Any enterprise that wants to make its customers happy—and keep them—is making the creation of a seamless omnichannel Customer Experience a top priority. Contact centers plays a critical role in customer experience and executing an omnichannel strategy, with the potential to have major impacts on outcomes such as sales and loyalty. Executives face the challenge of making the right decisions and investments to impact these business outcomes, while looking beyond the concept of channel interactions to engage with customers in a personalized and consistent way. Experts from HfS Research, HGS, Conduit Global, Teleperformance, and client organizations discuss the role contact center plays in executing on an omnichannel strategy and how that will be changing in the future. Watch and Learn: What is omnichannel? Does it exist? How are contact center service providers shifting and adapting to the needs of their clients to help execute an omnichannel strategy? How can enterprises continue to evolve and refine their contact center operations in a rapidly changing omnichannel world? Watch the webinar: http://www.hfsresearch.com/pov/hfs-webinar-role-contact-center-omnichannel-strategy

1. The Services Research Company
The Role of Contact Center in Omnichannel Strategy
An HfS Webcast, 25th August 2016
Host:
Phil Fersht, CEO & Chief Analyst, HfS Research
phil.fersht@hfsresearch.com
@pfersht #hfsresearch
Web: www.hfsresearch.com | Blog: www.horsesforsources.com

2. Overview:
• 20 years’ business experience in the global IT and business process
outsourcing and shared services industry
• Coined the “As-a-Service Economy” in 2014
• Industry analyst, author, speaker, strategist and blogger
• Advised and cogitated on 100’s of global IT services, BPO and shared
services engagements
• Meddles with the largest global network of enterprise services and
operations professionals
Career Experience:
• Practice Lead, IT Services & BPO Research, Gartner, Inc
• Global BPO Marketplace Leader, Deloitte Consulting
• Consulting Practice Lead, IDC Asia/Pacific
• IT Markets Practice Lead, IDC Europe
Education:
• BS with Honors in European Business & Technology, Coventry University,
United Kingdom
• Diplôme Universitaire de Technologie in Business & Technology from the
University of Grenoble, France
phil.fersht@hfsresearch.com
Phil Fersht, Founder, CEO and Analyst, HfS Research

3. © 2016 HfS Research Proprietary │Page 3
Our Webcast Panelists Today…
Peter Ryan
VP Customer and
Market Solutions
Conduit Global
Amit Shankardass
Executive Vice
President, Marketing
Teleperformance
Mandeep Singh
Kwatra
CX Consulting &
Global Solutions &
Capabilities Leader
HGS
Melissa O’Brien
Research Director,
HfS Research

4. Unbridled Opinion… Simply Calling It How It Is
www.horsesforsources.com

5. © 2016 HfS Research Ltd. Proprietary │Page 5
…With a More Serious Side Too! www.hfsresearch.com

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The HfS Service Buyers Summits…next up New York
www.hfsevents.com/new-york-2016

7. The As-a-Service Economy
And The “Intelligent OneOffice”

8. © 2016 HfS Research Proprietary │Page 8
Senior Management Driving Customer First Thinking
Please indicate whether you agree or disagree with the following statements about YOUR
Intelligent Operations mind-set today
Source: “Intelligent Operations" Study, HfS Research 2016
Sample: Buyers = 371
31%
34%
38%
42%
47%
48%
53%
55%
53%
50%
46%
45%
16%
11%
9%
9%
7%
7%
Sourcing of external as-a-Service models will be
delivered by the existing landscape of traditional IT
Service providers
Sourcing of external as-a-Service models will largely be
delivered by a constellation of new breed providers
Sourcing of external as-a-Service models will be driven
by an operations-first, or “process first” strategy
Moving to Intelligent Operations will allow our process
interaction costs to decrease dramatically
Moving to Intelligent Operations will allow us to better
segment and organize work and work processes
Sourcing of external as-a-Service models will be driven
by a “customer first” strategy
Agree Neutral Disagree

9. © 2016 HfS Research Proprietary │Page 9
The “Intelligent OneOffice” will emerge from
Digital + Automation
The Digitally-
Driven Front
Office
Mobile, Social/Interactive,
Real-time actionable data,
Design Thinking
Digital Underbelly
Intelligent Automation of
manual processes
Digitization of
documents
IoT
Intelligent Digital Support
Function
Front office-aligned IT,
Finance, HR, Procurement,
Supply Chain
Intelligent Digital
Processes
Predictive & Operational
Analytics, Cognitive.
The Customer-first Digital
Organization
The Enabling Intelligent
OneOffice
The Nervous System,
incepting & Processing
all Inputs
The
Neural System
The
Circular System

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The Service Providers will
bifurcate into two groupings
Back Office Outsourcers
Efficiency, Automation, Labor Arbitrage
and Scalability
OneOffice Enablers
Data Orchestration and Human
Collaboration

11. Our Webcast Panelists Today…
Peter Ryan
VP Customer and
Market Solutions
Conduit Global
Amit Shankardass
Executive Vice
President, Marketing
Teleperformance
Mandeep Singh
Kwatra
CX Consulting &
Global Solutions &
Capabilities Leader
HGS
Melissa O’Brien
Research Director,
HfS Research

12. What role does the
contact center play in an
omnichannel strategy?

13. © 2016 HfS Research Proprietary │Page 13
Customer Facing Functions are the Most Ambitious Targets for
Intelligent Operations
Which of your business functions are the most mature in terms of intelligent operations now? Where would you like
them to be in 3 years? (Scale 1-5, just 4&5)
Source: “Intelligent Operations" Study, HfS Research 2016
Sample: Buyers = 371
19%
19%
19%
23%
25%
25%
25%
26%
41%
44%
45%
50%
50%
54%
53%
50%
Finance and Accounting
Human Resources
Procurement
Supply Chain and Logistics
IT application maintenance & development
IT and Network infrastructure support
Customer Service
Sales / Marketing / CRM
Target for 3 years Maturity Now

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The Omnichannel Shift is Underway
Multi/Cross-Channel
• Multiple channels available for
customer interaction
• Channel pairing with context
preserved between channels
• Interactions can pivot between
channels
• Greater customer convenience
and personalization
Omnichannel
• Ability to support all potential channels for
customer interaction and agility to add channels as
needed
• Customer can use various channels simultaneously
with context intact
• Develops intelligence about customer preferences
and uses preferred contact methods
• Greater customer convenience and personalization,
including proactive engagement
• Understands customer’s intent

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What is Digitally- Enabled Contact Center?
Digitally enabled contact center is
not just about supporting the
digital channels themselves, it’s
the design and strategy about
how digital impacts the way
enterprises handle customer
service in a “customer first”
organization.
Trademarks of a digitally enabled contact center:
• Use of digital channels
• Use of automation
• Design of how digital channels fit into customer journey
• Talent that can handle communication on digital channels as well as take contextual
data from multiple sources
• Analytics for channel mix/ usage and self service
• Ultimately, a digitally enabled contact center is one that supports Intelligent OneOffice

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Contact Center Operations Needs to Mature in Order to Fully
Support Omnichannel Strategies
IDEAL NON EXISTENT INITIAL EXPANSIVE EXTENSIVE
ALL
PERVASIVE
Write Off Legacy 2016
Design Thinking 2016
Brokers of
Capability
2016
Collaborative
Engagement
2016
Intelligent
Automation
2016
Accessible &
Actionable Data
2016
Holistic Security 2016
Plug and Play
Digital Business
Services
2016

17. © 2016 HfS Research Proprietary │Page 17
86%
63%
50%
13%
13%
13%
88%
69%
88%
69%
50%
69%
84%
83%
74%
53%
47%
34%
88%
91%
86%
76%
67%
49%
BPO is a force for innovationand
change within business
My BPO role is fundamental
to business performance
I am excited about the future
of BPO as an industry
BPO today is an exciting career choice
There has been a big recent shift in
the recognition of a career in BPO
BPO has a defined career
track and a certain future
The Talent Challenge: Providing a Career Path for Contact
Center BPO
To what extent do you agree / disagree with the following? (by years experience)
< 2 Years 2 to 5 Years 5 to 10 Years > 10 Years
Excitement
about BPO as
a force for
change
Not fully
translating into
sustainability as
a career for
those new to it
Source: The BPO Profession in 2015, HfS Research, April 2015
Enterprise Buyers = 121; Advisors/Consultants = 158; Service Provider Executives = 229

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Top skills in 2020 shift to critical thinking, creativity and
Emotional Intelligence…

19. What needs to happen
to enable a successful
omnichannel strategy?
What’s working and what’s not?

20. How are BPOs changing
to enable omnichannel
strategies?

21. © 2016 HfS Research Proprietary │Page 21
Source: “Making that leap from effective to strategic BPO/BPM" Study, HfS Research 2016
Sample: 343 Industry Stakeholders (Enterprise Buyers = 115, Advisors = 55, Service Providers = 173)
Changes to Importance of Service Provider Capabilities
25%
27%
28%
71%
86%
95%
89%
91%
89%
10%
30%
31%
71%
83%
90%
72%
90%
83%
14%
16%
17%
34%
39%
43%
44%
47%
48%
Delivery center locations
On-site account managers
Sourcing “fresher” talent
Continuous improvement programs
Consulting skills for process redesign/reimagining
Data scientists and analytics skills
Cognitive computing platforms
Process automation tools
Design thinking capability (e.g., methodologies, …
Which capabilities for service providers will be more important to much less important in
2018? (More important or much more important)
Buyers Advisors Service Providers

22. How does omnichannel
change the metrics and
relationship within BPO
engagements?

23. What’s next to move the
omnichannel from a
conversation into a
reality?

24. © 2016 HfS Research Proprietary │Page 24
Source: “Making that leap from effective to strategic BPO/BPM" Study, HfS Research 2016
Sample: 343 Industry Stakeholders (Enterprise Buyers = 115, Advisors = 55, Service Providers = 173)
What would you change about the BPO industry if you had one
wish?
4%
10%
14%
22%
5%
18%
10%
19%
13%
3%
13%
20%
10%
10%
20%
10%
3%
6%
8%
10%
11%
14%
24%
25%
Other (please specify)
No more visa issues
Eliminate rate cards
Less PowerPoint
Bad quality teleconference lines
Less hype around automation
Clients / service buyers telling their stories
More women in leadership roles
If you could change one thing about this industry what would it be?
Buyers Advisors Service Providers

25. Questions?

26. Appendix

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