23
Contact Center Automation Contact Center Automation Magic Quadrant for Contact Center Infrastructure, Worldwide Message from the Interactive Intelligence CEO Volume 2 Issue 1 2 7 22 Featuring research from

Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

Embed Size (px)

Citation preview

Page 1: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

Contact Center Automation

Contact Center Automation Magic Quadrant for Contact Center Infrastructure, Worldwide

Message from the Interactive Intelligence CEO

Volume 2 Issue 1

2

7

22

Featuring research from

Page 2: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

2 l

IInt

erac

tive

Inte

llige

nce

Con

tact

Cen

ter A

utom

atio

n

Contact Center AutomationIt was a model of frustration that had prevailed for decades. Contact

centers had no other choice but to install costly proprietary telecom

equipment that fragmented communications across different systems and

made administration a constant struggle. In 1994, however, Interactive

Intelligence changed the thinking of the industry with an approach to

communications that was completely new.

The path Interactive Intelligence took was to create a single software

platform with organically-grown multichannel applications to deliver all the

communications functionality a contact center and enterprise needed. That

product, launched in 1997, was called Customer Interaction Center™ (CIC).

With its unique, standards-based, all-in-one architecture, CIC’s aim was

to eliminate the cost and complexity introduced by hardware-centric,

multipoint products. For contact centers in particular, a more cost-effective

option to fragmented, proprietary systems was long-awaited. With CIC’s

integration to CRM systems, PBXs/IP PBXs, databases, email systems,

vertical applications and other technologies, contact centers could finally

deploy a single communications platform from a single vendor to do

everything they needed. From configuring routing rules for incoming

calls, emails and Web chats, to setting up IVR applications and outbound

predictive dialing campaigns, contact centers could now easily accomplish

it all with a single point of administration, customization, and reporting.

Early adopter of open standards

Knowing voice over IP (VoIP) and the SIP communications standard were

emerging; Interactive Intelligence had the foresight to develop its software

from the ground up using open standards. Following its initial release in

1997 of the first standards-based, all-in-one communications software

suite, in 2002 Interactive Intelligence became one of the first vendors

to incorporate SIP. Today, as contact centers increasingly displace their

TDM systems with IP-based communications solutions, CIC offers them a

proven, streamlined, all-software migration path to VoIP.

Contact Center Automation is published by Interactive Intelligence. Editorial supplied by Interactive Intelligence is independent of Gartner analysis. All Gartner research is © 2011 by Gartner, Inc. All rights reserved. All Gartner materials are used with Gartner’s permission. The use or publication of Gartner research does not indicate Gartner’s endorsement of Interactive Intelligence’s products and/or strategies. Reproduction or distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner’s Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see “Guiding Principles on Independence and Objectivity” on its website, http://www.gartner.com/technology/about/ombudsman/omb_guide2.jsp.

Interactive Intelligence Inc.7601 Interactive WayIndianapolis, IN 46278United States+1 317.872.3000 [email protected]

Interactive Intelligence Customer Interaction Center®

Source: Interactive Intelligence

“This architecture enabled us to totally eliminate our previous vendors and consultants and re-allocate telecom resources, which ultimately led to a 50% reduction in costs.”

– VEGAS.com

“CIC’s features are great, but the fact that we can add them as we need them without enduring forklift upgrades or adding entire new products altogether is what makes this product so special. CIC’s unique architecture has helped us not only address our initial problems, but it’s positioning us to achieve virtually whatever customer service objectives we set for the future – now that’s true investment protection.”

– Walgreens

Page 3: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 3

CIC’s value proposition

Customer Interaction Center™ (CIC) was designed as an open,

single-platform, all-in-one IP communications software suite

to give mid-size and large contact centers and enterprises

comprehensive multichannel applications minus the cost and

complexity introduced by multipoint products.

√ Single, all-in-one platform. CIC is architected on widely

adopted standards with organically developed applications

for multichannel processing and inbound/outbound blending.

CIC reduces overall costs by requiring fewer servers, and

by providing a single point of administration and built-in

tools for customization and reporting. CIC’s single-platform

design eliminates multi-vendor sourcing, and reduces an

organization’s datacenter footprint and power consumption.

√ All-software, standards-based architecture for scalability. CIC’s all-software architecture eliminates the need for costly

voice boards and “rip-and-replace” upgrades, making it

easier and less costly to scale to meet the needs of large

organizations and thousands of users. CIC also offers

incremental application licensing for cost-effective growth;

includes cost-effective disaster recovery; eliminates multiple

points of failure for increased reliability; and provides multi-

site, location-independence for distributed organizations.

√ Broad set of applications for the contact center as well as the enterprise. For contact center and enterprise

users alike, CIC functionality includes SIP-based switching;

multichannel routing and queuing; outbound/blended dialing;

presence management; multichannel quality monitoring and

scoring; workforce management; interactive voice response;

unified messaging; Web self-service; and email response and

knowledge management. CIC applications can be effectively

deployed and managed across multiple sites and are

available to users regardless of location, including in-office,

remote and mobile employees.

√ Business process automation. Inherent in CIC are

business process automation capabilities that enable

organizations to efficiently capture, prioritize, route, escalate,

and track each step of a work process. Unlike any other

solution for the contact center, CIC provides the capability

to automate critical business processes as well as customer

interactions.

√ Maximum interoperability. CIC’s standards-based

architecture simplifies integration with third-party systems,

including PBXs/IP PBXs, IVR systems, call recorders, SIP

hardware (telephones/headsets, gateways, etc.), workforce

management packages, back-office applications (CRM, ERP,

etc.), databases, Web services, messaging platforms, unified

communications applications, and more.

“Before deploying CIC, 9% of callers used IVR. Today, 40% of callers use our IVR, saving us approximately $220,000 annually.”

– Western & Southern Life

“Because of efficiencies CIC has brought through functionality such as self-help services, we’ve seen a 30% reduction in service calls. At the same time, we’ve seen a 50% increase in sales calls.”

– Blinds.com

Page 4: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

4 l

IInt

erac

tive

Inte

llige

nce

Con

tact

Cen

ter A

utom

atio

n

Multipoint, hardware-centric system compared to Customer Interaction Center™. Many competitive contact center automation systems

require up to eight times the number of servers that CIC requires. The reduction in hardware requirements not only results in significant cost-

savings, but the consolidation of administration, customization, and reporting functions also results in dramatically simplified management.

“As a result of CIC’s dialing capabilities, our expenses for outbound sales are down and we’ve been able to increase agent productivity by 40%.

– DEFENDER Direct

Source: Interactive Intelligence

“The fact that such a breadth of applications – everything from skills-based routing and ‘whispers,’ to call recording and unified messaging – run on CIC’s standards-based platform means we’ve been able to reduce technology deployment and management headaches.”

-CSA Travel Protection

Source: Interactive Intelligence

Page 5: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 5“With the Interactive Intelligence CaaS offering, we gain the cost-savings and 24x7 support of a hosted solution, while we maintain control over our contact center applications ... The result is superior value and unmatched customer service.”

– New Era Tickets

√ Cost-effective multichannel customer service. CIC

handles all types of communications — calls, faxes, email,

Web chats/callbacks, SMS, social media and customer-

defined interaction types. By doing so, contact centers get a

cost-effective and easily managed multichannel system for

consistent and responsive customer service, along with end-

to-end reporting and quality monitoring.

√ Choice of premise or CaaS deployment. With CIC,

organizations can choose between an on-premise deployment

and a communications-as-a-service (CaaS) model, including

hybrid environments. The Interactive Intelligence CaaS

offering provides cost-effective disaster recovery, along with

a unique local control VoIP deployment model that enhances

security by keeping voice traffic and call recordings inside the

customer’s firewall. CIC also enables customers to migrate

from a CaaS model to a premise-based deployment without

the need to rewrite applications, retrain employees, or source

new vendors.

Ongoing recognized innovation

Since its first customer deployment in 1997, more than 4,000

contact centers and enterprises around the world have turned

to Interactive Intelligence to improve their communications and

customer service. Interactive Intelligence continues to introduce

innovative new functionality, while making CIC more scalable,

secure, and flexible.

In recognition of this innovation, Interactive Intelligence has

received the following recent industry accolades

• Forbes’ 2010 Best Small Companies in America

• Software Magazine’s 2010 Global Top 500 Software and

Services Companies (10th consecutive year)

• Covered as a North American Vendor in, Market Share:

Contact Centers, Worldwide, 2010, Gartner, Inc., May 2011

• Received Positive Rating, MarketScope for Unified

Communications for the SMB Market, Gartner, Inc., July 2011.

• CRM Magazine’s 2011 Service Leaders, Contact Center

Infrastructure

• “Need To Know Vendor,” CRN, 2011

In addition to the above accolades, Interactive Intelligence has

been positioned in the Leaders Quadrant of Gartner’s “Magic

Quadrant for Contact Center Infrastructure, Worldwide” report.

“Interaction Web Portal™ is one of those applications that, as an outsourcer, we immediately saw value in. To be able to give our clients things like dashboards with real-time statistics, remote call monitoring, and access to call recordings and reports, shows our commitment to the highest levels of performance. Interaction Web Portal™ includes the ability to provide this client-specific information securely so we can offer this added visibility without any risk.”

– American Customer Care

Introducing Customer Interaction Center™ (CIC) 4.0

With the release of version 4.0, CIC provides an architecture

that’s even more powerful, user tools that make the customer

experience even more satisfying, and management tools that

improve the performance of any business.

√ Improved Architecture. In CIC 4.0, all audio processing is

moved to the Interaction Media Server™. This makes CIC 4.0

a pure application server. CIC 4.0 also marks the elimination

of all third-party components, while introducing virtualization

and a new concurrent licensing model. The benefits of these

enhancements include the following:

• Increased scalability (*see graphic)

• Improved reliability

• Reduced costs

• Simplified management, ideal for distributed

organizations

• More flexible deployment options, including an internal

“private” cloud configuration

Page 6: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

6 l

IInt

erac

tive

Inte

llige

nce

Con

tact

Cen

ter A

utom

atio

n

√ Enhanced Experience. CIC 4.0 offers many new features

for enhancing both the customer and employee experience,

including a more full-featured browser-based client, improved

email handling, better agent assistance, and a new Interaction

Web Portal™ that gives outsourcer clients (and outsourcer

agents and even their CXO’s) visibility into performance.

These features offer the following benefits:

• Increased productivity and collaboration

• Faster, more effective customer service

• Greater empowerment to impact performance

√ Expanded Management Insight. CIC 4.0 introduces a

first-of-its-kind real-time speech analytics application called

Interaction Analyzer™. Functionality includes real-time

keyword- and phrase-spotting on both the customer and agent

side of the interaction, recording, supervisory monitoring,

and threshold alerts. It enables contact center managers to

know what to pay attention to so they can intervene before a

customer is lost. CIC 4.0 also includes enhanced recording

and monitoring, increased recording storage capabilities, and

improved reporting. Combined, these new features result in

the following benefits:

• Improved customer service and retention

• More effective agent training

• Increased operational efficiencies

• Better service-level analysis

Learn more about Customer Interaction Center™ (CIC) 4.0 m

Source: Interactive Intelligence

“With Interaction Analyzer™, the time-consuming and ineffectual task of auditing small samples of recordings to understand and improve on the nature of interactions is eliminated … We see Interaction Analyzer™ as an application that will significantly reduce the resources necessary to mitigate risk, while increasing our agent productivity – both absolute imperatives to be successful in our business.”

– Apex Financial Management

*Dramatic scalability improvements for increased operational efficiencies (CIC 4.0 compared to CIC 3.0)

Page 7: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 7

Magic Quadrant for Contact Center Infrastructure, Worldwide

Contact center investments are increasing worldwide as restraints on capital and customer service budgets ease. Companies must evaluate vendors’ technology and ability to deliver solutions in relevant regions.

WHAT YOU NEED TO KNOW

The contact center infrastructure market continues its trend toward consolidation of vendors, as it has for several years. Three vendors, Avaya, Alcatel-Lucent (Genesys) and Cisco, combined now make up more than 70% of end-user revenue for the global market. However, other vendors continue to grow revenue by employing a variety of strategies. These strategies include, among others, focusing on differentiated technology for various enterprises’ needs, offering solutions that target the service provider, targeting innovation toward niche applications such as dialer solutions, and targeting emerging markets that may offer faster market growth rates and more greenfield opportunities than those in mature markets such as North America, Western Europe and developed portions of Asia/Pacific.

Although some best-of-breed “point solutions” will remain relevant, customers are increasingly moving to broader contact center solutions as tightly integrated suites or more loosely integrated portfolios from “cornerstone” vendors, and all vendors covered by this report offer significant functionality beyond basic phone call routing and prioritization. Furthermore, many enterprises are recognizing the potential synergies between their customer-facing contact center infrastructure and software solutions, with their current or planned investments in internal-facing unified communications architectures and must consider how these investment strategies can coexist and potentially share communication and collaboration components. It is worth noting that today’s unified communications solutions are based on the technologies that

transformed basic “call” centers into “contact” centers by making compound communications including fax, email, chat, voice, video and Web conferencing available.

This research captures Gartner’s view of the general state of the market and evaluates vendors’ capabilities on a global basis (see Figure 1). It is not intended as specific advice for any one user company’s situation. Companies planning to acquire new or

Gartner RAS Core Research Note G00213759, Drew Kraus, Steve

Blood, Geoff Johnson, 27 June 2011

Source: Gartner (June 2011)

Figure 1. Magic Quadrant for Contact Center Infrastructure, Worldwide

challengers leaders

niche players visionaries

completeness of vision

abili

ty to

exe

cute

As of June 2011

Avaya

Alcatel-Lucent (Genesys)

Interactive Intelligence Aspect

SAP ZTE

Vocalcom Syntellect (CosmoCom)

Altitude Software Aastra Technologies Mitel

Huawei

NEC Siemens Enterprise Communications

Cisco

Page 8: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

8 l

IInt

erac

tive

Inte

llige

nce

Con

tact

Cen

ter A

utom

atio

n

replacement contact center infrastructure should contact Gartner analysts to discuss how this generalized model applies in their specific country as well, as how it applies to their specific business environment and needs.

Market Overview

The contact center infrastructure market is largely a mature market in North America, Western Europe, and developed portions of Asia/Pacific, with most sales being expansions of, or replacements of, existing systems. However, contact center infrastructure is still an emerging technology in many other geographies around the globe, especially those experiencing rapid industrialization and growth of service industries such as the countries of Brazil, Russia, India and China (BRIC) — with many forecast to grow at double-digit compound annual growth rates through 2015.

The market has traditionally been dominated by the leading vendors in the enterprise telephony space, although smaller players continue to find defendable market niches, either through low price, geographic or vertical market specialization, differentiating technologies or combinations of these.

Contact center infrastructure solutions have traditionally been hardware-centric, but most vendors’ solutions are now shipped as software that the customer can run on properly configured commercial, off-the-shelf servers, although some still require proprietary components. The majority of shipped solutions are based on Internet standards, including TCP/Internet Protocol (IP) in telephony and Session Initiation Protocol (SIP), which enables the systems to more readily support operationally or geographically separate contact centers on a centrally deployed system and provide for greater scale in the application platform. The use of Internet standards also enables contact center functionality to be embedded into third-party applications, such as CRM or ERP systems. SIP also enables tighter integration of modules within contact center vendors’ portfolios of products, although the promise of intervendor interoperability continues to be difficult to achieve. SIP also promises to help integrate other enterprise communications applications, such as presence and conferencing — or alternatively, Extensible Messaging and Presence Protocol (XMPP) in the case of presence. This will enable contact centers to incorporate communications and collaboration more easily with subject matter experts inside the organization but outside of contact center staff, and will help to integrate the technology more tightly into enterprise unified communications and collaboration (UCC) strategies, although adoption rates for these holistic solutions currently remain low.

The market has been consolidating over time and incumbent vendors are looking to expand their solutions portfolios to incorporate additional capabilities that commonly play a role in contact center “ecosystems.” These capabilities include interactive voice response (IVR), outbound dialers, contact center workforce management, recording, e-learning, Web chat, email response management, live and prerecorded video, desktop collaboration, analytics and workflow. This creates challenges to those that grow through acquisition or who develop these solutions as separate, point-solution offerings, in that a portfolio approach (rather than a more tightly integrated suite approach) results in an environment in which customers must manage and administer component systems separately.

• In2011,avarietyofbroadtrendsareinfluencingtheplanning and deployment of enterprise contact center infrastructure, representing a change from a more conservative market seen in the prior publication of this Magic Quadrant document. Included among these trends are the following:

• Easingoftechnologyacquisitionbudgetsamongenterprisesand service providers as the global economy recovers from the economic downturn of 2008 and 2009.

• Infrastructureconsolidationandcentralizationprojectsamong companies that operate multiple contact centers. These companies increasingly are looking to leverage the location-independent nature of IP-based infrastructure to reduce duplication of infrastructure investments. In response to the interest in consolidation and centralization of infrastructure, most vendor solutions now support VMware or Hyper-V for system virtualization.

• Momentumformultichannelrouting,includingemail response management, Web chat and customer collaboration solutions. These solutions, which have been traditionally purchased from best-of-breed or point solutions providers, are now increasingly being evaluated within the portfolio of the traditional automatic call distributor (ACD) vendors.

• Oncealmostsolelylimitedtopoint-solutionproviders,many contact center infrastructure suites or portfolios include some level of contact center workforce optimization functionality. This functionality encompasses varying combinations of contact recording, agent evaluation, workforce management, coaching and e-learning tools, postcontact survey, and agent performance speech analytics.

Page 9: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 9

• Increasingawarenessofsocialmediainfluencesandthepotential impact on contact center operations exists, although actual adoption of social CRM solutions in contact centers remains primarily limited to companies that take a more aggressive approach to technology adoption.

Many companies fitting a mainstream or conservative technology adoption profile have begun to embrace the use of multichannel customer communications, primarily in the form of adding email response management and in some cases, Web chat functionality, to their environments. Meanwhile, those with more aggressive technology adoption profiles have begun to embrace rich presence to incorporate subject-matter experts directly into customer service processes. Technologies such as video and desktop collaboration with customers remain niche functionalities in contact center infrastructure, with limited and specialized commercial deployment. Regardless of a company’s particular technology adoption profile, companies should review Gartner’s “Hype Cycle for Contact Center Infrastructure, 2010” to help develop a road map for the ways that new technologies should be brought into their respective environments to address customer relationship strategies. In some cases, this may involve evaluating the ability of a system to provide a wide breadth of functionality, not all of which may be implemented at the time of the system’s initial deployment.

The contact center infrastructure market showed strong signs of recovery as the global economy rebounded from the economic downturn of 2008 and 2009, showing an overall growth in agent shipments of 12.0% compared with 2009. Market growth rates varied significantly by region, however, with growth being led by the Asia/Pacific and the Middle East and Africa regions, which both showed year-over-year growth rates of nearly 40%. Most other markets showed single-digit year-over-year growth rates; however, the Japanese market showed a 15.0% decline in agent shipments as compared with 2009. Growth in agent shipments in 2010 was fueled by a pent-up demand for contact center investments following sharp declines in shipments experienced during the depths of the global economic downturn. The addressing of pent-up demand was largely driven by an easing of budget constraints among contact center buyers and by IT departments in general as the global economy and general business climate improved. The two largest markets globally are North America and Western Europe. These markets are also the two most-mature markets, where a significant portion of contact center infrastructure sales are replacements of existing systems, typically when technology refresh cycles come around. In these markets, the pent-up demand included end-user investments to refresh outdated software releases of existing investments that were no longer at levels supported by

the manufacturer back up to supported release levels. In less mature markets, pent-up demand primarily took the form of requirements for new contact center infrastructure purchases that had been deferred during the economic downturn.

Market Definition/Description

Gartner defines contact center infrastructure as the products (equipment, software and services) needed to operate call centers for basic telephony support and contact centers for multichannel support. This type of infrastructure is used by customer and employee service and support centers, inbound and outbound telemarketing services, help desk services, government-operated support centers and other types of structured communication operations.

Contact center interactions can be people-assisted or automated self-service, using IVR and speech recognition technologies, for example. These channels for interaction use both live agents and messaging technology and include voice, Web, email, instant messaging, Web chat, video and mobile devices.

Contact center infrastructure includes a wide range of related technologies, such as:

• Telephonyinfrastructure

• Multimediacontactroutingandprioritizationengines

• IVRandvoiceportalsforself-serviceapplications,includingspeech-enabled self-service

• Outbounddialing/proactivecontact

• Virtualroutingapplicationsformultisiteandwork-at-homescenarios

• Presencetools

• ToolsforintegrationwithCRMsoftware

• Datamartandanalyticssystems

• Computer-telephonyintegration(CTI)/Webserviceinterfaces

• Emailresponsemanagement

• Webchat

Page 10: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

10 l

IIn

tera

ctiv

e In

telli

genc

e C

onta

ct C

ente

r Aut

omat

ion

• Collaborativebrowsing

• Liveandprerecordedvideo

• Knowledge-baseself-service

• Workforceoptimizationtoolsincludingcontactcenterworkforce management, session recording and e-learning

• Workflowroutingandmanagement

Contact centers require a wide range of functions, architectures, features and services to be effective. Three major architectural approaches that are common in the market are best-of-breed components, all-in-one bundled suites and service-based solutions. They are offered in the form of time division multiplexing (TDM) circuit-switched solutions, IP-based solutions (including SIP-based solutions) and as hybrids of the two.

Increasingly, contact center managers prefer to purchase much, or all, of their contact center infrastructure from a single source in the pursuit of easier and enduring integration. Therefore, leading contact center infrastructure vendors offering complete portfolios of solutions, comprising their own products and those of partners and other strategic suppliers, are being favored. A fourth architectural approach, that of hosted, multitenant systems (also known as contact center as a service [CCaaS]) is still an emerging alternative and not yet widely deployed in the market, but is gaining attention as cloud approaches increase. There are not any CCaaS providers that offer a substantial-enough global presence to warrant inclusion in this document. Coverage of the CCaaS space is provided in other Gartner documents including “SaaS-Based Contact Center Infrastructure: FourQuestionsKeytotheSelectionProcess,”and“CriticalElements of Cloud-Based Contact Center Services: Pricing, Service-Level Agreements and Service Integration,”

Inclusion and Exclusion CriteriaTo appear in this Magic Quadrant, vendors had to show all the following capabilities:

• Marketshareamongthetopperformersinatleastonegeographic region or, failing that, sufficient differentiation to obtain market presence

• Sufficientsalesandoperationalpresencetosupporttheirmarket objectives

• Demonstrablesolutionsinmostofthecontactcenterinfrastructure portfolio areas defined earlier

• Evidenceofanabilitytogeneratesignificantinterestfromleading client segments

Added

Two vendors, Vocalcom and ZTE, have been added this year because both have achieved a significant level of adoption in their main geographic markets, as well as significantly increased their global presence while offering a broad suite of contact center functionality.

Dropped

Genesys, which previously operated as a separate business unit within Alcatel-Lucent, has now merged product development, sales and marketing activities with the parent company. As such, the company is now listed as “Alcatel-Lucent (Genesys)” for clarity purposes.

CosmoCom was acquired by and merged with Syntellect, and is now listed as “Syntellect (CosmoCom)” for clarity purposes.

Oraclehasceasedsellingits“OracleOnDemand”contactcenter offering as a premises-based system and now only offers it as a SaaS-based solution. This document does not cover SaaS contact center offerings because they are covered in other Gartnerresearch,andassuch,Oraclehasbeendroppedfromthis Magic Quadrant.

Evaluation CriteriaAbility to Execute

Gartner analysts evaluate contact center infrastructure technology providers based on the breadth, quality and overall breadth and maturity of their applications, customer support capabilities and ability to deliver solutions that enable contact center operations in formal contact centers in companies, outsourcers, and/or service providers. Ultimately, contact center infrastructure technology providers are judged on their ability and success in capitalizing on their vision (see Table 1).

Page 11: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 11

Completeness of Vision

Gartner analysts evaluate contact center infrastructure technology providers based on their ability to convincingly articulate logical statements about current and future market directions, innovations, customer needs and competitive forces, and how well these map to Gartner’s overall understanding of the marketplace. Ultimately, contact center infrastructure technology providers are rated on their understanding of how market forces can be exploited to create opportunities for providers and their clients (see Table 2).

LeadersLeaders are high-viability vendors with broad portfolios, significant market shares, broad geographic coverage, a clear vision of how contact center needs will evolve and a proven track record of delivering contact center products. They are well-positioned with their current product portfolio and likely to continue delivering leading products. Leaders do not necessarily offer a best-of-breed solution for every customer requirement. However, overall their products are strong and often have some exceptional capabilities. Additionally, these vendors provide solutions that present relatively low risk.

ChallengersChallengers are vendors with strong market capabilities and good solutions for specific markets. However, overall, their products lack the breadth and depth of those of in the Leaders quadrant. Challengers do not always communicate a clear vision of how the contact center market is evolving and they are often less innovative or advanced than the Leaders. Vendors in this quadrant often excel at selling contact center functionality to their installed base of private branch exchanges (PBXs) or IP telephony.

VisionariesVisionaries demonstrate a clear understanding of the contact center market and provide key innovations that point to the market’s future. However, these vendors typically lack the ability to influence a large portion of the market, have not yet expanded their sales and support capabilities on a regional basis, or do not yet have the funding to execute with the same capabilities as the Leaders.

Niche PlayersThe vendors in this quadrant offer contact center products that focus on a segment of the market or a subset of its functionality. Customers aligned with the focus of a Niche Player may find its offerings to be a good “fit” for their needs.

Vendor Strengths and CautionsAastra Technologies

Consider Solidus eCare when already committed to Aastra’s MX-ONEtelephonyplatformorSoliduseCareLiteforupto50agents on the Aastra 700 switch. Aastra’s offerings are well-suited for users who want telephony and mulitchannel suite-oriented contact center solutions from a single source and for those who need to integrate mobile phones into the solution.

Source: Gartner (June 2011)

Table 2. Completeness of Vision Evaluation Criteria

Evaluation Criteria

Market Understanding

Marketing Strategy

Sales Strategy

Offering (Product) Strategy

Business Model

Vertical/Industry Strategy

Innovation

Geographic Strategy

Weighting

high

standard

standard

high

standard

standard

standard

standard

Source: Gartner (June 2011)

Table 1. Ability to Execute Evaluation Criteria

Evaluation Criteria

Product/Service

Overall Viability (Business Unit, Financial, Strategy, Organization)

Sales Execution/Pricing

Market Responsiveness and Track Record

Marketing Execution

Customer Experience

Operations

Weighting

high

high

standard

standard

standard

standard

standard

Page 12: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

12 l

IIn

tera

ctiv

e In

telli

genc

e C

onta

ct C

ente

r Aut

omat

ion

Strengths

• Aastra’sSoliduseCareplatformscalesfromsmalltolargecontact center environments, although it is best fit for small to midsize environments. It provides multimedia contact functionalityonAastra’sMX-ONEandAastra700platforms,and has become the common contact routing offering across the company’s various enterprise telephony offerings over the course of 2010 and 2011.

• Aastrahasalargeinstalledbaseoftelephonyusersaroundthe world (albeit concentrated in Europe) following a number of acquisitions, including the 2008 acquisition of Ericsson’s enterprise communications division.

• AastrahighlightstheeaseofmanagementofitsSoliduseCare offerings and claims that the solution requires fewer IT resources to maintain than similar configurations from other vendors, although prospective users of the offerings should check with local references for configurations that closely match their own.

Cautions

• Althoughthecompanyhascentralizeddevelopmentandmarketing for contact center around its Solidus eCare product line for enterprise contact center, it lacks some key capabilities, such as predictive dialing, agent workforce optimization(althoughitbundlesinalicenseforTeleOpti’sworkforce management offering) and VoiceXML for IVR development.

• SoliduseCare’spenetrationofAastra’sownPBX/IP-PBXinstalled base (which is fragmented, resulting from a series of acquisitions) is limited and this product is not widely used outside of the company’s enterprise telephony base.

• LimitedsaleschannelsforSoliduseCaremeanthatthemarket’s awareness of this product is low.

• Thecompany’slimitedpresenceinNorthAmerica,thelargest contact center market globally, as well as in emerging markets including Latin America and Asia, hampers its ability to grow and makes it challenging for some multinational companies to deploy a global solution.

Alcatel-Lucent (Genesys)

The Genesys contact center business unit, which had previously been operated independently from parent company Alcatel-Lucent’s (ALU’s) contact center business, has been subsumed into Alcatel-Lucent’s enterprise business units, and its product development, sales and marketing operations have been combined. The Genesys name now exists only as a brand for ALU’s contact center solutions. Consider ALU’s Customer interaction Management (CIM) platform and related offerings when looking to support large, complex contact centers including those that require significant customization to address differentiated customer service needs. CIM should also be considered when there is a requirement to integrate with multiple PBX/IP telephony environments or when separating contact center and PBX decisions because it is telephony vendor-agnostic. ALU also offers its Genesys Express offering for midsize contact centers needing multichannel functionality with integration capabilities across a variety of vendors’ telephony environments, a migration path to the Genesys enterprise contact center offering set, or when needing to integrate to other Genesys contact center components such as Genesys Voice Portal, Intelligent Workload Distribution (iWD) or Social Engagement. For midmarket contact centers that are committedtoALU’sOmniPBX-Enterprise(OXE)telephonyline and do not need access to other Genesys contact center components, the company also offers its Genesys Compact Edition for those needing multichannel functionality, as well asitsOmniTouchStandardEditionforthoseneedingonlyvoice functionality and do not foresee ever needing to support integrated, multichannel customer contacts.

Strengths

• ALU’sGenesysCIMplatformandothercomponentsofitscontact center portfolio support a broad suite of highly scalable and fully featured contact center infrastructure applications. These include call and multimedia routing, network-level routing, voice response, contact recording and outbound dialing, workforce management and analytics. Customers report that version 8.0 software provides strong integration across the application suite, using consistent management, administration, and reporting systems and tools.

Page 13: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 13

• Thecompanyhasastrongvisionfordecouplingcontactcenter applications from telephony infrastructure and for extending contact center capabilities into unified communications environments and enterprise workflow beyond the contact center, and for integration of social-media-based communications into structured contact center activities.

• Genesyscanprovidestrongconsultingandsystemintegration services either directly or through its professional services partners. Genesys has a good ability to support global customers. As a subsidiary of Alcatel-Lucent, it has stronger financial backing than do most other vendors’ solutions that are not linked to the sale of a particular vendor’s telephony infrastructure.

• GenesysisnowfullyintegratedintoALU’sEnterprisebusiness unit. Genesys’ shipments of contact center agents was flat in 2010 compared with 2009 while most of the rest of the market grew; however, the business unit appears poised to resume growth in 2011 as sales efforts have largely overcome the initial hurdles of integrating operations with the rest of ALU’s Enterprise business unit.

Cautions

• GenesysisnowfullyintegratedintoALU’sEnterprisebusiness unit, and its development organization is merged with both ALU’s enterprise and carrier development organizations. Genesys’ shipments of contact center agents was flat in 2010 compared with 2009 while most of the rest of the market grew; however, the business unit appears poised to resume growth in 2011 as sales efforts have largely overcome the initial hurdles of integrating with the rest of ALU Enterprise. Widespread industry speculation regarding the potential sale of ALU’s Enterprise business adds significant uncertainty to the future of the Genesys contact center offerings. Buyers must evaluate ALU’s position and feel comfortable both with the Genesys product offerings and the long-term commitment to continue to develop and support those offerings.

• TheGenesysCIMsolutionsareoftenmorecostlyandcustomized to a user’s particular environment than those of competitors and are often not as cost-effective, as well as being too complex to deploy and manage for small and midsize contact center deployments.

• ALU’sGenesysofferingscompriseseveralbasecontactcenter offerings with varying abilities to scale, to support mulitchannel functionality, and to integrate to other Genesys offerings. The disjointed offering set limits customers’ ability to scale seamlessly across the product set, and may require customers to make near-term platform choices that may limit their ability to address long-term needs.

Altitude Software

Consider Altitude uCI if you require a suite-based solution set and you have access to certified integrators on Altitude uCI. Altitude solutions should also be considered if you require multivendor telephony integration or are replacing your incumbent telephony infrastructure vendor and want to separate the timing of your contact center and telephony investment decisions.

Strengths

• AltitudeuCIisasoftware-basedcontactcenterapplicationsuite offering broad functionality and interoperability with PBX and IP-PBX infrastructure from leading vendors. Altitude also offers its own SIP-based Altitude vBox, which uses the Asterisk open-source communications platform.

• AltitudeuCIoffersacompetitivelypricedrangeofapplications, including multichannel inbound and outbound capabilities, voice self-service, call recording and workforce optimization, with particular strengths in scripting, knowledgebase and integrated desktop tools.

• AlthoughAltitudesolutionssellintoabreadthofcontactcenter environments, they are especially well-adopted among contactcenterbusinessprocessoutsourcers(BPOs)offeringoutbound communications, particularly those requiring dialer technology to serve the debt collections market.

• AltitudemarketpresenceisprimarilyconcentratedinEurope and Latin America (primarily in Brazil), particularly among contact center business process outsourcers.

Cautions

• Altitudehaslimitedmarketpresenceandawarenessglobally, and has limited resources for rapidly increasing awareness of its brand.

Page 14: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

14 l

IIn

tera

ctiv

e In

telli

genc

e C

onta

ct C

ente

r Aut

omat

ion

• Altitude’sincreasingfocusonmeetingtheneedsoftheoutsourcing market distracts the company from more aggressively targeting enterprise contact center environments.

• Altitude’sabilitytoprovidesolutionstomultinationalcompanies outside the European and Latin American markets is limited.

Aspect

Consider Aspect when looking for a unified contact center application suite for midsize to large size implementations, including several best-of-breed applications, or when looking for an offering targeting small to midsize contact centers closely tied to Microsoft’s Lync unified communications offering. Additionally, consider Aspect when needing to integrate with multiple PBX/IP telephony environments or when separating the timing of contact center and telephony investment decisions.

Strengths

• TheunifiedarchitectureofAspect’sUnifiedIPproductsprovides common application development, management and reporting tools. They incorporate the company’s best-of-breed technology, including call and multimedia routing, an IVR/voice portal, outbound dialing, agent workforce management and unified communications for applications such as “Ask an Expert.” Users can manage multiple sites or workgroups through a unified command and control interface, which can also be extended to support the company’s “signature” (legacy) contact center platforms.

• Aspect’sContact2011providesanofferingthatsupportsinstallations with fewer than 100 agents and uses Microsoft Lync as its media server, leveraging Lync’s unified communications capabilities to support multichannel functionality. Currently available only through Aspect, the company plans to make the offering available through Microsoft channel partners as well later in 2011.

• Aspect’sconsiderableexperienceincontactcenterproductsand markets can be helpful to companies with complex requirements. Aspect also has good global reach for sales and support.

Cautions

• Aspecttraditionallychargespremiumpricingforongoingmaintenance services, but its services team has received varied reviews from Gartner clients for several years in

succession. Aspect customers and prospects must evaluate the impact of this pricing on the solution’s total cost of ownership and check references to validate that the service team’s skill level is commensurate with the service pricing.

• ThecompanylacksanenterprisePBX/IP-PBXinstalledbaseof its own into which to sell its products. As such and in the light of the lack of “greenfield” opportunities for large contact centers in North American and Western European, Aspect must attempt to sell into the installed bases of other vendors, which can be a challenging task.

• Aspect’sfinancialperformanceissolidasitpositionsitselfforaninitialpublicoffering(IPO)ofcompanystockinthe near future, although the company is not growing its installed base aggressively. In an industry undergoing consolidation, the lack of growth in its installed base may affect Aspect’s revenue streams in the long term.

Avaya

Following Avaya’s acquisition of Nortel in December 2009, the company announced its product evolution road map, combining elements of its heritage Avaya and Nortel product families into a new, consolidated architecture in Avaya Aura Contact Center. Consider the heritage Avaya Aura Call Center Elite for midsize to large telephony-oriented call centers, and Avaya Aura Contact Center for midsize to large multichannel contact center environments, or to add multichannel capabilities to existing or new Avaya Aura Call Center Elite deployments. Both offering sets include several best-of-breed applications for contact center environments with complex customer service requirements, particularly when using heritage Avaya telephony solutions. Heritage Nortel CC6 or CC7 customers should evaluate whether and when to update their infrastructure to current release levels of Avaya Aura Contact Center.

Strengths

• Avayaismovingsteadilyalongitsroadmapfordeliveringa comprehensive multimedia contact center suite using a single, cohesive architecture. Users have the flexibility to meter the pace of their adoption of the new architecture based on business and functionality drivers to upgrade, including cost of migration issues as well as the customer’s desire to be an early adopter of the new architecture as opposed to a mainstream or late adopter.

Page 15: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 15

• AvayahasastrongvisionforleveragingitsAgileCommunications Enablement (ACE) platform to extend consistent customer service delivery models across a variety of customer interaction domains, whether inside or outside the traditional, structured contact center environment, and across a variety of vendors’ communication and collaboration solution sets.

• WiththeacquisitionofNortel,Avayanowholdsthetopmarket share position in contact center routing in terms of end-user revenue and agent shipments across all geographies globally. This provides the stability associated with strong product and service revenue and a large installed base into which additional products and services can be sold.

Cautions

• AvayaandNortelcustomersandprospectsmustensurethatthey are sufficiently confident that the company’s announced product road map adds sufficient value to warrant continued investment in its evolutionary path. Potential buyers must also evaluate the stability of the platform and the skills of their Avaya channel partner to deliver reliable solutions in this rapidly evolving technology environment.

• GartnerhearsincreasingdissatisfactionamongheritageNortelcustomers, indicating that support quality has declined since the merging of the two companies. Customers cite concerns regarding the skill level of Avaya’s upper-level engineers.

• Avayahasexpandeditssaleschannelcoveragewiththeacquisition of Nortel, but many heritage Nortel channel partners lack contact center applications expertise. Customers and prospects must check references from the combined base of channel partners to ensure that the partner has a track record for installing and supporting solutions that match their own environment.

Cisco

Companies that are committed to Cisco’s Unified Communications Manager or that want an end-to-end Cisco infrastructure should consider Cisco’s contact center offerings.

Strengths

• Cisco’sUnifiedContactCenterportfoliosupportsabroadsetoffunctionality, including call and multimedia routing, network-level routing, IVR/voice portal and outbound dialing.

• Ciscocontinuestodeliverproductenhancementsthatsupport traditional contact center functionality, such as improvements in its reporting tools, as well as delivering more advanced capabilities such as routing social media contacts and open agent desktop tools.

• Cisco’sstrongbrandrecognitionandrespectamongITdecision makers and influencers and its broad global reach has enabled it to grow market share, often at the expense of more established players in the market.

• SeveralofCisco’skeychannelpartnershavestrongcontactcenter consulting and system integration skills to deliver highly customized and complex contact center solutions.

Cautions

• Cisco’sContactCenterEnterpriseandExpressproductstend to be sold into environments using the company’s data communications network and telephony solutions. Cisco’s Unified Intelligent Contact Management Enterprise offering can support integration to third-party telephony environments, but is frequently too expensive and underfeatured for most enterprise contact center environments and is typically installed as a “steppingstone” to the company’s traditional enterprise contact center products.

• AlthoughCisco’sUnifiedContactCenterExpressproductsupports a tightly bundled application suite scaling up to 400 agents, the company does not offer an all-in-one contact center application suite capable of scaling to large-enterprise sizes.

• Thecompanycontinuestoclosethe“featuregap”betweenitself and its competitors, but some Cisco contact center capabilities, including those involving system management and administration tools, are less feature-rich than those of vendors with a long history of selling contact centers.

Huawei

Consider Huawei for deployments in China and in developing economies in Asia/Pacific, Latin America, Eastern Europe and Africa, where its carrier and large-enterprise business resources are significant enough to provide capable support, either directly or through channel partners.

Page 16: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

16 l

IIn

tera

ctiv

e In

telli

genc

e C

onta

ct C

ente

r Aut

omat

ion

Strengths

• Huaweioffersabroadsuiteofcontactcenterofferingswithwhich telcos can host solutions for enterprises or that can be deployed on customers’ premises. They are founded on the company’s UAP (IP-based/enabled PBX with ACD), ICD (CTI and contact center applications server including IVR, dialer, Web channels, multichannel recording and more), ISE (integrative information system), CSP (customer service/CRM platform), and IPCC (IP contact center solution offering an integrated application suite) platforms.

• Huawei’sIPswitchingsolutions(UAP8100forcarriersandlarge enterprises, and UAP3300/2100 and UAP6600 for midsize enterprises) support virtual call center, network call center, Web-enabled contact center and multimedia access channels in contact center operations.

• Huaweirecentlyestablishedanenterprise-focuseddivisionof the company, which includes the contact center business unit. This organizational move should improve the company’s ability to develop and deliver enterprise contact center solutions globally over time.

• InadditiontoitsstrengthintheChinamarket,Huaweiis focusing both its carrier and enterprise contact center sales efforts in emerging economies globally and is well-recognized in Latin America and Africa. In these markets, the company highlights its ability to sell an entire enterprise voice and data solution, on-premises or from a cloud, similar to the strategy employed by Cisco globally.

Cautions

• Huaweicurrentlyhaslimitedabilitytoprovideenterprisecontact center solutions outside of China, South Africa and parts of Latin America. This limits its ability to support some global multinational customers.

• Huaweilacksbrandrecognitioninthecontactcentermarketand has yet to show a track record for focusing on enterprise contact centers, particularly in the largest global markets of North America and Western Europe.

• Huaweiisaggressivelyworkingtoevolveitssalesstrategyaway from direct sales and telco service provider sales, and toward channel-partner-driven sales. It can be difficult to find channel partners with contact center skills, especially in emerging economies.

Interactive Intelligence

Consider Interactive Intelligence when looking for an all-in-one suite of tightly integrated contact center applications across a wide range of scalability requirements. This includes environments that contain multiple PBX and/or IP-PBX vendors, or when enterprises want to separate timing of their contact center and telephony investment decisions.

Strengths

• InteractiveIntelligence’sCustomerInteractionCentercontact center suite uses Web services and provides a common set of application development, management and reporting tools across a range of its applications.

• InteractiveIntelligencecontinuestocompetesuccessfullyfor midsize and large contact center deals. The company is improving its brand recognition in North America and has begun to increase its sales and marketing footprint globally.

• InteractiveIntelligenceisfindingsuccessinsellingitshosted and hybrid on-premises and hosted solutions in enterprises of various sizes. The company is finding its strongest adoption of its hosted offerings in the United States, although it is also offered through additional data centers in Europe, the Middle East and Africa region, Australia, New Zealand and Japan.

• CustomerInteractionCenter’sefficientuseofserverresources and consistent administrative and management tools across applications makes the system particularly appealing to IT decision makers.

Cautions

• Despitemakinginvestmentsinitssaleschannelprogramtosupport enterprises outside North America, the company does not match the global coverage provided by some of its larger competitors. Companies should evaluate the ability of Interactive Intelligence and its channel partners to meet their needs in relevant geographies.

• SomeofInteractiveIntelligence’scontactcenterapplicationsare less feature-rich than competitive best-of-breed offerings.

• NotallofInteractiveIntelligence’schannelpartnersarestrongincontact center environments. Prospects should check channel partner references for environments that match their scalability and complexity needs, and verify that support resources have been trained and certified on current product releases.

Page 17: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 17

Mitel

Consider Mitel when looking for contact center solutions for small and midsize deployments associated with Mitel Communications Director telephony environments.

Strengths

• Mitel’sContactCenterSolutions(CCS)EnterpriseEditionsupports a broad suite of contact center infrastructure applications, including call and multimedia routing, voice response, outbound dialing, call recording and workforce management. The Business Edition of its product offers a subset of the features available in the CCS Enterprise Edition, targeting contact centers with 25 or fewer agents.

• MitelhasrecentlyincreasedthescalabilityofitsCCSEnterprise Edition to better address the midsize- and large-enterprise markets and reports that it has several customers supporting more than 1,000 concurrent agents..

• Mitelhasastrongnetworkofchannelpartners,particularlyfor small and midsize enterprises in North America.

• MiteloffersstrongintegrationwithMicrosoftcommunications products and can deliver combined solutions to midsize contact center environments through channel partners certified to deliver both product sets.

Cautions

• Mitelhasrecentlyreorganizeditsbusinesstobettertargetmidsize-enterprise opportunities, including an increased focus on sales to SMBs through channel partners. This change in focus is likely to negatively impact the company’s ability to execute on sales and service in the near term as channel and organizational issues get worked out.

• Mitelhaslimitedabilitytosupportlargecontactcenterenvironments and customers with multinational requirements. The company has limited market presence and awareness globally and lacks the financial resources for rapidly increasing awareness of its brand.

• NotallofMitel’schannelpartnersareskilledincontactcenter deployments. Prospective customers should check local references.

• Mitel’scontactcentersalesareprimarilylimitedtoMiteltelephony environments.

NEC

Consider NEC when using or evaluating NEC telephony infrastructure and where contact center scalability needs are stable and unlikely to require migration across product lines within the NEC portfolio. NEC sells into multiple countries as its market focus rather than globally.

Strengths

• NEC’sUNIVERGEUC&CContactCenterofferingformidsize and large contact center environments provides a unified suite of contact center capabilities and integrates tightly with the company’s Unified Communications for Enterprise offering.

• NEChasalargeinstalledbaseofPBXsandcontact centers in which to sell additional contact center products and services.

• TherecentlyintroducedUNIVERGEUC&CContactCenteroffering can leverage existing investments in legacy NEC contact center solutions or provided a well-integrated contact center applications stack for new deployments.

Cautions

• Multiplecontactroutingproductsfordifferentcompanysizes and geographies limit NEC’s ability to support multinational companies with a cohesive contact center product set worldwide.

• NEC’scontactcentersalesareprimarilylimitedtoNECtelephony environments.

• NECoperatesinparticularcountrymarketsinAsia/PacificandNorth America but has a low profile in Europe and elsewhere.

SAP

Consider SAP Business Communications Management (SAP BCM) when looking for highly scalable and/or multitenant all-in-one application suites solutions, especially when your organization is committed to SAP enterprise applications.

Strengths

• SAPBCMisanall-in-onesoftwaresuitethatincludesmultichannel inbound, outbound, IVR, call-recording and quality-monitoring capabilities, and strong integration with mobile devices.

Page 18: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

18 l

IIn

tera

ctiv

e In

telli

genc

e C

onta

ct C

ente

r Aut

omat

ion

• BCMcanberunasastand-alonesolutionorintegratedwith other SAP enterprise software products and supports interoperability with PBX and IP-PBX infrastructure from leading vendors.

• BCMisgrowingitsmarketpresenceinWesternEuropeandNorth America, and is increasing SAP’s ability and experience in supporting the solution for global customers.

Cautions

• BCMrepresentsaverysmallportionofSAP’soverallrevenuestream and it continues to be challenging for the BCM sales and marketing team to gain and maintain awareness among SAP’s sales force to mine the large and lucrative SAP enterprise software customer base more easily. This makes it more difficult for the BCM group to grow the business and show the financial contributions that will, in turn, help to increase awareness of the business unit within the larger SAP organization.

• BCMlacksbrandawarenessinthecontactcenterinfrastructure market, making it more challenging to penetrate enterprises that do not have an existing SAP investment. This further challenges the BCM group within SAP to grow the business in a way that will accelerate SAP’s investment in growing that portion of the business.

• Inmanycustomerenvironments,purchasingdecisionsforcontact center infrastructure and enterprise application software are made by separate groups — particularly in large enterprises. This can increase the complexity of the selling environment within accounts and limit the long-term benefits of SAP’s integrated solution within an enterprise.

Siemens Enterprise Communications

Consider Siemens when looking for well-featured contact center applications running in existing or potential Siemens telephony and unified communications environments, including those requiring multisite and multinational deployments.

Strengths

• SiemensEnterpriseCommunications’(SEN’s)OpenscapeContactCenter(OSCC)offeringisawell-integratedmultichannel contact center application suite. SEN continues to fill out functionality within the suite, including the recent additions of its own IVR, dialer and workforce optimization capabilities to complement more advanced functionality available through its partners.

• SENhasagoodvisionforextendingitsOSCCcapabilitiesinto unified communications environments.

• Afterseveralyearsoflacklusterperformancefollowingthespin-off of SEN from parent company Siemens AG, followed by declining sales industrywide associated with the global economic downturn in 2008 and 2009, SEN appears to be regaining some momentum in the contact center space. This includes improved sales performance in 2010, as well as a renewed focus on product development and investment in growing brand awareness.

• Siemenshasstronglypursuedopennessthroughitsdevelopment of a service-oriented architecture environment. Siemens also employs an all-software approach, including theunderlyingOpenScapeVoiceswitching/softswitchenvironment.

Cautions

• DespiteSiemens’recentrefocusingonitscontactcenterbusiness, the company still struggles to overcome a legacy association with technically strong, but undermarketed solutions. This continues to result in Siemens sometimes not even being considered for a number of large contact center opportunities — even within its own installed base of telephony users.

• AlthoughSENhasexpandedOSCC’sfunctionalityandscalability, the offering does not address the needs of very large or highly customized contact center environments. As a result, SEN will resell Alcatel-Lucent’s Genesys CIM and related offerings to address these customer environments.

• ThecompanysellsprimarilytoSiemensPBX/IP-PBXenvironments.

Syntellect (CosmoCom)

Consider Syntellect’s CosmoCom offering when looking to support large, multisite, virtualized contact centers, as well as shared centralized infrastructure, while still allowing management control at departmental or group level. Consider Syntellect’s Customer Interaction Management (CIM) offering when looking for a multichannel contact center routing solution that can leverage a variety of IP-PBX infrastructure environments.

Page 19: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 19

Strengths

• Syntellect’sCosmoComofferingcomprisesabroadsuite of highly scalable and fully featured contact center infrastructure applications, including call and multimedia routing, contact recording and outbound dialing, and is commonly sold into service provider environments.

• Thecompany’sCIMofferingtargetsmidsizetolargecontact center environments, providing a tightly integrated multichannel contact center application suite that uses a CTI integration to existing PBX investments to leverage existing telephony investments. This offering has its strongest regional presence in North America, with increasing growth in Western Europe.

• TheCosmoComunifiedcontactcenterapplicationsuite uses Web services and provides a common set of application development, management and reporting tools for a range of applications.

• TheCosmoComofferingsparticularlysuitlarge-scale,multitenant enterprises, hosted or service provider environments. The company’s strongest regional presence is in the EMEA region, particularly among telcos and cable operators, with a growing presence in North America and Asia/Pacific.

Cautions

• NeitherSyntellectnorCosmoComhavesignificantbrandrecognition. Although the company wishes to use Syntellect to pull its CosmoCom offerings into North America, and to use its CosmoCom market presence to pull CIM into other geographies, there is no guarantee that either effort will be successful, and the company risks losing focus on doing either effort well.

• Syntellectofferstwoveryseparateanddistinctcontactcenterinfrastructure offerings and must now work through the process of looking for and operationalizing synergies in product development, sales, customer support, and marketing. Such efforts often result in near-term missteps in many areas.

• Syntellect’slackofacohesiveproductlineacrossallgeographies makes it difficult for the company to meet the needs of large global enterprises.

Vocalcom

Consider Vocalcom if your enterprise requires a suite-based solution set and if you require multivendor telephony integration, or are replacing your incumbent telephony infrastructure vendor and want to separate the timing of your contact center and telephony investment decisions.

Strengths

• Vocalcom’sHermes.Netoffersatightlyintegratedsuiteofapplications, including multichannel routing, IVR and call recording, with particular strengths in predictive dialing and agent desktop and scripting tools.

• VocalcomoffersitsownIP-PBXfunctionalitythroughitsOnXmediaofferingorcanintegratewithtelephonysolutions from other leading vendors.

• Vocalcom’smarketpresenceisprimarilyconcentratedin Western Europe and the Middle East and Africa, with particular strength in France and Spain.

Cautions

• Vocalcomhaslimitedmarketpresenceandawarenessglobally, and has yet to show a marketing track record of increasing awareness of its brand.

• Vocalcom’sfocusonmeetingtheneedsoftheoutsourcingmarket and particularly those focused on outbound services distracts the company from more aggressively targeting enterprise contact center environments.

• Vocalcomhaslimitedabilitytoprovidesolutionstomultinational companies outside the European and the Middle East and African markets.

Page 20: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

20 l

IIn

tera

ctiv

e In

telli

genc

e C

onta

ct C

ente

r Aut

omat

ion

ZTE

Consider ZTE for deployments in China and in emerging economies where its carrier and large-enterprise business resources are significant enough to provide capable support, either directly or through channel partners.

Strengths

• ZTE’sNGCCcontactcentersuiteoffersabreadthofcontactcenter offerings with which telcos can host solutions for enterprises or that can be deployed on customer premises.

• InadditiontoitsstrengthintheChinesemarket,ZTEisgrowing its sales of its NGCC offering in emerging markets globally.

• AlthoughZTEhasalimitednumberofenterprisecustomerpremises deployments, the company’s strength in the contact center space is in selling NGCC as a platform, which allows telcos to offer hosted services for enterprises and outsourcers.

Cautions

• ZTEhaslimitedabilityandexperienceinprovidingenterprise contact center solutions outside of China and parts of the Middle East and Africa, limiting its ability to meet the needs of global enterprise customers.

• ZTElacksbrandrecognitioninthecontactcentermarketand has yet to show a track record for focusing on enterprise contact centers, particularly in the largest global markets of North America and Western Europe.

• ZTEoftenusesasell-throughsalesmodelinwhichitsells NGCC to telcos, which in turn sell or host NGCC for enterprises. It can be difficult to find telcos with a strong understanding of the dynamics of contact center environments, particularly in emerging economies.

Vendors Added or Dropped

We review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as markets change. As a result of these adjustments, the mix of vendors in any Magic Quadrant or MarketScope may change over time. A vendor appearing in a Magic Quadrant or MarketScope one year and not the next does not necessarily indicate that we have changed our opinion of that vendor. This may be a reflection of a change in the market and, therefore, changed evaluation criteria, or a change of focus by a vendor. m

Page 21: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 21

Evaluation Criteria DefinitionsAbility to ExecuteProduct/Service: Core goods and services offered by the vendor that compete in/serve the defined market. This includes current product/servicecapabilities,quality,featuresets,skills,whetherofferednativelyorthroughOEMagreements/partnershipsasdefinedin the market definition and detailed in the subcriteria.

Overall Viability (Business Unit, Financial, Strategy, Organization): Viability includes an assessment of the overall organization’s financial health, the financial and practical success of the business unit, and the likelihood that the individual business unit will continue investing in the product, continuing to offer the product and continuing to advance the state of the art within the organization’s portfolio of products.

Sales Execution/Pricing: The vendor’s capabilities in all pre-sales activities and the structure that supports them. This includes deal management, pricing and negotiation, pre-sales support and the overall effectiveness of the sales channel.

Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor’s history of responsiveness.

Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization’s message in order to influence the market, promote the brand and business, increase awareness of products, and establish a positive identification with the product/brand and organization in the minds of buyers. This “mind share” can be driven by a combination of publicity, promotional initiatives, thought leadership, word-of-mouth and sales activities.

Customer Experience: Relationships, products and services/programs that enable clients to be successful with the products evaluated. Specifically, this includes the ways customers receive technical support or account support. This can also include ancillary tools, customer support programs (and the quality thereof), availability of user groups, service-level agreements and so on.

Operations: The ability of the organization to meet its goals and commitments. Factors include the quality of the organizational structure, including skills, experiences, programs, systems and other means that enable the organization to operate effectively and efficiently on an ongoing basis.

Completeness of VisionMarket Understanding: Ability of the vendor to understand buyers’ wants and needs and to translate those into products and services. Vendors that show the highest degree of vision listen and understand buyers’ wants and needs, and can shape or enhance those with their added vision.

Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization and externalized through a Web site, advertising, customer programs and positioning statements.

Sales Strategy: The strategy for selling product that uses an appropriate network of direct and indirect sales, marketing, service and communication affiliates to extend the scope and depth of market reach, skills, expertise, technologies, services and the customer base.

Offering (Product) Strategy: The vendor’s approach to product development and delivery that emphasizes differentiation, functionality, methodology and feature set as they map to current and future requirements.

Business Model: The soundness and logic of the vendor’s underlying business proposition.

Vertical/Industry Strategy: The vendor’s strategy to direct resources, skills and offerings to meet the specific needs of individual market segments, including vertical markets

Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, defensive or pre-emptive purposes.

Geographic Strategy: The vendor’s strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the “home” or native geography, either directly or through partners, channels and subsidiaries as appropriate for that geography and market.

Page 22: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

22 l

IIn

tera

ctiv

e In

telli

genc

e C

onta

ct C

ente

r Aut

omat

ion

Message from the CEO

“In 1994 I left a software company that was about to go public – a company that I had started with my own

money – in order to found Interactive Intelligence. I did so because I truly believed there was a revolution coming

in business communications and I wanted to be part of it.

The early years were tough. Imagine trying to sell a Windows NT-based ‘unified’ communications system

against Lucent, Nortel and the other legacy telecom giants. Back in ‘95, ‘96 and ‘97, people said it would

never work and would never sell.

Well, seventeen years later, the world looks a lot different! We’ve sold thousands of systems. Gartner has

declared the PBX dead. And the telecom giants like Siemens and Nortel don’t look quite so tall. In fact, the

same competitors that derided our system back then have been scrambling in an effort to stitch together

multiple products and re-label them as ‘unified’ in an attempt to play catch up.

However, we haven’t looked back. With our continued focus on R&D, rapid revenue growth, and consistent profitability, we’re now not

only known as a technology innovator, but as an industry leader with a proven track record. We’ve been placed in the leaders’ quadrant of

Gartner’s global Magic Quadrant for Contact Center Infrastructure report; for the 10th year in a row we’ve been named among Software

Magazine’s global top 500 software and services providers; and for the first time Forbes Magazine has named us among its 100 Best Small

Companies in America.

Today, backed by more than 4,000 global customers and 300 value-added resellers around the world, we give even the largest organizations

an innovative yet reliable alternative when selecting between start-up vendors offering ‘bleeding-edge’ solutions, and the legacy

dinosaurs that have simply put new names on the same old proprietary systems. We’ll continue to raise the bar this year, packing more

functionality into our flagship IP contact center software suite, which includes an exciting new speech analytics application; expanding our

communications-as-a-service offering; and building on our vertical solutions for insurance and collections.

To all those customers who believed in us during the early years, I want to express my deepest gratitude. And to all those customers

we’ve yet to win, I invite you to share in our vision of a modern, streamlined communications solution instead of the complicated tangle of

proprietary devices offered by the rest of the pack.”

- Dr. Donald E. Brown, Founder and CEO

Interactive Intelligence Inc.

Page 23: Volume 2 Issue 1 Contact Center Automation - 1Stream · PDF file . Interactive Intelligence Inc. ... Interactive Intelligence Contact Center Automation

IInteractive Intelligence Contact C

enter Autom

ation l 23

Interactive Intelligence Inc.

7601 Interactive Way

Indianapolis, IN 46278

United States

+1 317.872.3000

[email protected]

www.inin.com

About Interactive IntelligenceInteractive Intelligence Group Inc. (Nasdaq: ININ) is a global provider of

unified business communications solutions for contact center automation,

enterprise IP telephony, and business process automation. The company’s

solutions, which can be deployed via an on-premise or hosted model,

include vertical-specific applications for insurance and collections.

Interactive Intelligence was founded in 1994 and has more than 4,000

customers worldwide. The company is among Software Magazine’s

2010 Top 500 Global Software and Services Suppliers, and Forbes

Magazine’s 2010 Best Small Companies in America. The company employs

approximately 900 people and is headquartered in Indianapolis, Indiana.

It has 19 offices throughout North America, Latin America, Europe, Middle

East, Africa and Asia Pacific. Interactive Intelligence can be reached at +1

317.872.3000 or [email protected]; on the Net: www.inin.com.

About Interactive Intelligence

http://www.inin.com/About/Pages/default.aspx