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Rod Jones MasterClass - World Class Call Centres - The Key Strategic Issues - Updated at 31 Nov 09

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World Class Call Centres - Strategic Issues. …

World Class Call Centres - Strategic Issues.
Slike deck from the internationally acclaimed 2 Day Rod Jones Contact Centre MasterClass seminar. This seminar is aimed at middle to senior management involved in call centres or planning to develop or reengineer a call centre.

Published in: Business, Education

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  • Can i have a soft copy of this? please send it to junkster10@hotmail.com
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  • Please, could you send me a soft copy: borche@gmail.com
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  • forward thk, pls send it to me. zparttime@yahoo.com
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  • Excellent presentation, very complete. Can I have a copy of it?, I´d appreciate that you send it to me to francisco.maganad@gmail.com

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  • What a great presentation! Could I please get a soft copy - bjones@faisonopc.com
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  • 1. Version 19 Reviewed rj – 22 June 09
    World Class Call Centres:
    Understanding the Key Strategic Issues
    Knowledge & Skills Development
    Seminar and Workshop
    Call Centres : Contact Centres : Customer Service Centres
    © Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.
  • 2. Introductions & Credentials
    Rod Jones
    Founder: CallCentreCity Group- 2000
    Founding Director: Call Centre Institute of SA
    Co-Publisher:
    Contact Centre Africa Magazine
    Convergence Executive
    Director: Contact Industry Hub
    Trainer / Author / Consultant
    Judge: SACCCOM National Awards 2005/6
    Judge BPeSA National Call Centre Awards – 2007
    Director: C3Africa Group
    South African
    60 Years Old
    Started Direct Marketing business in 1971
    Built first call centre 1985
    Marketing Support Group
    First Outsource Call Centre 1992 - TeleFacilities
    Consultant since 1998
    Board Member: Direct Marketing Association of SA 1988-2000
    Non-Executive Director: Call Centre Networking Group SA 2001-2003
    Director: Unity of Contact Centres 2005
  • 3. Introductions
    Your name
    Company
    Interest in Call Centres
    What specifically do YOU want to learn from this course ?
  • 4. I cannot teach you ‘Knowledge’..
    I can only teach you how to learn..
    I can direct you to where you will find your own knowledge and your own wisdom.
  • 5. Symbols Used in This Programme
    More Information
    Case Study
    Questions & Discussion
    A Key Point – Worth Making a Note Of
    An Individual Task – Something for YOU to do
    A Buddy Task
    A Team Task
    Just for Fun
  • 6. Reference Material
    All available from www.c3africa.com
  • 7. Purpose of this Knowledge Development Programme
    You will gain…
    Sound understanding of contact centres:-
    Strategies
    Principles
    Processes
    Technologies
    Customer Relationship Management
    Personnel
    Defining Requirements
    Budgeting & Finance
    Procurement & Tendering
    Outsource Options
    Clarify Roles and Responsibilities
    Sound basis for Project Development
    Knowledge-based decision-making
  • 8. Some Basic Concepts
  • 9.

    Concise &
    Measurable
    Objectives
    Business
    Processes


    Data &
    Knowledge
    Business
    Strategies

    People
    & Skills

    Management
    Knowledge


    Enabling
    Technologies
    Product/s
    Or
    Service/es

    Continuous
    Improvement

    Effective
    Management
    Ten Essential Steps to an Effective, Efficient Contact Centre
  • 10. The Many Dimensions of a Modern Contact Centre
    Culture
    Performance
    Strategy
    Competency
    Organisation
    Facilities & Layout
    Process
    Application
    Equipment
    Delivery vehicle
  • 11. Contact Centre Development Model
    FULLY DEVELOPED / World Class
    DEVELOPED
    Operational Maturity
    DEVELOPING
    FUNDAMENTAL
    Overall Integration (Strategic / Operational / Technologies)
    Source: Based on a model developed by Dimension Data / Merchants
  • 12. 36 - 48 Months
    24 - 36 Months
    12-24 Months
    6 – 12Months
    Contact Centre Development Model
    Fully Developed/
    ‘World Class’
    Developed
    Strategic Development
    Developing
    Fundamental
    Overall Integration / Operational Maturity
  • 13. 3 – 4 Years
    Development Phase
    The Contact Centre Journey
    Fully
    Developed
    Developed
    Developing
    Fundamental
    9- 18 Months
  • 14. The Critical Development Phase
    Planning A New Call Centre
    Napoleon IEmperor of the French
    1769 - 1821
    “Men, horses and cannon are useful in battle
    But Strategy and Planning win wars”
  • 15. This Knowledge DevelopmentProgramme
    What’s a call centre ?
    Customer Relationship Management - CRM
    Operational Dynamics
    Quality Management / Quality Assurance
    The Modern Call Centre / Contact Centre
    Call Centre Technologies
    Baselines & Benchmarking
    Capacity Planning
    Planning for a new call centre
    Budgeting, Finance and Procurement
  • 16. The Critical Development Phase
    Develop
    Management
    Knowledge
    WHY ?
    • Many critical decisions will have to be made.
    • 17. Bad or poor decisions are most often made because of insufficient knowledge.
    • 18. Bad decisions are usually very, very expensive !
    • 19. Several senior executives will need to have a high level of knowledge about contact centres.
    • 20. Several senior managers will be required to participate in the Development Phase.
  • The Critical Development Phase
    Develop
    Management
    Knowledge
    HOW ?
    • Attend specific management development training such as THIS course.
    • 21. Read books ( recommended reading ).
    • 22. Attend conferences – Regional & International.
    • 23. Interface with the local or national contact centre association.
    • 24. Gather information from websites.
    • 25. Gather information from technology and service vendors.
    • 26. Visit a large number of existing call centres.
    • 27. Use knowledgeable and reliable consultants.
  • The Critical Development Phase
    Needs
    Analysis
    What ?
    • Exactly why does your organisation need a call centre or customer contact centre?
    • 28. What will the contact centre be required to do? Short Term? Long Term?
    • 29. How are calls and contacts being handled right now?
    • 30. What specific skills are needed to handle calls and contacts ?
    • 31. What are the real consumer demands and expectations ?
    • 32. What are your competitors doing ?
  • The Critical Development Phase
    Defined
    Objectives
    • Exactly what will the contact centre be required to do?
    • 33. How will the success of the operation be measured ?
    • 34. What are management’s expectations of the contact centre ? Short – Medium and Long term ?
  • The Critical Development Phase
    Requirements
    Specifications
    • Detailed specifications of exactly what will be required to ensure that the contact centre achieves all defined objectives and that it will consistently meet all required performance measurables.
    • 35. Definitions and specifications to include:
    • 36. People (Job descriptions)
    • 37. Processes
    • 38. Technologies
    • 39. Use of Data and Knowledge
    • 40. Management structures
  • The Critical Development Phase
    Defined
    Procurement
    Processes
    • What procurement processes MUST be followed. (e.g. Public Tender)
    • 41. Defined vendor evaluation processes.
    • 42. Defined evaluation panel or board. (Defined knowledge and skills)
    • 43. Timelines associated with procurement.
    • 44. Contracting processes.
    • 45. Timelines associated with contracting.
  • Workbook Exercise
    Tasks 1 & 2
  • 46. World Class Call Centres:The Strategic Issues
    CRITICAL QUESTIONS THAT MUST BE ANSWERED
    Why do you need a call centre?
    Where is the organization feeling ‘pain’?
    What do you need to do with your call centre?
    What do you want to do with your Call Centre?
    What processes MUST you follow?
    What processes SHOULD you follow?
    What resources do you have?
    What are all the challenges, obstacles and realities?
    What is YOUR role, function, task, challenge or mandate?
    OK.. Now you can design your strategies !
  • 51. Management
    The FOUR PILLARS of a Contact Centre
    PROCESSES
    PEOPLE
    ENABLING
    TECHNOLOGY
    DATA &
    KNOWLEDGE
  • 52. Project Development Process
    Knowledge
    Development
    Project
    Scope
    Strategic
    Definitions
    Operational
    Definitions
    Logistics
    Definitions
    Procurement
    Definitions
    Procurement
    Evaluation &
    Appointment
    Deployment
    Operations
  • 53. 1: What is a Call Centre ?OUTCOMES
    Gain an understanding of:-
    History of Customer Communications
    Origin of the modern call centre
    • The PABX
    • 54. The Automatic Call Distributor (ACD)
    • 55. Differences between Call Centres & Contact Centres
    What a call centre can do for the organization
    Benefits to Customers
    Benefits to the organisation
  • 56. Call Centre - Defined
    A customer communication hub
    Origins: Rockwell. 1972. Continental Airlines
    Efficient processing of customer interactions
    Designed for high volume
    Low cost per interaction
    Key factors:-
    Ease of access by customers
    Operational Efficiencies
    Effective use of data / systems
  • 57.
  • 58.
  • 59. Elephants grow up..
  • 60. Cats grow up..
  • 61. Little girls grow up..
  • 62. ABSA Bank - Johannesburg
    • Largest single site call centre in Africa
    • 63. 1745 agents
    • 64. 1.6 million calls a month
    • 65. 12,000 m2
    Call Centres grow up..
  • 66. Fun and Joy ..
    Teaching & Training ..
    Feeding & Nurturing ..
    Constant Loving and Caring ..
    To deliver ‘World Class’ Customer Service, call centres need…
  • 67. Lots of this ..
    Responsible Discipline ..
    Care & Personal Attention ..
    From Start-Up a Call Centre also needs ….
  • 68. Some Hard Realities…
    To define, design, build and operationalise even a small (25 seat) call centre can take about9 months.
  • 69. Some Hard Realities…
    To develop a true “World Class” Call Centre can take 2 to 3 years !
  • 70. Some Hard Realities…
    With the best will in the world it will be extremely difficult to realize a Return on Investment in under 18 months
    But there will be a lot of “Quick Wins”
    Examples..* Customer Satisfaction
    * Staff Satisfaction
    * Service Delivery * Increased Efficiencies
    * Increased sales revenues
  • 71. 36 - 48 Months
    24 - 36 Months
    12-24 Months
    6 – 12Months
    Contact Centre Development Model
    Fully Developed/
    ‘World Class’
    Developed
    Strategic Development
    Developing
    Fundamental
    Overall Integration / Operational Maturity
    Source: Based on a model developed by Dimension Data / Merchants
  • 72.
  • 73. ?
    Increase
    Customer
    Satisfaction
    Reduce Cost
    Of Operations
    Increase
    Efficiencies
    Increase
    Revenue
    Reduce
    Risk
    So.. Why have a …
    - Call Centre
    - Contact Centre
    - Customer Service Centre
    Fulfilling The Key Elements
    of Most Organisations’ Strategic Plans
  • 74. Workbook Exercise
    Task 3
  • 75. Change this …
  • 76. With one of these…
    To this …
  • 77. Customer Contact Centre
    Handles ALL channels
    Telephone
    Fax
    eMail
    VoiceMail
    SMS
    Web / Web Chat
    Scanned paper / posted documents
    Walk-In (face-to-face) customer service
    Live Video Interaction
    Call Centre
    • Only handles telephone calls
  • Contact Centres –BENEFITS TO CUSTOMERS
    Easy Access To Service
    Reduced Cost Of Obtaining Service
    Choice Of Communication Channel/S
    Fast Response – ‘Phone Is Faster’
    Consistency Of Service
    Human Interaction
    Access To Information
    Access To Actions
    ‘Voice Is King’ Where Literacy Is A Problem
  • 78. BENEFITS TO COMPANY
    Lower cost of service
    Monitored & Managed
    Quality Management
    Discipline
    Centralised
    Economies of Scale
    Centre of Excellence
    Customer Retention
    Customer Satisfaction
    Up-Sell and Cross Sell
    Debt Collection or Debtor Management
    For many organizations Customer Service and their Contact Centre are the ONLY competitive advantages
  • 79. Critical Success Factors
    Ease of Access
    • Customers can communicate when they want to and use the channel that they prefer – at that time.
    Fast Resolution
    • “All-in-One-Call”. First Call Resolution
    • 80. No call transfers
    • 81. No call-backs
    • 82. All customers needs fulfilled
    Monitor & Manage
    • Meaningful Management Information
    Skills Development
    • Multi-skilling of agents
    • 83. Reduce attrition
    • 84. Increase efficiencies
  • What Makes a “Call Centre or Contact Centre” ?
    A Technology called an ‘Automatic Call Distributor - ACD
    So… You already have a PABX… What’s the difference ?
    PABX or PBX (Private Automatic Branch Exchange)
    • Serves the BASIC VOICEcommunication needs of the whole organization.
    • 85. Reliable and efficient but gives very little control or analytics.
    • 86. Low Intelligence
    Call Distribution by means ofHUNT GROUPS
    Next available operator or agent
    PABX
  • 87. CALL ROUTING
    Most appropriate Operator e.g.
    • Language
    • 88. Longest waiting time (agent)
    • 89. Department
    • 90. Special Skills
    PABXs & ACDs
    True call centres / contact centres are equipped with ACD functionality
    ACD
    Automatic Call Distributor
    Invented by ROCKWELL in 1972
    Intelligent routing
    Sophisticated monitoring and reporting
    ACD
    >> Learn more about ACDs in Module 5 – Technologies <<
  • 91. ALL CHANNELS
    ROUTED & MANAGED
    Most appropriate Operator
    e.g. Writing skills
    PABXs & ACDs
    Most ACD’s now incorporate
    Multiple Channel Functionality
    Some ACD’s are or can be
    Enabled for VoIP*
    * Voice Over Internet Protocol
    eMail
    Fax
    Scanned Documents
    SMS / Text
    Web / Web Chat
    ACD
    >> Learn more about ACDs in Module 5 – Technologies <<
  • 94. Workbook Exercise
    Task 4
  • 95. “World Class”
    What Does it Take to Become …
  • 96. What Makes a ‘World Class’ Call Centre?
    Aligned and Integrated Strategies
    The call centre supports and is aligned with the core business strategies of the organization.
    Operationally, It Meets Specific Standards
    ‘Standards’ serve as a measure of quality as defined by external or internal customer expectations.
    Benchmarked Against Similar Operations
    Benchmarking against National, Regional and International sector and competitive call centres.
  • 97. KEY POINTS
    Call Centre
    • Inbound and outbound telephone calls
    Contact Centre – Multi Media
    PABX
    Hunt Groups – Low intelligence
    ACD
    Intelligent Routing
    Monitor and Manage / Statistics / MIS
    Integration of other communication channels
    Call Centre / Contact Centre
    People – Processes-Data and Information – Enabling Technology
    6. It takes Time and Commitment
  • 103. Discussion.Questions & Answers
    << A Group Activity >>
  • 104. 2
    Understanding Customer Relationship Management (CRM)
  • 105. 2: Customer Relationship Management (CRM)
    Gain an understanding of:-
    Evolution of business Strategies
    Evolution of enabling technologies
    What is meant by “convergence”
    Definition of CRM
    Differences between CRM Strategies and CRM Applications
    Importance of CRM and Customer Retention
  • 106. TELEPHONY -CTI
    INTERNET
    OPEN SYSTEMS
    DATA NETWORKS
    MAINFRAMES
    DEVELOPMENT OF TECHNOLOGIES & BUSINESS STRATEGIES
    SOPHISTICATION
    2008>
    ‘70
    ‘80
    ‘90
    2000
  • 107. Customer Relationship
    Marketing CRM
    ‘Database Marketing’
    ‘One-to-One Marketing’
    ‘Lifetime Value Marketing’
    Customer Experience
    Management CEM
    ‘Loyalty Programmes’
    ‘Customer Care’
    ‘Relationship Marketing’
    CONVERGENCE
    STRATEGIC MARKETING
    TELEPHONY -CTI
    INTERNET
    OPEN SYSTEMS
    DATA NETWORKS
    SOPHISTICATION
    MAINFRAMES
    2008>
    ‘70
    ‘80
    ‘90
    2000
  • 108. CRM Defined
    CRM Means TWO DIFFERENT THINGS –
    Beware not to confuse them
    CRM – The Business Strategy
    CRM – The Technologies
  • 109. CRM – The Business Strategy
    An All-encompassing Business Strategy.
    Consolidating customer information and knowledge. (Single view of customer)
    Analyzing data.
    Understanding the customer’s behaviour.
    Creating interactive, highly personalised and appropriate or relevant interactions
    To achieve:-
    Customer Acquisition
    Customer Retention
    Increased Revenues
    Reduced Costs
    Customer Satisfaction ( Delight!)
  • 110. CRM – The Business Strategy
    A more detailed definition …
    • The art/science of using information to Find, Acquire and Retain customers.
    • 111. The people, processes, and technology aspects of the business associated with Marketing, Sales, and Service.
    • 112. The Corporate Philosophy at the core of any customer-centric business strategy and culture.
    • 113. Supported, not driven, by technology.
    • 114. CRM involves redesigning of Functional Activities.
    • 115. Actively deepening the Knowledge of Customers to meet their Individual Needs.
    • 116. An Holistic Approachthat unifies all points of customer interaction.
    • 117. Measured by customer retention and referrals as well as the growth of valuable customer segments.
  • CRM – The Technologies
    A suite of software applications:-
    Integrating other systems (e.g. Mainframes, other specialised applications, billing systems, stock control, workforce management etc. )
    Facilitating and coordinating multiple business functions
    Automating appropriate business processes
    Unification of multiple communication channels
    Consistent delivery of standardised, logical processes.
    Business Process Automation
  • 118. Why Invest in CRM ?
    It costs EIGHT TIMES MORE to win a new customer than it does to keep an existing customer.
    Dissatisfied customers cause other customers to migrate.
    Customer retention is the key to a profitable business.
    Managing Customer “Churn” is the difference between Profit and Loss!
  • 119. ?
    Increase
    Customer
    Satisfaction
    Reduce Cost
    Of Operations
    Increase
    Efficiencies
    Increase
    Revenue
    Reduce
    Risk
    Why Spend Resources
    Developing and Implementing
    a CRM Strategy ?
    Fulfilling The Key Elements
    of Most Organisations’ Strategic Plans
  • 120. Advantages of CRM
    Using CRM, a business can:
    Provide better customer service
    Increase customer revenues
    Discover new customers
    Cross sell/Up Sell products more effectively
    Help sales staff close deals faster
    Make call centers more efficient
    Simplify marketing and sales processes. (Where appropriate, automate certain processes)
    The types of data CRM projects collect and effectively use to achieve organizational goals:
    • Customer contact data
    • 121. Customer profile data
    • 122. Responses to campaigns
    • 123. Sales and purchase data
    • 124. Customer profitability (or lack of!)
    • 125. Account (billing) information
    • 126. Channel preferences
    • 127. Predictable ‘churn’ (Loss of customer)
  • 125%
    50%
    45%
    35%
    35%
    25%
    Customer Retention: The benefits
    Profit Impact of 5% Increase
    in rate of Customer Retention
    % Increase
    in Profit
    60
    40
    20
    0
    Software
    Credit
    Insurance
    Retail
    Mobile
    Phones
    Business
    Banking
    Credit
    Card
    [Source: Customer Retention: A New Star to Steer By. Frederick Reicheld and W. A. Sasser
  • 128. 90%
    85%
    75%
    50%
    45%
    35%
    Software
    Life
    Insurance
    Insurance
    Brokerage
    Fixed Line
    Telecoms
    Branch
    Deposits
    Credit
    Card
    % Increase
    in Customer Net
    Present Value
    100
    Impact of 5% Increase
    in rate of Customer Retention
    80
    60
    40
    20
    0
    [Source: Customer Retention: A New Star to Steer By. Frederick Reicheld and W. A. Sasser
  • 129. What does a CRM Business Strategy Require ?
    Total Commitment by the company
    Intimate Knowledge about who our customers and target markets are
    A thorough understanding of the Economics of CRM
    Acceptance of the principle that customers determine their Needs and what it is that they Value
    Company prepared to adapt or alter Business Processes to give customers what they value
    Give customers the communication Choices and Options that they want
  • 130. The CRM Challenges
    Once operational your company will
    DEMAND of your call centre..
    Add new communication channels
    Handle more calls
    Give Faster Service
    Provide more
    information
    Take on
    more customers
    Incorporate
    new technologies
    Be more accessible
    Reduce costs
    Give more choices
    to customers
    Reduce
    customer ‘Churn’
    Increase Revenues
    Give “World Class” Service
  • 131. Discussion.Questions & Answers
    << A Group Activity >>
  • 132. Workbook Exercise
    Tasks 5 and 6
  • 133. STRATEGIES
    PROGRAMMES
    PEOPLE
    PROCESSES
    FRAGMENTED TECHNOLOGIES
    THE FAILED ORGANISATION IS MISALIGNED
  • 134. STRATEGIES
    PROGRAMMES
    FRAGMENTED TECHNOLOGIES
    LOSS DRIVERS
    Fragmented ‘Vision’
    Counter-Productive
    Low Motivation
    PEOPLE
    Wasted Resources
    PROCESSES
    Over-Spend
  • 135. Growth
    STRATEGIES
    Market Focussed
    PROGRAMMES
    Aligned, Supported PEOPLE
    INTEGRATED PROCESSES
    CONVERGED TECHNOLOGIES
    THE SUCCESSFUL ORGANISATION
    A Customer
    Centric
    Organization
    Empowered
  • 136. CRM is not for The Faint-Hearted
    So.. What will it take ?
    Total Commitment – from the CEO down.
    Complete review of all Business Strategies.
    Review of all Business Rules and Processes.
    Accurate and current Customer Data.
    Analysis of customer data / information.
    Company and product (service) Knowledge and Information.
    Integration of ALL systems and technologies.
    Empowerment through skilling / training.
    Enabling technologies.
    Knowledgeable and reliable Business Partners / solution providers.
    Knowledge-based decision-making.
    Planning, Planning and more Planning.
  • 137. KEY POINTS
    CRM is first and foremost a BUSINESS STRATEGY
    CRM applications enable the business processes based on the strategic requirements
    CRM requires enterprise-wide commitment
  • 138. Discussion.Questions & Answers
    << A Group Activity >>
  • 139. Workbook Exercise
    Task 7
  • 140. 3
    Operational Dynamics of The Modern Call Centre
  • 141. Team
    Leader
    Agent
    Agent
    Agent
    Agent
    Agent
    Typical Organisational Chart
    Start-up or Small Call Centre – 10-30 Agents
    Call Centre
    Manager
    Corporate
    Technical
    Support
    Admin
    Support
    Corporate
    Trainer
    Supervisor
  • 142. Trainer
    Coach
    Coach
    Agent
    Agent
    Agent
    Agent
    Agent
    Typical Organisational Chart
    Medium to Large Call Centre – 50-100 Agents
    Call Centre
    Manager
    Admin
    Support
    Technical
    Support
    Quality
    Assurance
    Manager
    Senior
    Supervisor
    Supervisor
    Supervisor
    Team
    Leader
    Team
    Leader
  • 143. Management Essentials
    What makes a great Call Centre Manager ?
    Well proven Operational Experience.
    Formal Contact Centre Management training and credentials.
    High-Level abilities:
    Strategic
    Technologies
    People / Human Resource
    Business Process design
    Financial
    Team-Builder
    TIP: Clearly define competencies, skills and experience in a highly detailed job description document
  • 144. Staffing Essentials
    What makes a great Call Centre Supervisors and Agents ?
    Able to work as part of a team.
    Self disciplined.
    Self motivated.
    Computer literate.
    Keyboard skills.
    Numeracy and Literacy.
    Writing skills (eMail/Fax).
    Articulate speaking voice.
    Excellent Communication Skills.
    Acceptable accent and use of language.
    TIP: Use one of the highly advanced Assessment and Simulation software suites now available
  • 145. Agent Communication Quality
    Politeness
    Speaking
    Activity
    Rewardingness
    Listening
    Activity
    Role-Relationship
    Competence
    Interpretive
    Understanding
    Emotional
    Competence
    Adaptive
    Competence
    Communicative
    Assurance
    Task
    Competence
    CONVERSATIONAL SKILLS
  • 146. Develop & Follow Structured Recruitment Process or Methodology
    Certification
    Clearly
    Define
    Job
    Formal
    Training
    Advertise Post
    – Internal
    /External
    Employment
    Contract
    IVR or
    ‘Pre-Screen’
    Telephone
    Second
    Interview
    Receive CV’s
    Aptitude
    Testing
    Check CV
    &
    Credentials
    Face-to-Face
    Interview
    Structured
    Telephone
    Interview
  • 148. Operational Dynamics of The Modern Call Centre
  • 149. Call
    Answered
    By ACD
    Call
    Answered
    By agent
    Caller
    Hangs up
    Agent
    completes
    after
    Call work
    Call
    Arrives
    at ACD
    Ring Time
    Queue Time
    Wrap-up Time
    Talk Time
    Speed To Answer (ASA)
    Handling Time
    Trunk Holding Time
    Basic Operational Terms
    Typically,
    Music-on-hold
    Or messages
  • 150. Typical Performance Measurements
    NOTE:These measures do NOT take actual Customer Experience ( Call Outcomes Quality) into account.
    Average Speed to Answer - ASA
    How long a caller waits until answered
    Service Level(Operational Service Level)
    % of calls answered in a given time.
    Typically – 80% of calls answered within 20 seconds
    Abandoned Rate
    The number (or %) of callers that hang up before being answered (by a ‘live’ agent)
  • 151. First… Achieve Efficiency
    Typical Call Centre Key Performance Indicators (KPIs)
    Key Factors in the Total Customer Experience
  • 152. Then… Achieve Effectiveness –
    Typical Call Centre Targets
    Key Factors in the Total Customer Experience
  • 153. Then… Achieve Effectiveness –
    Typical Call Centre Targets
    Key Factors in the Total Customer Experience
  • 154. Performance Improvement
    Greater Efforts and Resources will be required to make small improvements
    Efficiency
    Effectiveness
    Quick Win &“Common Sense” Improvements
    Time
  • 155. Not
    Acceptable
    To
    callers
    IDEAL
    Excessive
    Costs
    Impact of Staffing on Service Level
  • 156. Examples:
    Call Arrival Patterns
  • 157. Unacceptable Service Level / Under Staffed
    Acceptable Service Level
    Excess Service Level / Over Staffed & Costly
    Call Volume & Staffing Realities
    Calls Per Hour
    100%
    07h00
    08h00
    09h00
    10h00
    11h00
    12h00
    13h00
    14h00
    15h00
    16h00
    17h00
  • 158.
    Specify Required
    Service Level
    & Response Times


    Gather Data
    from ACD and
    other sources
    Adapt
    Adopt
    Improve


    Forecast
    Anticipated
    Call Volumes
    Repeat Process
    To alter
    Service Level


    Calculate
    Costs
    Calculate
    Basic Staffing
    Requirements


    Calculate Required
    System Resources
    Draw-up
    Staffing Schedules

    Calculate Staffing
    Shrinkage
    Meeting Service Levels
  • 159. KEY POINTS
    Clearly define staffing competencies, skills, selection and evaluation processes.
    Set performance Baselines, Benchmarks and Goals clearly.
    Resource planning is a key to:-
    • Optimum contact centre performance
    • 160. Achievement of Service Levels
    • 161. Cost effective operations
  • Discussion.Questions & Answers
    << A Group Activity >>
  • 162. Workbook Exercise
    Task 8 and 9
  • 163. NO
    YES
    Business Processes
  • 164. TO BE ABLE TO PLAN & SCOPE YOUR CALL CENTRE
    Why Are Clearly Defined Business Processes Vital To The Contact Centre?
    To Establish Roles And Responsibilities.
    Defining Required Skill Sets & Training.
    Defining Business Rules.
    Defining Escalation Procedures.
    Monitor Efficiencies.
    Cost Control.
    Forecasting And Capacity Planning.
    IT And System Design And Integrations.
    Reporting And Management Information/ Analytics.
    Document Requirements.
    Standardization.
    Training, Skills Development.
    Succession Planning.
    Disaster Recovery And Business Continuity.
  • 165. An Introduction to Process Design(Examples based on BPMN Method)
    For More Information: www.bpmn.org or www.ebpml.org
  • 166. 1
    e
    n
    l
    a
    o
    L
    o
    P
    2
    e
    n
    a
    L
    Understanding POOLS and LANES
  • 167. Expanded Sub
    -
    Process
    Collapsed
    Collapsed Sub
    -
    Repeating Sub
    Basic Task
    Repeating
    Process
    Process
    Sub
    -
    Process
    +
    +
    Understanding Different types of TASKS
    Example: Make a cup of tea
    BASIC TASKS
    1: Place kettle under tap
    2: Turn on tap
    3: Fill kettle with water
    4: Switch on kettle
    5: When boiled – switch off
  • 168. Start Process or Sub Process
    End Process or Sub Process
    Start with
    a Rule
    Start with
    a Timer
    Process Flow
    Move from one task to the next, move something (e.g. a document) or send a message
    Sequence Flow
    Message Flow
    A Gateway – a point of DECISION
    NO
    Decisions
    YES
    Different types of EVENTS
    I am feeling stressed so I will make tea
    It is 10 o’clock .. Time for tea
    Decide to make a cup of tea
    Finish drinking your cup of tea
  • 169. Start Process or Sub Process
    End Process or Sub Process
    Process Flow – Sequence Flow
    PROCESS FLOW
  • 170. Hey Honey…
    Please make me a nice cup of tea !
    Start Process or Sub Process
    Start Process or Sub Process
    End Process or Sub Process
    Message Flow
    Process Flow – Sequence Flow
    MESSAGE FLOW
  • 171. Example: Basic Restaurant Processes
  • 172. Example: Basic Restaurant Processes
    Customer Enters
    Customer Leaves
  • 173. Example: Basic Restaurant Processes
    ‘Customer’ is a Pool
    ‘Waiter’ is a Lane
    ‘Restaurant’ is a Pool
    ‘Kitchen’ is a Lane
  • 174. Example: Basic Restaurant Processes
    FRONT OFFICE
    ‘Customer’ is a Pool
    ‘Waiter’ is a Lane
    BACK OFFICE
    ‘Restaurant’ is a Pool
    ‘Kitchen’ is a Lane
  • 175. Example: Basic Restaurant Processes
    Customer Experience
    The Waiter
    The Maitre d’hotel
    The Kitchen
  • 176. TASK
    DECISION
    DOCUMENT
    Expanded
    Sub Process
    Collapsed
    Sub Process
    Message Flow
    Process Flow
  • 177. Example: Basic Restaurant Processes
    End of Process
    End of Process
  • 178. Alternative Process Mapping Method
  • 179. KEY POINTS
    Accurate, up-to-date and relevant business process documentation is CRITICAL to the success of the Contact Centre Project.
    Without Detailed Business Processes it is IMPOSSIBLE to plan or scope a CRM or Contact Centre project.
  • 180. Workbook Exercises
    Task 10
    Task 10 a
  • 181. Contact Centre Technologies
    An Introduction
  • 182. 5: Call Centre Technologies OUTCOMES
    An understanding of the Major Technical Elements & their Functions within the call centre / contact centre
    PABX and ACD explained
    Functions of the ACD
    ‘Component’ systems vs Integrated Systems
    MIS ( Management Information Systems)
    Multi Channel / MultiMedia contact centres
    CTI ( Computer Telephony Integration) explained
    ‘Screen Pops’
    IVR (Interactive Voice Response)
    Voice Recording / Logging systems
    CRM Applications
    Dialling methods and systems
    Back-end / Legacy systems
    eMail, Fax and Web integrations
    UPS ( Uninterruptible Power Supply)
    • Understanding Voice over IP ( VoIP)
  • Voice
    Network
    SUPERVISOR
    AGENT WORKGROUP
    TYPICAL CONTACT CENTRE
    ACD
    PSTN
    TRUNKS
    +27 11 465-6768
  • 183. Dial 1 for Sales
    Dial 2 for Service
    Dial 3 for Finance
    IVR
    Voice
    Network
    SUPERVISOR
    AGENT WORKGROUP
    Service Department
    How may I help you?
    ROUTING USING IVR
    2
    ACD
    PSTN
    TRUNKS
    +27 11 465-6768
  • 184. TCP/IP LAN
    Data
    Network
    CTI
    Computer
    Telephony
    Integration
    APPLICATION
    SERVERS
    Voice
    Network
    MANAGEMENT
    (Reporting)
    SUPERVISOR
    AGENT WORKGROUP
    Mr Ling
    ‘Gold Card’
    Customer
    Mr Ling
    ‘Gold Card’
    Customer
    Ethernet / Token Ring
    INTELLIGENT CTI ROUTING..
    CLI(Caller Line Identification)
    ANI(Automatic Number Identification)
    Caller Line Identification (CLI)
    ACD
    PSTN
    TRUNKS
    +27 11 465-6768
    Good morning Mr Ling. How may I help you?
  • 185. Thank you for calling..
    Please enter your
    account number
    TCP/IP LAN
    Data
    Network
    CTI
    Computer
    Telephony
    Integration
    APPLICATION
    SERVERS
    Voice
    Network
    MANAGEMENT
    (Reporting)
    SUPERVISOR
    AGENT WORKGROUP
    Mr Ling
    ‘Gold Card’
    Customer
    Mr Ling
    ‘Gold Card’
    Customer
    Ethernet / Token Ring
    INTELLIGENT CTI ROUTING..
    1: Customer In-Put Data (using Touch-Tone)
    2: ‘Screen Pop’
    Caller in-puts
    Account Number
    IVR
    2468101214
    ACD
    PSTN
    TRUNKS
    +27 11 465-6768
    Good morning Mr Ling. How may I help you?
  • 186. BRANCHES
    WAN
    EMAIL SERVER
    FAX SERVER
    TCP/IP LAN
    WEB SERVER
    IVR
    RECORDER
    DIALLER
    Data
    Network
    CTI
    Computer
    Telephony
    Integration
    APPLICATION
    SERVERS
    Voice
    Network
    MANAGEMENT
    (Reporting)
    SUPERVISOR
    AGENT WORKGROUP
    Ethernet / Token Ring
    BROADBAND / ISDN
    Remote or Home Agent
    TYPICAL CONTACT CENTRE
    ACD
    PSTN
    TRUNKS
  • 187. BRANCHES
    WAN
    TCP/IP LAN
    EMAIL SERVER
    FAX SERVER
    WEB SERVER
    IVR
    Data
    Network
    RECORDER
    DIALLER
    CTI
    Computer
    Telephony
    Integration
    APPLICATION
    SERVERS
    PSTN
    TRUNKS
    Voice
    Network
    SUPERVISOR
    AGENT WORKGROUP
    MANAGEMENT
    (Reporting)
    VoIP
    Ethernet / Token Ring
    BROADBAND / ISDN
    Remote or Home Agent
    NEW GENERATION CONTACT CENTRE
    ACD
    eMail
    Fax
    Web
    IVR
    Recorder
    Dialer
    WFM
    ACD
  • 188. BRANCHES
    WAN
    TCP/IP LAN
    EMAIL SERVER
    FAX SERVER
    WEB SERVER
    IVR
    Data
    Network
    RECORDER
    DIALLER
    CTI
    Computer
    Telephony
    Integration
    APPLICATION
    SERVERS
    PSTN
    TRUNKS
    Voice
    Network
    SUPERVISOR
    AGENT WORKGROUP
    MANAGEMENT
    (Reporting)
    VoIP
    Ethernet / Token Ring
    BROADBAND / ISDN
    Remote or Home Agent
    NEW GENERATION CONTACT CENTRE
    ACD
    eMail
    Fax
    Web
    IVR
    Recorder
    Dialer
    WFM
    ACD
  • 189. PABX
    EXTENSIONS
    TCP/IP LAN
    EMAIL SERVER
    FAX SERVER
    WEB SERVER
    IVR
    Data
    Network
    RECORDER
    DIALLER
    CTI
    Computer
    Telephony
    Integration
    APPLICATION
    SERVERS
    PSTN
    TRUNKS
    PSTN
    TRUNKS
    Voice
    Network
    SUPERVISOR
    AGENT WORKGROUP
    MANAGEMENT
    (Reporting)
    VoIP
    Ethernet / Token Ring
    THE ENTERPRISE CONTACT CENTRE
    ACD
  • 190. Discussion.Questions & Answers
    << A Group Activity >>
  • 191. Server Cabinets
  • 192. Automatic Call DistributorThe ACD
    Allows efficient routing of calls
    Conditional & Skills-based routing
    Assigns calls to first available (most appropriate) agent
    Queues calls / on hold
    Intelligence-based Voice Announcements
    Maintains accurate call volume / duration / routing data
    In-bound and Outbound
    Real time performance data
    Macro and Micro performance monitoring
    Real time Queue management / configuration
    Multimedia integration (eMail/Fax/Documents)
    VoIP ready (most newer)
    Can integrate to most enterprise PABXs (or replace)
  • 193. Real-time view of individual or agent group performance
    Real-time view of agent groups
  • 194. Conferencing
    Manage Multiple Interactions
    Extensive Call Controls
    Real-time Interactive Directories
  • 195. Supporting the Multimedia Environment
    Voice Mail
    Faxes
    Call Recordings
    Web Chat
    Recordings
  • 196. Interactive Voice Response IVR
    Automates certain interactions with callers.
    Selectively routes calls. e.g “Dial 1 for ..”
    Interfaces with databases.
    “Reads” data / presents as Voice.
    Can handle calculations.
    Interfaces with Fax-On-Demand.
    Provides recorded “audiotext” information.
    Multilingual information.
    Can incorporate Voice / Speech recognition.
    Ideal for ‘after hours’ service.
    Customer self service.
    Handles excessively high call volumes.
    CAUTIONS
    Most callers dislike IVR.
    Get professional advice.
    NEVER offer more than four menu options!
  • 197. ROUTING USING IVR
    Dial 1 for Sales
    Dial 2 for Service
    Dial 3 for Finance
    Please select a fax.
    Please dial your fax #
    IVR
    Thank you for calling..
    Please enter your
    account number
    Dial 1 to listen to information about …
    Dial 2 to listen to …
    Dial 3 to hear …..
    Voice
    Network
    SUPERVISOR
    AGENT WORKGROUP
    Mr Ling
    ‘Gold Card’
    Customer
    Service Department
    How may I help you?
    1: Caller Selects Routing from Options
    2: System ‘Reads’ Calling Number – Interprets action
    3: Caller in-puts identification data – System Interprets action
    4: Caller Selects to listen to recorded info – System plays recording.
    5: Caller selects a fax – inputs own fax #
    Caller Line Identification (CLI)
    2
    ACD
    PSTN
    TRUNKS
    +27 11 465-6768
  • 198. EXCEPTIONALLY
    HIGH CALL
    VOLUME
    AGENT WORKGROUP
    IVR for HIGH VOLUME CALLS
    Example 1:
    We are aware of the problem… etc
    Example 2:
    We are experiencing high call volumes… please stay on the line.
    High Capacity
    IVR
    IVR
    Example 3:
    We expect a very long delay. Please leave a message.. Will call you back
    ACD
    SUPERVISOR
    Example 5:
    We have your number (CLI). We will call you back shortly
    NOTE: Plan for sufficient line (trunk)
    capacity and IVR channel capacity
  • 199. ‘Next Generation’ IVR…
    EXCEPTIONALLY
    HIGH CALL
    VOLUME
    Interpretation & Systems Interactions
    AGENT WORKGROUP
    Human Speech Recognition Systems
    What is the balance in my savings account?
    Hello..
    How can we help you today?
    No problem Sir..
    What is your account number ?
    It’s 26786548
    Thank you.
    Please state your name (Voice Signature)
    John Smith`
    You have balance of Seven Hundred and ten Dollars.
    What else can we do for you ?
    ACD
    SUPERVISOR
  • 200. Day Two
    World Class Call Centres:
    Understanding the Key Strategic Issues
    Knowledge & Skills Development
    Seminar and Workshop
    Harrisons on 12th, Rivonia
    22-23 May 2008
    Call Centres : Contact Centres : Customer Service Centres
    © Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.
  • 201. Examples of IVR Systems
    Route Call to
    IVR sub-System
    Enter CellPhone No
    MENU ONE
    Or Enter #
    1 English
    2 Zulu
    MENU TWO
    1 PUK or Voice Mail
    3 Sesotho
    MENU THREE
    2 Free eMail Service
    1 SIM Swop
    4 Afrikaans
    3 Lost or Stolen
    2 VodaCare / Dealer
    4 New Products
    3 Roaming
    0 Other Options
    0 Speak to Consultant
    Announcement
    about Call Recording
    ACD Agent Queue
    1 MINUTE 38 SECONDS
    Example 1:
    Vodacom Customer Care Line
    082-1082
    Recorded 2 June 07
    082-1082
  • 202. MENU ONE
    1 Account or Billing Enquiries
    SUB MENU 1
    1 Option One
    2 City Power
    2 Option Two
    3 Joburg Water
    Welcome Announcement
    3 Operator
    8 Follow-up on a previous call
    4 Pickie Tup (Refuse Removal)
    Temporary Announcement
    – Power Outages
    5 Joburg Roads Agency
    ACD QUEUE
    6 Metro Bus
    7 Participate in City Planning
    0 All other agencies – General
    * Repeat options
    5
    Example 2:
    City of Johannesburg -Joburg Connect
    011-375-5555 Recorded 2 June 07
    011-375-5555
    1 minute 32 seconds
  • 203. SUB MENU 1
    1 Enter Account Number
    MENU ONE
    1 List of Power Outages
    System read-back number
    2 Report a fault
    0 to confirm or 1 to re-enter
    3 Account balance enquiry
    Your account balance is ….
    Welcome Announcement
    4 Submit a Meter Reading
    Your reference number is …
    0 Speak to an agent
    Temporary Announcement
    – Power Outages
    SUB MENU 3
    SUB MENU 2
    3 Afrikaans
    1 Return to Main Menu
    5 English
    ACD QUEUE
    0 Speak to an Agent
    6 Xhosa
    9 Other Languages
    Example 3:
    Eskom Customer Care Centre
    0860-037566 Recorded 2 June 07
    0860-037566
  • 204. Example of an IVR Speech Recognition System
    Example 4:
    The Airports Company – O R Tambo International- Johannesburg
    086-727-7888 Recorded 2 June 07
    MENU ONE
    086-727-7888
    1 Flight Information
    EXAMPLE 1
    2 Parking Information
    EXAMPLE 2
    3 Other Queries
    4 Travellers Assistance
  • 205. Easy to use,Drag and drop IVR scripting tools
  • 206. Just some Fun …
    Irish Mental Health Hotline IVR
  • 207. Discussion.Questions & Answers
    << A Group Activity >>
  • 208. Voice Recording or Logging
    PRIMARY USES
    Records all or defined part of caller and agent voice conversations.
    Used for compliance and quality management / coaching purposes.
    Standard (.wav) or encrypted recording formats.
    Can record screens as well as voice.
    Recording files can attach to customer records.
    Data/Voice files indexed / efficient storage and rapid access.
    Compliance (e.g. Banking, Insurance etc)
    Security
    Service Quality Management
    Training & Coaching
    AN ESSENTIAL TOOL FOR EFFICIENT CONTACT CENTRE OPERATIONS
    IMPORTANT CONSIDERATIONS
    • ‘Low cost solutions not always suitable for compliance or legal purposes.
    • 209. Capacity is a factor of trunks and extensions.
    • 210. Check for legal issues.
  • 211. Configuring recording for Agent Quality Monitoring
  • 212. Typical Agent Quality Monitoring
  • 213. Workforce Management
    The Right Agent …
    With The Right Skills …
    At The Right Time …
    Forecast Service Level
    Predicted call volume based on historical ACD data
    Number of Agents Required
    Estimated Talk Time
    After call work
  • 214. Outbound Dialing
    Actual “TALK TIME” is a Measurable Operational Cost measured in $ per second !
    Technology Enabled Dialling Increases Efficiency And Can Dramatically Reduce Costs By 200% To 300%
  • 222. Efficiency
    Loss Drivers
    20-25
    Min/hr
    Database interface. Agent activates automatic dial through ACD. (e.g. Enter key)
    Preview
    Efficiency
    Loss Drivers
  • 236. 40-55
    Min/hr
    System does all dialling from databases. Dials more calls than there are available agents
    Predictive Dialling
    Efficiency
    Loss Drivers
    Very Expensive Technology BUT can give fast ROI due to very high efficiencies.
  • 247. Dialed Number Processing
     ‘Live’ Human Voice
    PD System recognizes..
     Call Type Codes
    Sent to PD Server

    Call Type Codes
    Written to database
    PDDials out on more lines than there are agents.
    Large Number Outbound Trunks (lines)
    Dialer draws numbers from segmented database
    More About Predictive Dialing
    Database
    Server
    Predictive
    Dialer Server
    ACD
    NOTE:
    Can be up to 2.5 times more lines than agents
  • 253.  ‘Live’ Human Voice

    PD system only connects “live” connects to call centre agents.
    Large Number Outbound Trunks (lines)
    More About Predictive Dialing
    1: ‘Pace’ at which PD dials and delivers calls to agents can be controlled.
    2: ‘Too Aggressive = Agent burn-Out.
    3: ‘Too Aggressive = Connects to customers but no agent available to take call = ‘White Sound’.
    Predictive
    Dialer Server
  • 254. Workbook Exercise
    Tasks 11 to 15
  • 255. 5
    Contact Centre Technologies
    Part Two – An Alternative
  • 256. Lets Talk About…
    Hosted Contact Centre Solutions…
    5
    An alternative to purchasing your own technology
  • 257. EMAIL SERVER
    FAX SERVER
    WEB SERVER
    IVR
    RECORDER
    DIALLER
    CRM Appl
    ACD
    PSTN
    TRUNKS
    YOUR CALL CENTRE
  • 258. EMAIL SERVER
    FAX SERVER
    WEB SERVER
    IVR
    RECORDER
    DIALLER
    CRM Appl
    ACD
    PSTN
    TRUNKS
    YOUR CALL CENTRE
  • 259. EMAIL SERVER
    FAX SERVER
    WEB SERVER
    IVR
    RECORDER
    DIALLER
    CRM Appl
    ACD
    PSTN
    TRUNKS
    VoIP/Data Link
    Hosted Contact Centre Solution…
    YOUR CALL CENTRE
    SERVICE PROVIDER’S TECHNOLOGY CENTRE
    • Pay for what you need
    • 260. Pay for what you use
    • 261. Pay for when you need it
  • Typical Contact Centre Costs
    6%
    6%
  • 262. 100%
    Technology Roadmap
    Innovation
    User Training and Awareness
    You pay for
    75%
    Functionality Usage
    50%
    Flexible Licensing
    Capacity Planning
    Typical Usage
    25%
    0%
    You only use
    25%
    50%
    75%
    0%
    100%
    License Usage
  • 263. How Much Does Technology REALLY Cost ?
    The REAL Total Cost of Ownership
    Installation
    Integration
    Maintenance
    Upgrades
    Security
    Backup
    Servers
    Internal Labour
    Testing
    Development
  • 264. How Much Does Technology REALLY Cost ?
    The REAL Total Cost of Ownership
    Installation
    Integration
    Maintenance
    Upgrades
    Security
    Backup
    Servers
    Internal Labour
    Testing
    Development
  • 265. How Much Does Technology REALLY Cost ?
    The REAL Total Cost of Ownership
    Installation
    Integration
    Maintenance
    Upgrades
    Security
    Backup
    Servers
    Internal Labour
    Testing
    Development
  • 266. Key Benefits & Advantages
    • No capital expenditure required – Capex to Opex
    • 267. All contact centre infrastructure is fully provided for
    • 268. Off balance sheet & improved cash flow
    • 269. Faster time to market
    • 270. Infrastructure and technology required to introduce new services is already in place
    • 271. Improved service levels
    • 272. Allows you to focus on agent competencies rather than infrastructure management
    • 273. Focus on core competencies
    • 274. Re-channel your IT skills to other, more strategic areas of the business
    • 275. Reduced operating costs
    • 276. You only pay for what you use
    • 277. No procurement or implementation costs
  • More Key Benefits & Advantages
    • Access to technology skills
    • 278. No need to source, train and retain hard-to-find IT professionals
    • 279. Access to the latest technology
    • 280. Infrastructure and applications are upgraded on an ongoing basis
    • 281. Scalability
    • 282. Capacity planning made easy. Turn functionality on as and when you want it
    • 283. Flexibility
    • 284. IP-based architectures enable on or off-site agents, and integrated multiple-communication channels
  • Discussion.Questions & Answers
  • 285. Day Two
    World Class Call Centres:
    Understanding the Key Strategic Issues
    Knowledge & Skills Development
    Seminar and Workshop
    Harrisons on 12th, Rivonia
    18th – 19th March 2008
    Call Centres : Contact Centres : Customer Service Centres
    © Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.
  • 286. IP Telephony & Voice Over IP Explained
    VoIP
    Voice over Internet Protocol
    IP Telephony
    Voice transmitted over a computer network
  • 287. Relies on a physical point-to-point connection
    In The Beginning…
    POTS
    Plain Old Telephone Services
    PSTN
    Public Switched Telephone Network
    “Circuit Switched Telephony”
    (TDM – Time Division Multiplexing)
  • 288. Receiver's IP address
    Each packet contains the Senders IP address and..
    WAN
    VPN
    Internet
    From POTS to PACKETS VoIP & IP Telephony
    Voice signals sent as data packets
  • 289. Public Service Telephone Network
    $$ TelCo $$
    PABX
    PABX
  • 290. Public Service Telephone Network
    WAN
    VPN
    Internet
    PABX
    Router
    Router
    PABX
  • 291. WAN
    VPN
    Internet
    By-pass or avoid Telco costs.
    Optimize use of own WAN and LAN.
    Take advantage of low-cost IP links.
    Leverage existing PABX investment.
  • 292. TAKE THE FREE
    SKYPE DOWNLOAD
  • 293.
  • 294. IP Telephone ( with built-in NIC)
    is a Network IP Device
    PC with NIC is a
    Network IP Device
    More About Networks
    Network Interface Card
    NIC
    Connects an IP Device to the Local Area Network (LAN)
  • 295. More About Networks
    Network Interface Card
    NIC
    Connects an IP Device to the Local Area Network (LAN)
    The NIC is the single most important component for any LAN device because it provides the device with its physical address on the LAN
  • 296. More About Networks
    Network Interface Card
    NIC
    Connects an IP Device to the Local Area Network (LAN)
    The NIC address is known as the MAC Address
    Media Access Control
    Example of a MAC address 00-0A-E4-02-7B-99
  • 297. Example MAC address
    00-0A-E4-03-9B-88
    IP Telephony
    Server
    HUB
    LAN
    WAN
    OR
    INTERNET
    VoIP Traffic on the WAN uses
    The IP Addressing System
    Example IP address
    192.168.2.4
    Example MAC address
    00-0A-E4-02-7B-99
    ROUTER or EDGE DEVICE
  • 298. Router ‘converts’ IP address to MAC address
    Example MAC address
    00-0A-E4-03-9B-88
    HUB
    LAN
    WAN
    OR
    INTERNET
    Call addressed to IP address
    192.168.2.4
    Example MAC address
    00-0A-E4-02-7B-99
    IP Telephony
    Server
    ROUTER or EDGE DEVICE
    External (WAN) VoIP call
  • 299. About SIP …
    Session Initiation Protocol
    Rapidly emerging as the dominant standard in IP Telephony market.
    Probably will replace the current H323 standard.
    Allows seamless integration with multiple endpoint devices:-
    IP Desk Phone
    PC Softphone
    PDA
    Cellphone
    Easy and practical integration of multiple vendor technologies.
    SIP-enabled PABX / ACD
    NOTE: Allows for the evolution of the organisation’s traditional circuit switched (POTS/TDM) to slowly migrate to a IP Telephony solution.
    Is YOUR VoIP solution SIP-compliant ?
  • 300. IP SoftPhone
    PRIMARY FEATURES
    • Perfect voice communication from ANY compatible network location
    • 301. Office
    • 302. Home
    • 303. Client’s Site
    • 304. Internet Hotspot (WiFi)
    • 305. Integration with Outlook
    • 306. Instant Messaging and presence tracking
    • 307. Point-and-Click Dialing
    • 308. Wide range of telephony features
    • 309. Call Queuing
    • 310. Operates on Windows-based Computers.
    • 311. Desktop or Laptop (Portable) or PDA
  • 10 Reasons to Switch to IP Telephony
    Dramatic savings on Telco costs.
    Global trend. Strategic direction of major carriers and technology vendors.
    Feature-rich alternative to conventional telephony.
    Investment protection for existing systems.
    Seamless maintenance and management.
    Flexibility and portability.
    Large numbers of compelling applications.
    Real-time collaboration – Voice and Data.
    Increased bandwidth utilization.
    Real-time network management ( load balancing)
    Reduced telephony and videoconferencing costs
  • 312. KEY POINTSTechnologies
    Clearly Define Actual Required Technical Functions To Enable Key Processes Or To Optimise Efficiency Or Reduce Costs.
    • What functions and features do you REALLY need?
    Design For Optimum Integration With Existing Systems.
    Have A Five Year Future Vision
    • Expansion
    • 313. IP Telephony / VoIP
    • 314. Technical developments
    • 315. Other enterprise systems
  • Workbook Exercise
    Task 16
  • 316. Discussion:Questions & Answers
    << A Group Activity >>
  • 317. 6
    Baseline & Benchmarking
  • 318. BENCHMARKING
    Where are we?
    Where are we going ?
    Why ?
    Effective Service Delivery is Governed by the Metrics
  • 319. Baseline & BenchmarkingOUTCOMES
    Gain an understanding of:-
    Why contact centres should have baselines and benchmarks
    What to Baseline and Benchmark
    How to define baselines and benchmarks for new call centres
    Establishing baselines and benchmarks for existing call centres
    Benchmarking methodologies – examples
    Reports - examples
    Using benchmarking for continuous improvement
  • 320. Why Baseline and Benchmark
    Provides basis for aligning contact centre with defined corporate business strategies.
    Aids development planning
    Identify opportunities for cost reduction or revenue generation.
    Clearly identify areas of weakness / strengths.
    Measures Contact Centre performance against international and national Best Practices.
    Benchmark against competitors
    Disciplines and Structured approach
  • 321. Guiding Principles for Performance Metrics
    Abandon as few calls as possible.
    Answer as many calls as possible.
    Handle calls as quickly as possible within defined time.
    Process as many customer enquiries as possible every hour.
    Avoid as many calls as possible or reduce the number of calls by moving customers to other channels.
    Maintain or reduce the cost of handling customer calls.
  • 322. Traditional Efficiency-Based Performance Metrics
    NOTE:These do NOT reflect any standards in respect of actual Customer Service or desired business outcome.
    • Call Duration
    • 323. Wrap-up Time ( After call admin)
    • 324. Percentage of agent capacity used talking to caller
    • 325. Number of calls answered per agent
  • What To Baseline and Benchmark
    Culture
    Performance
    Strategy
    Competency
    Organisation
    Facilities & Layout
    Process
    Application
    Equipment
    Delivery vehicle
  • 326. Baseline and Benchmark Mapping
    Contact Centre Assessment
    People
    100
    90
    80
    Process
    Performance
    70
    60
    50
    40
    30
    20
    10
    0
    Commercial
    Technology
    Information
    Facilities/Infrastructure
  • 327. Initial Assessment
    Current Contact Centre Assessment
    Where is the
    Call Centre today?
    People
    100
    90
    80
    70
    Process
    Performance
    60
    50
    40
    30
    20
    10
    Current situation
    0
    Technology
    Commercial
    Information
    Facilities/Infrastructure
  • 328. Assessed against benchmarks
    Benchmarking assessment
    People
    Where should the
    CC be?
    100
    90
    80
    70
    Process
    Performance
    60
    50
    40
    30
    20
    Current situation
    10
    0
    Benchmark
    Technology
    Commercial
    Information
    Facilities/Infrastructure
  • 329. Identify possible
    solutions to address
    these gaps
    Gap Analysis
    Gaps Contact Centre Assessment
    What gaps exist
    in the CC?
    People
    100
    90
    80
    70
    Process
    Performance
    60
    50
    40
    30
    20
    Current situation
    10
    0
    Benchmark
    Technology
    Commercial
    Information
    Facilities/Infrastructure
  • 330. EXCESS ZONE
    DESIRABLE PERFORMANCE ZONE
    Better Than
    % calls answered
    < 20 seconds
    REQUIRES ATTENTION
    Assessed Performance Against Competitors
    Same As
    Assessed Performance Against Agreed Benchmarks
    % abandoned calls
    Average talk time
    Worse Than
    CRITICAL ACTION ZONE
    First call resolution
    Moderate
    Low
    High
    Customer Service Impact
    Example of Post-Audit Performance Mappingand Prioritisation Model
    = N.B. Examples only
  • 331. Contact Centre Operational Audit and Benchmarking
    You can only manage it …
    If you can measure it.
  • 332. Management
    Customer Experience
    People
    Business Integration
    Processes
    Financial
    Technology
    Strategic Definitions
    Knowledge Management
    Quality
    Reporting
    Workforce Management
    AUDIT OF CONTACT CENTRE COMPETENCIES
    Operational
    Strategic
  • 333. Operational Audit & Benchmarking Methodology
    Weighted Score (out of 4)
    Section being audited
    Auditor’s Observations
    Risk Index
    Remedial Recommendations
    Function being audited
    Section Score
  • 334. Assessment Model:How Competencies are Scored
    0=
  • Assessment Model:How Competencies are Scored
    1=
    • Present in the operation but not consistently in practice
    • 338. Some evidence of ad hoc implementation
    • 339. Inconsistent
    • 340. A factor of Risk Index
  • Assessment Model:How Competencies are Scored
    2=
    • Consistent but not used to drive continuous improving. E.g. Not reported on.
    • 341. Not fully understood and/or applied across the operation
    • 342. A factor of Risk Index
  • Assessment Model:How Competencies are Scored
    3 =
    • Fully integrated into operational procedures, systems and method
    • 343. Making a positive contribution to operation’s continuous improvements
    • 344. A factor of Risk Index
  • 4=
    • Aligned with recognized domestic and international “best practice” and standards.
    • 345. Firmly imbedded into the operational culture and procedures.
    • 346. Visible signs of driving continuous improvement throughout all streams in the operation.
    • 347. A factor of Risk Index
  • Contact Centre Audit & Benchmarking Tool
  • 348. Overall Score
    Operational Development
    Q1
    2007
    Strategic Development
    1.71
  • 349. KEY POINTSBaselines & Benchmarks
    You can only Manage if you can Measure
    Establish realistic and appropriate goals
    Preempt the need for ‘crisis-driven’ remedial interventions
    ‘Overkill’ is costly
    Establish Baselines to start
    Benchmarking is the key to maintaining defined Service Levels
    Do not confuse Benchmarking with Quality Assurance !
  • 350. About SA Contact Centre Standards
  • 351. Categories Covered by The Standards
    Leadership and Customer Satisfaction Management Practices
    Operational Management Practices
    Human Resource Management Practices
    Technical Resource Management Practices
  • 352. Typical Issues Covered by The Standards
  • 353. Clear and Concise (Standardised) Definitions
  • 354. Examples of Standards
  • 355. More Examples of Standards
  • 356. Why Implement The Contact Centre Standards?
    The Standards represent “Best Practice” as defined by over 70 of South Africa’s top call centre professionals and consultants liaising with international specialists.
    ‘Best Practice’ manifests as dramatic improvements in efficiencies and effectiveness.
    The Standards will create a powerful Competitive Advantage.
    The Standards are designed for International application and use.
  • 357. How ?
    Obtain a copy of The Standards from Standards SA or from a consultant.
    Audit your contact centre against the standards.
    (Or have a professional consultant carry out the audit)
    Identify the Gaps
    Design and Implement Interventions and processes to come into line with standards
  • 358. Discussion.Questions & Answers
    << A Group Activity >>
    6
  • 359. Planning A New Call Centre
    7
    Napoleon IEmperor of the French
    1769 - 1821
    “Men, horses and cannon are useful in battle but Strategy and Planning win wars”
  • 360. Reference Material
  • 361. Planning A New Call CentreThe Strategic Considerations
    This aspect covered in detail in “World Class Call Centres – Course # 2
    Planning & Building”
    Developing an awareness, understanding and appreciation of key issues
    Needs analysis
    Knowledge extraction processes
    Developing the Business Case
    Developing the Project
    Required Skills and Resources
    Defining Technical Requirements & Specifications
    • Capacity Planning
    Project Management
    Location selection criteria
    Space and Design
    Space allocations
    Access / Disabled Access / Special facilities
    Acoustics
    Lighting
    Furnishings
    Health and Safety Issues
    Temperature
  • 362. Input Information Required for Planning
    Organisational strategic issues / goals / pressures
    Customer demographics
    Known contact volumes
    Telephone
    eMail
    Fax
    Correspondence
    Internal / External
    Consumer / B2B
    Known measures
    Call duration by type
    Admin processes / time / by type
    Contact types
    What triggers contacts?
    Inbound
    Outbound
    Fluctuations & Drivers
    Seasonal
    Monthly / Weekly
    Event-driven
    Predictable
    Unpredictable
    Growth projections
    Specialized skills
    Available
    Required
    Integration into existing systems
    Reporting requirements
    Management & Staffing
  • 363. The Fresh Water Company
    Case Study: - Planning - Contact Type
  • 364. The Fresh Water Company
    The average or estimated time that that it takes to complete this interaction type
  • 365. The Fresh Water Company
    This table only shows my actual TALK TIME..
    Now… Remember to add the After Call work time….
    Same Analysis for:
  • How Many Agents ?
    A very real scenario …
    1.5 million customers
    Average calls (day- 8 hours) 7166
    Calls per hour – 895
    Average talk time – 3 minutes
    So…
    Agents handle 160 calls per day
    So … 45 agents ????
    NO..
    More !
    • What about after call wrap-up time .. Say 2 minutes … at least ? Call handling time is now 5 minutes !!
    • 368. So… agents can only handle 96 calls per hour.
    • 369. Now we need 74 agents !
    NO..
    A lot more !
  • 370. The Realities are that agents are NOT 100% productive !
    % of Agent time spent NOT handling calls
    * FTE = Full Time Equivalent Agent
    We need 74 x 41% (30) or 74+30= 104 Agents
  • 371. But what about …
    eMail processing
    Fax processing
    Written correspondence
    Faxes
    SMS contacts
    Walk-ins
    Different call types – different call handling and after call handling times.
    And now… consider call arrival patterns…
    How many agents will be needed in the “Busy Hour/s” ?
  • 372. Examples:
    Call Arrival Patterns
  • 373. Unacceptable Service Level / Under Staffed
    Acceptable Service Level
    Excess Service Level / Over Staffed & Costly
    Call Volume & Staffing Realities
    How many agents here ?
    Calls Per Hour
    100%
    07h00
    08h00
    09h00
    10h00
    11h00
    12h00
    13h00
    14h00
    15h00
    16h00
    17h00
  • 374. Key Planning Issues - Technologies
    Anticipated number of agents.
    One site or multiple, networked sites.
    Different queue types.
    Agent groups / Skills Sets
    Quality Assurance requirements.
    Compliance requirements.
    Voice recording
    Required reports.
    Inbound / Outbound ratios.
    Operational Hours. E.g 7 x 24
    IVR Requirements.
    Systems integration.
    Disaster Recovery / Business Continuity.
  • 375. Technology Planning – more detailed
    Agent positions
    Allowance for growth
    Telephone only or Multimedia
    Supervisor positions
    Technical sophistication
    Trunking / Networks
    Number of digital lines
    Number of analogue lines
    ADSL / Internet connectivity
    LAN / WAN / VPN
    Capacity / Bandwidth issues
    IVR Type and capacity
    Recording. Type and Capacity
    Business Processes
    Existing processes
    Mapping & Documentation
    New or Re-engineered processes
    CTI Requirements
    System Integration issues
    Headsets
    Ergonomics
    Uninterruptible PowerSupply (UPS)
    Type and capacity
    Desking
    Reticulation / Cabling
  • 376. KEY POINTSPlanning
    Follow strict Project Management protocols.
    Ensure that your project team has appropriate contact centre knowledge.
    Good decisions will be based on good information and good analysis.
    Plan for strategic and operational issues
  • 377. Workbook Exercise
    Tasks 17 to 19
  • 378. Discussion.Questions & Answers
    << A Group Activity >>
  • 379. Talking About Quality Assurance
    4
    241
  • 380. What Is Quality?
    Totality of features and characteristics of a product or service that bears upon its ability to satisfy stated or implied needs.
    ISO- International Standards Organisation.
    The degree of excellence of a thing.
    Concise Oxford Dictionary.
  • 381. The Three Faces of Quality?
    Conformance Quality- conforming to specifications; having a product or service that meets predetermined standards.
    Requirements Quality - meeting total customer requirements; having perceived attributes of a service or product that meet or exceed customer requirements.
    Quality of Kind - quality so extraordinary that it delights the customer; having perceived attributes of a product or service that significantly exceed customer expectations, thereby delighting the customer with its value.
  • 382. Approach
    The quest for quality within the Contact Centre involves all areas of the organisation.
    Not simply agent performance management, but also monitoring and improving…
    systems
    processes
    training
    access to information
    other areas which impact the agent’s ability to provide a quality service.
    The keys to successful Quality Management initiatives in the Contact Centre are:
    A shared understanding of the reasons for Quality Management
    A defined organisational approach to Quality improvement
    Documented strategy, processes and standards
    A thorough understanding at all levels of what is expected
  • 383. Why Formal Quality Management is important
    Allows management to identify and analyze EFFECTIVENESS of existing processes in each operational area.
    Identifies ways of continuously monitoring and controlling Quality Assurance standards.
    Formally documents new and existing processes and establish new process development strategies.
    Analyzes effectiveness of the current knowledge sharing methods and processes.
    Identifies and analyzes measures utilized to deliver current statistics reports.
    Allows the operation to constantly Adapt, Adopt and Improve.
  • 384. Quality Assurance Should Not NOT be A Cost-Based Strategy
    Call monitoring (voice recording) alone is not enough – It is just the beginning.
    Call monitoring tends to be heavily cost (efficiency) based:
    Cost per call.
    Number of calls handled per day/hour.
    Talk time.
    Wrap-up time.
    Total average handle time.
    Abandonment rate.
    Adherence to schedule.
    Service level expectations.
    It is the CUSTOMER EXPERIENCE that counts !
  • 385. Delighting Customers..
    Not Merely Satisfying their basic needs…
  • 386. Call
    Metrics
    Post-Call
    Surveys
    Quality
    Monitoring
    Quality Alignment
    Combine results for a 360° view
  • 406. Evaluate your QM Methods
    Professional tips..
    Think Customer Experience, not Management Expectation
    Design your Quality Management initiative from the outside (customer viewpoint) inwards.
    Ask the customer
    If this isn’t about the customer, what’s the point?
    Beware of objectivity – customers aren’t objective
    What should you be measuring, and what constitutes compliance?
    Good enough does not equal excellent
    What is the standard?
    Benchmark
    Target
    Standard
    If QM becomes routine, you’ve lost it
    If agents are fighting for points, you’ve missed the point of QM
  • 407. Benefits of Quality Management
    • Positions The Organisation To Continuously Streamline Customer Service Strategies And Operations.
    • 408. Gives the Organization the Ability to Directly Measure Improvement or Decline In The Customer Service Experience.
    • 409. Understanding Of Flaws In Service Delivery.
    • 410. Understanding Area Or Departmental Performance. (or lack of)
  • KEY POINTS
    Quality Management and Quality Assurance are the key to a successful contact centre.
    Dedicated resources should be allocated to Quality Assurance and Quality Management
    Voice recording technology is essential for contact centre QA.
    • NOTE: Recording should be used in conjunction with a formal Quality Management programme
  • Discussion.Questions & Answers
    << A Group Activity >>
  • 411. 8
    Budgeting& Finance Issues
  • 412. BudgetingOUTCOMES
    Gain an understanding of the processes required to create project budgets
    Costing elements.
    Costing models – examples.
    Populating costing models.
    Procurement processes.
    RFI / RFP / RFQ – Explained.
    Evaluating tender responses.
    Setting and managing vendor service levels.
  • 413. The Functional Requirements Specifications
    The document that from a strategic perspective CLEARY DEFINES all of the Resources, Functionality and Infrastructure required for the project.
    The most critical element of contact centre project development and pre-planning.
    Forms the basis for budget development
    Forms the basis for all procurement processes.
    NOTE: The Functional Requirements Document is a Critical Element Required for Budget Planning & Procurement. Ensure professional advice.
  • 414. >>> Get your FREE Template / Methodology <<<
    Example of A Structured Functional Requirement / Technical Specification Document
  • 415. >>> Get your FREE Template / Methodology <<<
    Example of A Structured Functional Requirement / Technical Specification Document
    >>> Get your FREE Template / Methodology <<<
  • 416. Costing elements .. Thought-starters
    4: INFRASTRCUTURE
    1: PROJECT INITIATION
    2: PROJECT DEVELOPMENT
    • As above … plus …
    • 430. Internal audits.
    • 431. Customer audit.
    • 432. Project team development.
    • 433. Business Process design.
    5: STAFFING
    3: TECHNOLOGY
  • Your Financial Model…
    Costing elements .. Thought-starters
    6: TELEPHONY COSTS
    8: OPERATIONAL
    - Staffing
    7: OPERATIONAL
    - Infrastructure
    Be Able To Calculate:
    • Cost per hour/minute
    • 453. Cost per process
    • 454. All cost variables
    1: Start-Up (Pre-launch) 3-12 months.
    2: First Year Operations
    3: Three Year Total Cost of Ownership
  • 455. >>> Get your FREE Template / Methodology <<<
  • 456. >>> Get your FREE Template / Methodology <<<
  • 457. You MUST be able to calculate this !
  • 458. 8
    Procurement Processes
  • 459. Elements of Procurement Processes
    RFI – Request for Information
    RFS – Request for Solution
    RFP – Request for Price
    RFQ – Request for Quotation
    Procurement Committee
    Strong representation by project planning and operational personnel.
    Project team must have thorough knowledge of overall contact centre People, Processes and Technologies issues.
    BEFORE issuing the RFI/P/Q, produce a highly detailed bid evaluation methodology and process.
    Time-Lines
    Move only as fast as is practical –
    The biggest, most expensive mistakes are the result of the project moving too fast.
  • 460.
  • 461.
  • 462.
  • 463.
  • 464.
  • 465. KEY POINTSBudgeting & Procurement
    8
    Develop accurate financial models.
    - Establish 3 and 5 year Total Cost of Ownership models
    Budget down to ‘Cost-Per-Minute’.
    Functional Requirements Document and the RFP are the keys to cost effective procurement.
    Establish Procurement Protocols and Methodologies early in the project.
    • Ensure that all members of the Evaluation Committee have detailed knowledge.
  • Workbook Exercise
    Task 20
  • 466. Discussion:Questions & Answers
    << A Group Activity >>
  • 467. 9
    Consider …The Outsourcing Option
  • 468. Some Key Points to Consider
    It is often more cost effective to outsource ALL or PART of your contact centre requirements.
    Most good outsourcers will handle work MORE EFFICIENTLY than an in-house operation.
    Consider the TRUE OPERATING COSTS of your contact centre – It will probably be HIGHER than the outsourcer will charge.
    Building a new call centre will take at least 6 to 9 months.
    Consider the CAPITAL COST of building a call centre versus OPEARTIONAL COST of outsourcing.
    Outsource so that you can focus on YOUR CORE BUSINESS.
    Can you do the job as effectively as an outsourcer in terms of COST and CUSTOMER SATISFACTION ?
  • 469. Key Business DriversWhy Companies Outsource
    9
  • 470. WHAT TO LOOK FOR…When evaluating an Outsource Services Provider
    9
  • 471. Discussion:Questions & Answers
    << A Group Activity >>
  • 472. For More Information…
    www.icmi.com
    www.callcenters.com.au
    www.rodjones.co.za
    rod@rodjones.co.za
    www.c3africa.com
    www.contactindustryhub.co.za
  • 473. www.ccbenchmarking.com
    www.icmi.com
    More References…
  • 474. Project Team Knowledge Development Recommended Reading
    All available from www.c3africa.com
  • 475. www.contactindustryhub.co.za
    More FREE Stuff…
    THE COMMUNICATION HUB FOR THE AFRICAN CONTACT CENTRE & BPO INDUSTRY
    FREE eMailed Newsletter
    FREE Links to Global Contact Centre Resources
    FREE information
    FREE – List your outsource business