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© Datamonitor
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innovative deliveryexpert analysisquality data
© Datamonitor
Contact center worlds collide
Mona Sultan – Analyst, Customer Interaction Technologies
October 2007
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Agenda
• Overview of contact centers globally
• What does the future hold
• Deep-dive on Portugal
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What is a call center?
Datamonitor defines a call center by the following features:
An Automatic Call Distributor (ACD) or Private Branch Exchange (PBX) with equivalent functionality overlaid (or soft ACD);
Agent positions are desks from which agents make and/or receive telephone calls to internal or external customers. This is taken to imply that the call in question involves communication between the agent and the internal or external customer.
Specifically excluded are public safety centers (i.e. 999/911), air traffic control, financial trading floors and legal interception centers.
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InternetInternet & e-mail
Digital TV
Tec
hn
olo
gic
al s
op
his
tic
atio
n
Time
Video-conference
Future Multi-channel Contact Center
Web-enabled Contact Center
Basic Call Center
A quick history lesson…
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What does the contact center world look like today?
• All regions are
experiencing growth
among all size
groups at a CAGR
of 4.7% (7.1 million
agents 2005)
• Growth is fastest in
the under 10 APs
size band
• The largest group in
2005 was the 31 –
100 APs. However
spending was
highest in the
>250APs bracket
($2.2bn)
-
500
1,000
1,500
2,000
2,500
< 10 APs 10 - 30 APs 31 - 100APs
101 - 250APs
>250 APs
2005
2010AP
s (‘0
00s)
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But each region has a different appetite for contact centers
Non-Switch software
All CC technologies
All CC technologies in Russia
All CC technologies in Africa
Switch-independent software in Western
Europe
All CC technologies in APAC
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What does the future hold? (I)
• Key trends 5 years ago:
Increasing efficiency inIncreasing efficiency inback officeback office
Raising productivity Raising productivity in the front officein the front office
Hardware / SoftwareHardware / SoftwareCommoditizationCommoditization
Open StandardsOpen Standards
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What does the future hold? (II)
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Virtualization creates efficiency and improved service
Interactions
CorporateHQ
In-housecontact center
Branch/storenetwork
Outsourcers
Interactions
Inte
ract
ions
• Many businesses through growth
and acquisition have highly
distributed customer contact
organizations;
• There are multiple types of
workers offering customer service;
• Usually these ‘silos’ don’t
communicated well – generating
inefficiency;
• This is a big problem for many
large companies in the EMEA
region (especially in W. Europe).
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New ‘agent’ types are a key feature of virtualization
0
100
200
300
400
500
600
700
800
900
2005 2006 2007 2008 2009 2010
Back office / knowledge
workers
Branch workers
Home workers
AP
s 00
0s
• Along with CC-based agents (in-
house or outsourced) new agent
types are playing an important role
in delivering customer services;
• Home working is seen as an
important way of motivating and
retaining staff;
• Branch workers are already trained
customer service professionals;
• Knowledge workers can help
improve first call resolution;
• Technology exists to enable these
groups to be incorporated into the
CC organization. (global numbers)
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Optimizing contact centers follows a development path
Basic efficiency
Efficiency & effectiveness
measures
PM
Time
Dev
elo
pm
ent
Basic scheduling
Core telephony reporting
Advanced scheduling &forecasting
Quality monitoring
Analysis ofperformance data
Integrated efficiency& effectiveness tools
Analysis fromagent through to CC landscape
• Optimizing contact center
performance can save
and make money through
greater efficiency and
effectiveness;
• The range of tools
available is broad – WFM,
quality monitoring,
analytics, speech
analysis;
• Efficiency improvement is
step 1;
• Blending efficiency and
effectiveness can create
true performance
management.
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Portuguese Customer service challenges
• An increasing number of contacts and escalating
customer service costs
• Multiple contact channels and a lack of channel
integration
• Customer churn, retention and ARPU
• How to deal with self-service?
• Ineffective marketing campaigns and unpopular
outbound contacts
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Portugal - A challenging economic and business environment• Sluggish economic conditions
• Continued focus on cost control and rapid ROI
• De-regulation and increasing competition
• Continues focus on customer service as a differentiator
in the market
• Burnt fingers as a result of the Internet boom mean
companies are unwilling to invest in large IT projects
• C-level interest in customer facing projects
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The Portuguese cloud has a sliver lining
Business transformation
Agent analytics
E-Coaching for successOutbound building proactive customer relationships
Speech self-serviceEmail, SMS and Video!
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Questions