Version 19  Reviewed rj – 22 June 09 <br />World Class Call Centres:<br />Understanding the Key Strategic Issues<br />Know...
Introductions & Credentials<br />Rod Jones<br />Founder: CallCentreCity Group- 2000<br />Founding Director: Call Centre In...
Introductions<br />Your name<br />Company<br />Interest in Call Centres<br />What specifically do YOU want to learn from t...
I cannot teach you ‘Knowledge’..<br />I can only teach you how to learn..<br />I can direct you to where you will find you...
Symbols Used in This Programme<br />More Information<br />Case Study <br />Questions & Discussion<br />A Key Point – Worth...
Reference Material<br />All available from www.c3africa.com<br />
Purpose of this Knowledge Development Programme<br />You will gain…<br />Sound understanding of contact centres:-<br />Str...
Some Basic Concepts<br />
<br /><br />Concise & <br />Measurable<br />Objectives<br />Business<br />Processes<br /><br /><br />Data & <br />Know...
The Many Dimensions of a Modern Contact Centre<br />Culture<br />Performance<br />Strategy<br />Competency<br />Organisati...
Contact Centre Development Model<br />FULLY DEVELOPED / World Class<br />DEVELOPED<br />Operational Maturity<br />DEVELOPI...
36 - 48 Months<br />24 - 36 Months<br />12-24 Months<br />6 – 12Months<br />Contact Centre Development Model<br />Fully De...
3 – 4 Years<br />Development Phase<br />The Contact Centre Journey<br />Fully <br />Developed<br />Developed<br />Developi...
The Critical Development Phase<br />Planning A New Call Centre<br />Napoleon IEmperor of the French<br />1769 - 1821<br />...
This Knowledge DevelopmentProgramme<br />What’s a call centre ?<br />Customer Relationship Management - CRM<br />Operation...
The Critical Development Phase<br />Develop<br />Management<br />Knowledge<br />WHY ?<br /><ul><li>Many critical decisions...
 Bad or poor decisions are most often made because of insufficient knowledge.
 Bad decisions are usually very, very expensive !
 Several senior executives will need to have a high level of knowledge about contact centres.
 Several senior managers will be required to participate in the Development Phase.</li></li></ul><li>The Critical Developm...
 Read books ( recommended reading ).
 Attend conferences – Regional & International.
 Interface with the local or national contact centre association.
 Gather information from websites.
 Gather information from technology and service vendors.
 Visit a large number of existing call centres.
 Use knowledgeable and reliable consultants.</li></li></ul><li>The Critical Development Phase<br />Needs <br />Analysis<br...
 What will the contact centre be required to do?    	Short Term?  Long Term?
 How are calls and contacts being handled right now?
 What specific skills are needed to handle calls and contacts ?
 What are the real consumer demands and expectations ?
 What are your competitors doing ?</li></li></ul><li>The Critical Development Phase<br />Defined <br />Objectives<br /><ul...
 How will the success of the operation be measured ?
 What are management’s expectations of the contact centre ?  	Short – Medium  and Long term ?</li></li></ul><li>The Critic...
 Definitions and specifications to include:
People (Job descriptions)
 Processes
 Technologies
 Use of Data and Knowledge
 Management structures </li></li></ul><li>The Critical Development Phase<br />Defined <br />Procurement<br />Processes<br ...
 Defined vendor evaluation processes.
 Defined evaluation panel or board. (Defined knowledge and skills)
 Timelines associated with procurement.
 Contracting processes.
 Timelines associated with contracting.</li></li></ul><li>Workbook Exercise<br />Tasks 1 & 2<br />
World Class Call Centres:The Strategic Issues<br />CRITICAL QUESTIONS THAT MUST BE ANSWERED<br />Why do you need a call ce...
Human Capital
Technology
Infrastructure
Finance / Funding</li></ul>What are all the challenges, obstacles and realities?<br />What is YOUR role, function, task, c...
Management<br />The FOUR PILLARS of a Contact Centre<br />PROCESSES<br />PEOPLE<br />ENABLING<br />TECHNOLOGY<br />DATA &<...
Project Development Process<br />Knowledge <br />Development <br />Project<br />Scope <br />Strategic<br />Definitions <br...
1: What is a Call Centre ?OUTCOMES<br />Gain an understanding of:-<br />History of Customer Communications<br />Origin of ...
The Automatic Call Distributor (ACD)
Differences between Call Centres & Contact Centres</li></ul>What a call centre can do for the organization<br />Benefits t...
Call Centre - Defined<br />A customer communication hub<br />Origins: Rockwell. 1972. Continental Airlines<br />Efficient ...
Elephants grow up..<br />
Cats grow up..<br />
Little girls grow up..<br />
ABSA Bank - Johannesburg<br /><ul><li>Largest single site call centre in Africa
1745 agents
1.6 million calls a month
12,000 m2 </li></ul>Call Centres grow up..<br />
Fun and Joy ..<br />Teaching & Training ..<br />Feeding & Nurturing ..<br />Constant Loving and Caring ..<br />To deliver ...
Lots of this ..<br />Responsible Discipline ..<br />Care & Personal Attention ..<br />From Start-Up a Call Centre also nee...
Some Hard Realities…<br />To define, design, build and operationalise even a small (25 seat) call centre can take about9 m...
Some Hard Realities…<br />To develop a true “World Class” Call Centre can take 2 to 3 years !<br />
Some Hard Realities…<br />With the best will in the world it will be extremely difficult to realize a Return on Investment...
36 - 48 Months<br />24 - 36 Months<br />12-24 Months<br />6 – 12Months<br />Contact Centre Development Model<br />Fully De...
?<br />Increase<br />Customer<br />Satisfaction<br />Reduce Cost<br />Of Operations<br />Increase<br />Efficiencies<br />I...
Workbook Exercise<br />Task 3<br />
Change this …<br />
With one of these…<br />To this …<br />
Customer Contact Centre<br />Handles ALL channels<br />Telephone<br />Fax<br />eMail<br />VoiceMail<br />SMS<br />Web / We...
BENEFITS TO COMPANY<br />Lower cost of service<br />Monitored & Managed<br />Quality Management<br />Discipline<br />Centr...
Critical Success Factors<br />Ease of Access<br /><ul><li>Customers can communicate when they want to and use the channel ...
No call transfers
No call-backs
All customers needs fulfilled</li></ul>Monitor & Manage<br /><ul><li>Meaningful Management Information</li></ul>Skills Dev...
Reduce attrition
Increase efficiencies</li></li></ul><li>What Makes a “Call Centre or Contact Centre” ?<br />A Technology called an ‘Automa...
Reliable and efficient but gives very little control or analytics.
Low Intelligence</li></ul>Call Distribution by means ofHUNT GROUPS<br />Next available operator or agent<br />PABX<br />
CALL ROUTING<br />Most appropriate Operator e.g.<br /><ul><li>Language
Longest waiting time (agent)
Department
Special Skills</li></ul>PABXs & ACDs<br />True call centres / contact centres are equipped with ACD functionality<br />ACD...
ALL CHANNELS<br />ROUTED & MANAGED<br />Most appropriate Operator<br /><ul><li> Language
 Department
 Special Skills</li></ul>e.g. Writing skills<br />PABXs & ACDs<br />Most ACD’s now incorporate<br />Multiple Channel Funct...
Workbook Exercise<br />Task 4<br />
“World Class”<br />What Does it Take to Become …<br />
What Makes a ‘World Class’ Call Centre?<br />Aligned and Integrated Strategies<br />The call centre supports and is aligne...
KEY POINTS<br />Call Centre<br /><ul><li>Inbound and outbound telephone calls</li></ul>Contact Centre – Multi Media<br /><...
eMail
Fax
Web / Web chat
‘White Mail’
Walk-In Customer Services</li></ul>PABX <br />Hunt Groups – Low intelligence<br />ACD <br />Intelligent Routing<br />Monit...
Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
2<br />Understanding Customer Relationship Management (CRM)<br />
2: Customer Relationship Management (CRM)<br />Gain an understanding of:-<br />Evolution of business Strategies<br />Evolu...
TELEPHONY -CTI<br />INTERNET<br />OPEN SYSTEMS<br />DATA NETWORKS<br />MAINFRAMES<br />DEVELOPMENT OF TECHNOLOGIES & BUSIN...
Customer Relationship <br />Marketing  CRM<br />‘Database Marketing’<br />‘One-to-One Marketing’<br />‘Lifetime Value Mark...
CRM Defined<br />CRM Means TWO DIFFERENT THINGS –<br />Beware not to confuse them<br />CRM – The Business Strategy<br />CR...
CRM – The Business Strategy<br />An All-encompassing Business Strategy.<br />Consolidating customer information and knowle...
CRM – The Business Strategy<br />A more detailed definition …<br /><ul><li>The art/science of using information to Find, A...
  The people, processes, and technology aspects of the business associated with Marketing, Sales, and Service.
  The Corporate Philosophy at the core of any customer-centric business strategy and culture.
  Supported, not driven, by technology.
 CRM involves redesigning of Functional Activities.
  Actively deepening the Knowledge of Customers to meet their Individual Needs.
  An Holistic Approachthat unifies all points of customer interaction.
Measured by customer retention and referrals as well as the growth of valuable customer segments.</li></li></ul><li>CRM – ...
Why Invest in CRM ?<br />It costs EIGHT TIMES MORE to win a new customer than it does to keep an existing customer.<br />D...
?<br />Increase<br />Customer<br />Satisfaction<br />Reduce Cost<br />Of Operations<br />Increase<br />Efficiencies<br />I...
Advantages of CRM<br />Using CRM, a business can:<br />Provide better customer service <br />Increase customer revenues <b...
 Customer profile data
 Responses to campaigns
 Sales and purchase data
Customer profitability (or lack of!)
 Account (billing) information
 Channel preferences
 Predictable ‘churn’ (Loss of customer)</li></li></ul><li>125%<br />50%<br />45%<br />35%<br />35%<br />25%<br />Customer ...
90%<br />85%<br />75%<br />50%<br />45%<br />35%<br />Software<br />Life<br />Insurance<br />Insurance <br />Brokerage<br ...
What does a CRM Business Strategy Require ?<br />Total Commitment by the company<br />Intimate Knowledge about who our cus...
The CRM Challenges<br />Once operational your company will <br />DEMAND of your call centre..<br />Add new communication c...
Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
Workbook Exercise<br />Tasks 5 and 6<br />
STRATEGIES<br />PROGRAMMES<br />PEOPLE<br />PROCESSES<br />FRAGMENTED TECHNOLOGIES<br />THE FAILED ORGANISATION IS MISALIG...
STRATEGIES<br />PROGRAMMES<br />FRAGMENTED TECHNOLOGIES<br />LOSS DRIVERS<br />Fragmented ‘Vision’<br />Counter-Productive...
Growth<br />STRATEGIES<br />Market Focussed<br />PROGRAMMES<br />Aligned, Supported PEOPLE<br />INTEGRATED PROCESSES<br />...
CRM is not for The Faint-Hearted<br />So.. What will it take ?<br />Total Commitment – from the CEO down.<br />Complete re...
KEY POINTS<br />CRM is first and foremost  a BUSINESS STRATEGY<br />CRM applications enable the business processes based o...
Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
Workbook Exercise<br />Task 7<br />
3<br />Operational Dynamics of The Modern Call Centre<br />
Team<br />Leader<br />Agent<br />Agent<br />Agent<br />Agent<br />Agent<br />Typical Organisational Chart<br />Start-up or...
Trainer<br />Coach<br />Coach<br />Agent<br />Agent<br />Agent<br />Agent<br />Agent<br />Typical Organisational Chart<br ...
Management Essentials<br />What makes a great Call Centre Manager ?<br />Well proven Operational Experience.<br />Formal C...
Staffing Essentials<br />What makes a great Call Centre Supervisors and Agents ?<br />Able to work as part of a team.<br /...
Agent Communication Quality<br />Politeness<br />Speaking <br />Activity<br />Rewardingness<br />Listening<br />Activity<b...
Develop & Follow Structured Recruitment Process or Methodology<br />Certification<br />Clearly <br />Define <br />Job<br /...
Fax</li></ul>Aptitude<br /> Testing<br />Check CV<br />& <br />Credentials<br />Face-to-Face<br />Interview<br />Structure...
Operational Dynamics of The Modern Call Centre<br />
Call <br />Answered<br />By ACD<br />Call <br />Answered<br />By agent<br />Caller<br />Hangs up<br />Agent <br />complete...
Typical Performance Measurements<br />NOTE:These measures do NOT take actual Customer Experience ( Call Outcomes Quality) ...
First… Achieve Efficiency  <br />Typical Call Centre Key Performance Indicators (KPIs)<br />Key Factors in the Total Custo...
Then… Achieve Effectiveness –<br />Typical Call Centre Targets<br />Key Factors in the Total Customer Experience<br />
Then… Achieve Effectiveness –<br />Typical Call Centre Targets<br />Key Factors in the Total Customer Experience<br />
Performance Improvement<br />Greater Efforts and Resources will be required to make small improvements <br />Efficiency<br...
Not<br />Acceptable<br />To<br />callers<br />IDEAL<br />Excessive<br />Costs<br />Impact of Staffing on Service Level<br />
Examples:<br />Call Arrival Patterns<br />
Unacceptable Service Level / Under Staffed<br />Acceptable Service Level<br />Excess Service Level / Over Staffed & Costly...
<br />Specify Required <br />Service Level <br />& Response Times<br /><br /><br />Gather Data <br />from ACD and <br /...
KEY POINTS<br />Clearly define staffing competencies, skills, selection and evaluation processes.<br />Set performance Bas...
Achievement of Service Levels
Cost effective operations</li></li></ul><li>Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
Workbook Exercise<br />Task 8 and 9<br />
NO<br />YES<br />Business Processes<br />
TO BE ABLE TO PLAN & SCOPE YOUR CALL CENTRE<br />Why Are Clearly Defined Business Processes Vital To The Contact Centre?<b...
An Introduction to Process Design(Examples based on BPMN Method)<br />For More Information: www.bpmn.org or www.ebpml.org<...
1<br />e<br />n<br />l<br />a<br />o<br />L<br />o<br />P<br />2<br />e<br />n<br />a<br />L<br />Understanding POOLS and ...
Expanded Sub<br />-<br />Process<br />Collapsed <br />Collapsed Sub<br />-<br />Repeating Sub <br />Basic Task<br />Repeat...
Start Process or Sub Process<br />End Process or Sub Process<br />Start with <br />a Rule<br />Start with <br />a Timer<br...
Start Process or Sub Process<br />End Process or Sub Process<br />Process Flow – Sequence Flow<br />PROCESS FLOW<br />
Hey Honey…<br />Please make me a nice cup of tea !<br />Start Process or Sub Process<br />Start Process or Sub Process<br ...
Example: Basic Restaurant Processes<br />
Example: Basic Restaurant Processes<br />Customer Enters<br />Customer Leaves<br />
Example: Basic Restaurant Processes<br />‘Customer’ is a Pool<br />‘Waiter’ is a Lane<br />‘Restaurant’ is a Pool<br />‘Ki...
Example: Basic Restaurant Processes<br />FRONT OFFICE<br />‘Customer’ is a Pool<br />‘Waiter’ is a Lane<br />BACK OFFICE<b...
Example: Basic Restaurant Processes<br />Customer Experience<br />The Waiter<br />The Maitre d’hotel<br />The Kitchen<br />
TASK<br />DECISION<br />DOCUMENT<br />Expanded<br />Sub Process<br />Collapsed <br />Sub Process<br />Message Flow<br />Pr...
Example: Basic Restaurant Processes<br />End of Process<br />End of Process<br />
Alternative Process Mapping  Method<br />
KEY POINTS<br />Accurate, up-to-date and relevant business process documentation is CRITICAL to the success of the Contact...
Workbook Exercises<br />Task 10<br />Task 10 a<br />
Contact Centre Technologies<br />An Introduction<br />
5: Call Centre Technologies OUTCOMES<br />An understanding of the Major Technical Elements & their Functions within the ca...
Dial 1 for Sales<br />Dial 2 for Service<br />Dial 3 for Finance<br />IVR<br />Voice<br />Network<br />SUPERVISOR<br />AGE...
TCP/IP LAN<br />Data<br />Network<br />CTI<br />Computer<br />Telephony<br />Integration<br />APPLICATION <br />SERVERS<br...
Thank you for calling..<br />Please enter your <br />account number<br />TCP/IP LAN<br />Data<br />Network<br />CTI<br />C...
BRANCHES<br />WAN<br />EMAIL SERVER<br />FAX SERVER<br />TCP/IP LAN<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br...
BRANCHES<br />WAN<br />TCP/IP LAN<br />EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />Data<br />Network<br />R...
BRANCHES<br />WAN<br />TCP/IP LAN<br />EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />Data<br />Network<br />R...
PABX<br />EXTENSIONS <br />TCP/IP LAN<br />EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />Data<br />Network<br...
Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
Server Cabinets<br />
Automatic Call DistributorThe ACD<br />Allows efficient routing of calls<br />Conditional & Skills-based routing<br />Assi...
Real-time view of individual or agent group performance<br />Real-time view of agent groups<br />
Conferencing<br />Manage Multiple Interactions<br />Extensive Call Controls<br />Real-time Interactive Directories<br />
Supporting the Multimedia Environment<br />Voice Mail<br />Faxes<br />Call Recordings<br />Web Chat<br />Recordings<br />
Interactive Voice Response  IVR<br />Automates certain interactions with callers.<br />Selectively routes calls. e.g “Dial...
ROUTING USING IVR<br />Dial 1 for Sales<br />Dial 2 for Service<br />Dial 3 for Finance<br />Please select a fax.<br />Ple...
EXCEPTIONALLY<br />HIGH CALL<br />VOLUME<br />AGENT WORKGROUP<br />IVR for HIGH VOLUME CALLS<br />Example 1:<br />We are a...
‘Next Generation’ IVR…<br />EXCEPTIONALLY<br />HIGH CALL<br />VOLUME<br />Interpretation & Systems Interactions<br />AGENT...
Day Two<br />World Class Call Centres:<br />Understanding the Key Strategic Issues<br />Knowledge & Skills Development <br...
Examples of IVR Systems<br />Route Call to <br />IVR sub-System<br />Enter CellPhone No<br />MENU ONE<br />Or Enter #<br /...
MENU ONE<br />1  Account or Billing Enquiries<br />SUB MENU 1<br />1  Option One<br />2 City Power<br />2  Option Two<br /...
SUB MENU 1<br />1  Enter Account Number<br />MENU ONE<br />1  List of Power Outages<br /> System read-back number<br />2 R...
Example of an IVR Speech Recognition System<br />Example 4:<br />The Airports Company – O R Tambo International- Johannesb...
Easy to use,Drag and drop IVR scripting tools<br />
Just some Fun …<br />Irish Mental Health Hotline  IVR<br />
Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
Voice Recording or Logging<br />PRIMARY USES<br />Records all or defined part of caller and agent voice conversations.<br ...
Capacity is a factor of trunks and extensions.
Check for legal issues.</li></li></ul><li>
Configuring recording for Agent Quality Monitoring<br />
Typical Agent Quality Monitoring<br />
Workforce Management<br />The Right Agent …<br />With The Right Skills …<br />At The Right Time …<br />Forecast Service Le...
Outbound Dialing <br />Actual “TALK TIME” is a Measurable Operational Cost measured in $ per second !<br /><ul><li>TeleMar...
 Customer data verification or collection
 Service Call-Backs
 Debt Collection
 Debtor Management
 Market Research
 Opinion Polls
 Political Canvassing</li></ul>Technology Enabled Dialling Increases Efficiency And Can Dramatically Reduce Costs By 200% ...
<ul><li> Agent ‘look-ups.
 Actual dialing time.
 Actually ringing time
say 10 rings
 Engaged tones
 Fax and Modem Tones
 Out Of Order
 Answering Machines</li></ul>Efficiency <br />Loss Drivers<br />20-25<br />Min/hr<br />Database interface. Agent activates...
 Actually ringing time
say 10 rings
 Engaged tones
 Fax and Modem Tones
 Out Of Order
 Answering Machines</li></ul>Efficiency <br />Loss Drivers<br />
40-55<br />Min/hr<br />System does all dialling from databases. Dials more calls than there are available agents<br />Pred...
 Actually ringing time
say 10 rings
 Engaged tones
 Fax and Modem Tones
 Out Of Order
 Answering Machines</li></ul>Efficiency <br />Loss Drivers<br /><ul><li> High Volume
 Standard-call type
 Debt Collection
 Research
 TeleSales</li></ul>Very Expensive Technology BUT can give fast ROI due to very high efficiencies.<br />
Dialed Number Processing<br /> ‘Live’ Human Voice<br />PD System recognizes..<br /><ul><li> Numbers out of order
 Suspended
 Engaged
 Modems
 Answering Machines
 Fax Tone</li></ul> Call Type Codes<br />Sent to PD Server<br /><br />Call Type Codes<br />Written to database<br />PDD...
 ‘Live’ Human Voice<br /><br />PD system only connects “live” connects to call centre agents.<br />Large Number Outbound...
Workbook Exercise<br />Tasks 11 to 15<br />
5<br />Contact Centre Technologies<br />Part Two – An Alternative<br />
Lets Talk About…<br />Hosted Contact Centre Solutions…<br />5<br />An alternative to purchasing your own technology<br />
EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br />CRM Appl<br />ACD<br />PSTN<br />TRU...
EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br />CRM Appl<br />ACD<br />PSTN<br />TRU...
EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br />CRM Appl<br />ACD<br />PSTN<br />TRU...
Pay for what you use
Pay for when you need it</li></li></ul><li>Typical Contact Centre Costs<br /> 6%<br /> 6%<br />
100%<br />Technology Roadmap<br />Innovation<br />User Training and Awareness<br />You pay for<br />75%<br />Functionality...
How Much Does Technology REALLY Cost ?<br />The REAL Total Cost of Ownership<br />Installation<br />Integration<br />Maint...
How Much Does Technology REALLY Cost ?<br />The REAL Total Cost of Ownership<br />Installation<br />Integration<br />Maint...
How Much Does Technology REALLY Cost ?<br />The REAL Total Cost of Ownership<br />Installation<br />Integration<br />Maint...
Key Benefits & Advantages<br /><ul><li>No capital expenditure required – Capex to Opex
All contact centre infrastructure is fully provided for
Off balance sheet & improved cash flow
Faster time to market
Infrastructure and technology required to introduce new services is already in place
Improved service levels
Allows you to focus on agent competencies rather than infrastructure management
Focus on core competencies
Re-channel your IT skills to other, more strategic areas of the business
Reduced operating costs
You only pay for what you use
No procurement or implementation costs</li></li></ul><li>More Key Benefits & Advantages<br /><ul><li>Access to technology ...
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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.
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.

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

  1. 1. Version 19 Reviewed rj – 22 June 09 <br />World Class Call Centres:<br />Understanding the Key Strategic Issues<br />Knowledge & Skills Development <br />Seminar and Workshop<br />Call Centres : Contact Centres : Customer Service Centres<br />© Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.<br />
  2. 2. Introductions & Credentials<br />Rod Jones<br />Founder: CallCentreCity Group- 2000<br />Founding Director: Call Centre Institute of SA<br />Co-Publisher: <br />Contact Centre Africa Magazine<br />Convergence Executive<br />Director: Contact Industry Hub<br />Trainer / Author / Consultant <br />Judge: SACCCOM National Awards 2005/6<br />Judge BPeSA National Call Centre Awards – 2007<br />Director: C3Africa Group<br />South African<br />60 Years Old<br />Started Direct Marketing business in 1971<br />Built first call centre 1985<br />Marketing Support Group<br />First Outsource Call Centre 1992 - TeleFacilities<br />Consultant since 1998<br />Board Member: Direct Marketing Association of SA 1988-2000<br />Non-Executive Director: Call Centre Networking Group SA 2001-2003<br />Director: Unity of Contact Centres 2005<br />
  3. 3. Introductions<br />Your name<br />Company<br />Interest in Call Centres<br />What specifically do YOU want to learn from this course ?<br />
  4. 4. I cannot teach you ‘Knowledge’..<br />I can only teach you how to learn..<br />I can direct you to where you will find your own knowledge and your own wisdom.<br />
  5. 5. Symbols Used in This Programme<br />More Information<br />Case Study <br />Questions & Discussion<br />A Key Point – Worth Making a Note Of<br />An Individual Task – Something for YOU to do<br />A Buddy Task <br />A Team Task <br />Just for Fun<br />
  6. 6. Reference Material<br />All available from www.c3africa.com<br />
  7. 7. Purpose of this Knowledge Development Programme<br />You will gain…<br />Sound understanding of contact centres:-<br />Strategies<br />Principles <br />Processes<br />Technologies<br />Customer Relationship Management<br />Personnel<br />Defining Requirements<br />Budgeting & Finance<br />Procurement & Tendering<br />Outsource Options<br />Clarify Roles and Responsibilities<br />Sound basis for Project Development<br />Knowledge-based decision-making<br />
  8. 8. Some Basic Concepts<br />
  9. 9. <br /><br />Concise & <br />Measurable<br />Objectives<br />Business<br />Processes<br /><br /><br />Data & <br />Knowledge<br />Business <br />Strategies<br /><br />People<br />& Skills<br /><br />Management<br />Knowledge<br /><br /><br />Enabling<br />Technologies<br />Product/s<br />Or<br />Service/es<br /><br />Continuous<br />Improvement<br /><br />Effective<br />Management<br />Ten Essential Steps to an Effective, Efficient Contact Centre<br />
  10. 10. The Many Dimensions of a Modern Contact Centre<br />Culture<br />Performance<br />Strategy<br />Competency<br />Organisation<br />Facilities & Layout<br />Process<br />Application<br />Equipment<br />Delivery vehicle<br />
  11. 11. Contact Centre Development Model<br />FULLY DEVELOPED / World Class<br />DEVELOPED<br />Operational Maturity<br />DEVELOPING<br />FUNDAMENTAL<br />Overall Integration (Strategic / Operational / Technologies)<br />Source: Based on a model developed by Dimension Data / Merchants <br />
  12. 12. 36 - 48 Months<br />24 - 36 Months<br />12-24 Months<br />6 – 12Months<br />Contact Centre Development Model<br />Fully Developed/<br />‘World Class’<br />Developed<br />Strategic Development<br />Developing<br />Fundamental<br />Overall Integration / Operational Maturity<br />
  13. 13. 3 – 4 Years<br />Development Phase<br />The Contact Centre Journey<br />Fully <br />Developed<br />Developed<br />Developing<br />Fundamental<br />9- 18 Months<br />
  14. 14. The Critical Development Phase<br />Planning A New Call Centre<br />Napoleon IEmperor of the French<br />1769 - 1821<br />“Men, horses and cannon are useful in battle<br />But Strategy and Planning win wars”<br />
  15. 15. This Knowledge DevelopmentProgramme<br />What’s a call centre ?<br />Customer Relationship Management - CRM<br />Operational Dynamics<br />Quality Management / Quality Assurance<br />The Modern Call Centre / Contact Centre<br />Call Centre Technologies<br />Baselines & Benchmarking <br />Capacity Planning<br />Planning for a new call centre<br />Budgeting, Finance and Procurement<br />
  16. 16. The Critical Development Phase<br />Develop<br />Management<br />Knowledge<br />WHY ?<br /><ul><li>Many critical decisions will have to be made.
  17. 17. Bad or poor decisions are most often made because of insufficient knowledge.
  18. 18. Bad decisions are usually very, very expensive !
  19. 19. Several senior executives will need to have a high level of knowledge about contact centres.
  20. 20. Several senior managers will be required to participate in the Development Phase.</li></li></ul><li>The Critical Development Phase<br />Develop<br />Management<br />Knowledge<br />HOW ?<br /><ul><li>Attend specific management development training such as THIS course.
  21. 21. Read books ( recommended reading ).
  22. 22. Attend conferences – Regional & International.
  23. 23. Interface with the local or national contact centre association.
  24. 24. Gather information from websites.
  25. 25. Gather information from technology and service vendors.
  26. 26. Visit a large number of existing call centres.
  27. 27. Use knowledgeable and reliable consultants.</li></li></ul><li>The Critical Development Phase<br />Needs <br />Analysis<br />What ?<br /><ul><li> Exactly why does your organisation need a call centre or customer contact centre?
  28. 28. What will the contact centre be required to do? Short Term? Long Term?
  29. 29. How are calls and contacts being handled right now?
  30. 30. What specific skills are needed to handle calls and contacts ?
  31. 31. What are the real consumer demands and expectations ?
  32. 32. What are your competitors doing ?</li></li></ul><li>The Critical Development Phase<br />Defined <br />Objectives<br /><ul><li> Exactly what will the contact centre be required to do?
  33. 33. How will the success of the operation be measured ?
  34. 34. What are management’s expectations of the contact centre ? Short – Medium and Long term ?</li></li></ul><li>The Critical Development Phase<br />Requirements<br />Specifications<br /><ul><li> 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. 35. Definitions and specifications to include:
  36. 36. People (Job descriptions)
  37. 37. Processes
  38. 38. Technologies
  39. 39. Use of Data and Knowledge
  40. 40. Management structures </li></li></ul><li>The Critical Development Phase<br />Defined <br />Procurement<br />Processes<br /><ul><li> What procurement processes MUST be followed. (e.g. Public Tender)
  41. 41. Defined vendor evaluation processes.
  42. 42. Defined evaluation panel or board. (Defined knowledge and skills)
  43. 43. Timelines associated with procurement.
  44. 44. Contracting processes.
  45. 45. Timelines associated with contracting.</li></li></ul><li>Workbook Exercise<br />Tasks 1 & 2<br />
  46. 46. World Class Call Centres:The Strategic Issues<br />CRITICAL QUESTIONS THAT MUST BE ANSWERED<br />Why do you need a call centre?<br />Where is the organization feeling ‘pain’?<br />What do you need to do with your call centre?<br />What do you want to do with your Call Centre?<br />What processes MUST you follow? <br />What processes SHOULD you follow?<br />What resources do you have?<br /><ul><li>Knowledge
  47. 47. Human Capital
  48. 48. Technology
  49. 49. Infrastructure
  50. 50. Finance / Funding</li></ul>What are all the challenges, obstacles and realities?<br />What is YOUR role, function, task, challenge or mandate?<br />OK.. Now you can design your strategies !<br />
  51. 51. Management<br />The FOUR PILLARS of a Contact Centre<br />PROCESSES<br />PEOPLE<br />ENABLING<br />TECHNOLOGY<br />DATA &<br />KNOWLEDGE<br />
  52. 52. Project Development Process<br />Knowledge <br />Development <br />Project<br />Scope <br />Strategic<br />Definitions <br />Operational<br />Definitions <br />Logistics<br />Definitions <br />Procurement<br />Definitions <br />Procurement<br />Evaluation &<br />Appointment<br />Deployment<br />Operations<br />
  53. 53. 1: What is a Call Centre ?OUTCOMES<br />Gain an understanding of:-<br />History of Customer Communications<br />Origin of the modern call centre<br /><ul><li>The PABX
  54. 54. The Automatic Call Distributor (ACD)
  55. 55. Differences between Call Centres & Contact Centres</li></ul>What a call centre can do for the organization<br />Benefits to Customers<br />Benefits to the organisation<br />
  56. 56. Call Centre - Defined<br />A customer communication hub<br />Origins: Rockwell. 1972. Continental Airlines<br />Efficient processing of customer interactions<br />Designed for high volume<br />Low cost per interaction<br />Key factors:-<br />Ease of access by customers<br />Operational Efficiencies<br />Effective use of data / systems<br />
  57. 57.
  58. 58.
  59. 59. Elephants grow up..<br />
  60. 60. Cats grow up..<br />
  61. 61. Little girls grow up..<br />
  62. 62. ABSA Bank - Johannesburg<br /><ul><li>Largest single site call centre in Africa
  63. 63. 1745 agents
  64. 64. 1.6 million calls a month
  65. 65. 12,000 m2 </li></ul>Call Centres grow up..<br />
  66. 66. Fun and Joy ..<br />Teaching & Training ..<br />Feeding & Nurturing ..<br />Constant Loving and Caring ..<br />To deliver ‘World Class’ Customer Service, call centres need…<br />
  67. 67. Lots of this ..<br />Responsible Discipline ..<br />Care & Personal Attention ..<br />From Start-Up a Call Centre also needs ….<br />
  68. 68. Some Hard Realities…<br />To define, design, build and operationalise even a small (25 seat) call centre can take about9 months.<br />
  69. 69. Some Hard Realities…<br />To develop a true “World Class” Call Centre can take 2 to 3 years !<br />
  70. 70. Some Hard Realities…<br />With the best will in the world it will be extremely difficult to realize a Return on Investment in under 18 months<br />But there will be a lot of “Quick Wins”<br />Examples..* Customer Satisfaction<br /> * Staff Satisfaction<br /> * Service Delivery * Increased Efficiencies <br /> * Increased sales revenues<br />
  71. 71. 36 - 48 Months<br />24 - 36 Months<br />12-24 Months<br />6 – 12Months<br />Contact Centre Development Model<br />Fully Developed/<br />‘World Class’<br />Developed<br />Strategic Development<br />Developing<br />Fundamental<br />Overall Integration / Operational Maturity<br />Source: Based on a model developed by Dimension Data / Merchants <br />
  72. 72.
  73. 73. ?<br />Increase<br />Customer<br />Satisfaction<br />Reduce Cost<br />Of Operations<br />Increase<br />Efficiencies<br />Increase<br />Revenue<br />Reduce<br />Risk<br />So.. Why have a …<br />- Call Centre <br />- Contact Centre <br />- Customer Service Centre<br />Fulfilling The Key Elements <br />of Most Organisations’ Strategic Plans<br />
  74. 74. Workbook Exercise<br />Task 3<br />
  75. 75. Change this …<br />
  76. 76. With one of these…<br />To this …<br />
  77. 77. Customer Contact Centre<br />Handles ALL channels<br />Telephone<br />Fax<br />eMail<br />VoiceMail<br />SMS<br />Web / Web Chat<br />Scanned paper / posted documents<br />Walk-In (face-to-face) customer service<br />Live Video Interaction<br />Call Centre<br /><ul><li>Only handles telephone calls</li></li></ul><li>Contact Centres –BENEFITS TO CUSTOMERS<br />Easy Access To Service<br />Reduced Cost Of Obtaining Service<br />Choice Of Communication Channel/S<br />Fast Response – ‘Phone Is Faster’<br />Consistency Of Service <br />Human Interaction<br />Access To Information<br />Access To Actions<br />‘Voice Is King’ Where Literacy Is A Problem<br />
  78. 78. BENEFITS TO COMPANY<br />Lower cost of service<br />Monitored & Managed<br />Quality Management<br />Discipline<br />Centralised<br />Economies of Scale<br />Centre of Excellence<br />Customer Retention<br />Customer Satisfaction<br />Up-Sell and Cross Sell<br />Debt Collection or Debtor Management<br />For many organizations Customer Service and their Contact Centre are the ONLY competitive advantages<br />
  79. 79. Critical Success Factors<br />Ease of Access<br /><ul><li>Customers can communicate when they want to and use the channel that they prefer – at that time.</li></ul>Fast Resolution<br /><ul><li>“All-in-One-Call”. First Call Resolution
  80. 80. No call transfers
  81. 81. No call-backs
  82. 82. All customers needs fulfilled</li></ul>Monitor & Manage<br /><ul><li>Meaningful Management Information</li></ul>Skills Development<br /><ul><li>Multi-skilling of agents
  83. 83. Reduce attrition
  84. 84. Increase efficiencies</li></li></ul><li>What Makes a “Call Centre or Contact Centre” ?<br />A Technology called an ‘Automatic Call Distributor - ACD<br />So… You already have a PABX… What’s the difference ?<br />PABX or PBX (Private Automatic Branch Exchange)<br /><ul><li>Serves the BASIC VOICEcommunication needs of the whole organization.
  85. 85. Reliable and efficient but gives very little control or analytics.
  86. 86. Low Intelligence</li></ul>Call Distribution by means ofHUNT GROUPS<br />Next available operator or agent<br />PABX<br />
  87. 87. CALL ROUTING<br />Most appropriate Operator e.g.<br /><ul><li>Language
  88. 88. Longest waiting time (agent)
  89. 89. Department
  90. 90. Special Skills</li></ul>PABXs & ACDs<br />True call centres / contact centres are equipped with ACD functionality<br />ACD<br />Automatic Call Distributor<br />Invented by ROCKWELL in 1972<br />Intelligent routing<br />Sophisticated monitoring and reporting<br />ACD<br />&gt;&gt; Learn more about ACDs in Module 5 – Technologies &lt;&lt;<br />
  91. 91. ALL CHANNELS<br />ROUTED & MANAGED<br />Most appropriate Operator<br /><ul><li> Language
  92. 92. Department
  93. 93. Special Skills</li></ul>e.g. Writing skills<br />PABXs & ACDs<br />Most ACD’s now incorporate<br />Multiple Channel Functionality<br />Some ACD’s are or can be<br />Enabled for VoIP*<br />* Voice Over Internet Protocol<br />eMail<br />Fax<br />Scanned Documents<br />SMS / Text<br />Web / Web Chat<br />ACD<br />&gt;&gt; Learn more about ACDs in Module 5 – Technologies &lt;&lt;<br />
  94. 94. Workbook Exercise<br />Task 4<br />
  95. 95. “World Class”<br />What Does it Take to Become …<br />
  96. 96. What Makes a ‘World Class’ Call Centre?<br />Aligned and Integrated Strategies<br />The call centre supports and is aligned with the core business strategies of the organization.<br />Operationally, It Meets Specific Standards<br />‘Standards’ serve as a measure of quality as defined by external or internal customer expectations.<br />Benchmarked Against Similar Operations<br />Benchmarking against National, Regional and International sector and competitive call centres.<br />
  97. 97. KEY POINTS<br />Call Centre<br /><ul><li>Inbound and outbound telephone calls</li></ul>Contact Centre – Multi Media<br /><ul><li>Telephone
  98. 98. eMail
  99. 99. Fax
  100. 100. Web / Web chat
  101. 101. ‘White Mail’
  102. 102. Walk-In Customer Services</li></ul>PABX <br />Hunt Groups – Low intelligence<br />ACD <br />Intelligent Routing<br />Monitor and Manage / Statistics / MIS<br />Integration of other communication channels<br />Call Centre / Contact Centre<br />People – Processes-Data and Information – Enabling Technology<br />6. It takes Time and Commitment<br />
  103. 103. Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  104. 104. 2<br />Understanding Customer Relationship Management (CRM)<br />
  105. 105. 2: Customer Relationship Management (CRM)<br />Gain an understanding of:-<br />Evolution of business Strategies<br />Evolution of enabling technologies<br />What is meant by “convergence”<br />Definition of CRM<br />Differences between CRM Strategies and CRM Applications<br />Importance of CRM and Customer Retention<br />
  106. 106. TELEPHONY -CTI<br />INTERNET<br />OPEN SYSTEMS<br />DATA NETWORKS<br />MAINFRAMES<br />DEVELOPMENT OF TECHNOLOGIES & BUSINESS STRATEGIES<br />SOPHISTICATION<br />2008&gt;<br />‘70<br />‘80<br />‘90<br />2000<br />
  107. 107. Customer Relationship <br />Marketing CRM<br />‘Database Marketing’<br />‘One-to-One Marketing’<br />‘Lifetime Value Marketing’<br />Customer Experience<br />Management CEM<br />‘Loyalty Programmes’<br />‘Customer Care’<br />‘Relationship Marketing’<br />CONVERGENCE<br />STRATEGIC MARKETING<br />TELEPHONY -CTI<br />INTERNET<br />OPEN SYSTEMS<br />DATA NETWORKS<br />SOPHISTICATION<br />MAINFRAMES<br />2008&gt;<br />‘70<br />‘80<br />‘90<br />2000<br />
  108. 108. CRM Defined<br />CRM Means TWO DIFFERENT THINGS –<br />Beware not to confuse them<br />CRM – The Business Strategy<br />CRM – The Technologies<br />
  109. 109. CRM – The Business Strategy<br />An All-encompassing Business Strategy.<br />Consolidating customer information and knowledge. (Single view of customer)<br />Analyzing data.<br />Understanding the customer’s behaviour.<br />Creating interactive, highly personalised and appropriate or relevant interactions<br />To achieve:-<br />Customer Acquisition<br />Customer Retention<br />Increased Revenues<br />Reduced Costs<br />Customer Satisfaction ( Delight!)<br />
  110. 110. CRM – The Business Strategy<br />A more detailed definition …<br /><ul><li>The art/science of using information to Find, Acquire and Retain customers.
  111. 111. The people, processes, and technology aspects of the business associated with Marketing, Sales, and Service.
  112. 112. The Corporate Philosophy at the core of any customer-centric business strategy and culture.
  113. 113. Supported, not driven, by technology.
  114. 114. CRM involves redesigning of Functional Activities.
  115. 115. Actively deepening the Knowledge of Customers to meet their Individual Needs.
  116. 116. An Holistic Approachthat unifies all points of customer interaction.
  117. 117. Measured by customer retention and referrals as well as the growth of valuable customer segments.</li></li></ul><li>CRM – The Technologies<br />A suite of software applications:-<br />Integrating other systems (e.g. Mainframes, other specialised applications, billing systems, stock control, workforce management etc. )<br />Facilitating and coordinating multiple business functions<br />Automating appropriate business processes<br />Unification of multiple communication channels<br />Consistent delivery of standardised, logical processes.<br />Business Process Automation<br />
  118. 118. Why Invest in CRM ?<br />It costs EIGHT TIMES MORE to win a new customer than it does to keep an existing customer.<br />Dissatisfied customers cause other customers to migrate.<br />Customer retention is the key to a profitable business.<br />Managing Customer “Churn” is the difference between Profit and Loss!<br />
  119. 119. ?<br />Increase<br />Customer<br />Satisfaction<br />Reduce Cost<br />Of Operations<br />Increase<br />Efficiencies<br />Increase<br />Revenue<br />Reduce<br />Risk<br />Why Spend Resources<br />Developing and Implementing <br />a CRM Strategy ?<br />Fulfilling The Key Elements <br />of Most Organisations’ Strategic Plans<br />
  120. 120. Advantages of CRM<br />Using CRM, a business can:<br />Provide better customer service <br />Increase customer revenues <br />Discover new customers <br />Cross sell/Up Sell products more effectively <br />Help sales staff close deals faster <br />Make call centers more efficient <br />Simplify marketing and sales processes. (Where appropriate, automate certain processes)<br />The types of data CRM projects collect and effectively use to achieve organizational goals:<br /><ul><li> Customer contact data
  121. 121. Customer profile data
  122. 122. Responses to campaigns
  123. 123. Sales and purchase data
  124. 124. Customer profitability (or lack of!)
  125. 125. Account (billing) information
  126. 126. Channel preferences
  127. 127. Predictable ‘churn’ (Loss of customer)</li></li></ul><li>125%<br />50%<br />45%<br />35%<br />35%<br />25%<br />Customer Retention: The benefits<br />Profit Impact of 5% Increase<br />in rate of Customer Retention<br />% Increase<br />in Profit<br />60<br />40<br />20<br />0<br />Software<br />Credit <br />Insurance<br />Retail<br />Mobile<br />Phones<br />Business <br />Banking<br />Credit <br />Card<br />[Source: Customer Retention: A New Star to Steer By. Frederick Reicheld and W. A. Sasser<br />
  128. 128. 90%<br />85%<br />75%<br />50%<br />45%<br />35%<br />Software<br />Life<br />Insurance<br />Insurance <br />Brokerage<br />Fixed Line <br />Telecoms<br />Branch<br />Deposits<br />Credit <br />Card<br />% Increase<br />in Customer Net<br />Present Value<br />100<br />Impact of 5% Increase<br />in rate of Customer Retention<br />80<br />60<br />40<br />20<br />0<br />[Source: Customer Retention: A New Star to Steer By. Frederick Reicheld and W. A. Sasser<br />
  129. 129. What does a CRM Business Strategy Require ?<br />Total Commitment by the company<br />Intimate Knowledge about who our customers and target markets are<br />A thorough understanding of the Economics of CRM<br />Acceptance of the principle that customers determine their Needs and what it is that they Value<br />Company prepared to adapt or alter Business Processes to give customers what they value<br />Give customers the communication Choices and Options that they want<br />
  130. 130. The CRM Challenges<br />Once operational your company will <br />DEMAND of your call centre..<br />Add new communication channels<br />Handle more calls<br />Give Faster Service<br />Provide more<br />information<br />Take on <br />more customers<br />Incorporate<br />new technologies<br />Be more accessible <br />Reduce costs<br />Give more choices <br />to customers<br />Reduce <br />customer ‘Churn’<br />Increase Revenues<br />Give “World Class” Service<br />
  131. 131. Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  132. 132. Workbook Exercise<br />Tasks 5 and 6<br />
  133. 133. STRATEGIES<br />PROGRAMMES<br />PEOPLE<br />PROCESSES<br />FRAGMENTED TECHNOLOGIES<br />THE FAILED ORGANISATION IS MISALIGNED<br />
  134. 134. STRATEGIES<br />PROGRAMMES<br />FRAGMENTED TECHNOLOGIES<br />LOSS DRIVERS<br />Fragmented ‘Vision’<br />Counter-Productive<br />Low Motivation<br />PEOPLE<br />Wasted Resources<br />PROCESSES<br />Over-Spend<br />
  135. 135. Growth<br />STRATEGIES<br />Market Focussed<br />PROGRAMMES<br />Aligned, Supported PEOPLE<br />INTEGRATED PROCESSES<br />CONVERGED TECHNOLOGIES<br />THE SUCCESSFUL ORGANISATION<br />A Customer<br /> Centric<br /> Organization<br />Empowered<br />
  136. 136. CRM is not for The Faint-Hearted<br />So.. What will it take ?<br />Total Commitment – from the CEO down.<br />Complete review of all Business Strategies.<br />Review of all Business Rules and Processes.<br />Accurate and current Customer Data.<br />Analysis of customer data / information.<br />Company and product (service) Knowledge and Information.<br />Integration of ALL systems and technologies.<br />Empowerment through skilling / training.<br />Enabling technologies.<br />Knowledgeable and reliable Business Partners / solution providers. <br />Knowledge-based decision-making.<br />Planning, Planning and more Planning.<br />
  137. 137. KEY POINTS<br />CRM is first and foremost a BUSINESS STRATEGY<br />CRM applications enable the business processes based on the strategic requirements<br />CRM requires enterprise-wide commitment<br />
  138. 138. Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  139. 139. Workbook Exercise<br />Task 7<br />
  140. 140. 3<br />Operational Dynamics of The Modern Call Centre<br />
  141. 141. Team<br />Leader<br />Agent<br />Agent<br />Agent<br />Agent<br />Agent<br />Typical Organisational Chart<br />Start-up or Small Call Centre – 10-30 Agents<br />Call Centre<br />Manager<br />Corporate <br />Technical<br />Support<br />Admin<br />Support<br />Corporate<br />Trainer<br />Supervisor<br />
  142. 142. Trainer<br />Coach<br />Coach<br />Agent<br />Agent<br />Agent<br />Agent<br />Agent<br />Typical Organisational Chart<br />Medium to Large Call Centre – 50-100 Agents<br />Call Centre<br />Manager<br />Admin<br />Support<br />Technical<br />Support<br />Quality <br />Assurance<br />Manager<br />Senior<br />Supervisor<br />Supervisor<br />Supervisor<br />Team<br />Leader<br />Team<br />Leader<br />
  143. 143. Management Essentials<br />What makes a great Call Centre Manager ?<br />Well proven Operational Experience.<br />Formal Contact Centre Management training and credentials.<br />High-Level abilities:<br />Strategic<br />Technologies<br />People / Human Resource<br />Business Process design<br />Financial<br />Team-Builder<br />TIP: Clearly define competencies, skills and experience in a highly detailed job description document<br />
  144. 144. Staffing Essentials<br />What makes a great Call Centre Supervisors and Agents ?<br />Able to work as part of a team.<br />Self disciplined.<br />Self motivated.<br />Computer literate.<br />Keyboard skills.<br />Numeracy and Literacy.<br />Writing skills (eMail/Fax).<br />Articulate speaking voice.<br />Excellent Communication Skills.<br />Acceptable accent and use of language.<br />TIP: Use one of the highly advanced Assessment and Simulation software suites now available<br />
  145. 145. Agent Communication Quality<br />Politeness<br />Speaking <br />Activity<br />Rewardingness<br />Listening<br />Activity<br />Role-Relationship<br />Competence<br />Interpretive<br />Understanding<br />Emotional<br />Competence<br />Adaptive<br />Competence<br />Communicative <br />Assurance<br />Task<br />Competence<br />CONVERSATIONAL SKILLS<br />
  146. 146. Develop & Follow Structured Recruitment Process or Methodology<br />Certification<br />Clearly <br />Define <br />Job<br />Formal <br />Training<br />Advertise Post <br />– Internal <br />/External<br />Employment<br />Contract<br />IVR or<br /> ‘Pre-Screen’ <br />Telephone <br />Second <br />Interview<br />Receive CV’s<br /><ul><li>eMail
  147. 147. Fax</li></ul>Aptitude<br /> Testing<br />Check CV<br />& <br />Credentials<br />Face-to-Face<br />Interview<br />Structured <br />Telephone <br />Interview<br />
  148. 148. Operational Dynamics of The Modern Call Centre<br />
  149. 149. Call <br />Answered<br />By ACD<br />Call <br />Answered<br />By agent<br />Caller<br />Hangs up<br />Agent <br />completes <br />after<br />Call work<br />Call <br />Arrives<br />at ACD<br />Ring Time<br />Queue Time<br />Wrap-up Time<br />Talk Time<br />Speed To Answer (ASA)<br />Handling Time<br />Trunk Holding Time<br />Basic Operational Terms<br />Typically,<br />Music-on-hold<br />Or messages<br />
  150. 150. Typical Performance Measurements<br />NOTE:These measures do NOT take actual Customer Experience ( Call Outcomes Quality) into account.<br />Average Speed to Answer - ASA<br />How long a caller waits until answered<br />Service Level(Operational Service Level)<br />% of calls answered in a given time.<br />Typically – 80% of calls answered within 20 seconds<br />Abandoned Rate<br />The number (or %) of callers that hang up before being answered (by a ‘live’ agent)<br />
  151. 151. First… Achieve Efficiency <br />Typical Call Centre Key Performance Indicators (KPIs)<br />Key Factors in the Total Customer Experience<br />
  152. 152. Then… Achieve Effectiveness –<br />Typical Call Centre Targets<br />Key Factors in the Total Customer Experience<br />
  153. 153. Then… Achieve Effectiveness –<br />Typical Call Centre Targets<br />Key Factors in the Total Customer Experience<br />
  154. 154. Performance Improvement<br />Greater Efforts and Resources will be required to make small improvements <br />Efficiency<br />Effectiveness<br />Quick Win &“Common Sense” Improvements<br />Time<br />
  155. 155. Not<br />Acceptable<br />To<br />callers<br />IDEAL<br />Excessive<br />Costs<br />Impact of Staffing on Service Level<br />
  156. 156. Examples:<br />Call Arrival Patterns<br />
  157. 157. Unacceptable Service Level / Under Staffed<br />Acceptable Service Level<br />Excess Service Level / Over Staffed & Costly<br />Call Volume & Staffing Realities<br />Calls Per Hour<br />100%<br />07h00<br />08h00<br />09h00<br />10h00<br />11h00<br />12h00<br />13h00<br />14h00<br />15h00<br />16h00<br />17h00<br />
  158. 158. <br />Specify Required <br />Service Level <br />& Response Times<br /><br /><br />Gather Data <br />from ACD and <br />other sources<br />Adapt<br />Adopt<br />Improve<br /><br /><br />Forecast<br />Anticipated<br />Call Volumes<br />Repeat Process<br />To alter <br />Service Level<br /><br /><br />Calculate<br />Costs<br />Calculate<br />Basic Staffing<br />Requirements<br /><br /><br />Calculate Required<br />System Resources<br />Draw-up <br />Staffing Schedules<br /><br />Calculate Staffing<br />Shrinkage<br />Meeting Service Levels<br />
  159. 159. KEY POINTS<br />Clearly define staffing competencies, skills, selection and evaluation processes.<br />Set performance Baselines, Benchmarks and Goals clearly.<br />Resource planning is a key to:-<br /><ul><li>Optimum contact centre performance
  160. 160. Achievement of Service Levels
  161. 161. Cost effective operations</li></li></ul><li>Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  162. 162. Workbook Exercise<br />Task 8 and 9<br />
  163. 163. NO<br />YES<br />Business Processes<br />
  164. 164. TO BE ABLE TO PLAN & SCOPE YOUR CALL CENTRE<br />Why Are Clearly Defined Business Processes Vital To The Contact Centre?<br />To Establish Roles And Responsibilities.<br />Defining Required Skill Sets & Training.<br />Defining Business Rules.<br />Defining Escalation Procedures.<br />Monitor Efficiencies.<br />Cost Control.<br />Forecasting And Capacity Planning.<br />IT And System Design And Integrations.<br />Reporting And Management Information/ Analytics.<br />Document Requirements.<br />Standardization. <br />Training, Skills Development.<br />Succession Planning.<br />Disaster Recovery And Business Continuity.<br />
  165. 165. An Introduction to Process Design(Examples based on BPMN Method)<br />For More Information: www.bpmn.org or www.ebpml.org<br />
  166. 166. 1<br />e<br />n<br />l<br />a<br />o<br />L<br />o<br />P<br />2<br />e<br />n<br />a<br />L<br />Understanding POOLS and LANES<br />
  167. 167. Expanded Sub<br />-<br />Process<br />Collapsed <br />Collapsed Sub<br />-<br />Repeating Sub <br />Basic Task<br />Repeating<br />Process<br />Process<br />Sub<br />-<br />Process<br />+<br />+<br />Understanding Different types of TASKS<br />Example: Make a cup of tea<br />BASIC TASKS<br />1: Place kettle under tap<br />2: Turn on tap<br />3: Fill kettle with water<br />4: Switch on kettle<br />5: When boiled – switch off<br />
  168. 168. Start Process or Sub Process<br />End Process or Sub Process<br />Start with <br />a Rule<br />Start with <br />a Timer<br />Process Flow<br />Move from one task to the next, move something (e.g. a document) or send a message<br />Sequence Flow<br />Message Flow<br />A Gateway – a point of DECISION<br />NO<br />Decisions<br />YES<br />Different types of EVENTS<br />I am feeling stressed so I will make tea<br />It is 10 o’clock .. Time for tea<br />Decide to make a cup of tea<br />Finish drinking your cup of tea<br />
  169. 169. Start Process or Sub Process<br />End Process or Sub Process<br />Process Flow – Sequence Flow<br />PROCESS FLOW<br />
  170. 170. Hey Honey…<br />Please make me a nice cup of tea !<br />Start Process or Sub Process<br />Start Process or Sub Process<br />End Process or Sub Process<br />Message Flow<br />Process Flow – Sequence Flow<br />MESSAGE FLOW<br />
  171. 171. Example: Basic Restaurant Processes<br />
  172. 172. Example: Basic Restaurant Processes<br />Customer Enters<br />Customer Leaves<br />
  173. 173. Example: Basic Restaurant Processes<br />‘Customer’ is a Pool<br />‘Waiter’ is a Lane<br />‘Restaurant’ is a Pool<br />‘Kitchen’ is a Lane<br />
  174. 174. Example: Basic Restaurant Processes<br />FRONT OFFICE<br />‘Customer’ is a Pool<br />‘Waiter’ is a Lane<br />BACK OFFICE<br />‘Restaurant’ is a Pool<br />‘Kitchen’ is a Lane<br />
  175. 175. Example: Basic Restaurant Processes<br />Customer Experience<br />The Waiter<br />The Maitre d’hotel<br />The Kitchen<br />
  176. 176. TASK<br />DECISION<br />DOCUMENT<br />Expanded<br />Sub Process<br />Collapsed <br />Sub Process<br />Message Flow<br />Process Flow<br />
  177. 177. Example: Basic Restaurant Processes<br />End of Process<br />End of Process<br />
  178. 178. Alternative Process Mapping Method<br />
  179. 179. KEY POINTS<br />Accurate, up-to-date and relevant business process documentation is CRITICAL to the success of the Contact Centre Project.<br />Without Detailed Business Processes it is IMPOSSIBLE to plan or scope a CRM or Contact Centre project.<br />
  180. 180. Workbook Exercises<br />Task 10<br />Task 10 a<br />
  181. 181. Contact Centre Technologies<br />An Introduction<br />
  182. 182. 5: Call Centre Technologies OUTCOMES<br />An understanding of the Major Technical Elements & their Functions within the call centre / contact centre<br />PABX and ACD explained<br />Functions of the ACD<br />‘Component’ systems vs Integrated Systems<br />MIS ( Management Information Systems)<br />Multi Channel / MultiMedia contact centres<br />CTI ( Computer Telephony Integration) explained<br />‘Screen Pops’<br />IVR (Interactive Voice Response)<br />Voice Recording / Logging systems<br />CRM Applications<br />Dialling methods and systems<br />Back-end / Legacy systems<br />eMail, Fax and Web integrations<br />UPS ( Uninterruptible Power Supply)<br /><ul><li>Understanding Voice over IP ( VoIP)</li></li></ul><li>Voice<br />Network<br />SUPERVISOR<br />AGENT WORKGROUP<br />TYPICAL CONTACT CENTRE<br />ACD<br />PSTN<br />TRUNKS<br />+27 11 465-6768<br />
  183. 183. Dial 1 for Sales<br />Dial 2 for Service<br />Dial 3 for Finance<br />IVR<br />Voice<br />Network<br />SUPERVISOR<br />AGENT WORKGROUP<br />Service Department<br />How may I help you?<br />ROUTING USING IVR<br />2<br />ACD<br />PSTN<br />TRUNKS<br />+27 11 465-6768<br />
  184. 184. TCP/IP LAN<br />Data<br />Network<br />CTI<br />Computer<br />Telephony<br />Integration<br />APPLICATION <br />SERVERS<br />Voice<br />Network<br />MANAGEMENT <br />(Reporting)<br />SUPERVISOR<br />AGENT WORKGROUP<br />Mr Ling<br />‘Gold Card’ <br />Customer<br />Mr Ling<br />‘Gold Card’ <br />Customer<br />Ethernet / Token Ring<br />INTELLIGENT CTI ROUTING.. <br />CLI(Caller Line Identification)<br />ANI(Automatic Number Identification)<br />Caller Line Identification (CLI)<br />ACD<br />PSTN<br />TRUNKS<br />+27 11 465-6768<br />Good morning Mr Ling. How may I help you?<br />
  185. 185. Thank you for calling..<br />Please enter your <br />account number<br />TCP/IP LAN<br />Data<br />Network<br />CTI<br />Computer<br />Telephony<br />Integration<br />APPLICATION <br />SERVERS<br />Voice<br />Network<br />MANAGEMENT <br />(Reporting)<br />SUPERVISOR<br />AGENT WORKGROUP<br />Mr Ling<br />‘Gold Card’ <br />Customer<br />Mr Ling<br />‘Gold Card’ <br />Customer<br />Ethernet / Token Ring<br />INTELLIGENT CTI ROUTING.. <br />1: Customer In-Put Data (using Touch-Tone)<br />2: ‘Screen Pop’<br />Caller in-puts<br />Account Number<br />IVR<br />2468101214<br />ACD<br />PSTN<br />TRUNKS<br />+27 11 465-6768<br />Good morning Mr Ling. How may I help you?<br />
  186. 186. BRANCHES<br />WAN<br />EMAIL SERVER<br />FAX SERVER<br />TCP/IP LAN<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br />Data<br />Network<br />CTI<br />Computer<br />Telephony<br />Integration<br />APPLICATION <br />SERVERS<br />Voice<br />Network<br />MANAGEMENT <br />(Reporting)<br />SUPERVISOR<br />AGENT WORKGROUP<br />Ethernet / Token Ring<br />BROADBAND / ISDN<br />Remote or Home Agent<br />TYPICAL CONTACT CENTRE<br />ACD<br />PSTN<br />TRUNKS<br />
  187. 187. BRANCHES<br />WAN<br />TCP/IP LAN<br />EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />Data<br />Network<br />RECORDER<br />DIALLER<br />CTI<br />Computer<br />Telephony<br />Integration<br />APPLICATION <br />SERVERS<br />PSTN<br />TRUNKS<br />Voice<br />Network<br />SUPERVISOR<br />AGENT WORKGROUP<br />MANAGEMENT <br />(Reporting)<br />VoIP<br />Ethernet / Token Ring<br />BROADBAND / ISDN<br />Remote or Home Agent<br />NEW GENERATION CONTACT CENTRE<br />ACD<br />eMail <br />Fax<br />Web<br />IVR<br />Recorder<br />Dialer<br />WFM<br />ACD<br />
  188. 188. BRANCHES<br />WAN<br />TCP/IP LAN<br />EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />Data<br />Network<br />RECORDER<br />DIALLER<br />CTI<br />Computer<br />Telephony<br />Integration<br />APPLICATION <br />SERVERS<br />PSTN<br />TRUNKS<br />Voice<br />Network<br />SUPERVISOR<br />AGENT WORKGROUP<br />MANAGEMENT <br />(Reporting)<br />VoIP<br />Ethernet / Token Ring<br />BROADBAND / ISDN<br />Remote or Home Agent<br />NEW GENERATION CONTACT CENTRE<br />ACD<br />eMail <br />Fax<br />Web<br />IVR<br />Recorder<br />Dialer<br />WFM<br />ACD<br />
  189. 189. PABX<br />EXTENSIONS <br />TCP/IP LAN<br />EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />Data<br />Network<br />RECORDER<br />DIALLER<br />CTI<br />Computer<br />Telephony<br />Integration<br />APPLICATION <br />SERVERS<br />PSTN<br />TRUNKS<br />PSTN<br />TRUNKS<br />Voice<br />Network<br />SUPERVISOR<br />AGENT WORKGROUP<br />MANAGEMENT <br />(Reporting)<br />VoIP<br />Ethernet / Token Ring<br />THE ENTERPRISE CONTACT CENTRE<br />ACD<br />
  190. 190. Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  191. 191. Server Cabinets<br />
  192. 192. Automatic Call DistributorThe ACD<br />Allows efficient routing of calls<br />Conditional & Skills-based routing<br />Assigns calls to first available (most appropriate) agent<br />Queues calls / on hold<br />Intelligence-based Voice Announcements<br />Maintains accurate call volume / duration / routing data<br />In-bound and Outbound<br />Real time performance data<br />Macro and Micro performance monitoring<br />Real time Queue management / configuration<br />Multimedia integration (eMail/Fax/Documents)<br />VoIP ready (most newer)<br />Can integrate to most enterprise PABXs (or replace)<br />
  193. 193. Real-time view of individual or agent group performance<br />Real-time view of agent groups<br />
  194. 194. Conferencing<br />Manage Multiple Interactions<br />Extensive Call Controls<br />Real-time Interactive Directories<br />
  195. 195. Supporting the Multimedia Environment<br />Voice Mail<br />Faxes<br />Call Recordings<br />Web Chat<br />Recordings<br />
  196. 196. Interactive Voice Response IVR<br />Automates certain interactions with callers.<br />Selectively routes calls. e.g “Dial 1 for ..”<br />Interfaces with databases.<br />“Reads” data / presents as Voice.<br />Can handle calculations.<br />Interfaces with Fax-On-Demand.<br />Provides recorded “audiotext” information.<br />Multilingual information.<br />Can incorporate Voice / Speech recognition.<br />Ideal for ‘after hours’ service.<br />Customer self service.<br />Handles excessively high call volumes.<br />CAUTIONS<br />Most callers dislike IVR.<br />Get professional advice.<br />NEVER offer more than four menu options!<br />
  197. 197. ROUTING USING IVR<br />Dial 1 for Sales<br />Dial 2 for Service<br />Dial 3 for Finance<br />Please select a fax.<br />Please dial your fax #<br />IVR<br />Thank you for calling..<br />Please enter your <br />account number<br />Dial 1 to listen to information about …<br />Dial 2 to listen to …<br />Dial 3 to hear …..<br />Voice<br />Network<br />SUPERVISOR<br />AGENT WORKGROUP<br />Mr Ling<br />‘Gold Card’ <br />Customer<br />Service Department<br />How may I help you?<br />1: Caller Selects Routing from Options<br />2: System ‘Reads’ Calling Number – Interprets action<br />3: Caller in-puts identification data – System Interprets action<br />4: Caller Selects to listen to recorded info – System plays recording.<br />5: Caller selects a fax – inputs own fax #<br />Caller Line Identification (CLI)<br />2<br />ACD<br />PSTN<br />TRUNKS<br />+27 11 465-6768<br />
  198. 198. EXCEPTIONALLY<br />HIGH CALL<br />VOLUME<br />AGENT WORKGROUP<br />IVR for HIGH VOLUME CALLS<br />Example 1:<br />We are aware of the problem… etc<br />Example 2:<br />We are experiencing high call volumes… please stay on the line.<br />High Capacity <br />IVR<br />IVR<br />Example 3:<br />We expect a very long delay. Please leave a message.. Will call you back<br />ACD<br />SUPERVISOR<br />Example 5:<br />We have your number (CLI). We will call you back shortly<br />NOTE: Plan for sufficient line (trunk) <br />capacity and IVR channel capacity<br />
  199. 199. ‘Next Generation’ IVR…<br />EXCEPTIONALLY<br />HIGH CALL<br />VOLUME<br />Interpretation & Systems Interactions<br />AGENT WORKGROUP<br />Human Speech Recognition Systems<br />What is the balance in my savings account?<br />Hello.. <br />How can we help you today?<br />No problem Sir..<br />What is your account number ?<br />It’s 26786548<br />Thank you.<br />Please state your name (Voice Signature)<br />John Smith`<br />You have balance of Seven Hundred and ten Dollars.<br />What else can we do for you ?<br />ACD<br />SUPERVISOR<br />
  200. 200. Day Two<br />World Class Call Centres:<br />Understanding the Key Strategic Issues<br />Knowledge & Skills Development <br />Seminar and Workshop<br />Harrisons on 12th, Rivonia<br />22-23 May 2008<br />Call Centres : Contact Centres : Customer Service Centres<br />© Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.<br />
  201. 201. Examples of IVR Systems<br />Route Call to <br />IVR sub-System<br />Enter CellPhone No<br />MENU ONE<br />Or Enter #<br />1 English<br />2 Zulu<br />MENU TWO<br />1 PUK or Voice Mail<br />3 Sesotho<br />MENU THREE<br />2 Free eMail Service<br />1 SIM Swop<br />4 Afrikaans<br />3 Lost or Stolen<br />2 VodaCare / Dealer<br />4 New Products<br />3 Roaming<br />0 Other Options<br />0 Speak to Consultant<br />Announcement <br />about Call Recording<br />ACD Agent Queue<br />1 MINUTE 38 SECONDS<br />Example 1:<br />Vodacom Customer Care Line<br />082-1082<br />Recorded 2 June 07<br />082-1082<br />
  202. 202. MENU ONE<br />1 Account or Billing Enquiries<br />SUB MENU 1<br />1 Option One<br />2 City Power<br />2 Option Two<br />3 Joburg Water<br />Welcome Announcement<br />3 Operator<br />8 Follow-up on a previous call<br />4 Pickie Tup (Refuse Removal)<br />Temporary Announcement<br /> – Power Outages<br />5 Joburg Roads Agency<br />ACD QUEUE<br />6 Metro Bus<br />7 Participate in City Planning<br />0 All other agencies – General<br />* Repeat options<br />5<br />Example 2:<br />City of Johannesburg -Joburg Connect<br />011-375-5555 Recorded 2 June 07<br />011-375-5555<br />1 minute 32 seconds<br />
  203. 203. SUB MENU 1<br />1 Enter Account Number<br />MENU ONE<br />1 List of Power Outages<br /> System read-back number<br />2 Report a fault<br />0 to confirm or 1 to re-enter<br />3 Account balance enquiry <br />Your account balance is ….<br />Welcome Announcement<br />4 Submit a Meter Reading<br />Your reference number is …<br />0 Speak to an agent<br />Temporary Announcement<br /> – Power Outages<br />SUB MENU 3<br />SUB MENU 2<br />3 Afrikaans<br />1 Return to Main Menu<br />5 English<br />ACD QUEUE<br />0 Speak to an Agent<br />6 Xhosa<br />9 Other Languages<br />Example 3:<br />Eskom Customer Care Centre<br />0860-037566 Recorded 2 June 07<br />0860-037566<br />
  204. 204. Example of an IVR Speech Recognition System<br />Example 4:<br />The Airports Company – O R Tambo International- Johannesburg <br />086-727-7888 Recorded 2 June 07<br />MENU ONE<br />086-727-7888<br />1 Flight Information<br />EXAMPLE 1<br />2 Parking Information<br />EXAMPLE 2<br />3 Other Queries<br />4 Travellers Assistance <br />
  205. 205. Easy to use,Drag and drop IVR scripting tools<br />
  206. 206. Just some Fun …<br />Irish Mental Health Hotline IVR<br />
  207. 207. Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  208. 208. Voice Recording or Logging<br />PRIMARY USES<br />Records all or defined part of caller and agent voice conversations.<br />Used for compliance and quality management / coaching purposes.<br />Standard (.wav) or encrypted recording formats.<br />Can record screens as well as voice.<br />Recording files can attach to customer records.<br />Data/Voice files indexed / efficient storage and rapid access.<br />Compliance (e.g. Banking, Insurance etc)<br />Security<br />Service Quality Management<br />Training & Coaching<br />AN ESSENTIAL TOOL FOR EFFICIENT CONTACT CENTRE OPERATIONS<br />IMPORTANT CONSIDERATIONS<br /><ul><li>‘Low cost solutions not always suitable for compliance or legal purposes.
  209. 209. Capacity is a factor of trunks and extensions.
  210. 210. Check for legal issues.</li></li></ul><li>
  211. 211. Configuring recording for Agent Quality Monitoring<br />
  212. 212. Typical Agent Quality Monitoring<br />
  213. 213. Workforce Management<br />The Right Agent …<br />With The Right Skills …<br />At The Right Time …<br />Forecast Service Level<br />Predicted call volume based on historical ACD data<br />Number of Agents Required<br />Estimated Talk Time<br />After call work<br />
  214. 214. Outbound Dialing <br />Actual “TALK TIME” is a Measurable Operational Cost measured in $ per second !<br /><ul><li>TeleMarketing & TeleSales
  215. 215. Customer data verification or collection
  216. 216. Service Call-Backs
  217. 217. Debt Collection
  218. 218. Debtor Management
  219. 219. Market Research
  220. 220. Opinion Polls
  221. 221. Political Canvassing</li></ul>Technology Enabled Dialling Increases Efficiency And Can Dramatically Reduce Costs By 200% To 300%<br />
  222. 222. <ul><li> Agent ‘look-ups.
  223. 223. Actual dialing time.
  224. 224. Actually ringing time
  225. 225. say 10 rings
  226. 226. Engaged tones
  227. 227. Fax and Modem Tones
  228. 228. Out Of Order
  229. 229. Answering Machines</li></ul>Efficiency <br />Loss Drivers<br />20-25<br />Min/hr<br />Database interface. Agent activates automatic dial through ACD. (e.g. Enter key)<br />Preview<br /><ul><li>Actual dialing time.
  230. 230. Actually ringing time
  231. 231. say 10 rings
  232. 232. Engaged tones
  233. 233. Fax and Modem Tones
  234. 234. Out Of Order
  235. 235. Answering Machines</li></ul>Efficiency <br />Loss Drivers<br />
  236. 236. 40-55<br />Min/hr<br />System does all dialling from databases. Dials more calls than there are available agents<br />Predictive Dialling<br /><ul><li>Actual dialing time.
  237. 237. Actually ringing time
  238. 238. say 10 rings
  239. 239. Engaged tones
  240. 240. Fax and Modem Tones
  241. 241. Out Of Order
  242. 242. Answering Machines</li></ul>Efficiency <br />Loss Drivers<br /><ul><li> High Volume
  243. 243. Standard-call type
  244. 244. Debt Collection
  245. 245. Research
  246. 246. TeleSales</li></ul>Very Expensive Technology BUT can give fast ROI due to very high efficiencies.<br />
  247. 247. Dialed Number Processing<br /> ‘Live’ Human Voice<br />PD System recognizes..<br /><ul><li> Numbers out of order
  248. 248. Suspended
  249. 249. Engaged
  250. 250. Modems
  251. 251. Answering Machines
  252. 252. Fax Tone</li></ul> Call Type Codes<br />Sent to PD Server<br /><br />Call Type Codes<br />Written to database<br />PDDials out on more lines than there are agents.<br />Large Number Outbound Trunks (lines)<br />Dialer draws numbers from segmented database<br />More About Predictive Dialing<br />Database<br />Server<br />Predictive<br />Dialer Server<br />ACD<br />NOTE:<br />Can be up to 2.5 times more lines than agents<br />
  253. 253.  ‘Live’ Human Voice<br /><br />PD system only connects “live” connects to call centre agents.<br />Large Number Outbound Trunks (lines)<br />More About Predictive Dialing<br />1: ‘Pace’ at which PD dials and delivers calls to agents can be controlled.<br />2: ‘Too Aggressive = Agent burn-Out.<br />3: ‘Too Aggressive = Connects to customers but no agent available to take call = ‘White Sound’.<br />Predictive<br />Dialer Server<br />
  254. 254. Workbook Exercise<br />Tasks 11 to 15<br />
  255. 255. 5<br />Contact Centre Technologies<br />Part Two – An Alternative<br />
  256. 256. Lets Talk About…<br />Hosted Contact Centre Solutions…<br />5<br />An alternative to purchasing your own technology<br />
  257. 257. EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br />CRM Appl<br />ACD<br />PSTN<br />TRUNKS<br /> YOUR CALL CENTRE<br />
  258. 258. EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br />CRM Appl<br />ACD<br />PSTN<br />TRUNKS<br /> YOUR CALL CENTRE<br />
  259. 259. EMAIL SERVER<br />FAX SERVER<br />WEB SERVER<br />IVR<br />RECORDER<br />DIALLER<br />CRM Appl<br />ACD<br />PSTN<br />TRUNKS<br />VoIP/Data Link<br />Hosted Contact Centre Solution…<br /> YOUR CALL CENTRE<br /> SERVICE PROVIDER’S TECHNOLOGY CENTRE<br /><ul><li>Pay for what you need
  260. 260. Pay for what you use
  261. 261. Pay for when you need it</li></li></ul><li>Typical Contact Centre Costs<br /> 6%<br /> 6%<br />
  262. 262. 100%<br />Technology Roadmap<br />Innovation<br />User Training and Awareness<br />You pay for<br />75%<br />Functionality Usage<br />50%<br />Flexible Licensing<br />Capacity Planning<br />Typical Usage<br />25%<br />0%<br />You only use<br />25%<br />50%<br />75%<br />0%<br />100%<br />License Usage<br />
  263. 263. How Much Does Technology REALLY Cost ?<br />The REAL Total Cost of Ownership<br />Installation<br />Integration<br />Maintenance<br />Upgrades<br />Security<br />Backup<br />Servers<br />Internal Labour<br />Testing<br />Development<br />
  264. 264. How Much Does Technology REALLY Cost ?<br />The REAL Total Cost of Ownership<br />Installation<br />Integration<br />Maintenance<br />Upgrades<br />Security<br />Backup<br />Servers<br />Internal Labour<br />Testing<br />Development<br />
  265. 265. How Much Does Technology REALLY Cost ?<br />The REAL Total Cost of Ownership<br />Installation<br />Integration<br />Maintenance<br />Upgrades<br />Security<br />Backup<br />Servers<br />Internal Labour<br />Testing<br />Development<br />
  266. 266. Key Benefits & Advantages<br /><ul><li>No capital expenditure required – Capex to Opex
  267. 267. All contact centre infrastructure is fully provided for
  268. 268. Off balance sheet & improved cash flow
  269. 269. Faster time to market
  270. 270. Infrastructure and technology required to introduce new services is already in place
  271. 271. Improved service levels
  272. 272. Allows you to focus on agent competencies rather than infrastructure management
  273. 273. Focus on core competencies
  274. 274. Re-channel your IT skills to other, more strategic areas of the business
  275. 275. Reduced operating costs
  276. 276. You only pay for what you use
  277. 277. No procurement or implementation costs</li></li></ul><li>More Key Benefits & Advantages<br /><ul><li>Access to technology skills
  278. 278. No need to source, train and retain hard-to-find IT professionals
  279. 279. Access to the latest technology
  280. 280. Infrastructure and applications are upgraded on an ongoing basis
  281. 281. Scalability
  282. 282. Capacity planning made easy. Turn functionality on as and when you want it
  283. 283. Flexibility
  284. 284. IP-based architectures enable on or off-site agents, and integrated multiple-communication channels</li></li></ul><li>Discussion.Questions & Answers<br />
  285. 285. Day Two<br />World Class Call Centres:<br />Understanding the Key Strategic Issues<br />Knowledge & Skills Development <br />Seminar and Workshop<br />Harrisons on 12th, Rivonia<br />18th – 19th March 2008<br />Call Centres : Contact Centres : Customer Service Centres<br />© Copyright Strictly Reserved. All material contained herein is protected by South African and International copyright and intellectual property protection legislation.<br />
  286. 286. IP Telephony & Voice Over IP Explained <br />VoIP<br />Voice over Internet Protocol<br />IP Telephony<br />Voice transmitted over a computer network<br />
  287. 287. Relies on a physical point-to-point connection<br />In The Beginning…<br />POTS<br />Plain Old Telephone Services<br />PSTN<br />Public Switched Telephone Network<br />“Circuit Switched Telephony”<br />(TDM – Time Division Multiplexing)<br />
  288. 288. Receiver&apos;s IP address<br />Each packet contains the Senders IP address and..<br />WAN<br />VPN<br />Internet<br />From POTS to PACKETS VoIP & IP Telephony<br />Voice signals sent as data packets<br />
  289. 289. Public Service Telephone Network<br />$$ TelCo $$<br />PABX<br />PABX<br />
  290. 290. Public Service Telephone Network<br />WAN<br />VPN<br />Internet<br />PABX<br />Router<br />Router<br />PABX<br />
  291. 291. WAN<br />VPN<br />Internet<br />By-pass or avoid Telco costs.<br />Optimize use of own WAN and LAN.<br />Take advantage of low-cost IP links.<br />Leverage existing PABX investment.<br />
  292. 292. TAKE THE FREE<br />SKYPE DOWNLOAD<br />
  293. 293.
  294. 294. IP Telephone ( with built-in NIC)<br />is a Network IP Device<br />PC with NIC is a <br />Network IP Device<br />More About Networks<br />Network Interface Card<br />NIC<br />Connects an IP Device to the Local Area Network (LAN)<br />
  295. 295. More About Networks<br />Network Interface Card<br />NIC<br />Connects an IP Device to the Local Area Network (LAN)<br />The NIC is the single most important component for any LAN device because it provides the device with its physical address on the LAN<br />
  296. 296. More About Networks<br />Network Interface Card<br />NIC<br />Connects an IP Device to the Local Area Network (LAN)<br />The NIC address is known as the MAC Address<br />Media Access Control<br />Example of a MAC address 00-0A-E4-02-7B-99<br />
  297. 297. Example MAC address<br /> 00-0A-E4-03-9B-88<br />IP Telephony<br />Server<br />HUB<br />LAN<br />WAN<br />OR<br />INTERNET<br />VoIP Traffic on the WAN uses<br />The IP Addressing System<br />Example IP address<br /> 192.168.2.4<br />Example MAC address<br /> 00-0A-E4-02-7B-99<br />ROUTER or EDGE DEVICE<br />
  298. 298. Router ‘converts’ IP address to MAC address<br />Example MAC address<br /> 00-0A-E4-03-9B-88<br />HUB<br />LAN<br />WAN<br />OR<br />INTERNET<br />Call addressed to IP address<br /> 192.168.2.4<br />Example MAC address<br /> 00-0A-E4-02-7B-99<br />IP Telephony<br />Server<br />ROUTER or EDGE DEVICE<br />External (WAN) VoIP call<br />
  299. 299. About SIP …<br />Session Initiation Protocol<br />Rapidly emerging as the dominant standard in IP Telephony market.<br />Probably will replace the current H323 standard.<br />Allows seamless integration with multiple endpoint devices:-<br />IP Desk Phone<br />PC Softphone<br />PDA<br />Cellphone<br />Easy and practical integration of multiple vendor technologies.<br />SIP-enabled PABX / ACD<br />NOTE: Allows for the evolution of the organisation’s traditional circuit switched (POTS/TDM) to slowly migrate to a IP Telephony solution.<br />Is YOUR VoIP solution SIP-compliant ?<br />
  300. 300. IP SoftPhone<br />PRIMARY FEATURES<br /><ul><li> Perfect voice communication from ANY compatible network location
  301. 301. Office
  302. 302. Home
  303. 303. Client’s Site
  304. 304. Internet Hotspot (WiFi)
  305. 305. Integration with Outlook
  306. 306. Instant Messaging and presence tracking
  307. 307. Point-and-Click Dialing
  308. 308. Wide range of telephony features
  309. 309. Call Queuing
  310. 310. Operates on Windows-based Computers.
  311. 311. Desktop or Laptop (Portable) or PDA</li></li></ul><li>10 Reasons to Switch to IP Telephony<br />Dramatic savings on Telco costs.<br />Global trend. Strategic direction of major carriers and technology vendors.<br />Feature-rich alternative to conventional telephony.<br />Investment protection for existing systems.<br />Seamless maintenance and management.<br />Flexibility and portability.<br />Large numbers of compelling applications.<br />Real-time collaboration – Voice and Data.<br />Increased bandwidth utilization.<br />Real-time network management ( load balancing)<br />Reduced telephony and videoconferencing costs<br />
  312. 312. KEY POINTSTechnologies<br />Clearly Define Actual Required Technical Functions To Enable Key Processes Or To Optimise Efficiency Or Reduce Costs.<br /><ul><li>What functions and features do you REALLY need?</li></ul>Design For Optimum Integration With Existing Systems.<br />Have A Five Year Future Vision<br /><ul><li>Expansion
  313. 313. IP Telephony / VoIP
  314. 314. Technical developments
  315. 315. Other enterprise systems</li></li></ul><li>Workbook Exercise<br />Task 16<br />
  316. 316. Discussion:Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  317. 317. 6<br />Baseline & Benchmarking<br />
  318. 318. BENCHMARKING<br />Where are we?<br />Where are we going ?<br />Why ?<br />Effective Service Delivery is Governed by the Metrics<br />
  319. 319. Baseline & BenchmarkingOUTCOMES<br />Gain an understanding of:-<br />Why contact centres should have baselines and benchmarks<br />What to Baseline and Benchmark<br />How to define baselines and benchmarks for new call centres<br />Establishing baselines and benchmarks for existing call centres<br />Benchmarking methodologies – examples<br />Reports - examples<br />Using benchmarking for continuous improvement<br />
  320. 320. Why Baseline and Benchmark<br />Provides basis for aligning contact centre with defined corporate business strategies. <br />Aids development planning <br />Identify opportunities for cost reduction or revenue generation.<br />Clearly identify areas of weakness / strengths. <br />Measures Contact Centre performance against international and national Best Practices.<br />Benchmark against competitors <br />Disciplines and Structured approach<br />
  321. 321. Guiding Principles for Performance Metrics<br />Abandon as few calls as possible.<br />Answer as many calls as possible.<br />Handle calls as quickly as possible within defined time.<br />Process as many customer enquiries as possible every hour.<br />Avoid as many calls as possible or reduce the number of calls by moving customers to other channels.<br />Maintain or reduce the cost of handling customer calls.<br />
  322. 322. Traditional Efficiency-Based Performance Metrics<br />NOTE:These do NOT reflect any standards in respect of actual Customer Service or desired business outcome.<br /><ul><li>Call Duration
  323. 323. Wrap-up Time ( After call admin)
  324. 324. Percentage of agent capacity used talking to caller
  325. 325. Number of calls answered per agent</li></li></ul><li>What To Baseline and Benchmark<br />Culture<br />Performance<br />Strategy<br />Competency<br />Organisation<br />Facilities & Layout<br />Process<br />Application<br />Equipment<br />Delivery vehicle<br />
  326. 326. Baseline and Benchmark Mapping<br />Contact Centre Assessment<br />People<br />100<br />90<br />80<br />Process<br />Performance<br />70<br />60<br />50<br />40<br />30<br />20<br />10<br />0<br />Commercial<br />Technology<br />Information<br />Facilities/Infrastructure<br />
  327. 327. Initial Assessment<br />Current Contact Centre Assessment<br />Where is the <br />Call Centre today?<br />People<br />100<br />90<br />80<br />70<br />Process<br />Performance<br />60<br />50<br />40<br />30<br />20<br />10<br />Current situation<br />0<br />Technology<br />Commercial<br />Information<br />Facilities/Infrastructure<br />
  328. 328. Assessed against benchmarks<br />Benchmarking assessment<br />People<br />Where should the<br /> CC be?<br />100<br />90<br />80<br />70<br />Process<br />Performance<br />60<br />50<br />40<br />30<br />20<br />Current situation<br />10<br />0<br />Benchmark<br />Technology<br />Commercial<br />Information<br />Facilities/Infrastructure<br />
  329. 329. Identify possible <br />solutions to address<br /> these gaps<br />Gap Analysis<br />Gaps Contact Centre Assessment<br />What gaps exist<br />in the CC?<br />People<br />100<br />90<br />80<br />70<br />Process<br />Performance<br />60<br />50<br />40<br />30<br />20<br />Current situation<br />10<br />0<br />Benchmark<br />Technology<br />Commercial<br />Information<br />Facilities/Infrastructure<br />
  330. 330. EXCESS ZONE<br />DESIRABLE PERFORMANCE ZONE<br />Better Than<br />% calls answered<br />&lt; 20 seconds<br />REQUIRES ATTENTION<br />Assessed Performance Against Competitors<br />Same As<br />Assessed Performance Against Agreed Benchmarks<br />% abandoned calls<br />Average talk time<br />Worse Than<br />CRITICAL ACTION ZONE<br />First call resolution<br />Moderate<br />Low<br />High<br />Customer Service Impact<br />Example of Post-Audit Performance Mappingand Prioritisation Model<br />= N.B. Examples only<br />
  331. 331. Contact Centre Operational Audit and Benchmarking<br />You can only manage it …<br />If you can measure it.<br />
  332. 332. Management<br />Customer Experience<br />People<br />Business Integration<br />Processes<br />Financial<br />Technology<br />Strategic Definitions<br />Knowledge Management<br />Quality<br />Reporting<br />Workforce Management<br />AUDIT OF CONTACT CENTRE COMPETENCIES<br />Operational<br />Strategic<br />
  333. 333. Operational Audit & Benchmarking Methodology<br />Weighted Score (out of 4)<br />Section being audited<br />Auditor’s Observations<br />Risk Index<br />Remedial Recommendations<br />Function being audited<br />Section Score<br />
  334. 334. Assessment Model:How Competencies are Scored<br />0=<br /><ul><li> Does not exist
  335. 335. Not in practice
  336. 336. Not observed
  337. 337. A factor of Risk Index</li></li></ul><li>Assessment Model:How Competencies are Scored<br />1= <br /><ul><li> Present in the operation but not consistently in practice
  338. 338. Some evidence of ad hoc implementation
  339. 339. Inconsistent
  340. 340. A factor of Risk Index</li></li></ul><li>Assessment Model:How Competencies are Scored<br />2= <br /><ul><li> Consistent but not used to drive continuous improving. E.g. Not reported on.
  341. 341. Not fully understood and/or applied across the operation
  342. 342. A factor of Risk Index</li></li></ul><li>Assessment Model:How Competencies are Scored<br />3 =<br /><ul><li> Fully integrated into operational procedures, systems and method
  343. 343. Making a positive contribution to operation’s continuous improvements
  344. 344. A factor of Risk Index</li></li></ul><li>4=<br /><ul><li> Aligned with recognized domestic and international “best practice” and standards.
  345. 345. Firmly imbedded into the operational culture and procedures.
  346. 346. Visible signs of driving continuous improvement throughout all streams in the operation.
  347. 347. A factor of Risk Index</li></li></ul><li>Contact Centre Audit & Benchmarking Tool<br />
  348. 348. Overall Score<br />Operational Development<br />Q1<br />2007<br />Strategic Development<br />1.71<br />
  349. 349. KEY POINTSBaselines & Benchmarks<br />You can only Manage if you can Measure<br />Establish realistic and appropriate goals<br />Preempt the need for ‘crisis-driven’ remedial interventions<br />‘Overkill’ is costly<br />Establish Baselines to start<br />Benchmarking is the key to maintaining defined Service Levels<br />Do not confuse Benchmarking with Quality Assurance !<br />
  350. 350. About SA Contact Centre Standards<br />
  351. 351. Categories Covered by The Standards<br />Leadership and Customer Satisfaction Management Practices<br />Operational Management Practices<br />Human Resource Management Practices<br />Technical Resource Management Practices<br />
  352. 352. Typical Issues Covered by The Standards<br />
  353. 353. Clear and Concise (Standardised) Definitions<br />
  354. 354. Examples of Standards <br />
  355. 355. More Examples of Standards <br />
  356. 356. Why Implement The Contact Centre Standards?<br />The Standards represent “Best Practice” as defined by over 70 of South Africa’s top call centre professionals and consultants liaising with international specialists.<br />‘Best Practice’ manifests as dramatic improvements in efficiencies and effectiveness.<br />The Standards will create a powerful Competitive Advantage.<br />The Standards are designed for International application and use. <br />
  357. 357. How ?<br />Obtain a copy of The Standards from Standards SA or from a consultant.<br />Audit your contact centre against the standards. <br />(Or have a professional consultant carry out the audit)<br />Identify the Gaps<br />Design and Implement Interventions and processes to come into line with standards<br />
  358. 358. Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />6<br />
  359. 359. Planning A New Call Centre<br />7<br />Napoleon IEmperor of the French<br />1769 - 1821<br />“Men, horses and cannon are useful in battle but Strategy and Planning win wars”<br />
  360. 360. Reference Material<br />
  361. 361. Planning A New Call CentreThe Strategic Considerations<br />This aspect covered in detail in “World Class Call Centres – Course # 2<br />Planning & Building”<br />Developing an awareness, understanding and appreciation of key issues<br />Needs analysis<br />Knowledge extraction processes<br />Developing the Business Case<br />Developing the Project<br />Required Skills and Resources<br />Defining Technical Requirements & Specifications<br /><ul><li>Capacity Planning</li></ul>Project Management<br />Location selection criteria<br />Space and Design<br />Space allocations<br />Access / Disabled Access / Special facilities<br />Acoustics<br />Lighting<br />Furnishings<br />Health and Safety Issues<br />Temperature<br />
  362. 362. Input Information Required for Planning<br />Organisational strategic issues / goals / pressures<br />Customer demographics<br />Known contact volumes<br />Telephone<br />eMail<br />Fax<br />Correspondence<br />Internal / External<br />Consumer / B2B<br />Known measures<br />Call duration by type<br />Admin processes / time / by type<br />Contact types<br />What triggers contacts?<br />Inbound<br />Outbound<br />Fluctuations & Drivers<br />Seasonal<br />Monthly / Weekly<br />Event-driven<br />Predictable<br />Unpredictable<br />Growth projections<br />Specialized skills<br />Available<br />Required<br />Integration into existing systems<br />Reporting requirements<br />Management & Staffing<br />
  363. 363. The Fresh Water Company<br />Case Study: - Planning - Contact Type<br />
  364. 364. The Fresh Water Company<br />The average or estimated time that that it takes to complete this interaction type<br />
  365. 365. The Fresh Water Company<br />This table only shows my actual TALK TIME..<br />Now… Remember to add the After Call work time….<br />Same Analysis for:<br /><ul><li> Faxes
  366. 366. Emails
  367. 367. Letters</li></li></ul><li>How Many Agents ?<br />A very real scenario …<br />1.5 million customers<br />Average calls (day- 8 hours) 7166<br />Calls per hour – 895 <br />Average talk time – 3 minutes<br />So… <br />Agents handle 160 calls per day<br />So … 45 agents ????<br />NO..<br />More !<br /><ul><li>What about after call wrap-up time .. Say 2 minutes … at least ? Call handling time is now 5 minutes !!
  368. 368. So… agents can only handle 96 calls per hour.
  369. 369. Now we need 74 agents !</li></ul>NO..<br />A lot more !<br />
  370. 370. The Realities are that agents are NOT 100% productive !<br />% of Agent time spent NOT handling calls<br />* FTE = Full Time Equivalent Agent<br />We need 74 x 41% (30) or 74+30= 104 Agents<br />
  371. 371. But what about …<br />eMail processing<br />Fax processing<br />Written correspondence<br />Faxes<br />SMS contacts<br />Walk-ins<br />Different call types – different call handling and after call handling times.<br />And now… consider call arrival patterns…<br />How many agents will be needed in the “Busy Hour/s” ?<br />
  372. 372. Examples:<br />Call Arrival Patterns<br />
  373. 373. Unacceptable Service Level / Under Staffed<br />Acceptable Service Level<br />Excess Service Level / Over Staffed & Costly<br />Call Volume & Staffing Realities<br />How many agents here ?<br />Calls Per Hour<br />100%<br />07h00<br />08h00<br />09h00<br />10h00<br />11h00<br />12h00<br />13h00<br />14h00<br />15h00<br />16h00<br />17h00<br />
  374. 374. Key Planning Issues - Technologies<br />Anticipated number of agents.<br />One site or multiple, networked sites.<br />Different queue types.<br />Agent groups / Skills Sets<br />Quality Assurance requirements. <br />Compliance requirements.<br />Voice recording<br />Required reports.<br />Inbound / Outbound ratios. <br />Operational Hours. E.g 7 x 24<br />IVR Requirements.<br />Systems integration.<br />Disaster Recovery / Business Continuity.<br />
  375. 375. Technology Planning – more detailed<br />Agent positions<br />Allowance for growth<br />Telephone only or Multimedia<br />Supervisor positions<br />Technical sophistication<br />Trunking / Networks<br />Number of digital lines<br />Number of analogue lines<br />ADSL / Internet connectivity<br />LAN / WAN / VPN<br />Capacity / Bandwidth issues<br />IVR Type and capacity<br />Recording. Type and Capacity<br />Business Processes<br />Existing processes<br />Mapping & Documentation<br />New or Re-engineered processes<br />CTI Requirements<br />System Integration issues<br />Headsets<br />Ergonomics<br />Uninterruptible PowerSupply (UPS)<br />Type and capacity<br />Desking<br />Reticulation / Cabling<br />
  376. 376. KEY POINTSPlanning<br />Follow strict Project Management protocols.<br />Ensure that your project team has appropriate contact centre knowledge.<br />Good decisions will be based on good information and good analysis. <br />Plan for strategic and operational issues<br />
  377. 377. Workbook Exercise<br />Tasks 17 to 19<br />
  378. 378. Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  379. 379. Talking About Quality Assurance<br />4<br />241<br />
  380. 380. What Is Quality?<br />Totality of features and characteristics of a product or service that bears upon its ability to satisfy stated or implied needs.<br />ISO- International Standards Organisation.<br />The degree of excellence of a thing.<br />Concise Oxford Dictionary.<br />
  381. 381. The Three Faces of Quality?<br />Conformance Quality- conforming to specifications; having a product or service that meets predetermined standards.<br />Requirements Quality - meeting total customer requirements; having perceived attributes of a service or product that meet or exceed customer requirements.<br />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.<br />
  382. 382. Approach<br />The quest for quality within the Contact Centre involves all areas of the organisation. <br />Not simply agent performance management, but also monitoring and improving… <br />systems<br />processes <br />training<br />access to information <br />other areas which impact the agent’s ability to provide a quality service.<br />The keys to successful Quality Management initiatives in the Contact Centre are:<br />A shared understanding of the reasons for Quality Management<br />A defined organisational approach to Quality improvement<br />Documented strategy, processes and standards<br />A thorough understanding at all levels of what is expected<br />
  383. 383. Why Formal Quality Management is important<br />Allows management to identify and analyze EFFECTIVENESS of existing processes in each operational area.<br />Identifies ways of continuously monitoring and controlling Quality Assurance standards.<br />Formally documents new and existing processes and establish new process development strategies.<br />Analyzes effectiveness of the current knowledge sharing methods and processes.<br />Identifies and analyzes measures utilized to deliver current statistics reports. <br />Allows the operation to constantly Adapt, Adopt and Improve.<br />
  384. 384. Quality Assurance Should Not NOT be A Cost-Based Strategy<br />Call monitoring (voice recording) alone is not enough – It is just the beginning.<br />Call monitoring tends to be heavily cost (efficiency) based:<br />Cost per call.<br />Number of calls handled per day/hour.<br />Talk time.<br />Wrap-up time.<br />Total average handle time.<br />Abandonment rate.<br />Adherence to schedule.<br />Service level expectations.<br />It is the CUSTOMER EXPERIENCE that counts !<br />
  385. 385. Delighting Customers.. <br />Not Merely Satisfying their basic needs…<br />
  386. 386. Call <br />Metrics<br />Post-Call<br />Surveys<br />Quality<br />Monitoring<br /><ul><li>Product knowledge
  387. 387. Procedure adherence
  388. 388. Interaction skills
  389. 389. Call control
  390. 390. Business trends
  391. 391. Agent behavioural trends
  392. 392. Market intelligence
  393. 393. Time
  394. 394. Handle
  395. 395. Wrap
  396. 396. Hold
  397. 397. Calls per day
  398. 398. Adherence to schedule
  399. 399. Agent skill development
  400. 400. First call resolution
  401. 401. Satisfaction with resolution
  402. 402. Agent knowledge
  403. 403. Agent courtesy
  404. 404. Confidence in agent
  405. 405. Feeling valued</li></ul>Quality Alignment<br />Combine results for a 360° view<br />
  406. 406. Evaluate your QM Methods<br />Professional tips..<br />Think Customer Experience, not Management Expectation<br />Design your Quality Management initiative from the outside (customer viewpoint) inwards.<br />Ask the customer<br />If this isn’t about the customer, what’s the point?<br />Beware of objectivity – customers aren’t objective<br />What should you be measuring, and what constitutes compliance?<br />Good enough does not equal excellent<br />What is the standard?<br />Benchmark<br />Target<br />Standard<br />If QM becomes routine, you’ve lost it<br />If agents are fighting for points, you’ve missed the point of QM<br />
  407. 407. Benefits of Quality Management<br /><ul><li>Positions The Organisation To Continuously Streamline Customer Service Strategies And Operations.
  408. 408. Gives the Organization the Ability to Directly Measure Improvement or Decline In The Customer Service Experience.
  409. 409. Understanding Of Flaws In Service Delivery.
  410. 410. Understanding Area Or Departmental Performance. (or lack of)</li></li></ul><li>KEY POINTS<br />Quality Management and Quality Assurance are the key to a successful contact centre.<br />Dedicated resources should be allocated to Quality Assurance and Quality Management<br />Voice recording technology is essential for contact centre QA.<br /><ul><li>NOTE: Recording should be used in conjunction with a formal Quality Management programme</li></li></ul><li>Discussion.Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  411. 411. 8<br />Budgeting& Finance Issues<br />
  412. 412. BudgetingOUTCOMES<br />Gain an understanding of the processes required to create project budgets<br />Costing elements.<br />Costing models – examples.<br />Populating costing models.<br />Procurement processes.<br />RFI / RFP / RFQ – Explained.<br />Evaluating tender responses.<br />Setting and managing vendor service levels.<br />
  413. 413. The Functional Requirements Specifications<br />The document that from a strategic perspective CLEARY DEFINES all of the Resources, Functionality and Infrastructure required for the project. <br />The most critical element of contact centre project development and pre-planning.<br />Forms the basis for budget development<br />Forms the basis for all procurement processes.<br />NOTE: The Functional Requirements Document is a Critical Element Required for Budget Planning & Procurement. Ensure professional advice.<br />
  414. 414. &gt;&gt;&gt; Get your FREE Template / Methodology &lt;&lt;&lt;<br />Example of A Structured Functional Requirement / Technical Specification Document<br />
  415. 415. &gt;&gt;&gt; Get your FREE Template / Methodology &lt;&lt;&lt;<br />Example of A Structured Functional Requirement / Technical Specification Document<br /> &gt;&gt;&gt; Get your FREE Template / Methodology &lt;&lt;&lt;<br />
  416. 416. Costing elements .. Thought-starters<br />4: INFRASTRCUTURE<br /><ul><li>Architectural / Design
  417. 417. Consulting
  418. 418. Site acquisition
  419. 419. Deposits and ‘start-up’
  420. 420. Building works
  421. 421. Fit-Out
  422. 422. Telecoms, Reticulation, Networks, Connectivity
  423. 423. Power supply / UPS
  424. 424. Disaster Recovery</li></ul>1: PROJECT INITIATION<br /><ul><li>Conferences.
  425. 425. Specialised Training
  426. 426. Books.
  427. 427. Subscription web sites
  428. 428. Site visits.
  429. 429. Strategic Consulting.</li></ul>2: PROJECT DEVELOPMENT<br /><ul><li>As above … plus …
  430. 430. Internal audits.
  431. 431. Customer audit.
  432. 432. Project team development.
  433. 433. Business Process design.</li></ul>5: STAFFING<br /><ul><li>‘Head-Hunting’
  434. 434. Recruitment
  435. 435. Assessments
  436. 436. Initial Training
  437. 437. On-Going training
  438. 438. Incentives & Bonuses</li></ul>3: TECHNOLOGY<br /><ul><li>Hardware
  439. 439. Software
  440. 440. System Integration
  441. 441. Configuration
  442. 442. Technical training</li></li></ul><li>Your Financial Model…<br />Costing elements .. Thought-starters<br />6: TELEPHONY COSTS <br /><ul><li>Setup/Ops
  443. 443. Fixed Line
  444. 444. Mobile network/s
  445. 445. VPN/WAN</li></ul>8: OPERATIONAL<br /> - Staffing<br /><ul><li>Recruitment
  446. 446. Training</li></ul>7: OPERATIONAL <br /> - Infrastructure<br /><ul><li>Rent or Internal charge-out
  447. 447. Electricity
  448. 448. Water
  449. 449. Consumables
  450. 450. Building Services
  451. 451. Building Maintenance
  452. 452. Disaster Recovery & Business Continuity</li></ul>Be Able To Calculate:<br /><ul><li> Cost per hour/minute
  453. 453. Cost per process
  454. 454. All cost variables</li></ul>1: Start-Up (Pre-launch) 3-12 months.<br />2: First Year Operations <br />3: Three Year Total Cost of Ownership <br />
  455. 455. &gt;&gt;&gt; Get your FREE Template / Methodology &lt;&lt;&lt;<br />
  456. 456. &gt;&gt;&gt; Get your FREE Template / Methodology &lt;&lt;&lt;<br />
  457. 457. You MUST be able to calculate this !<br />
  458. 458. 8<br />Procurement Processes<br />
  459. 459. Elements of Procurement Processes<br />RFI – Request for Information<br />RFS – Request for Solution<br />RFP – Request for Price<br />RFQ – Request for Quotation<br />Procurement Committee<br />Strong representation by project planning and operational personnel.<br />Project team must have thorough knowledge of overall contact centre People, Processes and Technologies issues.<br />BEFORE issuing the RFI/P/Q, produce a highly detailed bid evaluation methodology and process.<br />Time-Lines<br />Move only as fast as is practical – <br />The biggest, most expensive mistakes are the result of the project moving too fast.<br />
  460. 460.
  461. 461.
  462. 462.
  463. 463.
  464. 464.
  465. 465. KEY POINTSBudgeting & Procurement<br />8<br />Develop accurate financial models.<br />- Establish 3 and 5 year Total Cost of Ownership models<br />Budget down to ‘Cost-Per-Minute’.<br />Functional Requirements Document and the RFP are the keys to cost effective procurement.<br />Establish Procurement Protocols and Methodologies early in the project.<br /><ul><li>Ensure that all members of the Evaluation Committee have detailed knowledge.</li></li></ul><li>Workbook Exercise<br />Task 20<br />
  466. 466. Discussion:Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  467. 467. 9<br />Consider …The Outsourcing Option<br />
  468. 468. Some Key Points to Consider<br />It is often more cost effective to outsource ALL or PART of your contact centre requirements.<br />Most good outsourcers will handle work MORE EFFICIENTLY than an in-house operation.<br />Consider the TRUE OPERATING COSTS of your contact centre – It will probably be HIGHER than the outsourcer will charge.<br />Building a new call centre will take at least 6 to 9 months.<br />Consider the CAPITAL COST of building a call centre versus OPEARTIONAL COST of outsourcing.<br />Outsource so that you can focus on YOUR CORE BUSINESS.<br />Can you do the job as effectively as an outsourcer in terms of COST and CUSTOMER SATISFACTION ?<br />
  469. 469. Key Business DriversWhy Companies Outsource<br />9<br />
  470. 470. WHAT TO LOOK FOR…When evaluating an Outsource Services Provider<br />9<br />
  471. 471. Discussion:Questions & Answers<br />&lt;&lt; A Group Activity &gt;&gt;<br />
  472. 472. For More Information…<br />www.icmi.com<br />www.callcenters.com.au<br />www.rodjones.co.za<br />rod@rodjones.co.za<br />www.c3africa.com<br />www.contactindustryhub.co.za<br />
  473. 473. www.ccbenchmarking.com<br />www.icmi.com<br />More References…<br />
  474. 474. Project Team Knowledge Development Recommended Reading<br />All available from www.c3africa.com<br />
  475. 475. www.contactindustryhub.co.za<br />More FREE Stuff…<br /> THE COMMUNICATION HUB FOR THE AFRICAN CONTACT CENTRE & BPO INDUSTRY<br />FREE eMailed Newsletter<br />FREE Links to Global Contact Centre Resources<br />FREE information<br />FREE – List your outsource business<br />

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