Customer Service
Strategies for
the Communications
Industry
Table of Contents
3
Introduction
4
The Key Challenges Facing the Communications Industry
Convergence Invites New Competition and Commoditization Drives Prices Southward
The Customer Experience is Becoming Even More Important
Sales of Triple and Quadruple Plays are Disappointing
Keeping Costs Down is Difficult
10
The Strategic Role of the Contact Center in Communications
Strategy 1: Facilitate Integrated and Consistent Cross-Channel Interactions
Strategy 2: Offer an Inviting “Customer Front Door”
Strategy 3: Get Customers Off the Phone and Onto the Web
Strategy 4: Handle Calls More Intelligently
Strategy 5: Give Agents the Information They Need to Do Their Jobs
Strategy 6: Initiate Proactive Contact
Strategy 7: Make More Effective Use of Customer Data and Segmentation
Strategy 8: Optimize Business Process Execution
Strategy 9: Pursue Open IP Migration
Strategy 10: Boost Agent Productivity through Interaction Blending
17
The Genesys Dynamic Contact Center
19
Genesys in Communications
20
Case Study
23
Conclusion
Innovation and technology convergence are reshaping the communications industry landscape. Traditional wireline carriers are now competing against wireless, voice over Internet Protocol (VoIP), Internet service, cable and satellite television companies, as well as mobile virtual network operators and search engine companies. With more competitors chasing the same customers with the very same products, communications companies are now promoting triple and even quadruple play bundles to increase average revenue per user (ARPU). But many communications companies are struggling because they are unable to differentiate their business, reach customers likely to respond to new sales opportunities or make the most of their valued staff.
Communications providers that define and implement solutions to these challenges are those that will successfully compete and thrive into the future. This paper examines the strategic role of the contact center in the communications industry, and how it can deliver the increased revenues and cost savings that will drive profitability and shareholder value. The paper introduces ten essential strategies you can use to realize this potential by improving the customer experience, leveraging cross-sell and up-sell opportunities and promoting agent productivity and satisfaction:
• Facilitate Integrated and Consistent Cross-Channel Interactions • Offer an Inviting “Customer Front Door”
• Get Customers Off the Phone and Onto the Web • Handle Calls More Intelligently
• Give Agents the Information They Need to Do Their Jobs • Initiate Proactive Contact
• Make More Effective Use of Customer Data and Segmentation • Optimize Business Process Execution
• Pursue Open IP Migration
• Boost Agent Productivity through Interaction Blending
This paper further explains how the Genesys Dynamic Contact Center provides integrated communication technologies to optimize customer traffic, internal resources and business outcomes for today’s changing conditions. It concludes with a real-world customer case study that illustrates how Trinsic Communications has used Genesys solutions to make its contact center vision a reality.
According to the Telecommunication Industry Association’s (TIA) 2006 Telecommunications Market Review and Forecast, the total market in the United States will grow from
approximately $944.7 billion in 2006 to $1.2 trillion in 2009, representing an average compounded annual growth rate of 9%. Amid this impressive overall growth are even greater signs of market opportunities for certain newer technologies that are displacing older ones. The TIA reports that
IP-PBX revenue passed traditional PBX revenue in 2004, broadband subscribers passed dial-up subscribers in 2005, and that wireless revenue passed landline revenue in 2006, with substitution translating into phenomenal growth rates. For instance, the TIA projects that the wireless market will grow from $190 billion in 2006 to $267 billion
in 2010, a 59% increase.
Despite growth prospects, tremendous competition and commoditization have placed downward pressure on profit margins. Technological
innovation has expanded the competitive pool from traditional wireline carriers to wireless companies, VoIP providers, and Internet service companies. Online services such as Skype offer free calls from computer to computer. Further, technology convergence of voice, data and video has brought cable companies, satellite television companies, mobile virtual network operators, such as Virgin Mobile, 7-Eleven and Tracfone, and even Internet search engine/advertising giants Google and Yahoo, into the foray. The introduction of multiple-play services (which combine video, Inter-net and voice
services) has been largely motivated by the need for service providers to offset revenue losses from increased competition and to consolidate their market position. Competitors have introduced multi-service bundles to increase ARPU, to
attract new customers, to reduce customer churn — historically a huge problem in the communications industry — and to reduce operational support costs.
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The telecommunications market in the United States will grow from approximately $944.7 billion in 2006 to $1.2 trillion in 2009. IP technology, broadband and wireless are among the top growth drivers.
Source: TIA’s 2006 Telecommunications Market Review and Forecast
“As the market reaches commoditization, operators are faced with a critical decision: provide true innovation through services, branding or overall customer experience in their offerings, or risk getting squeezed out of the market.”
– Ben Piper, Director, Broadband Network Strategies Service Strategy Analytics
Telephia’s Total Communications Survey for Q2 2006 reveals
that nearly 43% of U.S. online households subscribe to bundled communications and en-tertainment services from the same provider, with Internet/television and Internet/phone combinations being the most popular. The primary motivation of consumers for purchasing bundles has been to obtain price discounts. However, just because price matters the most,
doesn’t mean service doesn’t matter. The customer experience is also important, and factors such as convenience and responsive and reliable support will help win and retain customers.
In fact, the ability to provide an excellent customer experience may become the only way for competitors to differentiate themselves in the commoditized market and may ultimately determine the new win-ners and losers. According to the University of Michigan’s American Customer Satisfaction Index (ACSI) study released in May 2007, custom-ers are already taking notice of the difference between the customer service levels offered by fixed-line service, wireless service, cable and satellite television and cell phone companies. For example, fixed-line telephone providers have the highest industry ACSI score at 70, fol-lowed by the wireless industry at 68. The cable and satellite television industry’s score of 62 represents the lowest level of customer
satisfac-tion among all industries covered by ACSI. Further, in this
industry, all individual provider scores either remained the same or fell from the previous year. In contrast, many wireless and cell phone companies improved their scores.
Not surprisingly, more consumers stated that they would prefer a telecom bundle over one offered by a cable company even though more people have bundles with a cable company, according to the CFI Group Telecom-Cable Industry Report published in 2007. The study, which examined customer satisfaction for video, broadband Internet access and wireless communications, found that cable companies lag telecom companies in customer satisfaction in all areas where they offer competing services. There is, however, one bright spot for cable companies in wired telephone service — the J.D. Power and Associates 2007 Residential Regional Telephone Customer Satisfaction Study reports that cable companies
The ability to provide an excellent customer experience may ultimately determine the new winners and losers in the evolving communications business. Fixed-line telephone providers have the highest American Customer Satisfaction Index (ACSI) score at 70, followed by the wireless industry at 68. The cable and satellite television industry’s score of 62
represents the lowest level of customer satisfaction among all industries covered by ACSI.
Price is the top reason why households bundle, but customer experience attributes such as convenience and reliable support also matter.
Primary Reason Top Two-Plays Top Three-Play Four-Play
For Bundle Internet/Phone Internet/TV Internet/TV/Phone Internet/TV/
Phone/Wireless
Price (promotions, discounts) 42.8% 46.0% 53.4% 60.9%
Convenience (single bill, one point of contact for customer service)
35.4% 28.9% 33.5% 29.2%
Reliability of service provider 10.7% 12.2% 7.4% 9.5%
Other 11.1% 12.9% 5.7% .4%
lead the customer satisfaction rankings for telephone service in all six U.S. regions for the first time ever.
Multi-service bundles are poised for growth. Industry analyst IDC predicts that the U.S. market for bundled services will grow from less than 45 million customers in 2006 to more than 84 million by 2010. But, to date, most customers are buying just double plays. Yankee Group estimates that as few as 4% of customers have bought triple plays. However, many are predicting greater adoption as the market becomes more mature. The contact center is a necessary component of ensuring that sales strategies to exploit triple- and quadruple- play opportunities are as successful as they can possibly be, but there’s a lot of work ahead.
First, channel interactions aren’t as automated as they should be. The U.S. Contact Center Operational Review, 1st edition – 2007 by ContactBabel shows that only 35% of communications companies are able to identify high-value customers when they call. According to the same report, only 40% of communications agents are able to cross-sell or up-sell within a call. Therefore, communications companies lose opportunities to increase ARPU because they can’t identify their customers and allocate agents with sales skills, as appropriate, and they also miss chances to retain already high ARPU customers who are expecting the very best service.
Secondly, contact centers aren’t as integrated as they should be. A company’s Website, e-mail and self-service systems are often silos separate from help or order lines. Forrester Research estimates that more than 30% of communications subscribers use the Web to research services. This behavior makes it difficult for companies to engage the customer during the key points in the decision making process, and companies may be losing sales by not being able to provide relevant information or sales assistance.
Further, providers need to do a better job of targeting specific demographics and businesses with targeted bundles, as well as with features and services to gain interest in triple and quadruple plays and to differentiate themselves from competitors — all of whom offer the same bundles of wireline, wireless, Internet and television services. This holds true in the consumer, small- and medium-sized business (SMB) and enterprise markets:
Consumer Market: Successful service providers need to offer lifestyle service bundles targeted to groups of users according to their interests and
usage patterns. For instance, younger and higher-income consumers might be
more receptive to buying video on demand, digital video recorders, Internet protocol television and voice over IP than other groups of consumers.
SMB Market: Forrester Research’s SMB Network and Telecommunications, North America and Europe, Q1 2007 Survey reveals the high saturation rate of bundled services, with nearly 75% of North American SMBs subscribing to some type of bundled service. But the survey also revealed growing interest in additional value-added services, such as software-as-a-service, e-mail, Website hosting and security services.
Enterprise Market: In addition to horizontal bundles, providers will need to develop and sell vertical bundles that offer value-added services around core services such as Internet access and telephony.
Communications companies are trying to keep costs low without negatively impacting customer service and sales. This is a tough task among commonly used techniques to
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respondents to CFI Group’s survey said they already have bundles. Most consumers currently stick to double plays, and 68% of consumers select cable companies to bundle their entertainment and Internet services. However, with innovations such as Internet protocol television, telecom providers may be able to even the playing field by understanding their customers’ needs.
improve efficiency and reduce contact center costs, such as reducing call volume, handling time, workforce costs and overhead costs.
• Call volume is high
McKinsey & Company estimates that a typical call center transaction in the telecom industry costs $8 to $10, while the same transaction conducted online costs just $0.15 to $.80. In their efforts to reduce call volume, communications companies are making progress transitioning customers to the Web, but adoption has been slower than it should be, in part because of the fear that customer’s visits to Websites, rather than call centers, will lead to lower sales per interaction.
• Handling times are too long
One factor increasing handling times is that communications companies can’t identify their customers when they call, and therefore cannot route them to the appropriate specialist. Further, a complete picture of the customer’s previous history of inquiries and interactions is rarely accessible, particularly if the communications occurred across several channels, such as phone, e-mail and the Website. Customers are likely to be frustrated because they have to repeat the same details over and over again, causing the call to take longer to resolve than it should have.
• Workforce costs are higher than in other industries
The U.S. Contact Center Operational Review, 1st edition – 2007 by ContactBabel shows that technology, media and telecoms (TMT) have higher contact center salaries than other industries, with the exception of managers of finance contact centers. The skill requirements for IT support are responsible for the high labor costs.
—
To keep wages under control, communications companies rely heavily on
out-sourcing. Datamonitor rates telecommunications as one of the three leading
indus-tries investing in contact center outsourcing. But many companies are now having
second thoughts as they realize the strategic importance of call centers in customer
service, which operate as the primary point of contact with the customer.
• The migration to IP-based contact centers is difficult
Organizations are continuing to migrate to IP-based contact centers as they recognize the inherent benefits that can be gained by moving from closed proprietary solutions to a more standards-based environment. Still, one of the biggest concerns for businesses considering
the move to IP is how to leverage existing systems. More specifically, they must be
con-vinced that they will not only gain new features and functionality, but also that they will not lose existing applications or functionalities. Equally important is the ability to select and deploy new functionality while retaining compatibility with a variety of new or existing applications and product vendors.
• Poor contact center efficiency increases operational costs such as bad debt
Bad debt is a growing problem for most service providers as they attract younger and less creditworthy customers. Wireline and wireless carriers collectively accrue several billion dollars in delinquent accounts receivable each year. Inefficient contact center operations are partly to blame for failure to collect unpaid bills. For example, some communications companies make little effort to identify high-risk customers or to reach out to them as soon as there is evidence that there may be a payment problem. And, once there is a problem, communications companies have a tendency to treat all late bill payers the same rather than developing personalized strategies for repayment.
Further, according to ContactBabel, only 36% of communications companies identify callers who have delinquent accounts. These companies don’t have agents working on debt collection in the evening or on weekends when the customer is more likely to be at home, or they fail to send out reminders that bills must be paid by a certain date to avoid penalties or loss of service. Confronted with costly manual collection processes, communications companies eventually give up because it has become more costly to collect on debt than
Source: The U.S. Contact Center Operational Review, 1st edition – 2007, ContactBabel
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to simply write it off.
Communications companies have long understood the value of their contact centers in providing excellent customer service and driving new revenue. Now, companies are calling on their contact centers to do even more as innovation has expanded product offerings and invited new market entrants.
In today’s competitive market, contact centers are an even greater strategic asset for survival and will have to go the extra mile to deliver value. Contact centers are a way to improve the quality of customer service to help differentiate themselves. Fundamental customer service goals that should be delivered by today’s contact center include cross-selling and up-selling more products and services by understanding customer needs, and running more cost efficient operations by increasing agent productivity. Further, contact centers are now considered a key instrument in changing the public’s perception of a company, creating a great customer experience and executing on the business goals of the company as a whole. How can your contact center accomplish these service objectives? Depending on contact center maturity and business requirements, here are ten possible contact center strategies to make your goals a reality.
The first step in offering an exceptional customer experience is to offer multi-channel contact center interactions comprised of phone, fax, e-mail, SMS, and perhaps even Web chat, so that prospects and customers can conduct business with you exactly when and how they like. For instance, the Genesys Consumer Survey 2006 – USA found that 78% of consumers would like to communicate with a company via e-mail and 34% say that e-mail is their most preferred method of communication.
With one view of the customer across all interaction channels, communications
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to simply write it off.
Communications companies have long understood the value of their contact centers in providing excellent customer service and driving new revenue. Now, companies are calling on their contact centers to do even more as innovation has expanded product offerings and invited new market entrants.
In today’s competitive market, contact centers are an even greater strategic asset for survival and will have to go the extra mile to deliver value. Contact centers are a way to improve the quality of customer service to help differentiate themselves. Fundamental customer service goals that should be delivered by today’s contact center include cross-selling and up-selling more products and services by understanding customer needs, and running more cost efficient operations by increasing agent productivity. Further, contact centers are now considered a key instrument in changing the public’s perception of a company, creating a great customer experience and executing on the business goals of the company as a whole. How can your contact center accomplish these service objectives? Depending on contact center maturity and business requirements, here are ten possible contact center strategies to make your goals a reality.
The first step in offering an exceptional customer experience is to offer multi-channel contact center interactions comprised of phone, fax, e-mail, SMS, and perhaps even Web chat, so that prospects and customers can conduct business with you exactly when and how they like. For instance, the Genesys Consumer Survey 2006 – USA found that 78% of consumers would like to communicate with a company via e-mail and 34% say that e-mail is their most preferred method of communication.
With one view of the customer across all interaction channels, communications
compa-nies are able to deliver better service, improve cross-sell and up-sell rates and lower operat-ing costs. Providoperat-ing customers with a seamless experience across all channels ensures that their interactions are as consistent and efficient as possible, which will help build a solid relationship with the customer. Sharing custom data across channels helps create a more complete customer profile which can be used to identify cross-selling opportunities. And, streamlining data exchange and supporting collaboration across all channels promotes operational efficiency.
For relationship selling, agents require a unified view of interactions across all channels to effectively promote and sell services. In the early promotional stage, this means ensuring that communications companies don’t repeat turned-down offers to customers at different touch points, such as the call center and the Web. As the customer responds to the pro-motion, agents can pick up where the customer left off at each stage in the sales process, regardless of which channel the customer was using. For example, if a customer (let’s call her Samantha) had gone online to review features of a triple play bundle the call center would be aware of this and take steps to sign her up for the package.
When customers use the call center channel, the Interactive Voice Response (IVR) system provides the customer’s first impression of the company. It also serves as a guide to the communication provider’s services, and determines how well the provider can decrease handling times or the volume of calls that agents must handle.
Traditional IVR menus have frustrated customers with long and confusing menu trees. Open dialog call steering is emerging as an innovative alternative to traditional IVR menus. By asking what the customer wants, recognizing key words in natural speech and integrating with business rules and routing strategies, open dialog call steering applications take intelligent action to ensure the most efficient resolution of the call. An example:
IVR: “Thank you for contacting Premier Communications Services. How can we help you?”
Samantha: “I am having trouble connecting to the Internet”
The Customer Front Door application automatically looks up Samantha’s operating system and sends Samantha’s request to a technical support agent who specializes in broadband service for that system.
Opportunities for self-service abound in the communications industry. Customers can order new services — or add, change or move services — as well as view or pay bills and request customer support. Using Web self-service, customers can interact with the com-pany whenever they want, not just during weekday contact center service hours. Web
self-service enhances customer service and also helps migrate calls away from expensive call center agents, who can then dedicate their time to handling more complex inquires and concentrating on selling activities, rather than responding to routine calls that can be easily automated.
Integrating self-service with agent assistance allows the customer to interact
with a service provider in a convenient way while still receiving the same personalized service offered by call centers. As customers increasingly engage in online research and transactions for communications services, they can be offered agent assistance to make their Website interaction go just as smoothly
as those directed to the call center.
For instance, Samantha goes to a communications provider’s Website and reviews two bun-dles, a triple play package and a triple play premier package. As she reads the details of the packages, an online chat window pops up inviting her to speak with a customer service representative. Samantha accepts the offer to chat and asks for a brief summary of the key differences between the features of the two packages, which the customer service represen-tative summarizes for her. After some consideration, Samantha initially declines the invita-tion to sign up for one of the packages, stating that she wants to explore other opinvita-tions as well. The customer service representative then counters by offering Samantha free instal-lation to sign up for the service, a savings valued at $50. This extra incentive is enough to convince Samantha to move forward with purchasing the package. When taking calls, a top priority for communications companies is to make sure they provide acceptable customer service. Skills-based routing, virtual hold and business
priority routing are three key strategies for meeting service requirements as efficiently
as possible while also making the most of opportunities to drive new rev-enues.
An IVR system not only identifies customers, but also why they are calling. With this knowledge, skills-based routing determines where the call should be directed — either to
a self-service application, or to a customer service agent or technical support specialist most qualified to efficiently handle the call based on specialized knowledge, selling or language skills, or the ability to handle a specific type of service, billing or sales inquiry.
During times of peak volume, virtual hold technology allows customers to receive a callback at a convenient time rather than to wait on hold. This technique improves call response times As customers increasingly
engage in online research and transactions for communications services, they can be offered agent assistance to make their Website interaction go just as smoothly as those directed to the call center.
and increases customer satisfaction levels without adding costs for additional resources. Often, response times are easily met during times of low-call volume and agents have free time to focus on other activities, such as calling clients to explain new services or promotions. Business priority routing uses business rules to prioritize calls based on customer value,
customer segments, available channel resources, hold times and other factors.
For instance, when Samantha, a double play customer with home phone and Internet service, calls with a billing question during a period of low demand she is passed to an agent who specializes in upgrading existing customers. The call center agent answers her billing question and informs Samantha about a special deal that will give her three months of free service if she also signs up for wireless and digital television services. Using business priority routing, communications companies can also match service priorities with customer value. For instance, high ARPU customers who generate the most profits can be extended priority service while calls from less profitable customers can be directed to self-service when needed.
The integration of back-office system information with everyday contact center activities helps agents resolve calls more quickly and effectively. As soon as the agent takes the call, relevant customer information is displayed within a single screen so that agents don’t need to manually navigate through systems to find the information they are looking for.
Workflow management allows the service representative to efficiently take all necessary steps to resolve customer issues, reducing the time it takes to get customers the answers they are looking for. As back-office integration with the call center and workflow management decreases average handling times and reduces unnecessary repeat contacts to resolve issues, customer satisfaction becomes higher while the contact center workload and costs are lowered.
Proactive outbound communications is a way for communications companies to set their ser-vice apart from the competition. With everyone vying for their business, customers like to know that providers value them. Results of the Genesys Consumer Survey 2006 — USA reveal that 88% of consumers would have a more positive opinion of a supplier after receiving a courtesy call just to thank them for their business or ask them how satisfied they are. Proactive contact management is also a useful form of automated telemarketing to scale the contact center for increased cross-selling and up-selling activities. Communications companies can further use proactive contact to notify their customers of new services or special promotions. The Genesys survey further shows that 84% of consumers would like to receive proactive
com-and increases customer satisfaction levels without adding costs for additional resources. Often, response times are easily met during times of low-call volume and agents have free time to focus on other activities, such as calling clients to explain new services or promotions. Business priority routing uses business rules to prioritize calls based on customer value,
customer segments, available channel resources, hold times and other factors.
For instance, when Samantha, a double play customer with home phone and Internet service, calls with a billing question during a period of low demand she is passed to an agent who specializes in upgrading existing customers. The call center agent answers her billing question and informs Samantha about a special deal that will give her three months of free service if she also signs up for wireless and digital television services. Using business priority routing, communications companies can also match service priorities with customer value. For instance, high ARPU customers who generate the most profits can be extended priority service while calls from less profitable customers can be directed to self-service when needed.
The integration of back-office system information with everyday contact center activities helps agents resolve calls more quickly and effectively. As soon as the agent takes the call, relevant customer information is displayed within a single screen so that agents don’t need to manually navigate through systems to find the information they are looking for.
Workflow management allows the service representative to efficiently take all necessary steps to resolve customer issues, reducing the time it takes to get customers the answers they are looking for. As back-office integration with the call center and workflow management decreases average handling times and reduces unnecessary repeat contacts to resolve issues, customer satisfaction becomes higher while the contact center workload and costs are lowered.
Proactive outbound communications is a way for communications companies to set their ser-vice apart from the competition. With everyone vying for their business, customers like to know that providers value them. Results of the Genesys Consumer Survey 2006 — USA reveal that 88% of consumers would have a more positive opinion of a supplier after receiving a courtesy call just to thank them for their business or ask them how satisfied they are. Proactive contact management is also a useful form of automated telemarketing to scale the contact center for increased cross-selling and up-selling activities. Communications companies can further use proactive contact to notify their customers of new services or special promotions. The Genesys survey further shows that 84% of consumers would like to receive proactive
com-munications from companies to keep them informed about service delivery and/or other products and services that may be of interest to them.
In addition, proactive contact is also of tremendous value for improving debt collection. Customers can receive messages when their accounts are overdue and payments must be made to prevent service interruptions. These notifications can be sent at any time, which is especially advantageous in reaching customers who are not normally at home during contact center operating hours. Because the proactive contact is automated, it becomes less costly for the contact center to pursue bad debt, giving a communications company more time before they have to move to the write-off stage. Further, improved collection times on overdue or disputed bills add directly to the free cash flow of the business.
Given that most communications services are commodities vulnerable to significant price competition, some communications
com-panies are abandoning their service-features approach to selling. Instead, they are explor-ing cross-sell and up-sell strategies based on the customer relationship to capture new high ARPU sales opportunities. In this new para-digm, contact centers reach out to individual customers with service bundles and prices designed specifically to attract them and meet their needs.
Going one step further, high-value customers may interact, when possible, with a
dedicated agent who is intimately familiar with their history and needs. Or, demographic matching may be used to assign the customer to an agent who has a common demographic profile. The result is that customers get to interact with agents who more readily relate to the customer because they share certain commonalities, such as native language, age range, degree of technical competence, and so on.
To make relationship selling a success, front-office integration gives agents a 360-degree view of the customer, which helps in focusing on long-term customer profitability. Agents have access to the right information across all touch points to enable effective interaction with the customer. In this way, customers may receive customized offers based on their current behavior, recent interactions across all channels,
existing services, usage trends and detailed knowledge of their demographics, life style and propensity to buy.
For example, suppose Samantha, a baby boomer customer who only has home phone service, calls to inquire about obtaining caller identification.
The call is routed to a call center sales specialist who is in the same age bracket as
Saman-Customers value proactive outbound communications. The Genesys Consumer Survey 2006 – USA
discovered that 84% of consumers would like to receive proactive communications from companies to keep them informed about service delivery and/or other products and services that may be of interest to them.
tha. After providing Samantha with the monthly cost of obtaining caller identification, the agent tells Samantha that she has rather high long distance charges and explains how she can save money by either adding wireless to her package or by purchasing unlimited long distance service for a fixed price. After being reminded about how much money she is spending on long distance and given some options, Samantha decides that now is a good time to finally get wireless service.
Many communications interactions involve multi-step business processes that may include multiple contacts with customers, internal departments and third parties. As the commu-nications hub for the company, the contact center can be harnessed to automate and
expe-dite end-to-end business processes supporting these communications. By directly integrating
a business workflow engine, the contact center becomes an active partici-pant in driving business efficiency.
For instance, a service provider can reduce the time and effort for activities such as signing up new customers, provisioning service, resolving techni-cal support issues and collecting late payments by automating the various external interactions and notifications required to complete these processes. Contact center agents can play an even broader role in these and other pro-cesses through integrated workflow that enables the routing of back-office tasks
as work items to available agents for processing. And, integration between in-house and out-sourced processes and personnel offers transparency as well as efficiency gains.
The widespread emergence of the open standard Session Initiation Protocol (SIP) means organizations no longer need to rip out existing legacy systems to add new IP functionality. The open, standards-based SIP approach maximizes the benefits of IP networking by enabling application portability, technology compatibility from multiple vendors, consolidation of application infrastructure and reduced total cost of ownership.
One of the major business drivers in the shift to IP technology is virtualization. A Virtual Contact Center allows geographically dispersed contact center agents to operate as a single, winning team. Regardless of where the contact center agents are located, they can be called upon, as available, to ensure appropriate response levels and provide access to needed expertise.
Rather than trying to physically consolidate contact centers, communications companies ought to consider linking them together to create a single virtual contact center. This approach will not only help to quell concerns about providing quality customer service, but it can be far more effective for agent utilization and will also cut costs without negatively impacting customer service. Research shows that the time agents spend unproductively in sub-50 seat operations is over 50% higher than in 100+ seat contact centers.
tha. After providing Samantha with the monthly cost of obtaining caller identification, the agent tells Samantha that she has rather high long distance charges and explains how she can save money by either adding wireless to her package or by purchasing unlimited long distance service for a fixed price. After being reminded about how much money she is spending on long distance and given some options, Samantha decides that now is a good time to finally get wireless service.
Many communications interactions involve multi-step business processes that may include multiple contacts with customers, internal departments and third parties. As the commu-nications hub for the company, the contact center can be harnessed to automate and
expe-dite end-to-end business processes supporting these communications. By directly integrating
a business workflow engine, the contact center becomes an active partici-pant in driving business efficiency.
For instance, a service provider can reduce the time and effort for activities such as signing up new customers, provisioning service, resolving techni-cal support issues and collecting late payments by automating the various external interactions and notifications required to complete these processes. Contact center agents can play an even broader role in these and other pro-cesses through integrated workflow that enables the routing of back-office tasks
as work items to available agents for processing. And, integration between in-house and out-sourced processes and personnel offers transparency as well as efficiency gains.
The widespread emergence of the open standard Session Initiation Protocol (SIP) means organizations no longer need to rip out existing legacy systems to add new IP functionality. The open, standards-based SIP approach maximizes the benefits of IP networking by enabling application portability, technology compatibility from multiple vendors, consolidation of application infrastructure and reduced total cost of ownership.
One of the major business drivers in the shift to IP technology is virtualization. A Virtual Contact Center allows geographically dispersed contact center agents to operate as a single, winning team. Regardless of where the contact center agents are located, they can be called upon, as available, to ensure appropriate response levels and provide access to needed expertise.
Rather than trying to physically consolidate contact centers, communications companies ought to consider linking them together to create a single virtual contact center. This approach will not only help to quell concerns about providing quality customer service, but it can be far more effective for agent utilization and will also cut costs without negatively impacting customer service. Research shows that the time agents spend unproductively in sub-50 seat operations is over 50% higher than in 100+ seat contact centers.
Front-office integration with the contact center helps to increase sales. Communications agents are able to provide customized offers based on the customer’s recent interactions across all channels, existing services, usage trends and detailed knowledge of the customer’s demographics, life style and propensity to buy.
Virtualization will also allow outsourced resources to be utilized in a way that will not jeopardize valued customer relationships. Outsourced agents can be brought into the fold during peak periods to handle routine types of calls, while more demanding interactions can still be handled at local contact centers.
For example, Samantha is moving residences and has just called to transfer her service, but unfortunately it is at a time when call volume is exceptionally high due to a recent service promotion in Samantha’s area. Because arranging for a transfer of service is a straightforward process, Samantha’s call is sent directly to an outsourcer rather than making her wait.
Communications companies benefit from optimizing their agents’ time as much as possible. Call blending allows agents to handle both inbound service calls and outbound sales calls as call volume and skills permit, while task blending allows agents to offer their assistance at different interaction channels. Or, contact center agents can be switched to answering e-mails or engaging in text chats with customers. Not only does this maximize agent productivity, but interaction blending also breaks up the potential monotony of the position.
The Genesys Dynamic Contact Center is designed to transform customer service by auto-matically optimizing customer traffic, internal resources and business outcomes. While contact centers can manually adjust to changing patterns, an advanced — or ‘dynamic’ — contact center has the know-how and technology to make automatic adjustments in real time. As contact centers become increasingly important channels, communications companies can convert themselves to dynamic contact centers to automatically optimize the customer experience, foster cross-sell and up-sell opportunities and increase agent productivity.
The Genesys Dynamic Contact Center provides key customer service capabilities that are integrated and orchestrated to fulfill these objectives:
• Customer-Centric Routing puts an end to customer frustration by ensuring each interaction is routed to the ideal resource with the right information — no matter where that resource is located in your organiza-tion. This helps you increase first-call resolution rates, meet variable call volumes with limited resources, increase cross-sell and up-sell rates and improve agent satisfaction.
• Business Process Routing integrates phone, e-mail and fax with back office business processes to improve agent productivity and customer service. Through this integration, contact center resources can be leveraged as part of workflow processes such as processing a claim, fax, work order or other
interaction. Ultimately, contact center and back-office processes are streamlined and agent utilization is improved.
• Workforce Management and Optimization are central to managing and optimizing contact center resources. It gives you control over your operations by allowing you to forecast and schedule agents dynamically based on traffic volumes and resource availability across a multi-site, multi-channel environment.
• Proactive Contact Management provides a personalized customer inter-action experience by allowing you to send relevant outbound notifications at any time. It also enables you to create, modify, run and report on voice and multimedia outbound campaigns for proactive customer contact and sustained communications.
• Integrated Self-Service provides a holistic caller experience while reducing handling times and service delivery costs. These capabilities provide touch-tone or speech-enabled access for conversational exchange to identify and resolve routine customer requests and transfer more complex calls to the best-skilled agent.
• Internet and Multimedia Integration capabilities allow customers to interact with you the way they want to, when they want to — through voice, e-mail, Web chat, Instant Messaging and even video calls.
• Branch, Remote and Expert Integration allow you to extend your contact center to manage interactions based on business strategies and objectives. For example, higher valued clients might be sent to a highly skilled resource located within a branch office, rather than being sent to
interaction. Ultimately, contact center and back-office processes are streamlined and agent utilization is improved.
• Workforce Management and Optimization are central to managing and optimizing contact center resources. It gives you control over your operations by allowing you to forecast and schedule agents dynamically based on traffic volumes and resource availability across a multi-site, multi-channel environment.
• Proactive Contact Management provides a personalized customer inter-action experience by allowing you to send relevant outbound notifications at any time. It also enables you to create, modify, run and report on voice and multimedia outbound campaigns for proactive customer contact and sustained communications.
• Integrated Self-Service provides a holistic caller experience while reducing handling times and service delivery costs. These capabilities provide touch-tone or speech-enabled access for conversational exchange to identify and resolve routine customer requests and transfer more complex calls to the best-skilled agent.
• Internet and Multimedia Integration capabilities allow customers to interact with you the way they want to, when they want to — through voice, e-mail, Web chat, Instant Messaging and even video calls.
• Branch, Remote and Expert Integration allow you to extend your contact center to manage interactions based on business strategies and objectives. For example, higher valued clients might be sent to a highly skilled resource located within a branch office, rather than being sent to
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the general call center.
• The Virtual Contact Center, enabled by voice over IP (VoIP) technology, allows geographically dispersed contact center agents to operate as a single, winning team. Regardless of where the contact center agents are located, they can be called upon, as available, to ensure appropriate response levels and provide access to needed expertise.
• Real-Time Offer Management helps you capitalize on cross-sell and up-sell opportunities by providing the capabilities to recommend an offer to an agent in real time, based on a customer’s background, history and interaction type.
• Reporting and Analytics allow you to assess your contact center and customer service activity by providing real-time and historical views on the performance metrics of contact center objectives and how these metrics change over time.
Genesys is the world’s No.1 contact center software company.
Global leaders in 28 industries answer the call with Genesys, including: 16 of the world’s 20 largest telecommunications companies
Over 40% of the Global 500
21 of the world’s 25 largest companies 62 of the world’s 100 largest companies
Below are just a few of the many examples of how communications companies in North America are benefiting from their Genesys solution.
AT&T is one of the world’s largest telecommunications holding companies. It is the largest telecommunications company in the United States, as well as the leading provider of IP-based communications. Using Genesys, AT&T has created a single virtual queue to handle more than three million customer interactions every month. AT&T has computer telephony integration (CTI)-enabled all of its CRM applications at the desktop level so that calls can be routed anywhere in the western and southwestern U.S., thereby ‘leveling’ out spikes during high and low-volume periods.
BellSouth (now AT&T Southeast) serves all of the southeastern U.S. The company is transitioning to become a provider of broadband services. After the company’s call centers were drastically affected by Hurricane Katrina, Genesys professional services were able to seamlessly re-hone and re-configure agents, taking them from one switch and putting
them into other switches. In addition, Genesys professional services classified specific regional zones so BellSouth could provide priority treatment to those customers most in need of assistance.
Telus Mobility is Canada’s leading and fastest growing telecommunications company with four million customers. The company operates seven contact centers staffed with 2,700 agents who respond to nearly 100,000 daily customer phone calls. The Genesys solution helped Telus Mobility level the field among all contact centers, enabling the company to improve agent utilization levels, end labor redundancies, minimize managerial oversight, and deliver better customer service more efficiently and less expensively.
Tampa, Florida-based Trinsic Communications, Inc. was one of the first nationwide service providers in the United States. The company, founded in 1998 (as
Z-TelCommuni-cations, Inc.), offers enhanced local and long distance voice landline services to residential and business customers in 31 states and Washington, DC. Trinsic also offers IP telephony solu-tions, which use packet-switched Internet protocol to deliver voice and broadband telecom-munications services over a single, dedicated connection, to businesses in major markets. Trinsic offers proprietary services such as multiple-number Call Forwarding, instant voicemail alerts, and phone/Web-accessible, voice-activated calling and messaging features
designed to keep on-the-go users in touch and in control of their communications. In addition to the company’s retail efforts, Trinsic makes intelligent voice and data services available on a wholesale basis to other communications and utility companies, and serves hundreds of thousands of customers across the U.S. in this capacity.
Trinsic employs more than 300 agents at their primary contact center in Atmore, Alabama. These individuals field over 120,000 inbound calls per month, and are responsible for
them into other switches. In addition, Genesys professional services classified specific regional zones so BellSouth could provide priority treatment to those customers most in need of assistance.
Telus Mobility is Canada’s leading and fastest growing telecommunications company with four million customers. The company operates seven contact centers staffed with 2,700 agents who respond to nearly 100,000 daily customer phone calls. The Genesys solution helped Telus Mobility level the field among all contact centers, enabling the company to improve agent utilization levels, end labor redundancies, minimize managerial oversight, and deliver better customer service more efficiently and less expensively.
Tampa, Florida-based Trinsic Communications, Inc. was one of the first nationwide service providers in the United States. The company, founded in 1998 (as
Z-TelCommuni-cations, Inc.), offers enhanced local and long distance voice landline services to residential and business customers in 31 states and Washington, DC. Trinsic also offers IP telephony solu-tions, which use packet-switched Internet protocol to deliver voice and broadband telecom-munications services over a single, dedicated connection, to businesses in major markets. Trinsic offers proprietary services such as multiple-number Call Forwarding, instant voicemail alerts, and phone/Web-accessible, voice-activated calling and messaging features
designed to keep on-the-go users in touch and in control of their communications. In addition to the company’s retail efforts, Trinsic makes intelligent voice and data services available on a wholesale basis to other communications and utility companies, and serves hundreds of thousands of customers across the U.S. in this capacity.
Trinsic employs more than 300 agents at their primary contact center in Atmore, Alabama. These individuals field over 120,000 inbound calls per month, and are responsible for
handling service order requests, bill payments, repair calls, collections and general customer service inquiries, as well as outbound calls, live Web chat and e-mail.
The dramatic growth of cell phone usage in the United States has hurt Trinsic’s core local and long distance calling business, as consumers rely less on traditional landlines and the services of local and long distance service providers. Trinsic’s key market differen-tiator — the ability to bundle local and long distance calls at a lower rate than the Bell companies — has also been diminished by the current regulatory environment, which has made it even more difficult for smaller companies to compete in the marketplace.
Operating in the highly competitive communications industry, Trinsic sees no room for compromise in delivering consistently top quality customer service, and believes that a primary mission of their contact center is to maintain relationships with existing customers and build relationships with new ones. To meet the needs of incoming callers quickly and cost efficiently, the company places con-siderable focus on quality control and first call resolution.
Trinsic’s contact center agents are organized into groups to deliver the most efficient service to customers. Some agents are dedicated to handling interactions through the inbound channel, while others deal only with outbound communications. About 50 contact center representatives are trained as “blended agents,” who handle both incoming and outgoing calls.
After a thorough review of a number of vendors and contact center solutions, Trinsic chose Genesys to provide the CTI capabilities it needed to meet its existing and long-term needs.
With the help of Genesys Enterprise Routing, Trinsic is now able to provide a better quality of service to customers and make better use of agent time. All calls come into a centralized bank of IVRs and are routed intelligently out of the network, to the PBX, and finally, to the most qualified agent. The company is now able to identify customers based on a variety of characteristics, such as customer age, length of service and past calling history, and tailor the service to their unique needs. For example, Trinsic may opt to send all new customers to a single group of agents specifically trained to answer questions frequently asked by new customers,
or to introduce special service offers to high value customers.
Additionally, a desktop interface provides the agent with the customer’s information at the start of the call. Having the information on hand to help the customer reduces the call time because the caller does not have to repeat their information to the agent. Today, Trinsic uses Genesys to manage all contacts for customer service, sales and collec-tions calls with customers via inbound and outbound voice, e-mail and chat funccollec-tions. “One of our goals with the Genesys solutions was to more fully utilize the IVR and Web to give our customers more self-service options,” said James Dillard, Workforce
IT Manager, Trinsic. “Using multiple avenues to connect with customers helps us build on our vision to offer an exceptional customer service experience at every touch point.” Trinsic also selected Genesys Voice Callback, which gives customers the option of requesting a return call from a service agent — at a time convenient to them — thus avoiding long hold times. Voice Callback takes advantage of the intelligent routing capabilities provided by Genesys to prioritize requests and to then route them to the agent most skilled to handle them. Trinsic sees this latest addition to their contact center as yet another way to promote customer satisfaction in order to boost customer retention and acquisition.
Implementing the Genesys solution has significantly improved the bottom line for Trinsic. The switch to Genesys Outbound Contact from their previous outsourced process of outbound calling has translated into a direct savings of $50,000 per month for Trinsic. By reducing the number of call transfers, Genesys intelligent routing saves time for both agents and customers. Using Call Center Pulse and CC Analyzer, the flexible reporting tools that are part of the Genesys framework,
con-tact center managers at Trinsic are now provided with a more detailed and relevant view of opera-tions and agent performance.
“The outbound capabilities we have with Genesys are very flexible as far as being able to create new campaigns quickly to meet a variety of business needs,” said James Dillard. “We have utilized out-bound in a dedicated environment, but have found a great benefit in blending inbound and outbound calls. Typically we see 5 to 10% increases in agent occupancy with blending.”
One key metric Trinsic uses to gauge the effec-tiveness of the Genesys solution is service level. By
“One of our goals with the Genesys solutions was to more fully utilize the IVR and Web to give our customers more self-service options. Using multiple avenues to connect with customers helps us build on our vision to offer an exceptional customer service experience at every touch point.” – James Dillard
Workforce IT Manager Trinsic
identifying and routing customers to the correct agents, the company has seen service level improvements and an increase in first call resolution. This has had a direct, posi-tive impact on the Trinsic customer service experience. The company also leverages data now available through Genesys reporting in order to monitor and further improve agent productivity.
“With the use of Genesys reporting, we’re able to keep better track of agent productivity and service quality and make sure all contacts are routing correctly,” explained Dillard. “The reporting has been a very useful tool in running a more efficient contact center operation. Above everything else, the Genesys solutions have given us the flexibility we need to change with the environment and stay competitive in a tough marketplace and we’re very happy with the return we’re getting with their solutions.”
As this Strategy Guide has detailed, the communications industry currently faces its own unique set of contact center challenges. Commoditization and price competition mean that customer service is increasingly important for winning new and retaining existing customers. In addition, communications companies should replace service-centric approaches to selling and, instead, develop cross-selling and up-selling strategies that maximize ARPU by understanding which service bundles meet the needs of specific target audiences. Further, cost cutting pressures should be balanced against escalating customer service expectations — a tough task amid increasing pressures to bolster sales and decrease bad debt, manual processes that lack integration with front- and back-office systems, and complex technical support requirements.
To meet these contact center challenges, communications companies can strive to transform their operations into dynamic contact centers that ensure an excellent customer experience across channels, increase customer loyalty, implement cross-sell and up-sell strategies based on customer relationships and promote agent productivity and satisfaction.
identifying and routing customers to the correct agents, the company has seen service level improvements and an increase in first call resolution. This has had a direct, posi-tive impact on the Trinsic customer service experience. The company also leverages data now available through Genesys reporting in order to monitor and further improve agent productivity.
“With the use of Genesys reporting, we’re able to keep better track of agent productivity and service quality and make sure all contacts are routing correctly,” explained Dillard. “The reporting has been a very useful tool in running a more efficient contact center operation. Above everything else, the Genesys solutions have given us the flexibility we need to change with the environment and stay competitive in a tough marketplace and we’re very happy with the return we’re getting with their solutions.”
As this Strategy Guide has detailed, the communications industry currently faces its own unique set of contact center challenges. Commoditization and price competition mean that customer service is increasingly important for winning new and retaining existing customers. In addition, communications companies should replace service-centric approaches to selling and, instead, develop cross-selling and up-selling strategies that maximize ARPU by understanding which service bundles meet the needs of specific target audiences. Further, cost cutting pressures should be balanced against escalating customer service expectations — a tough task amid increasing pressures to bolster sales and decrease bad debt, manual processes that lack integration with front- and back-office systems, and complex technical support requirements.
To meet these contact center challenges, communications companies can strive to transform their operations into dynamic contact centers that ensure an excellent customer experience across channels, increase customer loyalty, implement cross-sell and up-sell strategies based on customer relationships and promote agent productivity and satisfaction.
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Additional
Information
Genesys Worldwide
Genesys, an Alcatel-Lucent company, is the world’s leading provider of contact center and customer service management software – with more than 4,000 customers in 80 countries. Genesys software directs more than 100 million interactions every day, dynamically connecting customers with the right resources – self-service or assisted-service – to fulfill customer requests, optimize customer care goals and efficiently use agent resources. Genesys helps organizations drive contact center efficiency, stop customer frustration and accelerate business innovation.
For more information: visit us on the Web: www.genesyslab.com, or call +1 888 GENESYS (1-650-466-1100).
Genesys Corporate
Headquarters
Americas Corporate Headquarters Genesys 2001 Junipero Serra Blvd. Daly City, CA 94014 USA +1 650 466 1100 +1 888 Genesys (436 3797)Europe, Middle East, Africa
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+61 2 9463 8500
Genesys and the Genesys logo are registered trademarks of Genesys Telecommunications Laboratories, Inc. All other company names and logos may be registered trademarks or trademarks of their respective companies and are hereby recognized. © 2008 Genesys Telecommunications Laboratories, Inc. All rights reserved.
