© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Connect 11© 2012 Cisco and/or its affiliates. All rights re...
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2Cisco ConfidentialCisco Connect 2© 2012 Cisco...
AgendaThe Case Study – Business ProcessesThe Implementation - FinesseThe Implementation - IVRThe Implementation - VideoQ & A
Business ProcessTransformation:Contact CenterChallenges• Understanding the requirements from 8 differentbusiness units• Pr...
Contact Center Case StudyLondonCanadian (2)BenefitsScotlandManilaIndiaDominicanRepublicMauritiusPayrollLifeworks• 8 Busine...
Consider the Business Issues, challenges and requirements “hand in hand”with technical strategies and capabilities aligned...
Roadmap Methodology• Six High Level PhasesDefineProjectsandProgramsRoadmapDev.PrioritizeDefinitionOfInitiativesEnd StateDe...
Roadmap Methodology – Detail Steps 1-3DefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryInstalled base...
Roadmap Methodology – Detail Steps 1-3DefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryInstalled base...
Roadmap Methodology – Detail Steps 1-3DefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryInstalled base...
Roadmap Methodology – DeliverablesDefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscovery1. Contact Center ...
Roadmap Methodology – DeliverablesDefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryBusiness Requireme...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 13Begin Six Sigma Request an expert for:The need to...
What Are We doing…General background statement to define the nature of the work:Current telephony systems are based on a l...
Whats Wrong?…Pareto Chart Impact of Telephony Systems Failures on Internal / External Customers (JAN /09 - JUNE /09)Contri...
Measure the Customer Experience…Critical to Quality Characteristics (CTQC)Call Center Telephony Project< - - - - - - - - -...
Process Mapped to A Customer (Internal/External)AT & T / Sprint 1-800-# Automatic Number Identifier (ANI) Inbound Call Det...
The Voice of the CustomerCustomer Benefits Requirements Rank MeasureDirect internalService / Call Center OperationsPhone A...
How To Map End Result Back
End Customer Experience
Justifying the InvestmentAt Start Year 1 Year 2 Year 3 Year 4 Year 5 CumulativeOf Project 2008 Forecast Jan-12 Jan-13 Jan-...
Understanding the Investment2008Forecast Jan-12 Jan-13 Jan-14 Jan-15 Total$0 $0 $0 $0 $0 -6,138,677 7,319,324 7,319,324 7,...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 23We started this project thinking that we knew eve...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 24Implement For Success – Get The Most From Technol...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 25Start thinking about creativity without a thickcl...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 26Start thinking about creativity without a thickcl...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 27Start thinking about creativity without a thickcl...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 28The Intelligence between you and your customer.IV...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 29The Intelligence between you and your customer.IV...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 30IVR – Video
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 31IVR – VideoExpert LocationCustomerAgent at Contac...
Complete Your Paper“Session Evaluation”Give us your feedback and you could win1 of 2 fabulous prizes in a random draw.Comp...
© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 33Thank you.
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An Oversight or a New Customer Phenomenon, Getting the Most of your Contact Center

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As corporations consistently seek to maximize customer loyalty, secure predictable revenue, gain a competitive advantage and ensure customer satisfaction, more than often the words ‘Contact Center’ are never spoken. Much of the budget is allocated to the corporate marketing groups as they unveil flashy new websites, packaging and literature targeted for new and existing customers. More often than not, the Contact Center which is a critical portal to these customers is neglected with respect to revenue generation and customer loyalty.

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Transcript of "An Oversight or a New Customer Phenomenon, Getting the Most of your Contact Center"

  1. 1. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Connect 11© 2012 Cisco and/or its affiliates. All rights reserved.Toronto, CanadaMay 30, 2013Contact CenterA New Phenomenon And ATransformationFrank KicenkoConsulting Systems Engineer
  2. 2. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2Cisco ConfidentialCisco Connect 2© 2012 Cisco and/or its affiliates. All rights reserved.Background• Application Developer (QNX / Astra Networks)• Mind Computer Manufacturer (BIOS / R & D)• MetroNet Communications / AT&T / Allstream (Lead Network Engineer)• Ceridian Canada (Network Architect)• Ceridian USA (Global Network Architect / Manager Contact Centers)• Cisco Systems
  3. 3. AgendaThe Case Study – Business ProcessesThe Implementation - FinesseThe Implementation - IVRThe Implementation - VideoQ & A
  4. 4. Business ProcessTransformation:Contact CenterChallenges• Understanding the requirements from 8 differentbusiness units• Producing a business plan showing a significantNPV that will enable funding for the project• Converting a Cost Center to a revenue contributorSolution• Map out a functional roadmap as a starting point• Utilize Six Sigma to align the business units with theend customer and produce reliable and repeatableprocessesResults• Solid business plan that held up under financialleadership scrutiny• Confidence and buy-in from all business units• Transform business processes to utilize the latesttechnologies to produce higher customer satisfactionCase Study
  5. 5. Contact Center Case StudyLondonCanadian (2)BenefitsScotlandManilaIndiaDominicanRepublicMauritiusPayrollLifeworks• 8 Business Units• 6000 Agents• 7 countries
  6. 6. Consider the Business Issues, challenges and requirements “hand in hand”with technical strategies and capabilities aligned with the overridingIT Strategy and produce a roadmap
  7. 7. Roadmap Methodology• Six High Level PhasesDefineProjectsandProgramsRoadmapDev.PrioritizeDefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryIn other words,1. What do I have today, and what projects are running?2. Where do I want to be, by when?3. What is going on that will affect/influence my path?4. What is most important and what will deliver the greatest benefit?5. How do I turn this input into a roadmap?6. What Programs and/or Projects will implement the steps in my roadmap?
  8. 8. Roadmap Methodology – Detail Steps 1-3DefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryInstalled base of Contact CentersCurrent and plannedCC ProjectsCurrent Changes,Incidents andProblems
  9. 9. Roadmap Methodology – Detail Steps 1-3DefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryInstalled base of Contact CentersCurrent and plannedCC ProjectsCurrent Changes,Incidents andProblemsBusiness RequirementsKey Infrastructure ProjectsIT StrategyTechnical OptionsIndustry & MarketTrends
  10. 10. Roadmap Methodology – Detail Steps 1-3DefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryInstalled base of Contact CentersCurrent and plannedCC ProjectsCurrent Changes,Incidents andProblemsBusiness RequirementsKey Infrastructure ProjectsIT StrategyTechnical OptionsIndustry & MarketTrendsKey InfrastructureProject DetailRelated ProjectPortfolioKey BusinessDrivers& Objectives
  11. 11. Roadmap Methodology – DeliverablesDefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscovery1. Contact Center Inventory3. CC Project Portfolio2. Summary ofcurrent issues,changes andproblems4. Current Cost OverviewBusiness RequirementsKey Infrastructure ProjectsIT StrategyTechnical OptionsIndustry & MarketTrendsKey InfrastructureProject DetailRelated ProjectPortfolioKey BusinessDrivers& Objectives
  12. 12. Roadmap Methodology – DeliverablesDefinitionOfInitiativesEnd StateDefinition& GoalsCurrentStateDiscoveryBusiness RequirementDefinitionList of Key Infrastructure Projectsthat are related to Contact Centers/TelephonyAssessment of related sections ofThe IT StrategyDescription/Scope of TechCapabilitiesDescription and Impactof Industry & MarketTrendsKey InfrastructureProject DetailRelated ProjectPortfolioKey BusinessDrivers& Objectives1. Contact Center Inventory2. Summary of current issues, changes and problems3. CC Project Portfolio4. Current Cost OverviewStage 1 : Current State Description
  13. 13. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 13Begin Six Sigma Request an expert for:The need tofullyunderstandthe businessView the end customer within everyprocessThe need to fullyunderstand ourcustomersInfluence our Content Roadmap:
  14. 14. What Are We doing…General background statement to define the nature of the work:Current telephony systems are based on a legacy Time DivisionMultiplexing (TDM) technology that requires its own infrastructureand support mechanisms. Extensive electronic components arerequired to facilitate this infrastructure and is not conducive toMoves , adds and changes. These systems also require separateFTEs to maintain. The legacy systems are aging and theiravailabilities are directly impacting our internal and external SLAto a point where are external customers are at risk. The inherentinfrastructure is costly and doesnt allow us to take advantage ofgreat cost savings due to consolidation and centralization. Yearlymaintenance costs are exceeding $1.2M and rising due to theage of the systems.Define1. Identify the major source problem areas that are impacting customer SLAs. Identify majorcost savings by replacing the aging systems. Map each of these areas out.2. Survey individual Business Units and map out impacting areas of concern.Measure3. Map out the Critical to Quality (CTQ) Characteristics behind these problems.4. Establish performance standards for each CTQ.5. Conduct Measurement System Analysis.6. Define baseline performance levels.7. Define process capabilities.Analyze8. Identify the causes behind errors and defects through testing.9. Apply specific techniques such as FMEAImprove10. Develop and evaluate solutions.11. Design a To Be Process and Test Pilot.12. Submit Full Scale Improvement Plan.Control13. Design a Control Plan14. Summarize and Communicate Best Practices.15. Develop Operating Procedures and Training Modules.16. Create a Project Summary Document
  15. 15. Whats Wrong?…Pareto Chart Impact of Telephony Systems Failures on Internal / External Customers (JAN /09 - JUNE /09)Contributor % Impact NotesI3 PBX SoftwareFailures49%Telecom Human Error 25%I3 PBX HardwareFailure18%Telecom Circuits 8%Total 100%49%25%18%8%0% 0% 0% 0% 0% 0%0%10%20%30%40%50%60%I3 PBX SoftwareFailuresTelecom HumanErrorI3 PBX HardwareFailureTelecom CircuitsBasic Steps for Pareto Chart:1. Quantify the Impact of Each Defect2. Rank in Descending OrderNOTE: You should have at least three types of defects. If you have too many, then you may w ant to group them together.This Pareto Chart simply looked at different types of Telephony Faulures and how do these relate to Customer Satisfaction.** These stats w ere derivedfromthe 2009 HS UPTIME MONTHLY MASTER REPORT and their associated RCAs.
  16. 16. Measure the Customer Experience…Critical to Quality Characteristics (CTQC)Call Center Telephony Project< - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Operational Definition - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - > ContinuousNo CTQ per Diagram Performance Standard Measurement Test Measurement Results or Discrete1 Redundant / Reliable Telephony Systems - InternalCustomer / Internal SLAs are measured dailyand weekly and are within acceptable levelsTelephony system avalability is measured asuptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken2 Diverse / Redundant Telecom PSTN - ExternalCustomer / Internal SLAs are measured dailyand weekly and are within acceptable levelsTelephony system avalability is measured asuptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken3 CTI / Web Self-Service IntegrationHigher customer satisfaction levels andreduced Call Center costs.Project cost comparisons. Call Center Costreductions and improved customer service levels.Key KPI measurementsBusiness Unit measurement of monthly KPIsand SLAs Discrete Broken4 IVR Quality ProgrammingHigh deflection rate (calls satisfied within theIVR) Customer SLA and KPI MeasurementsBusiness Unit measurement of monthly KPIsand SLAs Discrete Broken5 Telecom System AdministrationQuicker time to market for projects resultingin lower project costs and higher customersatisfaction. Telecom FTE Cost analysis GNS Monthly Run Rate Analysis Continuous Broken6 Automated ProcessesLower telephony operating costs and CallCenter administration Call Center Cost analysisBusiness Unit measurement of monthly KPIsand SLAs Continuous BrokenPreliminary Testing and Reviews for each CTQ listed above:1. Compare the current availabilities of our telephony system and its direct affect on the end customers SLA.2. Compare the current Telecom Circuit availabilities and its direct affect on the end customers SLA3. Compare the active Telecom group personnel and Professional Service outsourcing to support the telephony systems and the BU3. Contact the BU to analyze current % of customers utilizing these features and their availabilities4. Contact the BU to determine current deflection rates and % of calls completing within the IVRBased on the four tests above, one of three grades was assigned to the CTQ:Working - The process related to CTQ appears to meet the performance standard defined.Broken - The process related to the CTQ appears to be broken and needs improvement.U T D - Unable to Determine; need to sample and test the population data.This preliminary review should assist to determine the scope and downstream work required for this project.PreliminaryTesting Results
  17. 17. Process Mapped to A Customer (Internal/External)AT & T / Sprint 1-800-# Automatic Number Identifier (ANI) Inbound Call Detail Records Call Center Operations TeamDialed Number Identification Service (DNIS)Ceridians Customer Social Security Number (SSN) Call Processing Record Call Center Operations TeamAccount Number Call Deflection RecordMenu Selection Average Speed of Answer (ASA)Web Self Services Records BU Managers, GIS TeamsCeridian CRM Customer Account InformationCallers Call HistoryCustomers PriorityCall Center Supervisors Call Handling Information Monthly Performance Reports COO, BU ManagersFirst Call Resolution (FCR) GIS TeamsAverage Handle Time (AHT) Quality TeamCustomer Survey After Call Work (ACW) COO, BU ManagersCustomer Satisfaction Record Quality TeamSIPOC DIAGRAM - High Level► ►Call Center and Telephony Project► ►Supplier Input ProcessInbound CallIVR ProcessingCTI Integrationw/CRMQueueingRoutingOutput CustomerCSRAfter Call Work
  18. 18. The Voice of the CustomerCustomer Benefits Requirements Rank MeasureDirect internalService / Call Center OperationsPhone AgentsAgents are aware of the currentcall flows and the KPI metrics atall timesDashboard Statistics 6SupervisorsStreamlined Call Centers withpredicabilities. Ability to controlagent counts. Dashboardreporting and tight WFM QAallows better selection of agentsand training.Quality systems with highavailability. Call CenterDashboards. First CallResolution9ManagementCost controls. Superior SLAsand customer retention.Processing more contacts withless and a higher percentage ofFCR. Virtualization.CTI integration as well asMulti-channel (inbound emailand chat). CompleteIVR/ACD and Web selfservice is essential6Call Center Service DeliveryWorkforce MgmtHigher levels of training. Bettercontrol of agent scheduling andsuggestive training processes toachieve better customersatisfaction. Better reporting andQA. Higher rate of FCR.Complete integration withVerint Blue Pumpkin withScheduling. Incorporation ofSpeech Analytics to aid inFCR9Quality TeamBetter understanding ofcustomer calls. Higher trainingquality. Results are highercustomer satisfaction andretentionImplementation in a globalQuality Managementfeatures including Scorecarding, Audio Capturing andScreen Capture6Reporting AnalystReduction in time spent informulating reports. Reports aremore accurate and concise.Automated dashboards fromagent level to executive levelprovide "finger on the pulse"monitoringFull Suite of Reporting withintegrated links to the QMmodules for Quality scoringand historical reporting.6Voice of the Customer Grid
  19. 19. How To Map End Result Back
  20. 20. End Customer Experience
  21. 21. Justifying the InvestmentAt Start Year 1 Year 2 Year 3 Year 4 Year 5 CumulativeOf Project 2008 Forecast Jan-12 Jan-13 Jan-14 Jan-15Revenue Inflows $0 $0 $0 $0 $0 $0 $0Adj Revenue to CF from Accounting basis 0 0 0 0 0 0 0Total Inflows $0 $0 $0 $0 $0 $0 $0OutflowsTotal Expenses P&L Above (525,000) 306,177 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472Add: Depreciation 0 1,920,000 1,920,000 1,920,000 0 0 5,760,000Adj OT deferred cost to CF from Accounting basis 0 0 0 0 0 0 0Deduct: Capital purchases (4,000,000) (1,760,000) 0 0 0 0 (5,760,000)Cashflow before Tax (4,525,000) 466,177 4,550,324 4,550,324 4,550,324 4,550,324 14,142,472Tax payments (301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)Total Outflows ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991Net Operating Cash Flow ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991Is this an acquisition where a terminal value will apply?If YES, enter revenue multiple factor for estimating terminal value: 1.20Estimated Minimum Terminal Value:n/an/aMinim um Term inal Value A or B above n/aIntangible Capital Residual Value based on NBV at end of year 5 $0Tangible Capital Residual Value based on NBV at end of year 5 $039%4,879,998$n/a-$4,879,998$NPV of Capital at end of project:Total Net Present Value (NPV)NPV of Terminal Value at end of project:Internal Rate of Return (IRR)Operating Cash Flow Statement For ProjectA) Residual Value Based on Free Cash Flow at end of yearB) Residual Value Based on Revenue Multiple at end of yearNPV of Operating Cash Flows from project:
  22. 22. Understanding the Investment2008Forecast Jan-12 Jan-13 Jan-14 Jan-15 Total$0 $0 $0 $0 $0 -6,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972(4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500)(1,920,000) (1,920,000) (1,920,000) 0 0 (5,760,000)(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472($301,384) ($1,109,349) ($1,267,979) ($1,379,020) ($1,456,749) (5,514,481)(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,4720 0 0 0 0 -1,920,000 1,920,000 1,920,000 0 0 5,760,0000 0 0 0 0 -(5,760,000) 0 0 0 0 (5,760,000)-(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)(4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,99112Jan-11 Jan-12 Jan-13 Jan-14 Jan-15 Total$0 $0 $0 $0 $0 $06,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972(4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500)(1,920,000) (1,920,000) (1,920,000) - - (5,760,000)(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,4720 0 0 0 0 -1,920,000 1,920,000 1,920,000 0 0 5,760,0000 0 0 0 0 -(5,760,000) 0 0 0 0 (5,760,000)0 0 0 0 0 -(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)(4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,9914,879,99839.4%Call Center Re-designTotal Net Present Value (NPV) @ 12.5%Internal Rate of Return (IRR)Fiscal Year Starting at Project InitiationExpense ReductionOperating ExpenseDepreciation/AmortizationOperating Profit (Loss)Calendar Year StartingDeduct Cap PurchasesAdjust for non-cash prepaidTaxes PaymentsNet Cash FlowP&L ImpactRevenueTechnology Services GroupRevenueAdj Rev-Cashflow from Accounting basisAdj OT Costs-Cashflow from Accounting basisTax @ 36%Operating Profit (Loss)Add DepreciationCash flowCall Center Re-designTaxes PaymentsNet Cash FlowOperating Profit (Loss)Add depreciation and AmortDeduct Cap PurchasesAdjust for non-cash prepaidAdj Rev-Cashflow from Accounting basisAdj OT Costs-Cashflow from Accounting basis(Linked to Financial Worksheet)IMPACT SUMMARYExpense ReductionOperating ExpenseP&L ImpactCash flowDepreciation/AmortizationOperating Profit (Loss)Tax @ 36%
  23. 23. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 23We started this project thinking that we knew everything….We discovered early on that we didn’t know anything!Because we acknowledged this… we succeeded, wherefailure was imminent…• Understand The Business from the CEO down• Understand the End Customer Fully• Understand The Contact Center Agents• Understand the Contact Center Supervisors• Understand the FinancesWhat Did We Learn?
  24. 24. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 24Implement For Success – Get The Most From TechnologyAgent Desktop – The Finesse FactorIVR – The IntelligenceVideo – Bring the Contact Center Alive
  25. 25. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 25Start thinking about creativity without a thickclient. Web 2.0 coupled with Google Gadgets andCTI Integration puts ultimate power into thehands of your agents…• Complete Control and Live Stats• Fully Customizable In House• Complete 3rd Party Gadget RepositoryAgent Desktop - Finesse
  26. 26. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 26Start thinking about creativity without a thickclient. Web 2.0 coupled with Google Gadgets andCTI Integration puts ultimate power into thehands of your agents…Agent Desktop - Finesse• Deploy Internal Training Modules• Auto Configure Priority Queuing• Streamlining Process by Pushing to Agents• Be In Control
  27. 27. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 27Start thinking about creativity without a thickclient. Web 2.0 coupled with Google Gadgets andCTI Integration puts ultimate power into thehands of your agents…Agent Desktop - Finesse• Integrate Cisco CIM• Full Email and Chat• Universal Queuing• Integrated KB, Articles, History and WebEx
  28. 28. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 28The Intelligence between you and your customer.IVR – Critical To SuccessLongDistance(800) CarrierCUCMClusterGeneric PGRoggerAW/HDS/DDSCUICSIP DialerMR PGCTI OSCUCM PIMVRU PIMCTI ServerProxy GWCUSPCombo GWConferenceDSPsT1sVXMLCVPCall ServerVXML ServerMedia ServerRouterLoggerCampgn MgrSIPSCCP(DSPs)SIPSIPHTTP(VXML)SIP (dialer)JTAPISCCP or SIPGED.125TDMAgent SupervisorHTTPHTTPInternetACECVPReportingServerJDBCJDBCCVP OpsConsoleOAM&PCCMPActive DirectoryApp ServerDatabase
  29. 29. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 29The Intelligence between you and your customer.IVR – Critical To SuccessLongDistance(800) CarrierCUCMClusterProxy GWCUSPAgent123456789101. Inbound call arrives at TDM gateway4Combo GWConferenceDSPsT1sVXMLCVPCall ServerVXML ServerMedia ServerGeneric PGSIP DialerMR PGCTI OSCUCM PIMVRU PIMCTI Server RoggerRouterLoggerCampgn Mgr2. TDM gateway sends SIP INVITE to CUSP3. CUSP proxies INVITE to CVP4. CVP requests route instruction5. CVP sends new SIP INVITE to CUSP6. CUSP proxies INVITE to VXML Browser7. Browser fetches VXML page using HTTP8. When agent becomes available, CVP drops callto browser (legs 5 and 6), and sends re-INVITEto CUSP9. CUSP proxies INVITE to CUCM10. CUCM delivers call to agentSQLCustomer DatarWWW3rd party webservices7B7A7A. CVP engages SQL servers for caller data7B. CVP engages Web Services for caller data
  30. 30. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 30IVR – Video
  31. 31. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 31IVR – VideoExpert LocationCustomerAgent at Contact CenterDatabaseLookupPerformed4ExpertAccepts OfferYESCall Passed toExpert6CustomerIdentifiesNeedCustomerNeeds Expert1CustomerSatisfactionSurvey8Call Placed toQueue3ProductExpert IsRequested2Data CenterStartsCollaborativeSession7Is ExpertAvailable?5CustomerSent toContactCenterNO
  32. 32. Complete Your Paper“Session Evaluation”Give us your feedback and you could win1 of 2 fabulous prizes in a random draw.Complete and return your paperevaluation form to the room attendantas you leave this session.Winners will be announced today.You must be present to win!..visit them at BOOTH# 100
  33. 33. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 33Thank you.

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