hands of your agents… Agent Desktop - Finesse • Integrate Cisco CIM • Full Email and Chat • Universal Queuing • Integrated KB, Articles, History and WebEx
  • 28. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 28 The Intelligence between you and your customer.IVR – Critical To Success Long Distance (800) Carrier CUCM Cluster Generic PG Rogger AW/HDS/D DS CUIC SIP Dialer MR PG CTI OS CUCM PIM VRU PIM CTI Server Proxy GW CUSP Combo GW Conference DSPs T1s VXML CVP Call Server VXML Server Media Server Router Logger Campgn Mgr SIP SCCP (DSPs) SIP SIP HTTP (VXML) SIP (dialer) JTAPI SCCP or SIP GED.125 TDM Agent Supervisor HTTP HTTP Internet ACE CVP Reporting Server JDBC JDBC CVP Ops Console OAM&P CCMP Active Directory App Server Database
  • 29. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 29 The Intelligence between you and your customer.IVR – Critical To Success Long Distance (800) Carrier CUCM Cluster Proxy GW CUSP Agent 1 2 3 45 6 7 8 9 10 1. Inbound call arrives at TDM gateway 4 Combo GW Conference DSPs T1s VXML CVP Call Server VXML Server Media Server Generic PG SIP Dialer MR PG CTI OS CUCM PIM VRU PIM CTI Server Rogger Router Logger Campgn Mgr 2. TDM gateway sends SIP INVITE to CUSP 3. CUSP proxies INVITE to CVP 4. CVP requests route instruction 5. CVP sends new SIP INVITE to CUSP 6. CUSP proxies INVITE to VXML Browser 7. Browser fetches VXML page using HTTP 8. When agent becomes available, CVP drops call to browser (legs 5 and 6), and sends re-INVITE to CUSP 9. CUSP proxies INVITE to CUCM 10. CUCM delivers call to agent SQL Customer Datar WWW 3rd party web services 7B 7A 7A. CVP engages SQL servers for caller data 7B. CVP engages Web Services for caller data
  • 30. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 30 IVR – Video
  • 31. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 31 IVR – Video Expert Location Customer Agent at Contact Center Database Lookup Performed 4 Expert Accepts Offer YES Call Passed to Expert 6 Customer Identifies Need Customer Needs Expert 1 Customer Satisfaction Survey 8 Call Placed to Queue 3 Product Expert Is Requested 2 Data Center Starts Collaborative Session 7 Is Expert Available? 5 Customer Sent to Contact Center NO
  • 32. Complete Your Paper “Session Evaluation” Give us your feedback and you could win 1 of 2 fabulous prizes in a random draw. Complete and return your paper evaluation form to the room attendant as you leave this session. Winners will be announced today. You must be present to win! ..visit them at BOOTH# 100
  • 33. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 33 Thank you.