SEC Presentation V2


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Presentation delivered to Saudi Electricity Company (SEC) in partnership with Fortrust.

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SEC Presentation V2

  1. 1. Integrated Customer Services Solution Proposal May 2007 Page 1
  2. 2. Agenda • The Consortium • Customer Service Vision • Development Steps • Call Centre Development Arguments for Central Arguments for Distributed Our Professional Advice • Next Steps: Our Comprehensive Assessment Solid Development Foundation Discussion Page 2
  3. 3. The Consortium Fortrust Blue - Crow Joint Saudi-British Management Consultancy Enterprise Architecture consultancy specializing Focusing on CSERLP in Business & Alignment strategies Customer Service Excellence, Retention & Architecture & Business Process Modelling Profitability Excellence •Assessments – CRM Maturity, Contact Centre, •Assessments – Enterprise Architecture, SOA and CSR BPM Maturity •Strategy & Road – CRM, Contact Centre, •Strategy & Road – Integration, Service Communication, CSR Improvement, MIS •Solutions – Process Optimizations, CRM •Solutions – SOA, EAI, EII, BI & Data Warehousing, Systems BPM, BAM •Outsourcing – Communication, CSR •Outsourcing – Extensive partner network of SI and Tool Vendors Page 3
  4. 4. Customer Service Vision Customer Requests SEC Portal SEC CC SEC Operations Departments Page 4
  5. 5. Proposed Development Steps Now Medium Term Long Term Fragmented Coordinated Improvement Integrated System Re-engineering Manual CS Re-engineering of of all key Processes CS Processes processes Outsourcing / Riyadh Call In-sourcing / Central CC Centre Hybrid Limited CRM Middleware to - Screen automate CS Full CRM automation Scrapping processes Page 5
  6. 6. Call Centre Development #1 - Central • For Operational and administrative cost reductions Security - easier security management Software upgrades are easier Application management and monitoring easier Data is hosted and managed centrally. Simpler administration. • Against High data centre hardware and storage costs. Will need to consider use of clustering for high availability of applications/services. Network outages. Must have second backup / disaster recovery site. If LAN and WAN connectivity or speed is poor, you will need to run a separate network upgrade project – additional cost & complexity When you centralize your server and data resources across the organization, you increase the possible single points of failure. Page 6
  7. 7. Call Centre Development #2 - Distributed • For Move toward a Service-Oriented Architecture offering “Plug-and-Play” Scalable solution. Short-term focus is Application-to-Application (A2A) integration and long-term is Business-to-Business (B2B) integration Process modelling allows for better process improvement. Business Strategy can be better aligned to, and delivered by, IT Better control and flexibility making the business more agile Once a region has been integrated – the solution can be reused many times • Against High initial investment & cost justification Who pays for integration? Is this a project or Business As Usual (BAU) cost? Complexity of the interfaces, business rules and process orchestration. Investment required in ESB or EAI (middleware ) technology Software upgrades more challenging More complex infrastructure. Higher operational and administrative costs. Security Page 7
  8. 8. Call Centre Development #3 - Advice Based on the above arguments our advice is to go for: ** OPTION 2: DISTRIBUTED ** Reasons: • Successful call centres rely on seamlessly integrated front and back-office systems • Middleware will provide better scalability & flexibility providing business agility • Middleware will allow you to deploy and deliver solution one region at a time • Process modelling will enable the Business to more easily identify areas for improvement & remove redundant processes - creating a more efficient Business. • Process integration will enable Business-led IT and, ultimately, better customer service Page 8
  9. 9. Next Steps #1 – Our CS Assessment Model Assessment provides integrated picture of key elements to improve Customer Service As Is Assessment BPR Contact Centre Middleware • Identify key customer • Assess current capability • Conduct IT systems health service processes check & applications audit • Infrastructure • Map key processes for each • Conduct infrastructure • Call volumes region (hardware/network/storage) • Peak call times audit •People • Processing time • Conduct information audit •Process • Expansion • Assess level of system •Data integration • Assess regional outsourcers •Technology • Identify inter-operability • CBA of Outsourcing • Select key processes to be requirements managed through CC / • Hybrid Scenario Page 9 Internet
  10. 10. Next Steps #2 – A Solid Foundation • Arguments here that our in-depth assessment into these areas will provide a very clear picture of the current status from which we will be able to design the right solutions appropriate for SECs circumstances • Blue-Crow experiences London Borough of Ealing  ATOS Origin failed as PRIME contractor  Took on responsibilities for requirements capture and business process modeling  Introduced Integration Architecture solution based on Middleware Nuffield Hospitals  ATOS Origin failed as PRIME contractor  Took on responsibilities for Business Process Modelling and Integration via Middleware  Brought in CASE tool and integration product through partner network Page 10
  11. 11. Discussion • Feedback on our solution • Moving forward with SEC Page 11