The Future Customer-centric Organization: Best Practice And New Strategies For Improving Customer Service

Published Date: March 2008 Published By: Business Insights Page Count: 141 Order Code: R162-842 $2,875.00   Online Download $7,200.00   Single Site License $14,390.00   Global Site License   Questions About This Report E-mail a Colleague Printable Page Fax Your Order Description Table of Contents Similar Products The Future Customer-centric Organization Executive summary The importance of customer satisfaction The role of IT in improving customer service Know your market The IP platform Mobility Virtual contact centers Making outsourcing a success The vendor landscape Chapter 1 Introduction What is this report about? Who is this report for? Definitions Computer Telephony Integration (CTI) Customer service automation Fixed Mobile Convergence (FMC) Hosted applications IP-PBX IP telephone Mobility On-demand applications Service-oriented architecture (SOA) Software as a service (SaaS) Unified communications Voice/data convergence Chapter 2 The importance of customer satisfaction Summary Why customer service matters Customer service in the utilities market Understanding customer satisfaction in this market Measuring customer satisfaction Customer service in financial services The key goal of the financial services provider is to meet or exceed its customers’ expectations Customer service initiatives play a crucial role in maintaining customer loyalty Measuring customer satisfaction The customer-centric enterprise Evolution of the customer-centric enterprise IP-based communciations Contact center virtualization Multi-channel communications Selling solutions to the contact center market Short term challenges Medium term challenges The end game Chapter 3 The role of IT in improving customer service Summary Introduction Drivers behind the CRM market Contact center optimization technologies Improving customer satisfaction is a top priority Supporting the customer-centric enterprise Barriers to the deployment of customer-centric technology Scheduling and forecasting in a distributed environment Monitoring agents anywhere Providing performance management irrespective of location The role of workforce optimization WFM vendors extend their reach into the enterprise Speech analytics and quality monitoring eCoaching modules help to eliminate customer frustration Contact center analytics Unified agent desktop applications Efficient and effective interactions lead to greater customer satisfaction Developing customer-centric optimization technologies Targeting non-traditional customer service agents Speech analytics and eCoaching will continue to grow in QM Contact center analytics need to be open and flexible Unified agent desktop tools Chapter 4 Know your market Summary Introduction Managing diverse regional markets for contact center technology A growing emphasis on customer service in the Middle East The market opportunity Various industries and geographies are influential in the customer interaction industry Customer service learnings Outbound capabilities open channels for commercially orientated customer care Workforce optimization applications will gain traction Vendors must educate end users about competitive opportunities provided by better customer service System convergence Vendor strategies for targeting the Middle East Chapter 5 The IP platform Summary The IP era Both end users and customer experience driving convergence solutions Cost and confusion inhibit convergence IP telephony The voice/data convergence market is growing steadily Unified communications Future outlook for voice/data convergence IP-PBXs will eventually replace traditional TDM systems Price pressure will increase as solutions mature and the market slows Interoperability with mobile devices and enterprise applications will increase The market for IP contact centers IP contact center growth IP technology spending The future of IP contact centers Distributed contact centers and remote workers Offshoring Session Initiation Protocol (SIP) Small and Greenfield contact centers Hosted IP contact centers Implications for vendors Chapter 6 Mobility Summary Introduction The role of speech in mobile field services Spending on speech-enabled mobile field services applications Speech is gaining momentum in field services Successful strategies for deploying speech in mobile field services The growing role of mobility in unified communications The availability of UC solutions for mobile devices is increasing Mobility will help drive investments in unified communications FMC and ‘one number’ solutions will become a reality Greater security implications and demand for mobile management Changing lifestyles and flexible working Chapter 7 Virtual contact centers Summary Contact center virtualization in the customer-centric enterprise The need for a central platform and multi-directional communication Drivers of virtualization Customer-centric business SMBs Inhibitors to virtualizing contact centers Employee unwillingness to engage in customer contact Lack of central visibility People and process issues Risk behind virtualization Costs associated with virtualization Take-up of contact center virtualization Unified communications in virtual contact centers Challenges for unified communications in a virtual environment All-in-one solutions may not be best for larger enterprises The promise of presence may not be essential Vendor actions Educating the market and delivering flexible solutions Overcoming the people and process issues Virtualization growth not dependent on regional and vertical markets Develop strong partnerships with global systems integrators Invest in switch independent contact center solutions Pricing contact center seats Chapter 8 Making outsourcing a success Summary Introduction Vertical market opportunities Emerging markets Travel and hospitality firms look for a commercial edge Concentrate on price sensitivity Focus on commercialization Look for opportunities from new contact channels Hotels as a source of hidden value Demand for improved customer service in healthcare outsourcing Emphasis on customer service levels Automated service options Partnership with existing healthcare non-contact center BPO providers Sell offshore as a niche solution Opportunities for public sector outsourcing Emphasize agent quality and lower costs Engage government procurement specialists Target key government agencies for outsourcing business Embrace eGovernment opportunities Utilities’ demand for outsourced customer service Emphasize opportunities to build customer satisfaction Cost management potential Product / service integration services Outsourcing strategies for success Shifts in horizontal requirements from outsourcing investors Adopting new agent models and leveraging self-service technology Chapter 9 The vendor landscape Summary Leaders and challengers Market leaders: Oracle and SAP The challengers: Chordiant, Infor and Salesforce.com Future vendor strategies for success Emerging players Microsoft Apple, Google and Yahoo! IBM More collaboration between vendors but increased competition Index List of Figures Figure 2.1: Changing emphasis on customer service Figure 2.2: Evaluating customer satisfaction Figure 2.3: Different types of customer service Figure 2.4: Financial services firms acknowledge the importance of customer service Figure 3.5: Planned use of technology to enhance business growth Figure 3.6: Top 3 technology investment priorities over the next 12 months Figure 3.7: Top 3 technology investment priorities over the next three years Figure 4.8: Spending on contact center technology in the Middle East, 2005 - 2010 ($m) Figure 5.9: IP telephony investment strategies Figure 5.10: Enterprises take a staged migration to IP telephony Figure 5.11: Global voice/data convergence market revenue, 2006-2012 ($m) Figure 5.12: The convergence of voice and data systems provides the opportunity for unified communications Figure 5.13: Total IP APs (000s) and IP APs as a percentage of total Figure 5.14: Global IP vs TDM inbound routing spending Figure 6.15: Common mobile applications in the enterprise Figure 7.16: Customer service silos in the contact center Figure 7.17: Unifying disparate systems into one enterprise-wide communications system List of Tables Table 5.1: The importance of objectives to the convergent communication investment strategy in 2007 Table 5.2: Issues preventing your organization from investing in voice/data convergence technologies Table 6.3: Global spending on speech-enabled mobile field services applications, 2005-2010 Table 7.4: Remote workers as a percentage of total APs globally, 2005-2010 Table 7.5: Remote workers components, 2005-2010 Similar Products • Telemarketing Services Published Sep 2008 by First Research, Inc. • Enhancing the Customer Experience: CRM in the US Community Bank Market Published Sep 2008 by TowerGroup • North American Mobile CRM Markets - Investment Analysis Published Sep 2008 by Frost & Sullivan • Latin American Contact Center Solutions Markets Published Sep 2008 by Frost & Sullivan • Adoption of Open Source ERM and CRM Software in Asia/Pacific (Excluding Japan) and Providers Analysis Published Sep 2008 by IDC • Contact Center Through the Unified Communications Looking Glass: Blurring Lines Between the Contact Center and the Enterprise Published Sep 2008 by IDC • IDC Small and Medium-Sized Business Market Update: July 2008 Published Sep 2008 by IDC • Best Practices in Sales Performance Improvement: Outsourcing Delivers High-Intensity Leads Published Sep 2008 by IDC • North American Agent Performance Optimization Markets Published Sep 2008 by Frost & Sullivan • Business Trends 2008 - Knowing Your Contact Center Outsourcing Customer (Customer Focus) Published Sep 2008 by Datamonitor