call routing as a service cisco wwco

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Call Routing as a ServiceCisco World Wide Customer Operations

February 2011

2

Agenda

• Validate Issues/Pain Points

• Review Call Routing as a Service Solution

• Confirm Socialization Plan

• Next Steps

Copyright © 2010 Accenture All Rights Reserved. Accenture Confidential Information.

Nov

Q2 FY09 Q1 FY10 Q2FY11Q2- Q4 FY08

Customer Operations Strategy Project Customer Experience Standardization Technology Enablement

Approach Developed

Process System Technology IVR and CTI Analysis Phase Estimated $XM 2 Year delivery timeline Huge dependencies on

Parent/Child relationship

Cairo Shut Down Manual routing process Inability to quickly change IVR menu tree No warning or ability to quickly recover from

immediate ramp down of vendor resources

Shared Service Initiative Stairway To Heaven CRM Project Drive to a unified customer experience PST programs put on hold

Call Routing Enhancement Timeline


Current Situation Challenges• Current capability are fragmented:

• Multi-Vendor footprint • Difficult and slow to react to changes• Vendor technology dependencies

• Large CAPEX investments required to change Parent/Child Vendor infrastructure

• Infrastructure changes are lengthy and require long term commitment

• Dependency on Vendors for volume and contact center allocations

• WWCO has articulated transformation goals of Cisco Understands Me (Step 1) and Consistent Experience (Step 2)

• Cisco needs to enable seamless routing, handling, resolution of customer calls to achieve these goals

• Cisco needs to drive opportunity to self-serve

• How can we look at new and creative solutions like Accenture and Cisco’s joint marketplace solution (Through Accenture’s and Cisco’s formal alliance, The Accenture Cisco Business Group (ACBG), Accenture hosts multiple Cisco Contact Center environments for ourselves and clients)

• What a good mid tier (<5000 agents) XaaS solution for Contact Centers?• Is there a cost neutral or year-in funded solution?• How do we reduce the risk at vendor sites like Cairo?

Our Understanding


5

Current Environment Highlights

Cisco World Wide Customer Operations operates currently several IVRs that direct customers to multiple third-party vendor call centers across the globe based on high level customer intent and call origination and/or language selection.

Cisco IPCC locations Amsterdam, Netherlands Sydney, Australia San Jose, US

Vendors / Call Centers Xceed / Cairo IBM / Dalian Infosys / Manila Intellenet / Mauritius Convergys / Manila and Appleton, WI

Call Volume Products related ~ 160K calls / year Services related ~ 40K calls / year (to be confirmed)

Functionality Simple navigational IVR with no data dips, self-service, speech recognition or text-to –speech Simple routing based on dialed number, time of day, IVR menu selection

• Each vendor has a different setup

• There is no integration between the Cisco IPCCs or between Cisco and vendor systems.

• Cisco systems have little to no real-time visibility into the call center queue stats

• Routing options are limited to “blind-push”

• IVR self-service and CTI screen-pop are not enabled


6

Customer Experience Cost Savings Infrastructure

• Enhance the IVR functionality by optimizing the menu structure & navigation

• Introduce caller identification and self-service options (ex. get order status, expected ship date)

• Enable CTI screen-pop and CRM integration

• Migrate the WWCO IVR and Routing functionalities to an ACBG Contact Center as a Service (CCaaS) solution

• Movement to a dynamic scalable solution

• Integrate with the vendor platforms in order to enable routing enhancements (ex. improved agent availability through “single center” virtualization) as well as CTI screen-pop

• Foundation to a monitoring center (“Command Center”)

Benefits• Streamlined IVR change processes• Reduce the overall call volume, migrate calls

to lower cost channels and improve the overall customer experience

• Drive to improve the collaboration between departments (ex. for miss-directed calls)

• The CTI screen-pop and CRM integration will enhance agent performance and improve the customer experience

• Flexible capacity for the business which showcases a solution Cisco drives in market

Benefits

• Potential to reduce total cost of ownership• Leverage a shared support model which

delivers predictable service at a competitive price

• Enables a flexible operating model• Free up capital to fuel other strategic

initiatives• Predictable expenditure for service

provisioning• Defined execution/operational accountability

Benefits• Operational insight, accelerate speed to

capability, critical enabler for stairway to heaven

• Reduce and/or eliminate reliance on vendor infrastructure, while unbundling vendor related technology costs

• Easy to implement and invoke Call Routing changes for:

o SLAso Staffing and resource managemento Alternative routing in BC/DR

• Focus on specific customer segments rather than specific skill groups

• Streamline the change process, speed to implement and deploy additional functionality

Opportunity Identification


7

Our approach to enabling these capabilities is to leverage a Contact Center as a Service model, starting by centralizing the IVR and building upon it towards a fully integrated environment

Initi

ativ

es

Connect the ACBG CVP IVR to Cisco IPCC environments

Port existing IVR Applications to the ACBG CVP

Integrate with the vendor routing platforms (via Parent-Child configuration or ICM to ICM Gateway)

Deploy routing enhancements

Enable CTI screen-pop

Extend the MPLS network to the vendor’s call center location

Optimize routing rules

Potential to reduce total cost of ownership

Leverages a shared support model which delivers predictable service at a competitive price

Enables a flexible operating model

Streamlines the IVR charge processes

Improved customer experience

Establish foundation for enabling CTI screen-pop

Key

Ben

efits

Phas

e IVR Migration to ACBG CCaaS Platform

IVR Menu Optimization &Self-Service Introduction

Vendor Integration and

Advanced Routing

Extension of the CCaaS Infrastructure

to Vendor Agents

3.02.0 4.01.0

Reduce and/or eliminate reliance on vendor infrastructure, while unbundling vendor related technology costs

Achieve a completely integrated contact center environment

Optimize menu structure and navigation

Integrate the IVR with the back end systems

Introduce caller identification (ex. based on order number)

Introduce self-service (ex. order status, expected shipping date)

Improved customer experience

Easy to implement and invoke Call Routing changes

Automated and consistent reporting

Enhance agent performance


8

ACBG Contact Center as a Service (CCaaS) Capabilities

MPLS

Data Network

Client Operations Team

Call Center Agents

Reporting & Other Info

Complete access for management and administration for any and all functions

Calls are routed to any agent based on predetermined logic

Cisco will have access to reporting and other capabilities

VPN

PSTN

The Contact Center as a Service (CCaaS) Platform is made up of a variety of components which offers access to a full set of contact center capabilities and management options.

Accenture Cisco CCaaS


9

HoustonMadrid

UK

Chicago

Cincinnati

TorontoMontreal

Wilmington

Malãga

London

Riga

Bratislava

São Paolo

Buenos AiresPort Louis, Mauritius

Philippines (7)

Hyderabad(1)Mumbai (4)

South Korea(Future)

Bangalore (6) Chennai(2)

Minneapolis

Germany

Sterling

Pune (2)

IT Centers

CCaaS Centers

IT & BPO Centers

Brno

GuangzhouAtlanta

Mexico City

Cebu

Casablanca

Accenture’s current infrastructure supports over 2,000 agents serving multiple client project groups and will expand to 15,000 seats by 2013.

Accenture’s contact center infrastructureACBG’s Contact Center as a Service (CCaaS) Infrastructure


10

Socialization Plan

• Review with Lisa Barker by February 4th

• Review with Natasja M. and Dale C. by February 11th

• Review with Kathy H. and Simon R. by ??


11

Next Steps

• Create a Action Plan

• Determine decision makers and criteria

• Determine Costs and Benefit analysis


12

A P P E N D I X


13

Current Architecture - “Products”

The “Products” related call routing is supported by three call centers, reachable through a combination of direct Toll Free Numbers as well as through various IVR menus

C&WSan Jose

PS

TN

USCanada

Amsterdam

Japan, China,Korea, Thailand

PS

TN

EuropeMiddle EastLatin America

voip Cairoagents

(120 conc.)

Manilaagents

(100 conc.)

CVPCVPCVP Cairo

VV

CVPCVPCVP

VV

XCEED (IPCC based; not linked to Cisco IPCC today; plans to transition to parent/child configuration)

Sydney

VV

Melbourne

VV

San Francisco

VV

New York

VV

C&W IPCC

PSTN

Sydney

PS

TN

CVPCVPCVP

VV

Dalianagents

(26 conc.)

Dalian

AvayaPSTN

IBM (Avaya based; linked to Cisco IPCC today; plans to transition to IPCC and parent/child configuration)

APAC (English)

PSTN

outbound

outbound

CISCO

INFOSYS (C&W hosted IPCC; not linked to Cisco IPCC today; plans to transition to parent/child configuration)

Cisco PG

Each vendor has a different setup

There is no integration between the Cisco IPCCs or between Cisco and vendor systems.

Cisco systems have little to no real-time visibility into the call center queue stats

Cisco Amsterdam IVR handles Europe, Middle East and Latin America callers leveraging Xceed’s call center in Cairo

Cisco Sydney IVR handles Asia-Pacific callers leveraging IBM’s call center in Dalian and Infosys’s call center in Manila (based on language)

Cisco San Jose IVR handles US and Canada callers leveraging Infosys’s call center in Manila


14

Current Architecture - “Services”

The “Services” related call routing is supported by other three call centers, reachable through a combination of direct Toll Free Numbers as well as through various IVR menus

Each vendor has a different setup

There is no integration between the Cisco IPCCs or between Cisco and vendor systems.

Cisco systems have no real-time visibility into the call center queue stats

Limited call type segmentation in the IVR

Cisco Sydney IPCC handles Asia-Pacific callers leveraging IBM’s call center in Dalian

Cisco San Jose IPCC handles US, Canada and other callers leveraging Intelenet’s call center in Mauritius and Convergys’s call centers in Manila / Appleton, WI

San Jose

PS

TNUS

Canada…???

Japan, China,Korea, Thailand

Mauritiusagents

( ? )

CVPCVPCVP

VV

US POP

VV

PSTN

Sydney

PS

TN

CVPCVPCVP

VV

Dalianagents

( ? )

Dalian

AvayaPSTN

CONVERGYS (UCCE based; not linked to Cisco IPCC today)

PSTN

CISCO

INTELENET (Avaya based; not linked to Cisco IPCC today)

???

Avaya

Cincinnati

VV

???

Appleton, WIagents

( ? )

Manilaagents

( ? )

IBM (Avaya based; not linked to Cisco IPCC today)


15

Current IVR functionality

Inbound Order Management related calls are received by Cisco in two ways: via the Cisco general in country numbers (CIN) or via direct numbers.

All IVR menus are navigational in nature.

The “Products” related calls are segmented as follows (there are small variations in each region):1. Order status and shipping information2. Expedite or make a change to an existing order3. Internet commerce tool questions, or assistance with placing an order on line4. Initiate a product return5. Assistance with service contracts6. Escalation for an existing open case

The “Services” related calls are segmented by:7. [language]8. One Tier Partner or direct customer 9. Two Tier Partner or a Distributor10. Assistance on the CSCC 11. Escalation Lead


16

Solution Architecture – High Level Infrastructure View

Call Centre Staff

MPLS

PSTN

Accenture Datacenters

Cisco DatacentersVendor

POP

Voice Gateways

Vendor Call Centers

CVPCVPCVP

Dedicated voice circuits or PSTN

CRM

Phase 1IVR Migration to

ACBG CCaaS Platform

Phase 2IVR Menu

Optimization and Self-Service Introduction

Connect ACBG CVP to Cisco datacenters

Migrate current IVR menus

Introduce self-service options

Optimize menu structure and navigation

Integrate the IVR with the back end systems

Introduce caller identification (ex. based on order number)

Introduce self-service (ex. order status, expected shipping date)


17

Solution Architecture – High Level Infrastructure View (continued)

MPLS

PSTN


Cisco Datacenters

Voice Gateways

CVPCVPCVP


Call Centre StaffVendorPOP

Vendor Call Centers

Call Centre Staff

Vendor Call Centers

Voice Gateways

CRMPhase 4Extend

infrastructure to vendor agents

Extend the CCaaS infrastructure to the vendor agents directly, reducing reliance on vendor infrastructure for voice transport and PBX/ACD functionality

longer term option

MPLS

PSTN


Cisco Datacenters

Voice Gateways

CVPCVPCVP


Call Centre StaffVendorPOP

Vendor Call Centers

CRM

Phase 3Vendor

Integration & Routing

Enhancements

Connect ACBG ICM to vendor platforms

Implement routing enhancements

Introduce screen-pop


18

Description: This scenario assumes that the customer provides a valid unique identifier. IVR verifies and identifies there is an outstanding order. IVR provides status on outstanding order and additional messaging requesting action from the customer.

Mr.

Cla

rk

Customer contacts Cisco (+1-800#)

Cis

co C

SR CSR receives Screen Pop

and is presented with the customer’s Information, verifies AND handles the

call.

IVR Prompt to welcome

customer and probe for unique identifier

Customer provides Client ID or Order ID

Validate Input AND return appropriate order messaging/ status followed by a reminder that order status can also be

tracked online

Customer receives status and selects Menu

Option to talk to an Agent

IVR Notifies of the estimated wait time ANDpasses through CTI the

Client ID or Order ID

3

4 6

7

5

2

1

Customer Experience – Sample Scenario

(Back-end integration required)

(Vendor integration required)

(CRM desktop integration required)


https://mncamr.accenture.com/sites/brandspace/ImageLibrary/Photographic%20Images/Forms/DispForm.aspx?ID=7464


19

Description: This scenario assumes that the customer intent is being identified. The routing engine determines the wait time could exceed a certain threshold, however a cross trained agent in an another queue could handle the call immediately. Depending on the specific queues involved, the customer might be given the option to wait or be transferred.

Mr.

Cla

rk


Cis

co C

SR CSR receives Screen Pop

and is presented with the customer’s Information, verifies AND handles the

call.

IVR

/ R

outin

g

IVR identifies customer and determines reason for

calling

Routing engine determines that estimated wait time in the typical destination queue for this call type (ex.

language queue) exceeds a certain threshold, while there is no wait in an alternative queue (ex. English).

Customer is given the option to wait in the language queue, or to be transferred to the English queue

immediately

Customer reacts (or not) to the announcement

Routing proceeds based on customer input

3

6

5

4

2

1

Enhanced Routing – Sample Scenario A






20

Description: This scenario assumes that the customer intent is being identified. The routing engine identifies a potential infrastructure issue and diverts the call to an alternate destination.

Mr.

Cla

rk


Cis

co C

SR CSR receives Screen Pop and is

presented with the customer’s Information, verifies AND handles the

call.

IVR

/ R

outin

g

IVR identifies customer and determines reason for

calling

Routing engine is unable to get queue statistics associated with the typical

destination for this call type, suggesting a potential infrastructure issue along the way.

The call is being directed to an alternative queue and an alert is being

sent to operations to investigate (an announcement might be played

prior to transfer)

3

5

42

1

Enhanced Routing – Sample Scenario B




