1) The document discusses Citizens Financial Group's implementation of a video banking program to transform the customer experience.
2) The program allows customers to access specialized financial advisors via video conferencing to get personalized advice and complete transactions.
3) The implementation is a phased approach, with an initial focus on improving the mobile sales force, followed by increased internal video conferencing and ultimately delivering an unparalleled mobile banking experience.
The document discusses how current solutions for caller experiences treat all callers the same, providing static experiences that can lead to frustration and inefficiency. It introduces Adaptive Solutions, which uses behavioral analytics to dynamically tailor the caller experience based on each individual's interactions. This personalized approach removes struggles and friction points, improving the customer experience while reducing costs. Adaptive Solutions products like Adaptive Audio and Optimization can adapt elements like playback speed in real-time to better meet each caller's needs.
InteliSpend Prepaid Solutions Products and ServicesVenita House
InteliSpend provides prepaid card solutions for businesses through its Prepaid for Business program. It has the deepest product platform in the market, allowing it to create highly customized solutions for clients' unique needs and challenges. Key benefits include DirectSpend technology that allows controlling where cards can be redeemed and top-tier program management. InteliSpend solutions range from rewards and incentives to payments processing.
InteliSpend provides customized prepaid card solutions for businesses through its deepest product platform. Its patented DirectSpend technology allows customers to control where cards can be used. InteliSpend offers top-tier program management and works with multiple card networks to create the most tailored solutions that meet each customer's unique needs and challenges.
InteliSpend provides customized prepaid card solutions for businesses through its deep product platform. It can create tailored solutions to exactly match a business's needs, rather than using generic gift cards. InteliSpend has unique network flexibility and its patented DirectSpend technology allows controlling where cards can be redeemed. It also offers top-tier program management to deliver flexible and effective prepaid programs.
Sage CRM provides customer service capabilities to help businesses efficiently and effectively manage customer queries and issues. It allows customer service representatives to easily view customer information and resolve issues using features like case management and a centralized knowledge base. The system also enables performance monitoring and management through reports.
The document discusses vendor managed services and multisourcing strategies. It notes that businesses often require resources that exceed their internal capacity. Using external vendors can provide access to expertise and scale while potentially reducing costs. However, sourcing is complex and requires governance to ensure alignment with business goals and strategy. The document also provides examples of vendor managed services models and considerations for implementation.
1) The document discusses Citizens Financial Group's implementation of a video banking program to transform the customer experience.
2) The program allows customers to access specialized financial advisors via video conferencing to get personalized advice and complete transactions.
3) The implementation is a phased approach, with an initial focus on improving the mobile sales force, followed by increased internal video conferencing and ultimately delivering an unparalleled mobile banking experience.
The document discusses how current solutions for caller experiences treat all callers the same, providing static experiences that can lead to frustration and inefficiency. It introduces Adaptive Solutions, which uses behavioral analytics to dynamically tailor the caller experience based on each individual's interactions. This personalized approach removes struggles and friction points, improving the customer experience while reducing costs. Adaptive Solutions products like Adaptive Audio and Optimization can adapt elements like playback speed in real-time to better meet each caller's needs.
InteliSpend Prepaid Solutions Products and ServicesVenita House
InteliSpend provides prepaid card solutions for businesses through its Prepaid for Business program. It has the deepest product platform in the market, allowing it to create highly customized solutions for clients' unique needs and challenges. Key benefits include DirectSpend technology that allows controlling where cards can be redeemed and top-tier program management. InteliSpend solutions range from rewards and incentives to payments processing.
InteliSpend provides customized prepaid card solutions for businesses through its deepest product platform. Its patented DirectSpend technology allows customers to control where cards can be used. InteliSpend offers top-tier program management and works with multiple card networks to create the most tailored solutions that meet each customer's unique needs and challenges.
InteliSpend provides customized prepaid card solutions for businesses through its deep product platform. It can create tailored solutions to exactly match a business's needs, rather than using generic gift cards. InteliSpend has unique network flexibility and its patented DirectSpend technology allows controlling where cards can be redeemed. It also offers top-tier program management to deliver flexible and effective prepaid programs.
Sage CRM provides customer service capabilities to help businesses efficiently and effectively manage customer queries and issues. It allows customer service representatives to easily view customer information and resolve issues using features like case management and a centralized knowledge base. The system also enables performance monitoring and management through reports.
The document discusses vendor managed services and multisourcing strategies. It notes that businesses often require resources that exceed their internal capacity. Using external vendors can provide access to expertise and scale while potentially reducing costs. However, sourcing is complex and requires governance to ensure alignment with business goals and strategy. The document also provides examples of vendor managed services models and considerations for implementation.
This document discusses how gamification can be used to increase engagement of employees and customers. It explains that gamification applies gaming mechanics and thinking to motivate behaviors. Some ways it can be used include rewarding goals and actions through leaderboards, badges and virtual currency. Data from gamified activities can provide insights to improve the mechanics and influence promotions. The document outlines a functional architecture and multi-stage process to design an effective gamification program within an organization.
Portrait Software is a customer experience management company that provides software to help companies become more customer-centric. The document discusses how customer centricity is important for business success and increased revenue. It then summarizes Portrait's software suite which includes analytics, outbound marketing, and inbound recommendation tools to optimize customer interactions across channels. The software aims to provide a single customer view, personalized recommendations, and consistent service to improve customer retention and cross-selling.
The document discusses tripleA, a consulting firm that helps information providers optimize their use of global sourcing. They understand publishers' businesses and needs. tripleA examines clients' operations for inefficiencies and evaluates cost savings from outsourcing parts of content production. They advise on strategic sourcing assessments, vendor selection, implementing shared service centers, and governance for long-term partnerships. tripleA aims to partner with clients through the full outsourcing process.
This document discusses social CRM and its evolution from traditional CRM. It begins by defining customer experience and how social CRM aims to develop deeper emotional bonds with customers through understanding their experiences across multiple touchpoints. It outlines how social CRM leverages external information from sources like social networks to develop a more complete view of each customer. The document then discusses how social CRM has expanded the customer touchpoints companies must engage with and how it has shifted the focus to collaborative relationships within a customer's broader network. It concludes that social CRM complements traditional CRM by extending its capabilities to support conversations with customers and markets.
This document provides an overview of customer journey mapping and outlines its benefits and key processes. It discusses how customer journey mapping can help improve customer experience, identify inefficiencies, and prioritize actions. The mapping process involves understanding touchpoints and moments of truth, defining the ideal journey, and identifying gaps between current and ideal experiences. Key steps are then prioritized based on factors like benefit, cost, and risk.
The document outlines the key steps in an IBM sales process, including establishing a buying vision with the customer, qualifying the customer's needs, developing a solution, and closing the sale. It shows the steps to identify opportunities, validate customer interest, qualify leads, propose a solution, and generate pipeline and sales. The overall process moves from initial customer engagement through developing and customizing solutions to finalizing a signed contract.
Selling steps to sell process funnel opportunities establish value close sale...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision and qualify their interest.
2. Articulate IBM's capabilities to access the customer's power and needs.
3. Develop a preliminary solution with the customer.
4. Close the sale by getting a signed contract and verifiable outcomes.
Selling steps to sell strategy funnel opportunities establish value close sal...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision to understand their needs and priorities.
2. Qualify the customer and articulate IBM's capabilities to demonstrate how IBM can help meet their needs.
3. Develop a preliminary solution with the customer to address their problems.
4. Progress through further steps of accessing decision makers, proposing a full solution, and closing the sale to achieve a signed contract.
- 90% of companies do not track their printing costs, which account for 1-3% of revenue on average, with IT staff spending over 15% of their time on printing issues.
- Managed print services can optimize printer fleets, provide proactive maintenance, and provide management information and billing to control costs and increase productivity.
- Print Wise 2.0 software allows central monitoring and tracking of printer usage, health, and supplies to take pre-emptive action, reduce inventory, and adhere to service level agreements.
This document discusses how to use IVR and self-service strategies effectively to enhance customer experience while reducing costs. It notes that many enterprises implement IVR incorrectly, creating complex menus that frustrate customers. To be successful, IVR should be simple, avoid unnecessary complexity, involve customer-facing employees, and pay attention to details. The document also outlines the business case for IVR and how to ensure self-service options are part of an effective multichannel customer service strategy.
Successful Customer Communication with Adobe ADEPDieter Hovorka
How you can enforce successful Customer Communication by using Adobe solutions. Presented in November 2011 in Riyadh / Saudi Arabia to the Enterprise partner community.
Print and beyond insights - Transforming transactions to engage customersRoger Christiansen
Letters, bills and statements are the largest part of the customer communications iceberg.
They are central to the customer experience.
Yet the chance to say something powerful usually remains beneath
the waves. That makes transactional printing a massive, largely
hidden marketing opportunity.
It has the potential to transform itself from transactional
documentation to become a central force in customer
communications – and a fundamental part of the marketing mix.
Rev 5 Sap Mobility Conversation 06.9.2012DJ EVERETTE
The document discusses SAP HANA in-memory processing technology and how it can be combined with cloud computing and SAP mobility solutions to provide competitive advantages. It proposes a market-focused cloud solution that uses these technologies along with big data and a patented process to create a listening, creative and responsive global enterprise with a single integrated approach focused on the customer. The solution aims to deliver faster and more efficient end-to-end cost reductions, closer customer satisfaction and leverage of business information for better decisions.
Technology Trends Customer Insight, a copy of the presentation delivered by Giles Pavey, Head of Retail Solutions, dunnhumby from the CIM East of England Summer Marketing Conference held on 9 June 2011 at ARU, Chelmsford
The document discusses implementing a CRM system in manufacturing and distribution to address challenges around lack of visibility and planning alignment between sales and marketing. It provides case studies on how CRM can help integrate various functions like sales, marketing, and after-sales service to improve customer satisfaction, increase revenue and profitability, and provide better visibility across the value chain. The document argues that a coordinated CRM strategy can accelerate deals through the sales cycle and streamline business processes to yield improved efficiency and effectiveness across customers and sales channels.
Forrester's Kate Leggett recently blogged about the business benefits of improving the Agent Desktop experience, and I was inspired to add additional color commentary to this as I am currently working with a client who has some significant Agent Desktop challenges. So below is a summary of the Top 6 KPIs and Business Benefits associated with improving your Customer Service Agent's Desktop experience. The 6 KPIs are below:
Improving Agent Handle Time.
Increasing First Call Resolution.
Improving Agent Satisfaction & Turnover.
Improving Training & Ramp Up Time.
Improve Customer Satisfaction.
Increase Revenue.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
This document provides information on reducing absenteeism in contact centers. It discusses the costs of absenteeism and common reasons employees take unplanned leave. Research shows the most important factors for employee retention are relationships with supervisors and work-life balance. The document outlines drivers of absenteeism related to motivational fit, rewards, cooperation, work environment, and personal life. It suggests contact centers identify the specific causes of absenteeism through staff surveys and implement strategies to improve communication, development, rewards, and work conditions in order to increase employee engagement and reduce turnover.
Recruiting and retaining talented staff - Presented at Frost & Sulllivans Con...Steve Mitchinson
The document discusses strategies for recruiting and retaining talented staff. It addresses common challenges like gaining and retaining talent being the #1 challenge globally. It emphasizes the importance of the relationship between HR and the business to identify pain points that affect business results. Additionally, it discusses the importance of company culture and engagement in retaining employees, highlighting drivers of engagement like trust, career opportunities, and pride in the company. The document provides questions and strategies to consider for improving recruitment, engagement, and reducing absenteeism and turnover.
This document discusses how gamification can be used to increase engagement of employees and customers. It explains that gamification applies gaming mechanics and thinking to motivate behaviors. Some ways it can be used include rewarding goals and actions through leaderboards, badges and virtual currency. Data from gamified activities can provide insights to improve the mechanics and influence promotions. The document outlines a functional architecture and multi-stage process to design an effective gamification program within an organization.
Portrait Software is a customer experience management company that provides software to help companies become more customer-centric. The document discusses how customer centricity is important for business success and increased revenue. It then summarizes Portrait's software suite which includes analytics, outbound marketing, and inbound recommendation tools to optimize customer interactions across channels. The software aims to provide a single customer view, personalized recommendations, and consistent service to improve customer retention and cross-selling.
The document discusses tripleA, a consulting firm that helps information providers optimize their use of global sourcing. They understand publishers' businesses and needs. tripleA examines clients' operations for inefficiencies and evaluates cost savings from outsourcing parts of content production. They advise on strategic sourcing assessments, vendor selection, implementing shared service centers, and governance for long-term partnerships. tripleA aims to partner with clients through the full outsourcing process.
This document discusses social CRM and its evolution from traditional CRM. It begins by defining customer experience and how social CRM aims to develop deeper emotional bonds with customers through understanding their experiences across multiple touchpoints. It outlines how social CRM leverages external information from sources like social networks to develop a more complete view of each customer. The document then discusses how social CRM has expanded the customer touchpoints companies must engage with and how it has shifted the focus to collaborative relationships within a customer's broader network. It concludes that social CRM complements traditional CRM by extending its capabilities to support conversations with customers and markets.
This document provides an overview of customer journey mapping and outlines its benefits and key processes. It discusses how customer journey mapping can help improve customer experience, identify inefficiencies, and prioritize actions. The mapping process involves understanding touchpoints and moments of truth, defining the ideal journey, and identifying gaps between current and ideal experiences. Key steps are then prioritized based on factors like benefit, cost, and risk.
The document outlines the key steps in an IBM sales process, including establishing a buying vision with the customer, qualifying the customer's needs, developing a solution, and closing the sale. It shows the steps to identify opportunities, validate customer interest, qualify leads, propose a solution, and generate pipeline and sales. The overall process moves from initial customer engagement through developing and customizing solutions to finalizing a signed contract.
Selling steps to sell process funnel opportunities establish value close sale...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision and qualify their interest.
2. Articulate IBM's capabilities to access the customer's power and needs.
3. Develop a preliminary solution with the customer.
4. Close the sale by getting a signed contract and verifiable outcomes.
Selling steps to sell strategy funnel opportunities establish value close sal...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision to understand their needs and priorities.
2. Qualify the customer and articulate IBM's capabilities to demonstrate how IBM can help meet their needs.
3. Develop a preliminary solution with the customer to address their problems.
4. Progress through further steps of accessing decision makers, proposing a full solution, and closing the sale to achieve a signed contract.
- 90% of companies do not track their printing costs, which account for 1-3% of revenue on average, with IT staff spending over 15% of their time on printing issues.
- Managed print services can optimize printer fleets, provide proactive maintenance, and provide management information and billing to control costs and increase productivity.
- Print Wise 2.0 software allows central monitoring and tracking of printer usage, health, and supplies to take pre-emptive action, reduce inventory, and adhere to service level agreements.
This document discusses how to use IVR and self-service strategies effectively to enhance customer experience while reducing costs. It notes that many enterprises implement IVR incorrectly, creating complex menus that frustrate customers. To be successful, IVR should be simple, avoid unnecessary complexity, involve customer-facing employees, and pay attention to details. The document also outlines the business case for IVR and how to ensure self-service options are part of an effective multichannel customer service strategy.
Successful Customer Communication with Adobe ADEPDieter Hovorka
How you can enforce successful Customer Communication by using Adobe solutions. Presented in November 2011 in Riyadh / Saudi Arabia to the Enterprise partner community.
Print and beyond insights - Transforming transactions to engage customersRoger Christiansen
Letters, bills and statements are the largest part of the customer communications iceberg.
They are central to the customer experience.
Yet the chance to say something powerful usually remains beneath
the waves. That makes transactional printing a massive, largely
hidden marketing opportunity.
It has the potential to transform itself from transactional
documentation to become a central force in customer
communications – and a fundamental part of the marketing mix.
Rev 5 Sap Mobility Conversation 06.9.2012DJ EVERETTE
The document discusses SAP HANA in-memory processing technology and how it can be combined with cloud computing and SAP mobility solutions to provide competitive advantages. It proposes a market-focused cloud solution that uses these technologies along with big data and a patented process to create a listening, creative and responsive global enterprise with a single integrated approach focused on the customer. The solution aims to deliver faster and more efficient end-to-end cost reductions, closer customer satisfaction and leverage of business information for better decisions.
Technology Trends Customer Insight, a copy of the presentation delivered by Giles Pavey, Head of Retail Solutions, dunnhumby from the CIM East of England Summer Marketing Conference held on 9 June 2011 at ARU, Chelmsford
The document discusses implementing a CRM system in manufacturing and distribution to address challenges around lack of visibility and planning alignment between sales and marketing. It provides case studies on how CRM can help integrate various functions like sales, marketing, and after-sales service to improve customer satisfaction, increase revenue and profitability, and provide better visibility across the value chain. The document argues that a coordinated CRM strategy can accelerate deals through the sales cycle and streamline business processes to yield improved efficiency and effectiveness across customers and sales channels.
Forrester's Kate Leggett recently blogged about the business benefits of improving the Agent Desktop experience, and I was inspired to add additional color commentary to this as I am currently working with a client who has some significant Agent Desktop challenges. So below is a summary of the Top 6 KPIs and Business Benefits associated with improving your Customer Service Agent's Desktop experience. The 6 KPIs are below:
Improving Agent Handle Time.
Increasing First Call Resolution.
Improving Agent Satisfaction & Turnover.
Improving Training & Ramp Up Time.
Improve Customer Satisfaction.
Increase Revenue.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
This document provides information on reducing absenteeism in contact centers. It discusses the costs of absenteeism and common reasons employees take unplanned leave. Research shows the most important factors for employee retention are relationships with supervisors and work-life balance. The document outlines drivers of absenteeism related to motivational fit, rewards, cooperation, work environment, and personal life. It suggests contact centers identify the specific causes of absenteeism through staff surveys and implement strategies to improve communication, development, rewards, and work conditions in order to increase employee engagement and reduce turnover.
Recruiting and retaining talented staff - Presented at Frost & Sulllivans Con...Steve Mitchinson
The document discusses strategies for recruiting and retaining talented staff. It addresses common challenges like gaining and retaining talent being the #1 challenge globally. It emphasizes the importance of the relationship between HR and the business to identify pain points that affect business results. Additionally, it discusses the importance of company culture and engagement in retaining employees, highlighting drivers of engagement like trust, career opportunities, and pride in the company. The document provides questions and strategies to consider for improving recruitment, engagement, and reducing absenteeism and turnover.
David Jaffe & Steve Mitchinson share their thoughts on how to future proffe your contact centre, from a presentation to the ATA NAtional COnference in 2009, but still very relevant...
This document summarizes a presentation given by Steve Mitchinson of Limebridge Australia on trends in the customer interaction space across the Asia Pacific region. Some of the key trends discussed include the growing adoption of IP telephony and cloud computing, increasing customer expectations, the importance of integration across systems and channels, and challenges around social media strategies. Recommendations are provided around improving recruitment, metrics, automation, and providing agents with integrated customer insights to enable more effective customer interactions.
Maintaining A Positive Culture In Difficult TimesSteve Mitchinson
The document discusses maintaining a positive organizational culture during challenging times. It emphasizes the importance of culture and engagement for business outcomes like productivity and profits. Creating an engaged workforce requires focusing on drivers like trust in leadership, career growth opportunities, meaningful work, and corporate social responsibility. The document suggests approaches for managers to improve engagement such as keeping promises, open communication, recognizing employees, and building trusting relationships.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
Smitty Smith is a technology sales and business development professional with over 20 years of experience selling networking, telecommunications, and security solutions. He has a track record of exceeding sales quotas and growing revenues through new customer acquisitions and channel partner relationships. Currently residing in San Clemente, CA, Smitty is open to relocation and can be reached at (949) 533-1221 or smitty@smitty-smith.com.
Capturing intelligence while managing relationshipsIntergen
Focuses on how to provide sales representatives with the tools to manage customer relationships and to capture valuable field intelligence via direct observations. Enabling immediate transmitting of field information via mobile devices to headquarters. to enable category managers, trade promotion managers, finance and logistics instant-connect views, so that business managers can intelligently and swiftly reorder field priorities to energize a launch, or avoid a supply chain issue. Presented at the NZ Retail Show during April 2011.
Interactive Intelligence provides a fully-integrated contact center software solution that unifies communications across channels such as phone, email, chat, and social media. The solution offers inbound and outbound contact center capabilities on a single platform with administration. It provides scalability, reliability, and flexibility through a software-only architecture that can be deployed either on-premise or as a hosted solution. The unified platform automates business processes and integrates with other systems to improve customer service across channels.
Customer Service is a new corporate battleground. Companies need to provide state of the art customer service in order to compete and in this new market. This white paper discusses the business value and best practices of integrating your companies phone system with a strong central CRM.
Uni-Solutions provides lead generation and marketing services. Their business model involves cold calling target accounts to identify decision makers, scheduling meetings with prospects, and ensuring leads are genuinely interested before passing them to clients. They aim to engage in meaningful conversations with high-level executives and provide intensive training to staff so they can effectively represent clients. Uni-Solutions uses a proven methodology tailored to client needs involving strategy, data, profiling, and lead/appointment generation. They can support various industries including IT, telecommunications, manufacturing, education and more.
Business intelligence can help telecom companies analyze customer transaction data to better understand customer behavior, identify at-risk customers, and uncover new opportunities for growth. This customer insight allows telecom providers to improve customer retention, target marketing efforts more effectively, and make data-driven decisions to lower costs and increase profits. HCL provides business intelligence and analytics services to help telecom companies gain strategic and competitive advantages through insights derived from customer data.
Target 250 is a global market-entry planning specialist with over 60 employees across offices in London and Ireland. They have worked with over 1,000 technology clients in the past 10 years to help companies enter new markets. Target 250 provides account profiling, strategic sales appointments, database services, and other support to connect clients with the right prospects and generate qualified sales leads and opportunities. Customers praise Target 250's results, experience, and ability to become an integral part of their go-to-market strategy.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012. This presentation was given by Ruben Overkemping of Avanade, and discussed How to create customer value in the multi-channel world.
This document provides an overview of a 60-minute presentation on speech analytics. The presentation will feature a panel of experts from speech analytics companies discussing how speech analytics can be used to enhance the customer experience, improve business processes, and optimize agent performance. Specific use cases that will be covered include identifying customer sentiment, improving sales effectiveness, linking call recordings to agent coaching, and predicting customer churn.
CRM Manufacturing - Birmingham 25th Jan 2012antonioferrin
This document discusses how customer relationship management (CRM) can help manufacturing companies. It defines CRM as "the company's response to the customer's control of the conversation." It explains that CRM focuses on understanding customers, their needs and value to the company. CRM helps manufacturers through initiatives like loyalty programs, customized offers and pricing, and analytical CRM to transform transactional data into customer insights and predictions. The document outlines key factors for successful CRM implementation, such as leadership from business areas, implementing in phases starting with highest ROI, communication, and defining clear metrics.
InContact provides a cloud-based contact center platform that allows companies to optimize customer interactions across channels. Their platform offers powerful routing, workforce optimization, and telecom solutions. InContact has over 800 customers, processes over 10 billion calls annually, and has the highest documented customer satisfaction in the industry. Their cloud platform provides flexibility, scalability, and lower total cost of ownership compared to on-premise solutions.
The Customer Is King. With this in mind, we provide an overview of the value of customer service in terms of real-world business benefits. It outlines an approach to improving customer service through IP call / contact centre technology, which offers distinct advantages.
The document discusses features of Voxtron Communication Center (VCC), a multi-channel customer interaction solution. Key points include:
1) VCC supports various interaction channels including voice, email, SMS, fax, and web chat to provide self-service and reduce call volumes.
2) Features include advanced routing, remote agent functionality, integrated voice recording, out of the box integrations, powerful dashboards, and an advanced dialer.
3) The solution aims to drive customer advocacy through optimized multi-channel interactions and agent empowerment.
The document discusses Voxtron Communication Center, a multi-channel customer interaction solution. It can reduce call volumes by allowing self-service through other channels like email, chat, and SMS. The solution offers features like email management, fax handling, web chat, outbound dialing, advanced routing, and reporting. It provides a unified approach to customer interactions across multiple channels through its universal queue.
The dawn of the demand centre - John Neeson, Managing Director and Co-Founder...Demand Generation Summit
John Neeson, Co-founder of Sirius Decisions, together with a panel of senior technology marketers explores the development of the demand centre. He looks at how organisations need to adapt; what should be centralised and what left to local markets; and what technologies and processes are needed to make it all work.
Customer care for Telecom operators: from management headache to source of co...Value Partners
Customer care is becoming a strategic priority for telecom operators as markets mature and saturation approaches. Traditional customer care models focus on balancing quality and efficiency but are ill-equipped for current challenges. Radically innovative models are emerging that improve customer satisfaction while reducing costs through needs-based channel shifting, customer-centric call centers, and competitive outsourcing. One client improved satisfaction by 20% and reduced costs by 15% within a year using this approach.
The document discusses CRM evolution, components, applications, and programs. It provides an overview of how CRM has evolved over time from sales force automation to integrated customer-centric solutions. The key components of CRM include marketing, sales, customer service, and analytics. Basic CRM application features are listed for sales force automation, marketing automation, partner management, service management, and the customer hub. The document also discusses the CRM ecosystem, including operational, collaborative and analytical CRM, and how CRM aims to provide a single, authenticated view of the customer across touchpoints.
Microsoft Power Point Ignition Value Proposition NewEllyn Winters
Ignition, a full service marketing consultancy specializing in the technology sector, shares its philosophy, approach to market, and client success stories
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Similar to Ata Roadshow 2008 Contact Centre As The Voice Of The Company (20)
QA or the Highway - Component Testing: Bridging the gap between frontend appl...zjhamm304
These are the slides for the presentation, "Component Testing: Bridging the gap between frontend applications" that was presented at QA or the Highway 2024 in Columbus, OH by Zachary Hamm.
How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
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Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...Fwdays
Direct losses from downtime in 1 minute = $5-$10 thousand dollars. Reputation is priceless.
As part of the talk, we will consider the architectural strategies necessary for the development of highly loaded fintech solutions. We will focus on using queues and streaming to efficiently work and manage large amounts of data in real-time and to minimize latency.
We will focus special attention on the architectural patterns used in the design of the fintech system, microservices and event-driven architecture, which ensure scalability, fault tolerance, and consistency of the entire system.
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
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Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
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Ata Roadshow 2008 Contact Centre As The Voice Of The Company
1. The Contact Centre
Becoming the Voice of
the Company
Presented by Steve Mitchinson
Partner, TeamRed Solutions
National Chairperson ATA
Your Partner for Herrmann Whole Brain Thinking 1
2. The Contact Centre Becoming
the Voice of the Company
1. Why do Managers “Think What They Think”
2. Recognising Strategic Value
3. Gathering and using customer data
4. The Challenge
– Developing links between the centre and other business
units
– Proving the strategic importance of the centre to the
business
– Presenting a common message to Customers
5. The role of Contact Centre Leadership
6. The Need or Evolution -the Contact Centre Managers role
2
Your Partner for Herrmann Whole
Brain Thinking
3. Why do management think
what they think?
Call centres were born out of a basic need to answer customer
•
questions.
In 1972 Rockwell developed the first ACD for Continental Airlines,
•
effectively launching the contact centre industry
In the 1990‟s the endless list of possibilities for contact centres
•
started to emerge
From contact centre to interaction hub
•
Today‟s contact centre also serves „customers‟ other than
•
consumers, including business partners, employees, and field
agents.
Sadly, many contact centres, suffer from executive
•
mandates that reflect 1970‟s thinking -the focus
to reduce costs and improve efficiency is still routine
3
Your Partner for Herrmann Whole
Brain Thinking
4. The Evolution.....
Steps Triage Containment Exploitation
Quality Function Location Media Consolidatio
Service Neutral Neutral Neutral n
Technologies ACD
PBX/Key Skills based Call blending & Network-based Web enabled, Workflow Strong process
system routing, IVR< scripting, routing, web chat, e- transaction re-engineering,
Predictive integrated distributed mail response, recording, change
Dialers, CTI, front office switch/CTI, speech ERMS, management
Call recording applications, distributed recognition, integrated and knowledge
data mining, workforce, ATM switch, front management
video
multi-skilling, remote agents, office/back emphasis,
quality advanced office, cultural
monitoring transition
management integrated
and tools management
Capabilities Answer the Answer calls Route calls to Collect and use End of distance Customer Integration, Pro-active
phone efficiently, most able information impediments, choice of control, revenue
control costs, agent, once about improved contact and efficiency, generation,
call queuing call that’s all customers at resilience, media; understanding customized
focus, point of efficient emphasis and support optimum
improved contact, support for the moves to the for more response to
service global business every contact
defensive transaction, complex
revenue not the call transactions
generation
Phases Call Handling Call Centre Contact Centre
4
Your Partner for Herrmann Whole
Brain Thinking
5. Why do management think
what they think?
The contact centre has always been scrutinized for performance and ROI.
•
The range & amount of data and metrics that are available-yet typically
•
management focus on those that shed light on the cost equation.
To many the contact centre seems a calculable formula of seats, calls and
•
resources, all of which are the focus of reduction, streamlining, or
automation
Accountability and proof of return on investment will always affect the
•
decisions of contact centre leadership
The modern contact centre can play a strategic role in managing the
•
customer, one that directly and indirectly affects lifetime value, retention
rates, and advocacy.
As centre managers progress forward, they will have to understand and
•
embrace new ways of accounting for their contribution and value within
the enterprise to change these attitudes.
5
Your Partner for Herrmann Whole
Brain Thinking
6. Intense Competition &
Saturating Markets
Trends revealed in Frost & Sullivan‟s latest
research included:
Reducing Brand Loyalty
–
Increasing price sensitivity
–
Increasing customer knowledge, scepticism & power
–
Diminishing barriers to (market)entry
–
A drive to achieve an unparalleled customer experience
–
Never has there been a better time to promote the
Contact Centres strategic value – provided we
understand it, measure it and can manage up!
6
Your Partner for Herrmann Whole
Brain Thinking
7. The Most Likely Scenario
Contact centers must increasingly fill a role as the primary channel for
•
customer relations, including support, sales and marketing activities.
They must be the central source of data for management and decision-
•
making that involves the customer, serving as the entry or go-to point to
and from other company touch points Further advances, particularly in
Web-based channels will expand effectiveness, making them far more
productive and cost-effective as technology removes the burden of routine
tasks. It delivers a capacity for consistency & cost reduction
Highly trained and empowered service reps must have at their disposal a
•
vast, multimedia and integrated network of customer data leading to
endless possibilities. Customers will no longer accept “hand-offs”
Contact centers will be the key to competitive advantage and the revenue
•
maximisation going forward
7
Your Partner for Herrmann Whole
Brain Thinking
8. A tip from Amazon.com
Spend 70% of your time building a
great customer experience and 30%
of your time shouting about it
Source - Jeff Bezof, CEO at Amazon.com
8
Your Partner for Herrmann Whole
Brain Thinking
9. The Crux of an Interaction:
The Contact Centre
Smart companies want to build strong bases of loyal, profitable customers
who are also advocates for the company.
In order to drive sustainable, profitable organic growth and competitive
differentiation, they must better integrate and align the way they treat
customers at each touch point
Achieving this is a continuum of:
Unrepentant brand marketing and well-publicized customer-focus programs are on the rise
–
Competitors increasingly raise the stakes.
–
Customers‟ expectations continue to rise based on their experiences elsewhere
–
Given the vast number of experiences companies have to
manage, the key challenge is to create desirable
experiences consistently, at the right time in a seamless
real-life operational model.
9
Your Partner for Herrmann Whole
Brain Thinking
10. The equation is P2T = A3
People, Process, Technology
delivered
Anywhere, Anytime, to Anyone
How effectively your enterprise is able to:
• Attract, leverage and develop its‟ people
• Improve its processes to exceed customer expectations -not yours
• Implement the right technology
• Deliver your products and services anywhere, anytime to anyone may well
determine the ultimate success of the business
• How well are you doing?
• How well are you promoting it?
• How well would you like to be doing?
10
Your Partner for Herrmann Whole
Brain Thinking
11. The Challenge Starts Here
The ranks of contact centre management are
heavily weighted to operational excellence
To truly become the voice of the company this
needs a quantum shift to strategic excellence
CC‟s create a pool of future talent and typically
deliver vastly improved career paths for a
multitude of roles across the organisation
CC‟s typically do not adequately prepare CC
Managers for the strategic role of today, let alone
the future
Only we can change that......
11
Your Partner for Herrmann Whole
Brain Thinking
12. Some interesting
numbers....
• Recent research by across 250 contact
centres revealed :
• 150 “traditional” KPM‟s
• 55 Customer satisfaction measures
• 50 Employee satisfaction/engagement measures
But how many:
• Do Senior Management understand
• Actually measure or drive strategic value???
Your Partner for Herrmann Whole
12
Copyright 2008 Brain Thinking 12
13. Essentials for Contact Centre
Optimisation & Respect
1. Define a customer strategy that goes beyond merely delivering functions
and good service at low cost.
2. Justify and put in place infrastructure that uses technology and/or
outsourcing in a judicious way
3. Ensure the best possible execution by agents in all interactions by
investing time & money in knowledge management, coaching an in-
house performance management systems
Based on research by Mckinsey Group those that choose this approach
typically deliver revenue growth in excess of 30%, and cost reduction in
the order of 20%
13
Your Partner for Herrmann Whole
Brain Thinking
14. Recognising Strategic Value
Centre Managers must know and successfully
promote:
The contributions their center is making to other business units
•
How the centre is, or could be, favorably impacting revenues,
•
marketing initiatives, product innovations and other primary
business objectives
Customers to the Rescue!
Contact Centre managers have a valuable corroborator in their
•
cases for improving the contact centre: the customer.
Capturing and expressing the „voice of the customer' can be a
•
critical tool in framing operational decisions and building cases for
change in the contact centre and the strategic role it can play
Lots talk about it, but how many do it effectively?
•
14
Your Partner for Herrmann Whole
Brain Thinking
15. The CCM‟s challenge
In many organizations, the contact centre is still seen as a bureau or vendor
to sales and marketing.
In others, they are the peer that delivers the “service”.
In a select few, as “the centre of the universe”
In every case, the contact centre must be seen as a willing participant in
cross-functional collaboration with marketing, sales, fulfilment, accounts,
self-service, e-channels, and other departments to fully realize the
benefits of all CRM and customer focused initiatives.
They must be able to demonstrate that they are equipped
to deliver (the promised) competitively superior customer
experiences via their contact centres using a realistic,
achievable operational models and performance measures
15
Your Partner for Herrmann Whole
Brain Thinking
16. Challenges for Contact
Centre Leadership
Contact centre leadership has historically been adept at:
calculating costs and margins
•
being able to track a myriad of tight knit metrics
•
accounting for costs right down to headsets and carpeting square footage.
•
The more challenging (and critical) aspects of the contact centre
value proposition that are emerging are:
Truly understanding the upside benefits of customer advocacy and its
•
resulting effects on loyalty and new revenue
Developing a strong knowledge of contemporary and innovative strategies
•
in other operational areas in order to identify the opportunities for
integration with the contact centre.
Being able to sell that position such that the contact centre
•
truly is recognised as a strategic business unit and...
the “voice of the company”
16
Your Partner for Herrmann Whole
Brain Thinking
17. Challenges for Contact
Centre Leadership
The more challenging aspects of the contact centre
value proposition that have emerged are: (cont‟d)
Promoting the contact centre as being far more than the default
•
mouthpiece and ear for the company
Reinforcing the need to integrate across business units and functions.
•
The imperatives of contact centre leadership must
be to :
Drive the further integration of the contact centre with other key business
•
functions
Demonstrate that poor integration between the contact
•
centre and the rest of the organisation results in countless
missed opportunities to drive up revenue and productivity
Highlight the benefits of improved operational performance
•
and contribution through strong linkages to between
back-office and front office.
17
Your Partner for Herrmann Whole
Brain Thinking
18. The CCM‟s challenge
At a tactical level, it involves negotiating jurisdictions, authority levels and
SLA‟s, leading cross-functional teams and formal problem solving
processes
At an operational level it involves offering the contact centre as a controlled
test bed for new initiatives, proving the benefits of customer focused
programs and making the case for enterprise-wide adoption
At a strategic level, it involves implementing in your contact centres into the
advocacy-building, higher-order emotive attributes that brand messaging
often promises, such as being innovative, responsible, reliable, caring,
attentive, considerate, or empathetic
18
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Brain Thinking
19. Thank You
19
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Brain Thinking