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Designing the Optimum Contact Center


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Designing the Optimum Contact Center for Your Community Health Center.

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Designing the Optimum Contact Center

  1. 1. Q brightstack“ QIEANYS White Paper: Designing the Optimum Contact Center for Your Community Health Center Authored By Bill Leo, Assistant Director Health IT-Technology Solutions for Community Health Care Association of New York State (CHCANYS) James O’Gorman brightstack Contact Center Team Leader Patrick O'Keefe, brightstack Contact Center Project Manager brightstack, LLC|45O Seventh Avenue, Suite 802 | New York, NY 10123 Phone: 212.812.9450| Fax: 212.812.9451 | info@brightstack. com | www. brightstack. com Crux‘ fidential and Proprietary. Reproduction and distribution of this document to external parties without the consent of brightstack, LLC is prohibited.
  2. 2. P I2 Designing the Optimum Contact Center for Your Community Health Center More often than not, your call or contact center is the first point of interaction that your organization has with its constituents, whether they are members of the community that you serve, business vendors, potential employees or the public in general. It is for most organization a central point from which incoming ”contacts" are received and then routed to the appropriate individual or department. Despite the important role it plays in an organization, the evolution of today's contact center environment over the previous few decades has been driven primarily by efficiency rather than effectiveness. In the ’80’s and ’90’s as '’call center" technology was evolving, it was doing so 4 - . l with cost reduction in mind. Centers were consolidating A ‘- I _ J’. —‘ and relocating. Outsource centers were sprouting up 5 )7’ , x I overseas, all in an attempt to save money. Most -- - ‘V! y. organizations didn't consider the workflow, navigation or, 1 ' , .’ 1 most importantly, the customer experience. D ( ', ; ' The old norm for customer contact occurred after the initial Interactive Voice Response (IVR) module had prompted the customer for relevant information. Then the customer would ultimately be again asked for the same information by the agent, with the customer left wondering, ”But I just entered this information on my telephone. " Other shortfalls of the early call centers were a lack of understanding of the business, or agents not fully understanding the programs, goods or services they were selling or supporting. In those early days, it was normal for the call center to report into the IT department because of the extent of the technology the center utilized and the technology capital, operational and expense budget needed to operate the center. Like the IT organizations of yesterday, the call center was not perceived as (or indeed capable of) being a revenue generator. The alignment under IT allowed for the call center to be managed and treated like the many other production—critica| applications and processes the IT department typically handled. This organizational misalignment introduced a critical shortfall. The IT team rarely had the need for ”face time" with external customers (only internal staff as new systems were being designed). The call center concept therefore began (unfortunately) to take on a similar architecture and service delivery structure. In short, the call center was re- engineered to eliminate the face-to-face interaction and to essentially operate like a data center. brightstack, LLC|450 Seventh Avenue, Suite 802 | New York, NY 10123 Phone: 212.812.9450) Fax: 212.812.9451 I info@brightstack. com I www. brightstack. com Confidential and Proprietary. Reproduction and distribution of this document to external parties without the consent of brightstack, LLC is prohibited.
  3. 3. P . _i )5‘ e | 3 10-Step Process for Call Center Re-engineering Today, thankfully, we've evolved the ''call'' center into a true "contact" center and have realigned it accordingly within the company infrastructure to reflect the critical "patient-centric" approach needed. This is certainly true for all businesses, including health organizations. A health organization's contact center and its design should be looked upon as a critical "patient-facing" aspect of the operation. It's your front line to your patients. It's your organization's opportunity to say "We care! " at any given point of contact. A patient-focused contact center will give you the advantage over the competition whose patients are still being asked to navigate through 10 different prompts (where they're then subjected to phrases like "All agents are currently working with other customers, please hold for the next available agent" or, ’'All agents are currently busy, your estimated wait time is 20 minutes). In other words, the dreaded "Voice Mail Hell"! Today's successful contact centers have evolved back to being the Y0111’ center should ultimately create a front line to the organization which allows for the flow and tracking of information. Interactive Voice Response (IVR) technology can now be used to collect important patient data which can then be used for and nleinorable trend and predictive analytics. The type of analysis allows you to patient experience_ further improve the patient experience and create business efficiencies. The following is a 10—step process for re—engineering your organization's contact center. 1. Reviewing the Existing Call Flow The typical Community Health Center uses multiple phone numbers, in some cases spanning multiple locations. Identifying all of these numbers is important because each number needs to be treated as an entry point into the contact center. You must determine where each number currently points and then ascertain how that number should be handled. The existing call flow should be captured to determine how it can be improved. For example, a doctor may have his/ her own Direct Inward Dial (DID) number which ends in voicemail if it is not answered. It may be determined that the doctors’ DID points to a service group which handles all calls for the doctor. If the practitioner has a specialty, then agents who are experienced with that specialty will have a higher priority for calls to the doctor. Existing Auto Attendants (typically automated menus) should also be reviewed to determine how calls route into the organization, which ones need to be handled by the contact center and which ones need to be handled outside. All options should have a clear end point so calls do not ”bounce around" the organization. 2. Interviewing Department Champions Truly understanding how the Contact Center serves patients means communicating first with the practitioners and administrative staff responsible for providing patient care. Interviews should be conducted with heads of functional and administrative areas to determine their perspectives on the Contact Center. Typically, valuable information is ascertained from these interviews, including metrics, how to use the Contact Center for phone triage, how calls should be escalated for consultation while the patient is on the line, etc. brightstack, LLC|450 Seventh Avenue, Suite 802 I New York, NY 10123 Phone: 212.812.9450) Fax: 212.812.9451 | info@ brightstack. com I www. brightstack. com Confidential and Proprietary. Reproduction and distribution of this document to external parties without the consent of brightstack, LLC is prohibited.
  4. 4. P a g e I 4 3. Determining Existing and Anticipated Key Metrics for Reporting Implementing the contact center is a process improvement. The software itself is a tool which provides for robust reporting, both real time and historical. These reports are not typically available until a contact center is deployed. Reporting requirements can vary from organization to organization, and even departments within organizations. Reports can be customized and programmed to meet specific reporting requirements. Contact centers also allow for agents to enter codes which get attached to each call. These codes allow for reporting on call type and resolution. Reports can be Real Time (statistical tables showing metrics, color-coded pie or bar charts, audible alerts when thresholds are reached, etc. ) or Historical (reports run over an interval). Real Time reports can also be compared to Historical reports to determine if Key Performance Indicators are being adhered to. Some of the "lowest common denominator" metrics across organizations include: Total Calls, Abandoned Calls (calls that enter the contact center but terminate before the patient can be serviced), Total Calls by Service Group, Summary of Wrap Codes, Agent Talk Time, Agent Non Queue Call, Agent Idle Time, etc. As a best practice, a "cradle to grave report" should be I made available. This report will show the life cycle of the call from the entry point to the wrap-up code. 4. Review Staffing Levels/ Create Job Descriptions During the Assessment and Planning phase, current staffing levels should be reviewed to determine a baseline. Any reports that are subsequently available to determine call volume should be gathered. Questions and patterns will emerge from this process, which will help drive reporting requirements. Shift schedules (agent and supervisor schedules), coverage windows, facility hours and other time-based information should be gathered. If a formal contact center doesn't yet exist, and agents are not in place, estimates of the amount of time an operator or administrator spends performing agent functions should be determined. Job Descriptions for contact center agents and supervisors should be authored during the Assessment and Planning phases. This will ensure that existing staff meets the requirements and that future staff will be ideal matches. brightstack offers baseline job descriptions. Based on our previous experiences, when a contact center is implemented, agent and/ or supervisor staffing levels will increase, but this will offset staffing in other areas (such as receptionists, operators at locations, administrative time), typically yielding a net decrease in staffing levels while enhancing the overall patient experience. 5 Determining if Self-Service Applications are a Fit Self-service applications are automated service groups which allow patients to receive service without interacting with live agents. Examples include: Appointment Confirmation, Prescription Refill, Information (hours, locations), Eyeglasses Order Status, Test Results, etc. As mentioned, the contact center will improve processes and the software itself is the tool set to do so. Understanding self-service requirements will provide design requirements for the programming of the contact center. brightstack, LLC|450 Seventh Avenue, Suite 802 I New York, NY 10123 Phone: 212.812.9450) Fax: 212.812.9451 I info@brightstack. com | www. brightstack. com Confidential and Proprietary. Reproduction and distribution of this document to external parties without the consent of brightstack, LLC is prohibited.
  5. 5. Page I5 6. Defining Service Groups The main component of the contact center is the set of service groups. Subsequently, all existing and planned service groups should be identified during the initial Assessment and Planning phases, A service group is an entity within the contact center. It can be a group of agents or a self-service application. Each service group will have different programming based on the requirements ofthe service group. Agents can be in multiple service groups and be assigned higher weights based on expertise of skills within the service group. Typical service groups include Specialty Areas (Women's Health, Ophthalmology, Pediatrics, Dental, etc. ), Information (Hours, Locations), Scheduling (Set, Change, Confirm Appointments), Practitioner (Speak to a specialist, Lab Results) or Administrative (Billing, Insurance). Z Determining what Agent Skill Sets to Implement Providing for skills-based routing is another way the contact center can improve processes and yield efficiencies. During the Assessment and Planning phases, it should be determined what skills may differentiate a service group or agent. Once these differentiators are determined, higher weight can be given to agents within a service group. Typical skills are: Languages Spoken, Specialty Areas, Facility Location and Doctors. Since agents can work in multiple service groups, skills-based routing ensures agents have higher weight within the service group based on skill sets. For example, a caller who comes in from an entry point off of a Spanish Auto Attendant should be routed to a Spanish service group. In this service group, a Spanish-speaking agent would have a higher skill weight over someone who does not speak Spanish. If someone is calling for Women's Health, the caller will be connected to a service group who specializes in Women's Health. An agent with this skill will be given a higher weight and be presented the call before someone else (assuming they are available). Conversely, if someone is calling for generic information about a specific location, a new agent who does not yet have specialty experience will have the call routed to him/ her rather than to the more experienced agents. 6’. Designing Call Flo ws Once the service groups are defined and agent skill sets are identified, a diagramming tool should be used to illustrate the flow of a call throughout the organization. These diagrams will then be used during the programming phase of the contact center. The diagram should include the full life cycle of the call. Once developed, they should be reviewed with the key stakeholders for each service group. The call flow should account for the lifecycle of the call, including the entry point into the contact center, how it routes to an agent and how it ends. It should also account for lnterflow (if all agents in a service group are busy, how the call should roll over to another service group) and Overflow (if no agents are available where the call should go outside of the contact center). Once the call flows are put on paper, they should be overlaid with the reports to ensure all call flows are being properly reported. The success of workflow design is dependent on the size of an organization, the goods and services being sold or supported and the number of available agents. I'm a believer in what I've coined the "5x5 Rule” which breaks up your organization into five core components starting with #1 - "Front Desk” which includes the prompt: "If you are calling to brightstack, LLCI45O Seventh Avenue, Suite 802 | New York, NY 10123 Phone: 212.812.9450| Fax: 212.812.9451|info@brightstack. com| www. brightstack. com Confidential and Proprietary. Reproduction and distribution of this document to external parties without the consent of brightstack, LLC is prohibited.
  6. 6. Page I6 make, cancel or change an appointment press 1". This example goes only three deep (make, cancel, change) but could go two additional steps. The following page outlines a typical 5 x 5 Call Flow Design. 5x5 Call Flow Design Example 5 — Doctors Orffioes 3 -Dental Offioa 4 —Pharmacy [other than appointments) 1- Makelfliange or Canoe) Appointment 2 - Billinglhooount Information General Practitioner Auto-renew RX Make an appointment Make an appointment Medicaid lfvou a re a doctor Change an appointment Change an Medicare Pediatrics appointment Drug interaction info Behavioral Health Cancel an Cancel an appointment appointment Spea k with staff Leave a message Optomotrist Leave a message Leave a message Leave a message Gynecology 9. Designing Auto Attendant Menus During the Assessment and Planning phases, current Auto Attendants should be reviewed to anticipate what improvements, if any, should be implemented. Auto Attendants allow for callers to receive an automated prompt to route calls to a destination (such as a service group in the call center) or other Auto Attendant (such that one auto attendant can branch off into another, forming a tree structure). Each step in an Auto Attendant can also be directly dialed so the number itself can be published and callers need not go through the Auto Attendant. The schedule for Auto Attendants also needs to be defined. Certain options will only be available during normal business hours, others only after hours. Examples of Auto Attendant options include "Press 1 for English, Press 2 for Spanish, Press 0 for a live operator. " Then, if caller presses 1, all options will be presented in English (such as specific brightstack, LLC I450 Seventh Avenue, Suite 802 I New York, NY 10123 Phone: 212.812.9450| Fax: 212.812.9451 I info@brightstack. com | www. brightstack. com Confidential and Proprietary. Reproduction and distribution ofthis document to external parties without the consent of brightstack, LLC is prohibited.
  7. 7. Page I7 service groups, look up a staff member by name, etc. ) if the caller presses 2, the same options will be presented in Spanish. Options which encompass the highest volume should be presented first. 10. Define Quality Assurance Metrics Once the contact center goes live, it's very important to monitor its performance, which can, to a great extent, be determined from the reporting. Additional mechanisms should be identified during the Assessment and Planning phase. For example, call recording may be implemented for training purposes. Call recording has inherent workflow requirements because feedback loops will need to be created for reviewing, notating and providing feedback on captured calls. Other mechanisms should be discussed, such as the ability of supervisors to "silent monitor" or "coach" agents on a real time basis while patients are being serviced by the agent in the contact center. Other Important Considerations 0 Pay attention to your schedules. If you have a normal business hour greeting on for your Auto Attendant and it is routing calls to the contact center, but everyone is out because it is a holiday, patients will ring into the contact and hold in queue. Schedules for your Auto Attendant or main contact center greeting will prevent this from happening. Also remember to change your schedules if you change your hours. 0 Make sure agents are logged out of the contact center when they are not working, either manually or automatically. If an agent does not log out, either forced or otherwise, the contact center could present calls to this agent at a time the contact center is closed and the "No Agent" or "Off Hours" will not be triggered. Instead, the call will queue until it times out. - Make sure you have the correct staffing levels to handle spikes. You should overflow calls to other groups or departments as necessary as spikes occur. For example, if a seasonal flu is going around, then seasonally related spikes may occur in the contact center. - If possible, policies and/ or hours should be consistent across locations if a center has multiple locations. If policies and/ or hours are different, the differing location should have a distinction, such as "Weekend Coverage”. 0 Manual faxing to agents could be a HIPAA Privacy issue. Where possible, use electronic faxing so that the document can be secured. 0 Appointments and scheduling should be centralized through the contact center. This will have a positive impact on consistency, control, accountability and also provide better utilization of resources. I Minimize the number of entry points, or phone numbers, into the center's sites. Try to have one main number, or point multiple numbers to the same destination (such as an Auto Attendant) so call management across all locations and departments is centralized. This will allow for easier management and better tracking of calls. I Call centers that are more flexible with provider scheduling have a higher amount of reschedules than ones that are not. A higher rate of rescheduling will cause the agents to become occupied with outbound rescheduling calls. - Use automation, such as Wrap Codes, to track and score calls once an agent has completed a call. Relying on manual tally sheets does not providing meaningful data with which to report. brightstack, LLCI450 Seventh Avenue, Suite 802 I New York, NY 10123 Phone: 212.812.9450| Fax: 212.812.9451 I info@brightstack. com Iwww. brightstack. com Confidential and Proprietary. Reproduction and distribution ofthis document to external parties without the consent of brightstack, LLC is prohibited.
  8. 8. Page I8 I Make sure your website and other marketing materials align with the phone numbers and desired call routing. If you are changing numbers to improve call flow, don't forget to update these numbers wherever they are published. I Use the Auto Attendant to route calls to recorded messages wherever possible. For example, if 10% of your calls are for directions or hours to a facility, create an Auto Attendant structure which will route these calls to a recorded greeting in order to free up agents. I Make sure you can report on unheard voicemail messages, either to agents or anywhere in the call center. This will point to potential problem areas, such as voicemails being left on unstaffed extensions. The Importance of Business Continuity/ Disaster Recovery Planning The contact center is a critical part of business, with proper maintenance of data imperative for compliance purposes. It's also critical that companies maintain disaster and business recovery solutions to assure data availability in the event of a short or long-term outage or other potential threat to business continuity. Having a documented and tested plan to keep your contact center functional will allow you to survive in a crisis. Technology that is agile and versatile will allow your front-line system to function remotely - a critical advantage over competitors who don't employ high-availability solutions. These measures include the cloud-based application which allows your contact agents to work from remote locations including home. Security is of utmost importance and should include all of your normal access methods e. g., VPN, etc. Selecting an Experienced Vendor for Call Center Design and Ongoing Support Implementing a successful contact center requires diligence in all life cycles of the project. Not only is it important to have an experienced vendor to assist you in the overall design and/ or reconfiguration of your call center, you must also have a dependable resource in place to provide ongoing support and maintenance. Information solutions provider, brightstack, has extensive experience in creating successful and efficient contact centers for community Health Organizations, including the Community Health Care Association of New York State (CHCANYS). brightstack’s typical project encompasses the following distinct phases: Assessment, Planning, Deployment and Post Installation Support. Methodolo Aswssnierit I Planning Deployment brightstack, LLCI450 Seventh Avenue, Suite 802 I New York, NY 10123 Phone: 212.812.9450| Fax: 212.812.9451 I info@brightstack. com Iwww. brightstack. com Confidential and Proprietary. Reproduction and distribution ofthis document to external parties without the consent of brightstack, LLC is prohibited.
  9. 9. Page I9 The first two phases, Assessment and Planning, are critical to the success of the project, especially for business process improvement. During the Assessment phase, brightstack gathers metrics regarding the current environment and document the vision for the future. In the Planning phase, they use the assessment report to design a solution. In the Deployment phase, brightstack uses outstanding project management to deliver the solution. Once deployed, they are available to fully support the solution, using a Managed Services approach to deliver reliable, consistent and cost- effective support. In Summary Knowledge is the competitive edge today. But knowledge is found anywhere and everywhere. How you use that knowledge to continuously improve your patients’ contact center experience will differentiate you from your competition and create a more successful execution of your organization's mission. Most organizations do not have the experience or knowledge base internally to objectively evaluate their current contact center environment. Therefore, it is prudent to select an external partner who can provide not only the subject matter expertise but can also recommend, procure and configure the appropriate technology to support your contact center environment, both now and into the future. Remember, your contact center is the "window" to your organization and often the first opportunity to make an impression — good or bad — to the constituents that you serve. A commitment to achieve excellence in your contact center can provide exponential benefits throughout your organization. About The Authors Bill Leo, Assistant Director Health IT-Technology Solutions for Community Health Care Association of New York State (CHCANYS) Bill Leo has over 25 years of Information Technology experience across many business verticals and technology disciplines. As Assistant Director, Health IT-Technology Solutions for Community Health Care Association of New York State (CHCANYS) he is responsible for consulting, strategizing and assisting with the Health Information Technology projects for CHCANYS’s 60+ FQHC’s members encompassing over 500 facilities throughout New York State. CHCANYS, established in 1971, is one of the leading primary care associations in the country. Serving 1.5 million New Yorkers, CICANYS gives a voice to the state's network of community health centers, organizing, educating and advocating on behalf of 60-plus federally qualified community health centers throughout New York State. James O'Gorman brightstack Contact Center Team Leader Mr. James O'Gorman's background spans over 39 years in both common carrier and private industry consulting. This skillset provides him with an in-depth knowledge ofthe changes that have occurred and continue to develop in this industry. Mr. brightstack, LLCI450 Seventh Avenue, Suite 802 I New York, NY 10123 Phone: 212.812.9450| Fax: 212.812.9451 I info@brightstack. com Iwww. brightstack. com Confidential and Proprietary. Reproduction and distribution of this document to external parties without the consent of brightstack, LLC is prohibited.
  10. 10. Page I10 O'Gorman is the Principal of Communications Engineering Inc. His career began in 1971 with Newlersey Bell Telephone where he held management positions both in Sales and Engineering. He has been an independent telecommunications consultant since 1980. In 1988, he co-founded Communications Engineering Inc. , reorganized as a New Jersey LLC in 2006. Mr. O'Gorman has provided consulting advice in the legal, financial, publishing, health care and entertainment fields as well as federal and state institutions and universities and colleges in the design, selection, and implementation of state—of—the—art telecommunications systems. Mr. O'Gorman is the current President of the Society of Telecommunications Consultants. He is also a member BICSI, and has held a Registered Communications Distribution Designer (RCDD) certification since 1993. Healthcare references include Crouse Center and West Bergen Mental Health. Past accounts are North Shore LIJ, Montefiore Center and Austin Riggs Medical Center. Mr. O'Gorman holds a BS in Mechanical Engineering from the University of Notre Dame and a Masters of Business Administration degree from Fairleigh Dickenson University. Patrick 0' Keefe brightstack Contact Center Project Manager Mr. Patrick O'Keefe has over 11 years as a technology consultant and has been designing, implementing and supporting contact centers throughout his career. His first Contact center was a 100 agent, five supervisor deployment for Allied American Adjusting. Mr. O'Keefe has very strong Project Management skills and has achieved ShoreTe| ’s Installer, Enterprise Contact Center and Contact Center reporting certifications. He has project managed the deployment of contact centers at Health Center and excels in working with key stakeholders to gather requirements and then ensure the successful implementation of the defined requirements. More about brightstack brightstack is a leading technology provider, offering VOIP and Unified , Communications solutions as well as infrastructure upgrades and IT support 0 and managed services programs. brightstack has achieved the ShoreTe| Orange Champion Certified Specialization for deploying contact centers, which signifies that the company offers trained and certified consultants and engineers for contact center installations. Clients look to brightstack to deliver faster response time, increase network uptime and boost efficiencies. Top—tier technology partners also include HP (Business Elite) Microsoft (Gold Partner), Cisco (Specialist), Lifesize and VMWare (Enterprise Partner). brightstack, LLCI450 Seventh Avenue, Suite 802) New York, NY 10123 Phone: 212.812.9450 I Fax: 212.812.9451 I info@brightstack. com Iwww. brightstack. com Confidential and Proprietary. Reproduction and distribution of this document to external parties without the consent of brightstack, LLC is prohibited.
  11. 11. O brightstack www. brightstack. com I 212-812-9450 brightstack was founded in 2004 as a technical solutions and services provider. The foundation of brightstack is customer service. Our clients come to us to deliver faster response time, increase network up time, boost efficiency, deploy new technologies, listen to their issues and provide solutions that work. We are confident in the services we provide. In fact, we are so confident that we offer a Happiness Guarantee. Happiness Guarantee brightstack’s Happiness Guarantee is the cornerstone of our corporate culture. We guarantee that our customers will be happy with our service and we don't look customers in with term contracts. brightstack believes in building lasting partnerships with our clients by providing outstanding customer service and we hold ourselves accountable to the high service standards we set. We are the best at what we do. Methodolo (R7) / A- . -so. -s-urnent Planning Deployment Our Team Methodology Our proven methodology is: Assess, Plan, Deploy, and Support. During the assessment phase, we gather metrics regarding the current environment and document the vision for the future. In the planning phase, we use the assessment report to design a solution. In the deployment phase, we use outstanding project management to deliver the solution. Once deployed, we support the solution. Overtime, 90% of the relationship we have with our clients is spent in the support phase. Once a solution is delivered, brightstack uses a Managed Services approach to deliver reliable, consistent and cost—effective support. Many customers come to us for support alone. Our team is big enough to provide expertise across multiple disciplines and small enough to focus on building satisfying customer relationships. Our certified technicians are skilled communicators committed to each client’s success who take the time to understand your issues. COMMITMENT. We honor the commitments we make to our customers and our team. COMPETENCE. We ensure that highly competent professionals will perform the task at hand. CUSTOMER SERVICE. Customer service is the foundation of brightstack. CONFIDENCE. We are confident in our ability to deliver outstanding service. CONSISTENCY. Our customers count on us to consistently deliver excellent service. CARE. We genuinely care about our Customers and our team. This is evident every time we go above and beyond what is expected.
  12. 12. Service Offerings Managed Services brightstack offers a full—suite of Managed Services ideal for organizations that don’t want to maintain an internal IT department or are looking for a trusted partner to help augment internal resources, including Helpdesk, Monitoring, Operational Support, Backup and Disaster Recovery, Email Filtering, and Continuity and Intrusion Prevention and Detection. Helpdesk brightstack’s Helpdesk delivers courteous and patient end—user support and troubleshooting. Our Helpdesk analysts are expert communicators skilled in all the technologies used by our clients. All calls are tracked through our web portal. Monitoring brightstack’s Monitoring service proactively alerts to troubles in our customers’ network and telephony environments. Monitoring is performed 24 hours a day, 7 days a week, 365 days a year. Once we receive an alert, our team immediately begins remediation steps towards resolving the issue before it becomes a bigger problem. Operational Support brightstack provides Operational Support to ensure our customers’ environments are proactively managed, this includes Patch, Anti-Spyware and Anti—Vims Management, Backup Reviews, Storage Management, Optimization, Backup and Disaster Recovery Plan Management, System and Firmware Updates. Backup and Disaster Recovery brightstack’s Backup and Disaster Recovery solution consists of Network Attached Storage (NAS) with Offsite Replication. This allows for seamless data recovery and restoration in the event of a failure or disaster. To order your Assessment, or for more information, contact your brightstack representative at 212-812-9450, option 2 or email saIes@brightstack. com Email Filtering 8. Continuity brightstack’s Email Filtering & Continuity blocks more than 99% of spam, viruses, worms and harmful content and attachments. Our unique mu| ti—layered system protects against a wide range of email threats and includes Disaster Recovery so messages are never lost in the event of server connectivity failure. intrusion Prevention and Detection brightstack’s Intrusion Prevention and Detection is a fully-managed security service that protects customers‘ networks from attack. We take responsibility for providing the security solutions and expertise to monitor and respond to threats 24 x 7 x 365. ShoreTel brightstack and ShoreTel have been partners since 2004. The ShoreTel system is a ful| y—distributed IP phone system with no point of failure. The days of multiple PBXs, voice mail systems, automated attendants, and ACD systems are past. With ShoreTel, the phone system is distributed, the voice applications are integrated, and the management interface is best in class. brightstack maintains the highest level of ShoreTel certification — Orange Champion. We consistently score World Class in the customer satisfaction surveys conducted after every installation. brightstack uses our Managed Services approach to delivery consistent, cost—effective and highly—reliab| e support of each ShoreTel installation we perform. Network Upgrades and Server Consolidation brightstack provides technology upgrade services. Our expertise at the server and desktop level includes server consolidation through virtualization and shared storage, Windows Server, Exchange and SQL upgrades, Windows 7 and MacOS. At the network level, we have the expertise to deploy new LAN, WAN and Wireless from leading manufacturers such as Cisco, HP, Extreme, Adtran and SonicWall. brightstack 450 Seventh Avenue Suite 802 New York, NY 10123
  13. 13. brightstack www. brightstack. com ‘5 V «N brightstack offers 4 Assessment packages to aid in the planning, sizing and scoping of your IT and Telephony projects. These Assessments are requisites to ensure successful project delivery. This document will detail our Assessment Program, consisting of the following: 1. Virtualization Assessment 2. Storage Assessment 3. IT Audit Assessment 4. Network Assessment The Virtualization Assessment gives you a clear view of server consolidation opportunities within your existing physical IT infrastructure. We assess your current server landscape to determine your potential costs and savings and better prepare you to roll out Virtualization. The Server consolidation and virtualization assessment report includes a preliminary total cost of ownership analysis of the sampled environment, and recommendations. The Assessment will estimate potential server consolidation cost savings; estimate required server hardware and licenses; use Capacity Planner for data collection, scenario creation, and optimization analysis and accelerate the assessment process with proven server consolidation experience. The Assessment runs for and collects up to 30 days of data. To collect the data, a consultant installs a Capacity Planner Data Manager at one site (one collector). The Storage Assessment will provide the IOPS (input/ Output Per Second) required for your organization across all your servers. We assess your current storage environment (available storage, usable storage, type of storage and IOPS) to determine your storage requirements. The storage assessment report will detail IOPS by server, total storage, total available storage and total used storage, as well as a recommendation on a SAN infrastructure. The Assessment runs for and collects up to 14 days of performance data. Microsoft Performance Monitor is used to collect keymetrics and store them in a perfmon file. This file is then transmitted to our engineers for analysis. To order your Assessment, or for more information, _ _ brightstack contact your brightstack representative at 450 Seventh Avenue Suite 802 New York, NY 10123 212-812-9450, option 2 or email saIes@brightstack. com
  14. 14. The IT Audit Assessment will provide you with a comprehensive Assessment of your Servers, Desktops, Applications, Installed Software, Switches, Routers and other devices. It will provide a detailed patch management summary for your organization as a whole, and each system individually. The IT Audit report will provide a detailed inventory (system name, make, model, installed hardware, software, licenses), patch management report, backup and Disaster Recovery review and brightstack’s high level recommendations. The IT Audit runs for and collects up to 7 days of data. Low profile agents are installed and they securely report back to our managed services platform. The Network Assessment is the only way to be certain that your infrastructure can successfully carry voice over IP. An engineer monitors the network over a number of days. When the assessment is complete, the engineer prepares a report identifying what, if anything, must be done to make your infrastructure Vo| P—ready. By testing your data networks ability to successfully support IP telephony traffic and discovering potential performance problems before your system is installed, the Network Assessment helps you plan, design and implement a successful IP telephony solution. The assessment uses active application traffic to monitor the live network in order to reveal what's going to happen when IP telephony is introduced into the mix. Test agents send a variety of network traffic packets — using different application protocols, packet size, packet spacing and Q08 levels. The tests simulate the various types of IP telephony traffic that are likely to occur on a live network. In addition to measuring peer—to—peer traffic, the agents can also generate realtime client transactions against production servers, including communication with IP PBX servers. This comprehensive approach enables the test engineer to pin point the source of potential problems and make recommendations for resolution before the system is installed. A Network Assessment is different from the “snapshots” that are often used to keep tabs on data networks. A snapshot captures conditions at a single moment in time. The Network Assessment monitors both Local Area Network (LAN) and Wide Area Network (WAN) links over a number of days rather than hours. In addition to revealing conditions that could degrade IP telephony performance, the longer assessment helps to identify the source of intermittent problems. WAN monitoring is important because WAN connections are often the source of latency, jitter, and packet loss issues. The WAN test results also help in establishing the appropriate service levels with the WAN service provider. By performing a pre—deployment network assessment, organizations gain an end—user perspective on the new technology by evaluating voice quality, as experienced by the listener. Voice quality is reported in the form of a mean opinion score (MOS), a five—point industry standard scale in which one represents the poorest voice quality and five represents perfect voice quality. Problems that impact toll—quality voice have many sources including network congestion, geographic distance, configuration, queuing methods used in routers and switches, or routing options used by carriers, such as MPLS or frame relay. Based on a wealth of experience with IP telephony, the test engineer interprets the test results to anticipate dependencies and identify any potential problems. A full report is provided with specific recommendations to maximize the data network’s ability to successfully carry voice traffic. To order your Assessment, or for more information, contact your brightstack representative at brightstack 450 Seventh Avenue Suite 802 New York, NY 10123 212-812-9450, option 2 or email sales@brightstack. com
  15. 15. Custom Solutions Group Embracing solutions carefully engineered for maximum simplicity is the key to successful unified communications deployments and high user adoption rates. BY RICH FREEMAN SPONSORED BY ©ShoreTe| ' Brilliantly simple" WHITE PAPER “Everything should be made as simple as possible, but not simpler. ” cu . >~ l ‘V. SOPHISTICATED SIMPLICITY It's no mystery why so many businesses are deploying unified communications (UC) solutions. Higher employee productivity, faster responsiveness to customers, and lower operating expenses are just some of the many compelling reasons. What's harder to figure out is why some unified communications rollouts deliver little more than wasted time, money, and IT resources. Indeed, high costs and low usage rates accompany all too many unified communications deployments, according to Dave Casey, CEO of Westron Communications, a network and telephony solution provider headquartered near Dallas, Texas. Not to mention enormous amounts of frustration, Casey adds. "You're spending a lot of money on something that's not being utilized, " he notes. What the decision—makers behind this pointless spending most want to know, of course, is what went wrong. it's a big question that may have a surprisingly simple answer. For while a unified communications project can fail for many reasons, most of them ultimately boil down to the same root issue: excessive and unnecessary complexity.
  16. 16. WHITE PAPER I SOPHISTICATED SIMPLICITY EXPENSIVE HEADACHES UC veterans trace the blame for complexity to two design mistakes made years ago by leading unified communications vendors. Some, they say, simply stitched together a series of weakly interfaced component applications rather than create truly inte- grated solutions. Others tacked newer and more efficient IP-based functionality onto outdated legacy code rather than construct a genuinely modern system from the ground up for the IP age. "They ended up with kind of a hybrid where they have one foot in the past and one in the future, " Casey observes. The resultfor customers has been a wide range of costly problems, including heavy administrative overhead. "That's really where companies struggle is the day-to- day management, " notes Irwin Lazar, vice president and service director for Nemertes Research Group lnc. , a Mokena, Ill. -based analyst firm. Complex unified communica- tions systems are frequently unreliable, and the outmoded management tools they come with can be difficult to use. Exasperated and overwhelmed, many businesses eventually hand off maintenance to a third party with UC expertise, further inflating already steep operating expenditures. To make matters worse, integrating complex unified communications systems with email applications, customer relationship management platforms, and other business solutions can be difficult to impossible, and scaling them in response to growing require- ments can be an expensive headache. ''It usually requires a forklift upgrade, meaning complete replacement of your existing systems, " says Laurent Dinard, a senior product manager at unified communications vendor ShoreTel. Worst of all, the clumsy end—user interfaces typically found on complex UC solutions drive training costs up and employee adop- tion down. "The user absolutely refuses to use it, " Casey says. FUELING ADOPTION To avoid comp| exity's painful consequences look past the basics when evaluating s olutions. Tightly integrated voice, video, data, and mobility are all must-haves, but even more critical features are sometimes less obvious. Ease of management, for example, is both absolutely vital and often overlooked, according to Hyoun Park, research analyst fortelecom and unified communications at Aberdeen Group lnc. , of Boston, Mass. "It's not a perspective that organizations initially think of when they make these invest- ments, " he observes. Yet solutions with multiple or complicated administrative tools can turn everyday tasks like moving, adding, and changing user accounts into labor- intensive processes. "These service orders can take a significant amount of time and often have to be done on a break—fix basis, ” Park says, leaving the employees involved cut off from coworkers and customers until work is complete. face for all user types, regardless of what they do or what device they're using. "Ifthe system works six different ways depending on role and hardware type, you end up conducting six different training processes—a complexity that's not neces- sary with all systems, " Dinard observes. REALIZING UC'$ POTENTIAL Easier training isjust one reason why companies that minimize UC complexity enjoy dramatically lower operating expenses. "You definitely realize a better total cost of ownership, " says Richard Tarity, executive vice president of sales and “The interface should be highly intuitive. That's what fuels adoption. ” Well-designed solutions, by contrast, feature an integrated, Web—based management interface that's automated and easy to use. "A truly simple UC system minimizes management complexity in the first place, freeing technicians from many ofthe time—consuming maintenance chores that complex systems force them to perform regularly, " Dinard says. Simple UC solutions also leverage open stan- dards to streamline integration with critical business processes and applications. Look as well for a distributed, appliance—based architecture, Dinard counsels. "That eases deployment, increases redundancy, and radically improves scalability, by enabling companies to quickly increase capacity as much as they want on a plug—and-play basis, " he explains. It also improves avail- ability and lowers support costs, he adds, since dedicated appliances tend to have fewer moving parts and require less admin- istration than the commodity servers on which complex UC offerings typically run. Last but far from least, Dinard notes, simple UC software must be easy for employees to learn and use. "The interface should be highly intuitive, " he says. "That's what fuels adoption. " There should also be one inter- — LAURENT DINARD, SHORETEL marketing at Transcend United Technologies lnc. , a system integrator and unified commu- nications specialist based in Wayne, Pa. By lightening administrative burdens, simpler UC solutions also free up technicians for more strategic projects. "It's a lot less labor to support it, so you can focus IT resources [and] energies in other areas, " Tarity notes. Even better, Dinard remarks, simpler UC technology delivers employee productivity gains that more complicated solutions can't match. "People actually use it, because they don't need two hours to figure it all out, " he says. As a result, workers are empowered to connect spontaneously with colleagues, business partners, and clients anytime and anywhere they wish, on whichever device they choose. Add it all up and the result is a solution that brings the extraordinary promise of unified communications to life. At its best, UC promotes innovation, collaboration, closer relationships, and higher profits, Dinard notes. In the end, however, the only compa- nies that realize these benefits are those that do the bestjob of banishing complex solutions and embracing technologies care- fully engineered from the inside out for maximum simplicity. I
  17. 17. WHITE PAPER l SOPHISTICATED SIMPLICITY THE BRILLIANTLY SIMPLE UC SOLUTION ShoreTel brings the power of simplicity to complicated technology There's nothing simple about simplicity, at least where unified communications (UC) is concerned. Creating a comprehensive solution that's easy to deploy, use, admin- ister, and scale is a demanding challenge no unified communications vendor has conquered as thoroughly as ShoreTel. Unlike companies that cobbled a system together from dozens of standalone appli- cations or bolted IP functionality onto legacy products, ShoreTel constructed an integrated IP-based unified communica- tions solution from the ground up. "We started from scratch, " says Rich Winslow, a sales engineering manager at ShoreTel and one of the company's earliest employees. "As a result, we wound up with a solution built for IP and IP alone, making it funda- mentally different and better suited to the realities of business than others on the market. " What's more, ShoreTel‘s solution provides end-to-end functionality. "It's a powerful, all-in—one IP phone system with tightly-inte- grated unified communications and contact center capabilities, " Winslow notes. That means businesses get all ofthe UC features they need in one easily deployed package. Further simplifying life for busy IT profes- sionals is the Sh0reTe| solution's unique, distributed architecture. Based on reliable voice switch appliances ratherthan servers, it employs N+1 redundancy and built-in failover capabilities to deliver availability that actually exceeds today's five-nines requirements. And since Sh0reTel‘s appli- ances are interchangeable plug-and-play devices, scaling the system is as simple as connecting more switches. "That's a refreshing, cost-effective change from the forklift upgrades most solutions require, " Winslow observes. The ShoreTel solution's ease of manage- ment is another welcome departure from UC offerings from other providers. ShoreTel provides consolidated access to all of its administrative functions through a single, browser—based interface, sparing adminis- trators the hassle ofjuggling multiple tools. "| t's so simple, a telecom manager can push out a new desktop application without help from IT, '' Winslow says. "We designed the system so administrators manage people not devices, which means adding a new user and enabling voice and UC functionality can be done with check boxes in one interface. " Companies can also get by with fewer dedicated technicians. In fact, ShoreTel implementations requirejust ‘I .81 full-time administrators per 1,000 phones on average, according to Boston, Mass. -based analyst firm Aberdeen Group Inc. That's roughly 19.5 percent less than the next lowest figure in the study, and nearly 67 percent less than the highest. Needless to say, that means shoreTe| 's cost of ownership is dramatically lower as well. Meanwhile, thanks to its intuitive end- user interface, operating ShoreTe| 's solu- tion is as easy as managing it. "You just point and click, " Winslow says. "There's practically no training required, which is why user adoption rates for our system are extremely high. " "Customers love us, because we empower them with a robust system that's easy to deploy, maintain, use, and scale, all at the lowest TCO in the industry, all user types, regardless of what they do or what device they're using. ” Winslow says. "Designing complexity out of sophisticated hardware and software is extremely difficult, but our proven ability to do it is what makes our solution brilliantly simple forthe customer. " I Aberdeen Group Vendor Summary of Key TCO Data A -r. ui- t“l1‘I)| :‘. ..r: p.»-y Shulehl Creco UCM Customer equipment priced’ IPT phone (All Segmenla) Inlernal impiarnantalion cost per desk phone $469.75 $497.91 $40.55 $119.01 Up-front training cost per administrator 32,333 $6,767 Annual maintenance cost per phone $40‘20 $64.41 Annual software assurance cost pet phone $29.75 $101.00 Average Minutes per MAC 6 17 FTEa per 1,000 IPT phones (All 1.3 5.5 Segments] Recurring Training Coal per Administrator $551 $4.649 “ESE-3.5“ $"c'f-. 'i°fJ’. I2 Afi¥. "’c1. ‘$12!’ $595.63 $420.55 $463.59 $565.80 $62.66 $73.11 $124.47 $93.09 $6,285 $4,170 $5,555 $4,717 NIA $65.01 $66.46 $52.17 NIA $64.50 $141.34 $193.52 NM 19 NA 12 2.3 2.9 3.1 3.0 $6.391 $2.309 $2,017 $3,792
  18. 18. WHITE PAPER I SOPHISTICATED SIMPLICITY WINNING THE BATTLE TO DO MORE WITH LESS ShoreTel's unified communications solution helps large and medium—sized enterprises tackle their biggest IT challenge Ask the average technology executive at a large or medium—sized business to name their four least-favorite words and they're likely to reply, "Do more with less. " Unfortunately, however, those are also prob- ably theirfour most familiar words. As a result, most IT decision—makers at big and midsize companies must somehow support more applications and users every year without spending more money. "The ability to introduce new technology and get it in the hands of folks and get them productive immediately is a challenge, '’ obsen/ es Dave Casey, CEO of Westron Communications, a provider of network and telephony solutions headquartered near Dallas, Texas. This makes it critical to find solutions that are easy to install and support, he notes. Meanwhile, since large and medium companies usually have overworked IT staff, reliability and scalability are essential too. And don't forget interoperability, adds Irwin Lazar, vice president and service director for Nemertes Research Group lnc. , a Mokena, Ill. -based analystflrm. New solutions must be integrated with external software platforms, business processes, and infrastructure components, he notes. If you're a small organization, that's relatively straightforward. "If you're a large business of 10,000 users with lots of legacy applica- tions, it's not easy, " Lazar says. No wonder, then, that so many IT leaders at large and midsize organizations are enthusi- astic fans of ShoreTel's unified comm—unica— tions (UC) solution. Carefully designed to be "brilliantly simple" in every way, it's an easy system for administrators to deploy. "They just implement it, get it done, and get on to their next project, " says Laurent Dinard, a senior product manager at ShoreTel. It's also easy to both manage and operate, Casey notes, thanks to its Intuitive manage- ment and end—user interfaces. This lowers administrative overhead, simplifies training, and ensures that employees actually take advantage of the system's productivity- boosting functionality. "The adoption rate is very high, " Casey says. Plus, ShoreTel's distributed, appliance—based architecture keeps availability strong, and since adding capacity is as simple as plugging in more appliances, scaling the solution isn't a costly, labor-intensive undertaking. "Other systems are unforgiving when it comes to upgrades, " Dinard observes. "Ours is a solu- tion you can't outgrow. " It's also a solution that integrates painlessly with the other elements of an IT environment, he continues, because it's based on open standards. ofcourse, biggercompanies usually avoid buying even the most impressive offerings from new or obscure vendors. ShoreTel, thankfully, is neither. In business since 1996, it's a consistent favorite among unified communications analysts and one ofthe fastest-growing IP telephony providers in the industry, with more than two million licensed users around the world. Yet ShoreTel's low total cost of ownership and fast ROI—a direct result of its built-in simplicity—just may be its most appealing quality for hard—pressed IT managers at large and medium businesses. "Designing—out complexity enables us to provide the lowest total cost of ownership on the market, " Dinard says. Music to the ears, indeed, of anyone who's continually asked to do more with less. I “Designing-out complexity e ables us to provide the lowest total cost of own rship on the market. ” — LAURENT DINARD, SHORETEL
  19. 19. WHITE PAPER I SOPHISTICATED SIMPLICITY Rx FOR COMMUNICATIONS SUCCESS Brilliantly simple communications solutions equip healthcare organizations like Westside Regional Center to provide better, more cost-effective care First, do no harm. Those famous words from the Hippocratic Oath oblige caregivers to alleviate suffering ratherthan worsen it. The same logic applies to their telephony solu- tions. At a bare minimum, any communica- tions system a healthcare professional uses should make them more effective rather than less. "The two things healthcare providers want most in a communications solu- tion are reliability and ease of use, " says Bernard Gutnick, senior director of product marketing at unified communications (UC) vendor ShoreTel. "They never want tech- nology to get in the way of serving patients. " so imagine the frustration at Westside Regional Center when the rollout of its new communications platform went disastrously wrong, Based in Culver City, Calif. , Westside Regional Center provides care and support to persons with developmental disabilities. Half of its nearly 200 professionals spend much oftheirtime in the field with clients, and in an effort to keep them continually connected, the center had replaced an aging phone system with a new, more powerful solution recommended by their service provider. They wound up wishing they'd sought a second opinion. "Unfortunately, we ended up with a system that did not have the functionality we expected, nor the support, " says Sharon Smyth, Westside Regional Center's director of information technology and facilities. "People here had to figure out how to do a lot of individual user programming [and] the interface was not easy to use. " After weeks of missed calls and wasted time, the center ultimately chose to drop the system and find a better substitute. Enter ShoreTel, whose a| l—in—one UC solution is ideally suited to the needs of busy health- care organizations. "Everything about our system is designed to be brilliantly simple, so the end user and management interfaces are extremely easy to use, " Gutnick says. The solution's distributed appliance-based archi- tecture also keeps availability and scalability high. "Expanding the system is as simple as adding more appliances, " Gutnick notes. For Westside Regional center, these features were just what the doctor ordered. "Immediate| y, we saw a difference with our ShoreTel solution, " Smyth reports. "We found that ShoreTel was simple to use from day one, easy to administer ever since, and the rollout went very smoothly. " Employees love the ShoreTel system's IP phones too, Smyth adds. "The speakers are great, the phones are programmed so we can see who's available, we can easily change in- [or] out—of-office status, and we're all able to receive and respond to calls faster than before, " Smyth says. The center is reaping bottom-line benefits as well. "We haven't had the ShoreTel system in that long, but already we are seeing cost savings in the ways we are able to conduct business, " Smyth explains. "Today, we truly have freedom and cost efficiency with our business communications. All of which has made Smyth something of an office hero. "I still have employees coming by my desk, thanking me for the phone system, " she says. Itjust shows what's possible when you find the right cure for what ails you. I “We found that ShoreTel was simple to use from day one, easy to administer ever since and the rollout went very smoothly. ”
  20. 20. ls’! -llll: I5i'I'S. - Easy to manage Virtual Call Center r High availability and built-in disaster recovery protection Customizable call routing for improved service *7 Self—service applications for flexibility and choice ° Integration with enterprise applications for advanced business intelligence :1 . I.L'-viii in : I:-Ilia’ C ShoreTel: Brilliantly simple ShoreTel Enterprise Contact Center MAXIMIZING CUSTOMER SATISFACTION IN THE VIRTUAL CALL CENTER Organizations that offer a product or service and create a purchasing experience that meets the unique needs and preferences of their customers gain an important competitive advantage in the modern global economy. This means achieving the optimum balance between the convenience of automation and the attentiveness of the human touch in the contact center. Rich cu: ;tomei' commtinications at your fingertips Optimizing the customer experience in an Internet world means arming customer support and sales agents with the tools they need to answer questions by phone, email, instant message (IM) or other methods. It also means ensuring the information they need to answer account questions and take advantage of upsell opportunities is right at their fingertips. Many organizations still rely on separate communication and messaging systems to support customer service, yet these systems can be difficult to integrate, leading to an unsatisfactory customer experience and duplicate work efforts. Building customer loyalty means responding to customers quickly, and in the way they choose, and managing those communications to ensure efficiency without driving costs through the roof. The ShoreTel Enterprise Contact Center solution is designed to help organizations respond to the consumer—driven market place with a communications platform that puts business intelligence right where it's needed. By deploying ShoreTel Enterprise Contact Center, organizations quickly realize the benefits of a fully integrated business communications system. ShoreTel Enterprise Contact Center is a powerful call center solution that includes universal queuing and enterprise resource matching, and offers optimized call routing by service level, skill matching, priority, customer identity, schedules and caller location. It also supports email and Web contacts, and outbound calling as service options. Voicemail and fax can also be routed to individual agents through emails. Incrrgaso efficiency, rcecltice costs ShoreTel Enterprise Contact Center is designed to deliver a rapid return on investment by helping to reduce costs. For instance, agent screen pops with detailed customer information can dramatically help reduce interaction time. Agents have an unified desktop client which provides the option of seeing the presence status of experts outside the call center. Through the ShoreTel Communicator (formerly ShoreTel Call Manager) interface, they can can initiate voice, video and IM sessions for single call resolution.
  21. 21. Customizable real—time and historical information about callers, trunks, groups and agent utilization allows supervisors to optimize resources. Plus, advanced call routing based on service levels, skills and priority helps ensure calls go to the right agents, reducing the service time per call. Highly available virtual contact center Increasingly, organizations are looking to take advantage of IP telephony technologies and create virtual call centers using home—based agents. In the case of multinational companies, cross—border call centers can help optimize resources and expertise. ShoreTel Enterprise Contact Center makes it quick and easy to create virtual contact centers, connecting geographically dispersed agents on a single, easy—to—manage system. This helps companies reduce costs without compromising customer satisfaction. Integrated into your business processes The ShoreTel Unified Communications (UC) system is based on open standards, so where additional business intelligence is required, ShoreTel Enterprise Contact Center workflow easily integrates with other enterprise applications to increase the overall value of information, and to deliver business intelligence. Applications integrate into customer relationship management (CRM) solutions, trouble ticketing solutions or, in fact, any backend database/ customer management system to increase agents’ productivity while optimizing the customer experience. lO~1—p-vD>D-nn—4 J. fie-i«-~o**“-"*4 rn-V: -w| —-—-< Figure 1: ShoreTel Communicator, which is an Unified Agent Desktop Client, integrates into critical business applications such as CRM applications used by agents. Fully integrated, all-in-one solution ShoreTel Enterprise Contact Center is integrated into the ShoreTel UC system, and runs without specialized computer- telephone integration (CTI) platforms. Supervisors and agents are connected to the server via intuitive user interfaces that provide the tools they need to deliver superior customer service. High availability with brilliant simplicity ShoreTel enables previously stand—alone contact center functions, including ACD, IVR, computer telephony integration (CTI), outbound campaigns, and multimedia routing, to be integrated onto a single, centrally web managed, highly available platform. ShoreTel also makes it possible to integrate contact center workflow with other enterprise applications, increasing the overall value of information, and expanding business intelligence. Key features Supervisorcapabilities: Advanced real time dashboard: Supervisors get a real time dashboard of the call center and can react to conditions by bringing more agents or taking out agents from groups. For example: I Read the pulse of your call center by getting visual and audible threshold alerts on critical conditions. - React to higher call abandons or lower traffic by bringing agents in or taking them out of queues with simple clicks. ' Monitor whether agents are in a no—work mode (release) and see the code along with the duration of that state allowing them to closely monitor agent activity. ‘Supervise agents in training closely by monitoring specific extensions visually and also by using silent monitor, barge in, and coach features. °Track all media types: voice, email, chat, outbound campaigns, through a single reporting interface.
  22. 22. Enhance customer service Creating positive experiences means enabling customers to communicate when, where, and however they wish. Beyond the phone, ShoreTel lets agents interact with customers via features such as Web chat and email. An advanced Interactive Voice Response (IVR) scripting tool enables a self-service option, so customers can immediately handle their own needs ifthey wish. For those customers who preferthe human touch, customized routing plans and distributed agents provide superior service by routing each caller through the initial greeting and status announcements while in queue. Calls are then sent to the appropriate agent. Administrators can easily configure call routing to serve customers based on agent skills, caller identity, wait time, priority or service level. °Compare real—time information with historical information to understand trends better and schedule agent availability accordingly. Comprehensive historical reports: Review advanced statistics of all the activity in the call center without requiring database programmers or third—party reporting applications. This provides customer insight, interaction traffic, agent activities and queue performance. - Easily create flexible reports by date or by interval. I Enjoy the convenience of reports being delivered to the person and media of choice. Schedule reports to be generated automatically to be saved in various formats (csv, xls, pdf, htm etc) and also be automatically emailed. I Monitor how a queue or group is performing using typical I<P| s. ‘See detailed agent activity for billing purposes or for performance evaluations. -Analyze the reasons for customer calls by creating reports on post—caIl activity or wrap codes. 0 Measure the effectiveness of outbound campaign by getting caIl—by—calI details on each outbound call made by the system. Agent capabilities: I Increase agent productivity by automating agent tasks through CRM or trouble ticketing integration. -Agents can easily hot desk and log into any phone/ extension easily enabling call centers working in multiple shifts. 0 Unified agent desktop client for interaction management from a single client with powerful telecommuting functionality. - Easily view queue and group statistics to manage their activities and transactions without requiring supervisor intervention. -View complete details of interactions in queue. - Enter auxiliary and wrap codes to mark calls or inform supervisors of their availability. ° Agents can easily route calls to their personal queues Advanced functionality Outbound dialer ShoreTel Enterprise Contact Center has a sophisticated yet simple outbound dialer that can be used for campaigns such as collections, customer foIIow—throughs or compliance. The ShoreTel outbound dialer provides a versatile solution to meet the needs of your preview and progressive campaigns. Targeted campaigns: Build campaigns that focus on specific business goals with the flexibility to schedule them for different time zones or specific times of day or week. Flexible campaign configuration: Tune your campaigns according to your needs. Easily configure the number of times campaigns reload the data. Manage the number of alternate numbers to call for each customer. Manage and get detailed reports on number of times the dialer attempts to reach a destination. Sophisticated dial list management: Manage your dial lists through any database that is ODBC compliant. Use the powerful outbound dialer scripting capability to import information from your database as well as populate data during a campaign to assist you in maintaining and updating the list easily. Pace your campaign: Optimize your operations by blending inbound and outbound calls. The ShoreTel Enterprise Contact Center can automatically ramp up or slow down the campaigns using parameters such as target service levels or inbound calls in queue to optimize customer experience. Increase agent productivity: Improve agent productivity by scheduling campaigns to launch at specific times or when there is lighter traffic for incoming calls. Agents can be part of multiple campaigns simultaneously. Automated messages including account information or reminders can also be played to the caller before transferring the calls to a live agent, thus reducing interaction times. Agents can preview customer information through a screen pop so they are better prepared for the call.
  23. 23. Open interfaces enabling you to integrate into your business processes ECC massively open interfaces lets you customize reports, create dashboards, and easily integrate into your critical business applications. Real Time event feeds provide queue and agent information that can be used to provide custom views through your applications or even used by wallboards or Work Force Optimization applications. Standard database interfaces or custom WebServices interfaces allow you to change call flows based on your business logic. Open interfaces for ACD and telephony events allow you to customize agent screen pops and integrate with CRM and ticketing applications. flm WORLD HEADQUARTERS I 1 EMEA ASIA PACIFIC Distributed campaigns: Using the ShoreTel distributed UC system, agents can be located anywhere and use any device but be on a single campaign. Compliance: Filter your outbound calls through your custom "Do Not Call List" that can be loaded for the campaign. Manage campaigns: A graphical report enables you to easily monitor your campaigns in real time and terminate campaigns with the click of a button. Queue reports give you a detailed view of every agent activity including agents on an outbound call. Threshold alerts allow supervisors to easily monitor agents who are outside their target range. Analyze results of a campaign: Extensive detailed outbound reports enable you to analyze the result of outbound campaigns and measure the success. Integrated management: The outbound dialer is an integrated application ofthe ShoreTel Enterprise Contact Center that does not require additional servers and is managed through a single user interface. Interactive Voice Response (IVR) ShoreTel Enterprise Contact Center has a built in IVR engine that can also be used as a standalone application for customers who choose to help themselves. It is built on an easy to use, scalable framework supported by an easy yet powerful scripting engine. Applications are designed through a graphical About ShoreTel script editor, allowing you to leverage your database investments, provide a consistent customer experience and improve your productivity. Integrated management: The IVR is completely integrated with ShoreTel Enterprise Contact Center. A customer requiring live assistance can be seamlessly transitioned between self— and agent- assisted interactions. Integrated reporting: As with agent- assisted interactions, all IVR activity is captured within ShoreTel Contact Center Reports, providing you with a wealth of data to fine tune, improve and align self— service applications with your business goals. Each menu action is recorded and used to generate reports on frequency of usage. Standard features to interface with customers: This includes collecting customer information through DTMF and playing prompts in multiple languages. Customer information can be processed through a workflow to automate decision making. The system automatically plays back information to customers including digits, dates, currencies or numbers. Integrated with standard databases: The IVR application integrates with any standard database through ODBC connectors. Standard SQL queries as well as stored procedure calls are supported. All the information retrieved can be displayed to agents when the call is transferred. ShoreTel is a provider of business communication solutions whose brilliantly simple unified communications platforms, applications and mobile UC solutions promise a new rhythm of workforce engagement and collaboration. With costly complexity eliminated by design from its award winning, all-in-one IF phone system, UC and contact center solution, and its industry leading hosted business phone system, workers enjoy a freedom and self-reliance that other providers can't match. Users have full control to engage and collaborate, no matter the time, place or device, for the lowest cost and demand on IT resources in the industry. ShoreTel is headquartered in Sunnyvale, California, and has regional offices and partners worldwide. For more information, visit shoretel. com or shoretelsky. com 960 Stewart Drive, Sunnyvale, CA 94085 USA shoretel com and shoretelsky com +1 (300) 425-9335 Toll Free +1 (403) 331-3300 Tel +1(aoa)33i—3333 Fax for ShoreTel +1 (1346) 230—5000 Tel +1 (646) 230-5001 Fax for ShoreTel Sky +800 403 33133 Freephone +44(1b2Bl 826300 Tel +6‘l (0)2 9959 8000 Tel @ShoreTeI' Copyright © 2012 ShoreTel All rights reserved The ShoreTel logo and ShoreTel are registered trademarks of ShoreTel, Inc in the United States and/ or other countries All other copyrights and trademarks herein are the property of their respective owners Specifications are subject to change without notice Part #850-1237-D1/08 ‘I2
  24. 24. fiEIv'F. l*| 'i'S Ergonomic design optimized for comfort, sound and usability ' Plug—and—play simplicity lowers management resource needs *' Available in a wide range of models to meet all enterprise requirements » Quick and intuitive access to ShoreTel's feature—rich communication capabilities cShonflel Brilliantly simple" ". . , lliU[ In 29.14125’ ShoreTel IP Phones SIMPLIFYING COMMUNICATIONS FOR THE WAY PEOPLE WORK TODAY ShoreTel offers a wide range of telephones for use within its business communication solution, each designed to help boost productivity and meet the needs of every user—from busy executive to remote worker, and from operator to contact center agent. Each phone is preconfigured for quick and easy installation with the ShoreTel Unified Communications (UC) system and offers all the advanced features, high performance and quality required in today's constantly connected wor| <place. Elegant ergonomic design Since communications are a key aspect of business activity, a phone should feel comfortable and be easy to use. ShoreTel's attention to design detail delivers a precision—balanced, contoured handset which can rest comfortably againstthe ear, thereby maximizing productivity while minimizing user fatigue and shoulder and neck pain. The phone itself has a gentle concave sweep, which positions the keypad horizontally for ease of dialing while keeping the display at the optimum angle for visibility. The control face on all ShoreTel phones makes it easy for users to manage communication tasks, including call transfer, conferencing, call parking and intercom. Intuitivi-. :ly s. 'u‘<. ;-ai'i'iIine‘. -:. enid improve-s communications All ShoreTel phones have a display so users can see who is calling, check for missed calls and messages and quickly see the calls status. This helps keep communication flowing across the organization. Phones also feature an integrated Ethernet switch that allows a network drop to be shared with a desktop PC. ShoreTel IP Phones feature crystal—clear audio quality, and offer seven full octaves of sound, while many phones only offer three. In addition, ShoreTel's high—fidelity, full—duple>< speakerphones deliver exceptionally clear audio and enable hands—free conversation. All phones also support multiple languages. IELISQ of Lise : '.‘II't: dl‘I'IIIl]€'. ‘I, . communications I‘i‘iEil1cigI9ITi£-ITI All ShoreTel phones interoperate with ShoreTel Communicator (formerly ShoreTel Call Manager), so settings, call handling rules, presence information, automatic directory updates and other features can be managed according to users’ preferences. For instance, users can extend the power of their phone far beyond their desks with ShoreTel Office Anywhere, which allows them to assign their extension to any phone, including a mobile phone or home phone.
  25. 25. Brilliantly simple for IT administrators ShoreTel phones are designed to ease administrator workload. Once a phone is plugged into the network, ShoreTel Director automatically discovers it and adds it to the system, where it can be centrally managed as nodes on the enterprise network. As new software releases or versions become available, all IP phones can be automatically updated via network downloads, further reducing administration costs. Designed for the distributed enterprise Select ShoreTel phones can easily be deployed remotely utilizing the built-in VPN client providing the full ShoreTel experience in the remote or home office. Enhanced productivity Select models support XML applications that allow developers to integrate the phones even tighter into their business processes to boost the productivity of their users. ShoreTel IP Phones for every user Executive IP Phone 655: A twelve—Iine telephone ideal for executives and executive assistants. In addition to setting a new bar in speakerphone performance which leverages advanced microphone array technology, interaction with the telephone is extremely intuitive via the large color touch display. Hapticfeedback provides direct physical feedback that the phone has recognized the users touch input. Visual voicemail makes it very easy to browse, play and manage voicemail messages and the advanced directory display with telephony presence allows users to see if somebody is available for a phone call. Users can personalize the background image on the phone and also easily manage programmable buttons. An integrated headsetjack, plus a i0/100/1000 Ethernet switch for Gigabit speed as well as a built-in VPN client also come standard with this phone.