|
|
Home > Computers and Information Technology > Software > CRM & Customer Service
The Market for Contact Center Optimization Technologies (Market Focus)
|
| Published Date:
January 2007
Published By:
Datamonitor
Page Count:
15
Order Code:
R313-19394
|
|
|
|
| DATAMONITOR VIEW 1
CATALYST 1
SUMMARY 1
METHODOLOGY 2
ANALYSIS 3
The WOTs market continues to evolve and broaden to include more holistic optimization technologies 3
Vendors seek to offer increased depth and breadth of functionality through multi- component solution offerings 4
Product integration is needed if the benefits of a WOTs deployment are to be fully realized 5
Strategic partnerships are essential for vendors unable to follow an acquisition strategy 5
Demand for customer-centric contact centers drives continued growth across the component types 8
Strong growth in WFM as adoption becomes more widespread 8
QM growth driven by speech analytics and 100% recording 8
The broadening scope of agent analytics stimulates demand for a more encompassing contact center analytics approach 9
Demand for broader functionality drives growth for eCoaching delivered to agent desktops 9
Vendors widen their sales focus as the high-end contact center market starts to saturate 11
Sales structures must reflect the broad range of contact center types to fully access opportunities for growth 11
The size of CCs adopting WOTs is gradually shrinking. While large centers are still a key focus, numerous vendors are now providing solutions specifically aimed at the small to medium CC environment. Therefore vendors looking to target products across a range of CC sizes must develop a sales structure to reflect this strategy. A one size fits all approach will not work in this market. As increasing numbers of vendors target the mid-market they must adopt more of a channel focus and push their products through indirect channels (further discussion of channel strategy can be found in the Strategy Focus paper for this research theme). 11
Traditional high-end vendors must provide scaled-down solutions if they are to successfully penetrate the mid-market 11
Technological developments and negative perceptions limit the demand for a hosted services model 11
Performance management helps contact centers realize value beyond the sum of the components 12
Integrations, partnerships and consolidation are key drivers toward a complete PM solution 12
The value of strong partnerships has already been discussed but needs to be reinforced in the case of PM. For PM to be achieved there must be a high degree of integration across the components. Effective partnering not only provides the opportunity to go to market with the full WO product set, but it is necessary to ensure that a PM solution can be deployed as quickly and as painlessly as possible. In essence, integration can provide many of the necessary links to produce a PM solution. Partnership can increase the depth of those links, while consolidation (with appropriate R&D efforts) should provide the equivalent of 100% inter-operability. 12
Services play a key role in helping contact centers realize value beyond the sum of the components 12
Individual WOTs components will provide a certain level of ROI; however, a multi-component solution with a service layer will offer far greater value to the CC than the value contributed by the sum of the individual components. For example, a WFM solution achieves a ROI based on more efficient scheduling of agent resources. This can be thought of as the stand-alone ROI from deploying the solution. If WFM is combined with broader contact center analytics its data can be utilized by the analytics solution; delivering a higher level of value from the WFM data. Adding this extra value often proves to be the hardest part of a PM solution deployment. Here services play a key part, enabling the vendor to add experience in the areas of data integration, key performance indicator (KPI) selection, measurement / benchmarking and other complementary solutions. 12
PM availability across contact centers looks set to increase as integration of components continues 12
Business-led consulting services continue to gain traction amongst vendors and customers 13
WOTs vendors add value through professional services, plugging the gap between the business and technology layer 13
Professional service engagements offer closer teaming opportunities with larger contact center system integrators 13
ACTIONS 14
Further reading 15
Ask the analyst 15
List of Tables
Table 1: Workforce management market size and growth, 2005-2010 8
Table 2: Quality Monitoring market size and growth, 2005-2010 8
List of Figures
Figure 1: Optimizing CC performance is the number one investment priority over the next 3 years 4
Figure 2: Vendors move toward multi-component offerings to provide breadth and depth of functionality 6
Figure 3: eCoaching market size and growth, 2005-2010 10
|
Similar Products
• MarketWatch: Technology
Published Nov 2008 by Datamonitor
• Worldwide Contact Center Applications 2008 Vendor Profiles: Bringing Business Process to Unified Communications
Published Nov 2008 by IDC
• The foundations for a knowledge services offshoring economy
Published Oct 2008 by Ovum Plc
• Survey Says! Subscribers Moving to the Center of Strategic Plans for Mobile Operators
Published Oct 2008 by Yankee Group
• On-demand CRM: From Top-lines to Bottom-lines (Strategic Focus)
Published Oct 2008 by Datamonitor
• CRM & Business Intelligence Market 2007-2010 - Bundled Report
Published Oct 2008 by Infiniti Research Limited
• CRM Software & Application Management Services Market 2007-2010 - Bundled Report
Published Oct 2008 by Infiniti Research Limited
• Contact Center Markets and Technologies, 2008-2013 (Interactive Model)
Published Oct 2008 by Datamonitor
• Telemarketing & Call Centers in the US - Industry Risk Rating Report
Published Oct 2008 by IBISWorld
• Verticalization of Services: Where Are the Hotspots?
Published Oct 2008 by IDC
|
|
|
|
0 items
