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Cisco Public© 2011 Cisco and/or its affiliates. All rights reserved. 1

Save to Innovate

Innovate to WinRui Correa d’Oliveira RibeiroSales Consultant Customer Collaboration

Cisco Expo Ankara October 10, 2012

• Productive and accessible mobile workers

• Effective virtual teams• Interactive and engaged

employees

• Strategically aligned organization

• Flexible and innovative working options

• Satisfied and loyal customers

• New and innovative IT models

Productivity Innovation Growth

Presenter
Presentation Notes
Collaboration is the act of people working together to reach a common goal It involves getting the right information to the right people at the right time to make the right decision. Such well-informed and speedy decisions in turn help organizations get work done

Enable high-quality interaction from anywhere, in real time and offline.

Secure access to information and people from any device, anywhere.

Deliver agility and scale on demand; create rich media with VDI economics.

Find expertise and information; enable proactive customer interaction.

Mobile

Visual

Social

Virtual

Presenter
Presentation Notes
[shorter of 2 versions – base your choice on audience ] What if you could have: Business-class video from the desktop to mobile devices to the conference room Tools that prioritize conversations between people, not shuttling documents Access to the content and applications you need -- anytime, anywhere, on any device Flexibility in choosing devices with portability of service and a consistent user experience across tools and devices [click to build] The new collaborative workspace isn’t actually a place. It’s an environment that gives people the flexibility to be where they need to be to do the best work they can. And Cisco is the only company that can deliver an architecture-based approach that integrates the key elements of mobile, social, visual, virtual collaboration. Mobile: Give employees quicker access to experts and information so they can be more productive and responsive. Provide consistent experiences, no matter what device they use. Social: Social software is moving beyond the consumer realm and taking on increasing significance in business. Monitor what’s being said and reach customers in their preferred medium in real time. Inside your organization, incorporate the best principles of social networks to put the focus on people and make it easier for them to work together. Visual: Although video was once the domain of the executive suite, Cisco delivers affordable easy-to-use business-class video across devices – from mobile phones and laptops to conference rooms. Imagine starting a videoconference just by clicking a button. That’s how it works. Virtual: VXI and cloud give your users the flexibility they need, while letting you scale your business quickly, reduce total cost of ownership, and improve data security.

Cisco Public 4© 2011 Cisco and/or its affiliates. All rights reserved.

MOBILITY SMARTPHONES MOBILE VIDEO

80% of people in the world own a mobile

phone

40% of US mobile phones are

smartphones

56% of smartphone users watch videos

\\\\\\\\

30% of mobile users live in India or China

Two thirds of users 25-34 own a smartphone

71% of the world’s mobile data traffic will be video in

2016

Presenter
Presentation Notes
http://ansonalex.com/infographics/smartphone-usage-statistics-2012-infographic/ http://blog.nielsen.com/nielsenwire/online_mobile/generation-app-62-of-mobile-users-25-34-own-smartphones/ http://techcrunch.com/2012/02/02/comscore-as-u-s-smartphone-usage-grows-android-nears-50-percent-market-share/ http://mobithinking.com/mobile-marketing-tools/latest-mobile-stats Most phones are mobile. A growing percentage are complete voice and data computing devices: Smartphones. It’s over 40% already in the US market and the US is only #6 globally. 3) Smart phone users do a lot more then call with their phone. Global telephone call traffic is actually decreasing as consumers choose text or email or check the web instead or use apps on their phone. The quality, power, and ease of use for mobile devices has made the mobile phone the primary Internet access device for may consumers. They spend more time “on their phone” then on their computer. 4) Customer Interaction is impacted by: A – new channels B – richer interaction between channels (switching channels), all from a single device, with a flick of a finger C – higher expectation of real-time access to information, real-time interaction and responses These devices offer the power to deliver rich communication services like voice integrated with data and video. There are 200million Youtube videos watched every day on mobile devices.

2011 2012 2013

50% of computing devices are smartphones or tablets

73% of enterprise workers are mobile

80% of businesses support their workforce

with tablets

Presenter
Presentation Notes
Location, location, location. In real estate it is everything. However, in today’s global economy, where you work has become irrelevant. Work is now regularly done at home; in coffee shops; and in trains, planes, and automobiles (Figure 1). Consider a recent survey noting that an astonishing 60 percent of employees now believe they do not have to be in an office to be productive.1 In fact, some analysts have proclaimed that, “The era of the PC is over”2. Even though the average contact center employee has a different position, these numbers are so overwhelming that it’s bound to have effect on the contact center. 1 Deloitte, Smartphones and tablets: more than half of all computers aren’t computers anymore http://www.deloitte.com/view/en_GX/global/industries/technology-media-telecommunications/tmt-predictions- 2011/technology/fd19b1b06ef6d210VgnVCM1000001a56f00aRCRD.htm 2 Forrester http://www.information-age.com/channels/comms-and-networking/perspectives-and-trends/1095262/three-quartersof- enterprise-workers-will-be-mobile-by-2012.thtml 3 Gartner, Tablets in the Enterprise, March 2011

CustomerExperience

SupervisorExperience

AdministrationExperience

Presenter
Presentation Notes
Mobile customer care experiences are simply better: For example, Typical Contact Center Interaction Customer calls a contact center number Listens to the IVR prompt Punches the desired options for self service, or to reach the right agent to help them. Can also select the option to talk to a contact center agent, for which he may have to wait. Agent either helps or finds expert to help With Mobile Customer Care Application Less Call Time: - Lower cost, less frustration, Less resource utilization, Low system load. Better data gathering mechanism: - Utilizing smart phone’s UI for taking customer’s input. Closer to individual customer : - Utilizing the preferences of the customer to give exclusive support. Richer support experience: - Effectively utilizing cloud for video, voice, wikis, URLs, etc. More Flexibility: - Ability to pause and return to an ongoing application session, More options/mediums for getting help. Session Stickiness:- ability to get updates on your phone instead of relying on SMS or calling contact center again. Adaptability :- The application can adapt to changes in workflow , contact center numbers, etc without letting the customer know about that User Satisfaction:- Increases because richer and exclusive support experience. Ubiquitous Computing – Real-Time connectivity / 24x7 / in palm of hand More Affordable – Device and data plan pricing falling Faster – Networks and Devices improving (owing to Moore’s Law) Personal – Location / Preference / Behavior Fun to use – Social / Casual / Easy Access everything anywhere – “Stuff” in cloud Near Field Communication (NFC) – for offers/loyalty/payments Mobile also offers a platform for supervisor tasks. “monitor the queue while your in a meeting” Or administration service: “Receive alerts via text and your system configuration from your phone while you’re on a business trip.”

Cisco Public 8© 2011 Cisco and/or its affiliates. All rights reserved.

Business-to-business marketers are spending millions of dollars annually on social-marketing programs, though nearly 30% are not tracking the impact of social-media programs on lead generation and sales.

• 70% of businesses ignore complaints on Twitter• 83% of people who complained on Twitter liked or

loved a response by the company

Presenter
Presentation Notes
100 Social Media, Mobile and Internet Statistics for 2012 (March) http://thesocialskinny.com/100-social-media-mobile-and-internet-statistics-for-2012/ **Infographic: Social Media Statistics For 2012

Cisco Public 10© 2011 Cisco and/or its affiliates. All rights reserved.

Any Device Two-Way Customer Collaboration Common Routing and Reporting Network Recording

Life-like, in-person video collaboration

Remote Expert/Kiosk

3G/4G/WiFi Access

Mobile Phone

Browser-based applications

Internet Browser

Commonly used clients

IM Client

Video broadcast to desktop PCs

On Demand

Cisco Public 12© 2011 Cisco and/or its affiliates. All rights reserved.

UnifiedCommunications

TelepresenceCollaborationApplications

CustomerCollaboration

Cisco Public 14© 2011 Cisco and/or its affiliates. All rights reserved.

Combining Traditional Tools

Web 2.0Agent Desktop

VirtualContact Center

Routing & Reporting

Social MediaCustomer Care

SpeechSelf-Service

Multi-MediaCapture & Storage

UC Integration/Mobility

Video-EnabledCustomer CareMultichannel / CRM

Customer Collaboration

with the Power of the Future

Presenter
Presentation Notes
Clearing: Customer Collaboration—a term and concept we introduced to the industry in 2010--is really the evolution of the contact center. Consider it in context with the real pillars of customer service, the items that are typically in place with many contact centers today: routing and reporting, speech self service, integration with the enterprise, CRM integration, and multichannel contact.   First is the contact center’s routing and reporting engine, commonly known as the automatic contact distributor, or ACD. The traditional “brains” of the contact center, ACD is a vital piece of any customer collaboration strategy, since telephone-based customer service is still the primary channel customers choose.   Next, speech self-service, or interactive voice response (IVR) provides a way to queue calls and prompt customers for basic information such as “press 2 for sales, press 3 for service.” This is an important way to increase efficiency by offloading certain calls to an automated system to free up contact center agents—real people—to handle more demanding customer service requests.   A more recent addition to the contact center landscape is integration with the enterprise using Unified Communications. This is often demonstrated through the integration of presence and instant messaging so that contact center agents can bring experts into a conversation with customers. Tapping into the knowledge within the employee base is an important value feature for the contact center, and UC integration makes it much more realistic than it has ever been before.   Our last pillar is multi-channel contact and CRM integration, which bring in different channels like email, web, and text chat. These capabilities really came to the forefront with the explosion of e-commerce around the year 2000. Still, not everyone uses these traditional tools within the Contact Center although they’re considered “table stakes” capabilities and are increasingly expected as standard features.   [2nd build:] At Cisco, when we talk about Customer Collaboration and think about how customers want to be treated today, it’s built on those four pillars but is a little different as well. We add a few things… like social media… like video-enabled customer care… Customer Collaboration adds different ways of interacting with customers, adapting to where the customers are in an increasingly proactive way.   For instance, a customer care agent needs access to different pieces of information. We see changes in the agent application or desktop environment that incorporate easier interfaces.   We see greater need for capturing media and doing analytics on phone, video, or data interactions. This goes beyond the compliance recording necessary in industries such as financial services. For instance, real-time analytics can add tremendous value to understanding trends and predicting customer behavior.� And, those in the customer care space want the choice to host these capabilities or receive them in a virtualized manner.   So, customer collaboration is more than contact center. It builds on the traditional tenets of an established industry and increasingly adapts to customers in a mobile, social, visual, and virtual way. �Transition: Now let’s look a bit more closely into today’s customer collaboration landscape.  

IDEO

Drive, run, or walk to your customers with technology, information, and personalized service.”

Tom Kelley

Wave 2:Relationship

Wave 1:Cost

Wave 3:Experience

Presenter
Presentation Notes
Transition: We think about the contact center industry over the last 30 to 40 years as having gone through three distinct waves of investment: cost, relationship, experience.   Organizations are at various stages in when it comes to the approach, capabilities, and success metrics for their contact centers. To really understand today’s trends, it helps to understand the history of innovation in the Contact Center.   These waves of investment are continuous and cumulative, building upon the innovations of prior generations of technologies and customer expectations. A successful customer care strategy takes into account, and tries to balance, three forces of effective care:   Cost: Lowering effective cost-to-serve through occupancy, technology, and infrastructure-related improvements; also effectively controlling the customer-management process e.g. predictable outcomes. In short, optimizing the costs and process within the four walls of the contact center Relationship: Dynamically change service based on customer value in routing, self/assisted care, and agent selection. For example, knowing your customer context and matching customer, channel, and resource. In short, optimizing the interaction between the contact center and the customer. Experience: Customers are moving beyond channels-of-control and expect access to new media like video, mobile, and social. People throughout your company interact with customers -- front office, back office, retail, branch, field, contact center. Consider the retail experience that customers have, for instance, in an Apple Store or Nordstrom – and the loyalty that can be generated from those interactions. The challenge of this third wave is bringing these new customer touch points into the network of people and systems in your company.   Transition: Let’s take a deeper dive into this evolution and look at the strategy, management mantra, and metrics that are driving each wave of innovation.  

from aPlace

to a System

to an Enterprise Service

Cost Relationship Experience

Operations +Marketing +Branch+Retail+Value Chain

Average Hold TimeAverage Speed to Answer OccupancyCost per call

Wallet ShareCustomer SatisfactionClosure RatesLead Conversion

Net Promoter ScoreFirst Contact ResolutionCycle Time

STRATEGY

MANAGEMENTMODEL

METRICS

ROI

Presenter
Presentation Notes
Clearing: The waves of innovation have followed several changes in how contact centers have been managed.   [Build 1] The early Contact Center was a place, focused on predictable outcomes and cost controls. The predominant strategy throughout the 1980s, and the source for the majority of the best practice over the last 30 years, was a big concrete building on cheap real estate with ready access to low-cost labor. The management model is operational – and the metrics reflect this focus. It was all about speed, response, and managing costs. The view at this time was more about customer care as a cost center than a strategic asset. As customers moved to the web, cost management as the driving metric became a challenge.   [Build 2] As business and expectations evolved in the 1990s, the contact center went virtual, clustered around web, IVR, and CRM systems. Instead of the process being controlled by people in a building, it gravitated toward workflows and islands of data in a series of systems. This is where the shift starts to happen. Customer interactions are strategic -- securing a new customer is more expensive than retaining an existing one.   Since the focus was on the customer relationship, marketing became a key component of customer care. The metrics that formed during this period all required customer context, history, and knowledge. Creating concepts like increasing “wallet share” for a financial institution as an example. Customer satisfaction became very important as customer care became an opportunity to sell and to generate leads. Companies tracked close rates as historical preferences became tools to aid up-sell and cross-sell to existing customers. This is still the most common focus for customer care. But now customers are moving once again – to social, video, SMS, etc. And, the resources to successfully manage these customers are no longer just in the contact center, IVR, or web your company manages – they are all over the value chain.   [Build 3] The contact center is evolving once again, this time to an enterprise service. The process for listening and responding now must be available to and orchestrated across a variety of people and systems both inside the company and beyond. Contact Centers make promises and resolve issues that the entire organization needs to satisfy. One of the secrets of first-call resolution – contact centers don’t resolve complex issues, they rely on resources all over the organization to make it happen. The metrics have shifted to things like: Net Promoter Score, cycle time from open to close of an interaction, and most important, first-contact resolution.   [Build 4] What’s important to recognize, is that across any of these waves, the contact center can achieve a significant return on investment. No matter what wave you find you company in, you can make a business case for improvement and positive ROI.   Transition: What is the key to successfully managing this market transition? How can you reduce risk and get the most value out of your contact center investments?  

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public 18

Extend traditional technologies with video, mobile content, and social media for more interactive and collaborative relationships

Reduce the per-interaction cost of delivering customer service

Increase up-sell and cross-sell opportunities via the contact center

Integrate customer-oriented workflows to include experts via instant messaging and video

ContactCenter

Provide Multichannel Customer Service

Presenter
Presentation Notes
Move past typical customer-interaction channels with new media such as video, chat, mobile content, and social media to create more interactive and collaborative relationships. Multichannel customer strategies increase online sales (48%) and customer satisfaction (36%), while decreasing operating costs. (Forrester) ��Cost per contact in a customer-support community is more than 90% less than cost per call to a call center. (McKinsey) ��79% of consumers are aware of Twitter as a method of providing public feedback. (Maritz) ��63% of best-in-class companies report that video helps their customer service efforts. (Aberdeen) Using social media in your customer service strategy can help you improve responsiveness by providing proactive, real-time response. ��Allow customers to interact with you on their preferred terms by giving them multiple contact options. ��Reduce the per-interaction cost of delivering customer service. The telephone is your single most expensive support channel. ��Utilizing richer communication and collaboration tools provides more direct insight into customer opinion and activity than surveys or focus groups.

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public 19

Create a virtual pool of experts, whether co-located or dispersed within a global network

Instantly interact with experts face-to-face

Bring the best value resource in front of the customer through business roles selection

Use the technology to focus on people (Your customers)

Deskless

Locate and Access Remote Experts

Presenter
Presentation Notes
Simplify the ability to identify subject-matter experts and quickly contact the most available resources through employee directories with expertise tagging and presence capabilities.��Create a virtual pool of experts and specialists, whether co-located in particular centers or dispersed within a global network.��Interact with experts in an instant, personalized, easy-to-use, virtualized face-to-face manner that is structured to help ensure effective collaboration.��Increase teamwork by making employees easily accessible in order to shorten decision times and avoid duplication of work. Oil Platform, Factory workers can communicate with a experts to more rapidly diagnose an issue in the field or on the factory floor. This means issues get resolved faster, fixes happen faster and productivity improves

Intelligent routing

Computer telephony integration (CTI)

Integrated customer analytics

Customer relationship management (CRM)

Portals

Relationship

Call centers 800 service

Schedule and forecasting

Interactive voice response (IVR)

Cloud Virtual servers/desktopsReporting

Workforce optimization (WFO) Analytics

Cost

Social mining

Social CRM integration

Proactive contact

Crowdsourcing Video

Experience

1980s 1990s 2000s 2010+

Presenter
Presentation Notes
Clearing: With each of the 3 waves, we can identify important innovations that characterize the key value represented in that wave.   Wave 1 is characterized by a cost-management focus and the techniques to manage costs. Cost-management technologies like toll-free telephone service and ACD started in the late 1970s and early 1980s, but the industry continues to deliver new and innovative ways to better manage efficiency – such as SIP networking, cloud computing, and server and desktop virtualization.   Wave 2 and its metrics require context, history, and knowledge of the customer. The 1990s accelerated an explosion in technologies like CRM – and continue today with channel integration and improved analytics. Companies that started in Wave 2 focused on integration to CRM, IVR ACD, and desktop. Cisco’s own call center platform was born in this wave and features a strong multichannel offering, CTI integration technologies, and next-generation IVR platforms. As we’ll see, the architectural basis of technology suppliers born in Wave 2 actually serves as the best choice for navigating all three of the waves.   Wave 3 has some clearly identifiable trends that have emerged over the last few years – including social, video, and enterprise collaboration. This wave will continue to challenge industry leaders as customers increasingly turn to new media and social networks to interact.   The key question is who can help companies bridge the gap to the next wave of innovation? Who has a track record of capturing market transitions?   [Build] Cisco has the anchoring technologies to span multiple waves – delivering value continuously. Cisco customers have enjoyed investment protection across these waves of investment – we are successfully helping companies with these market transitions as they move through these waves The routing engines developed to serve the cost-savings imperative have evolved into highly effective customer-segmentation engines. Customer Voice Portal is not just a self care platform, it proves the architecture for intelligent network queuing. New anchoring products like Social Miner and Quad will lead into the next wave of innovation with investment protection – without rip-and-replace or wholesale reinvention of your architectural and business process investments.   Transition: With organizations requiring contact center platforms that can help navigate all of the waves of innovation, the right architecture is vital.  

Collaboration Services

Inf rastructure Services

CTI

IVR

MultiChannelWFO ACD

ACD

CTI

IVR WFO

MultiChannel

Application Layer

Routing Agent Selection

IB/OBVoice

Video

CTI

Recording SessionMgmt

VoicePortal

Gateways Security BorderlessNetworking QoS

CRM

Social

Mobile

BPM

WFO

Web

Dynamically NetworkedWalled Garden Distributed

Big Iron Appliances Distributed Systems Applications and Platforms

Presenter
Presentation Notes
Clearing: The prevailing architecture for contact centers has changed along with the waves of innovation.   Twenty-five years ago, if you were an enterprise architect building a customer-care solution, your most important task might have been the ACD RFP. The ACD was the ”center of gravity” and a 7-10 year investment decision. These were big refrigerator-sized cabinets weighing hundreds of pounds. Replacing or physically moving one was really the only window to upgrade. This “big iron” architecture often is described as a “walled garden” and it efficiently routed voice calls and satisfied the cost savings imperatives of early-stage needs. The ACD offered limited interfaces to external systems. Enterprises wanting to do more than address costs were forced into “science projects” with risky, time-consuming and expensive integrations.   [Build 1 ] Now the ACD is an integral part of a distributed system with other technologies such as IVR, CTI, and workforce optimization as part of the equation. These systems are equally as important as the “big iron” ACD. The architectural shift to distributed systems delivers significant advantages to your ability to segment customers, create virtual contact centers across multiple locations, and improve agent occupancy. With these improvements and distributed architecture, contact centers can see improvements in the performance metrics of “Wave 1.”   [Build 2] In wave 3, the emerging architecture is less complex and more flexible than wave 2’s distributed model. Now more than ever before, getting application functionality and customization to customers on any device, across any modality is critical and can be a customer care competitive advantage.   The contact center becomes an enterprise service where the network is the platform for this architecture. Rather than patching together disparate “best of breed” third-party solutions, this architecture delivers all of the services required to provide leading-edge customer service, wherever those services are required in the network.   Transition: Now that we understand the architecture required, how are companies executing across the 3 Waves now?  

WAVE 2

Customer Relationship

WAVE 3

Complete Experience

WAVE 1

Cost and Efficiency

Technology Imperatives Cisco Solution Sets

Site virtualization Cisco® Unif ied CCE and CCX, Unif ied Mobile Agent

Desktop/server virtualization Cisco VXI, Cisco UCS®

SIP trunking Cisco Unif ied Border Element/Unif ied SIP Proxy

Cradle to grave reporting Cisco Unif ied Intelligence Center

Intelligent routing/universal queue/channel integration Cisco Unif ied CCE, CCX

Web/IVR integration Cisco Customer Voice Portal

Universal view of customer, cradle to grave reporting Cisco Unif ied Intelligence Center

Social CRM Cisco SocialMiner™, Finesse™ Desktop

Video Cisco Show and Share®, TelePresence®, WebEx®

Proactive care SIP outbound dialer, collaboration-enabled business transformation (CEBT)

Enterprise social/collaboration Cisco Webex Social, Finesse Desktop, WebEx

Presenter
Presentation Notes
Clearing: Cisco’s comprehensive approach has always started from the premise that an intelligent network is the platform that unifies solutions and sets the foundation for ever-changing market dynamics. With that foundation in place, we help address important technology imperatives. Wave 1 Comprehensive product portfolio including virtualizing sites, services, and desktops; SIP trunking to optimize network and carrier costs; and improved operational cradle-to-grave reporting (IVR, routing, agent selection, transfers, etc.). Successful delivery of site virtualization with Cisco Unified Contact Center that helps customers gain an enterprise view of the customer transaction Lower deployment and support costs with a portfolio that includes server and desktop virtualization technologies Cost savings and improved network management through a powerful set of technologies to help you integrate SIP networking into your strategy Reporting tools that wrap around every interaction, regardless of channel   Wave 2 Enhanced intelligence of routed interactions before they are delivered, creating intelligent queuing at the network border to provide contextual messaging Improved integration of channels to provide a single view of the interaction. New options like assisted care where agents can help customers navigate online and self-care systems for improved future containment rates resulting from our integration between our self-care and contact-center platform enable new options   Wave 3 investments are focused on moving the customer management process into new channels like social, but there is also a tremendous increase in branch/retail and contact center integration. Proactive care is also on the rise – not only proactive notification but the integration of the communications network into your company’s workflow. For example, many people use Cisco SocialMiner to find and respond to positive and negative customer experiences in social forums, but are also finding that the ability to respond to key life events (marriage, change in status, etc) is a real growth area. Finally, the real value of front-to-back-office integration is aligning companies around the commitments of the customer-facing elements of your value network. Put simply, the customer service representatives need the help of the rest of the organization to solve customer concerns – and drive first-contact resolution.   Transition: It should be clear now that solving customer challenges is not just the role of the formal contact center. Additionally, the tools required are not all contact center tools. Let’s see how Collaboration solutions can combine to provide outstanding customer experiences.    

CRM Magazine Annual Service Awards, March 2012

Cisco rated “Winner” in IVR

Cisco rated “Leader” in Contact Center Infrastructure

Cisco SocialMiner™: Best of Enterprise Connect 2011

Cisco SocialMiner: Retail TouchPoints Next-Gen Retail Awards 2011 – Social Media category

Asian Banker Award 2011

Best Contact Center Deployment in region

050

100150200250300350400450500

2003 2004 2005 2006 2007 2008 2009 2010 2011

74133 164

241 264362

280371

460

Shi

pmen

ts (i

n th

ousa

nds)

ACD Shipments, CY

ACD Total

0

50

100

150

200

2004 2005 2006 2007 2008 2009 2010 2011

18 3662 64 77

115 120

190S

hipm

ents

(in

thou

sand

s)

IVR Shipments, CY

IVR New

ACD Shipment Growth (total seats)

+26% CAGR since 2003

IVR Shipment Growth (new ports)

+40% CAGR since 2004

0

10

20

30

40

50

60

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Sources: Cisco analysis, Gartner. Measured in revenue.

% M

arke

t Sha

re

Avaya/Nortel Alcatel-Lucent/Genesys Cisco

Presenter
Presentation Notes
Key Talking Points:

0

10

20

30

40

50

60

70

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Avaya/Nortel Alcatel-Lucent/Genesys Cisco

Sources: Cisco analysis, Gartner. Measured in revenue.

% M

arke

t Sha

re

Presenter
Presentation Notes
Key Talking Points:

0

100,000

200,000

300,000

400,000

Cisco GenesysAvaya/Nortel

Intervoice*Source: Tern Systems: “Telephone Self-Service: Markets, Products, and Suppliers," August 2012 for CY2011Numbers include new and upgrade IVR ports as reported by Cisco

41.2%

16.2%12.7%

6.5%

Por

ts S

hipp

ed*

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public 28

This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report.

The Magic Quadrant is copyrighted June 2012 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

Gartner: Magic Quadrant for Contact Center Infrastructure, June 2012Drew Krauss, Geoff Johnson, Steve Blood

Colored arrows depict movement from the 2011 MQ. Avaya and Genesys both DECREASED in Vision and Ability to Execute.Cisco LEADS all vendors in Ability to Execute.

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public 30Cisco ConfidentialC97-710773-00 © 2012 Cisco and/or its affiliates. All rights reserved. 30

Enhanced Collaboration Across Multiple Sites

Challenge: Accelerate performance across multiple US

subsidiaries Deliver excellent member experience and meet

strict government SLAs

Free up funds for services that directly benefit members

Solution: 40 TelePresence systems in

15 sites MeetingPlace and Personal Communicator for

desktop collaboration Contact Center Enterprise and Customer Voice

Portal

Reduced travel costs by 10% (expected) Reduced typical meeting time by 50% Avoided staff increases by shifting 20%

of calls to self-service

BusinessValue

Presenter
Presentation Notes
Molina Healthcare, Inc. is a multi-state managed care organization that administers government healthcare plans. It also operates 17 clinics in California and 3 near Virginia.   The company looked to Cisco Collaboration Solutions to solve three major business challenges. One was helping its multiple US locations interact with corporate resources. Another was meeting strict contact center service levels required by the government for organizations that administer programs like Medicare and Medicaid. Finally, Molina wanted to cut the costs of travel and the contact center, to free up funds for services that directly benefit members.   Molina Healthcare succeeded on all counts with Cisco Collaboration Solutions such as Cisco TelePresence, Cisco Unified MeetingPlace, and Cisco Unified Contact Center Enterprise with Cisco Unified Customer Voice Portal.   Molina’s ten subsidiary presidents now use Cisco TelePresence to meet regularly without travel, which has helped to build relationships. Meeting length has been cut in half, a result the company attributes to people paying better attention because they know other people can see them.   The company no longer has to fly 40 to 50 executives to headquarters for meetings, and is on target for 10 percent reduction in travel costs.   And Molina is meeting contact center targets, partly because it has shifted 20 percent of contact center calls to self-service. The ability to route calls to any location helps Molina provide an excellent caller experience, creating a competitive advantage. Written Case Study: http://www.cisco.com/en/US/prod/collateral/voicesw/ps6788/vcallcon/ps556/case_study_c36-570323.pdf Video Case Study: http://newsroom.cisco.com/dlls/videos/molinacollab_111909.html ---------------------------------------------------------- EXECUTIVE SUMMARY MOLINA HEALTHCARE, INC. Healthcare Long Beach, California 2700 employees CHALLENGE Increase efficiency of health plan operations Improve experience for members and providers Reduce operational costs SOLUTION Deployed 40 Cisco TelePresence systems in 15 different sites, completing the project in just 60 days. Deployed Cisco Unified MeetingPlace and Cisco Unified Personal Communicator for desktop collaboration. “Meetings that typically took 60 to 90 minutes with a voice-only conference now take 30 to 45 minutes,” says Desai. “People are more fully engaged because they know that other participants can see them, so we get more done in less time.” Implemented Cisco Unified Contact Center Enterprise with Cisco Unified Customer Voice Portal. With CCE Molina routes calls from members and providers to the first available agent in any location in the country, reducing wait times and eliminating the need to staff each location for peak volume. Approximately 20 percent of callers choose the self-service option (Customer Voice Portal). Since implementing CVP, they have shifted 20% of contact center calls to self service,” says Desai. “Without it, we would have had to significantly increase our staffing levels.” RESULTS Reduced travel costs by 10% (expected) Avoided staffing increases by shifting 20% of calls to self service (CVP) Reduced typical meeting time by 50% Molina Healthcare, Inc. is a multi-state managed care organization that arranges the delivery of healthcare services to people eligible for Medicaid, Medicare, and other government-sponsored programs for people with low income. The organization currently serves 1.4 million members through health plan subsidiaries in ten states, and processes approximately 11 million claims annually. In addition to administering health plans, Molina Healthcare also operates 17 clinics in California and three near Virginia. The company sought collaboration solutions to address the following business challenges: Accelerating team performance: Molina is a centralized organization with nine subsidiaries throughout the country to serve members. “We needed a cost-effective way to for field operations to interact with corporate resources,” says Bayer. Delivering an excellent member experience: Government programs like Medicare and Medicaid require that participants like Molina meet strict contact center service levels, such as average call-handling time and speed to answer. Molina receives 250,000 to 300,000 calls each month in multiple contact centers. Containing costs: Reducing costs for travel and the contact center would free up funds for services that directly benefit members. Partner - Nexus IS, a Cisco Gold Certified Partner Like other managed care providers, Molina Healthcare seeks innovative approaches to make the most of limited government funding. “We are looking to technology to reduce administrative costs as well as direct care delivery costs,” says Terry Bayer, chief operating officer, Molina Healthcare. “Collaboration plays an important role in both strategies.” Molina’s chief operating officer credits Cisco TelePresence with bringing field operations closer to corporate resources. Previously, Molina’s ten subsidiary presidents joined a weekly phone call to share successes and challenges. Now they meet face to face without travel because they are able to connect “in person” using Cisco TelePresence. “The difference has been phenomenal,” Bayer says. “We have fewer meetings, and they’re shorter and more exciting because of the rich interaction. I get a much better picture of what's going on when I can look into the eyes of a health plan president.” Examples of how Molina has used Cisco TelePresence and Cisco Unified MeetingPlace include: Quickly developing an automated outbound campaign about flu prevention. “Educational campaigns can play a role in reducing flu incidence, keeping our members healthy while reducing costly emergency room visits,” says Amir Desai, chief information officer. Standardizing business processes across the enterprise. “Learning a new process by interacting with the people managing the process is more effective than reading about it in an email or watching it on a non-interactive video,” Bayer says. Avoiding car trips for internal meetings. Employees who work at corporate headquarters and two nearby offices often meet with Cisco TelePresence instead of driving, saving time, fuel cost, and carbon emissions. “As an enterprise, we've made a commitment to green activities,” Bayer says. “Whether our employees are 3000 or seven miles apart, we avoid the negative impact of travel by conducting meetings with Cisco TelePresence and Cisco Unified MeetingPlace.”

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public 31Cisco ConfidentialC97-710773-00 © 2012 Cisco and/or its affiliates. All rights reserved. 31

Transforming Customer Care

Challenge:

Drive customer intimacy through lifecycle Time to Market: services & off shore Improve agent productivity & visibility Complex incumbent Avaya & Genesys Zero incremental cost business case

Solution: Contact Center Enterprise and Customer Voice Portal

give customers what they want, when they want it, through the best channel

Multiple Application Pop via CAD Scalable-edge self-service option for movies-on-

demand and pay-per-view Single source for reporting metrics

Saving $1M+ annually with Cisco platform Served 67% more customers only 11%+ cost Increased self-service interactions from 15% to 60% Complete network refresh with no unplanned outages

BusinessValue

Presenter
Presentation Notes
AUSTAR United Communications Limited is a leading subscription television provider in Australia, with 750,000 subscribers.   To increase customer intimacy and keep costs down, AUSTAR wanted to introduce self-service channels, including IVR and web chat.   The company met its goals it by building an advanced customer interaction network using Cisco Unified Communications solutions. With Cisco Unified Customer Voice Portal, customers just press buttons on the telephone keypad or speak a natural-language command to check their account balance, make a payment, or order a movie.   Customers clearly like the self-service options. Since AUSTAR has deployed them, the percentage of customers who use self service has almost quadrupled, from 15 percent in 2004 to nearly 60 percent in 2009.   And when customers choose to speak to an agent, agents are more productive because they receive a screen pop from the CRM system at the same time they receive the call.   The results? Since AUSTAR implemented the Cisco solution in 2004: AUSTAR is profitably offering movies-on-demand by keeping order-processing costs to three cents apiece. When a new Terminator movie became available, Cisco Unified Customer Voice Portal successfully handled 5 times the usual call volume. Contact center costs decreased by 11 percent even as the customer base grew by 67 percent. The cost basis for the new contact center is less than $13 million, which is $12 million less than the company estimates it would have spent to keep the old contact center platform. --------------------------------------- Executive Summary AUSTAR United Communications Limited Television Ultimo, Australia 725 Employees 625,000 Customers Challenge: Deliver an outstanding customer experience Serve more customers without adding more agents Prepare to introduce new contact channels Solution: Built a scalable foundation with Cisco Unified Contact Center Enterprise Expanded natural-language self-service using Cisco Unified Customer Voice Portal Integrated with customer relationship management (CRM) system Results: Profitably offered movies-on-demand by keeping order-processing costs to three cents apiece Scaled to serve 67 percent more customers with only 11 percent cost increase Contained costs by increased self-service interactions from 15 to 60 percent

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public 32

Cost Effective Customer CareDifferentiated self-service for a growing customer base

Challenge: Cellular provider: differentiate IVR service to gain

competitive advantage Reduce customer care costs Scale customer care for strong growth

Solution: Cisco Unified Customer Voice Portal for voice self-

service Integrated CRM database for personalized

interactions Speech recognition/Text-to-Speech option for hands-free

use

Shifted 2 million daily calls from human agents to self-service Reduced average hold time by 6 seconds per call— saves ~ US$1 million/year Bandwidth costs reduced by 18-20% Increased customer satisfaction from 3.75 to 4.2

BusinessValue

Presenter
Presentation Notes
With more than 47 million customers, IDEA Cellular Ltd. is one of India’s leading mobile service providers. Part of the India’s multinational Aditya Birla Group, IDEA Cellular is known for its innovations, such as My Gang Card, Youth Card, etc. Business Challenge: The sheer size of IDEA Cellular’s customer base makes it a daunting challenge to provide customer care. The challenge only increases with an expected growth in IDEA’s customer base of 100 million additional subscribers by 2012. “To remain profitable, we needed to continue to provide responsive service to all of our market segments while reducing costs for lower-value segments, such as customers with prepaid plans,” says Prakash Paranjape, chief information officer, IDEA Cellular. Cisco Solution: IDEA Cellular deployed a voice self-service option for people who call the contact center, using Cisco Unified Customer Voice Portal (CVP). With 14,000 ports, IDEA Cellular’s Cisco Unified CVP is one of the world’s largest IVR deployments. Approximately 40 percent of callers, or more than two million daily, choose the CVP self-service option. Freeing up agents has decreased average hold time from 64 to 58 seconds. “Saving six seconds a call for 4.5 million daily calls translates to US$1 million saved,” says Paranjape. Agents now have more time to spend on non-routine issues and interactions with high-value customers. When a customer asks to speak to a live agent, Cisco Unified CVP treats the call at the edge of the network until an agent is available, and then sends it over the IP network. “Keeping the voice at the edge has helped IDEA Cellular save bandwidth costs by 18 to 20 percent,” says Paranjape. During the first nine months that IDEA Cellular used Cisco Unified CVP, the customer satisfaction rating for self service increased from 3.75 to 4.2 on a 5-point scale.

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Public 33

Challenges:• Complex multi-vendor environment with Avaya , Cisco, and customized partner elements• Older versions reaching end-of-support• Desire to migrate to SIP; leverage new features

Saudi Arabia’s leading provider of fixed, mobile, and broadband services, with over 15 million mobile and 4.5 million home subscribers

Solution:• Complete system audit by Cisco Advanced Services• Full system upgrade to latest releases• Native SIP integration between Avaya ACD and Cisco Unified CVP(now at 10,000+ ports)• Queuing via Cisco Unified CVP• Unified reporting; trunk group utilization monitoring

Benefits:• Architecture being optimized for efficiency, flexibility, and scalability• Leveraging SIP-based capabilities on CVP:

-- Higher port density -- Courtesy Callback-- Post-call survey-- Automated agent greeting and whisper announcement

Presenter
Presentation Notes
Open standards example Was: Avaya ACD, TDM Wanted: SIP, benefits of IP: scale, flexibility Delivered: CVP, initially for queuing in TDM, migrating from TDM to SIP, cost savings, scale, new features All with 3rd party ACD environment.

• Navigate market transitions, such associal media, proactive care, and analytics

• Align with customer care business strategies: cost management, customer relationships, complete care experience

• Complement investments in Cisco’s collaboration portfolio for enhanced experiences and accelerated ROI

Presenter
Presentation Notes
Cisco entered the customer care market because it is consistent with our vision – bringing your customers into the network of people that make up your organization’s value chain.   Our portfolio goes beyond customer care to help you navigate current and future market transitions with reduced risk and the best value. Because we understand that you are executing across many dimensions of care – cost, relationship and experience -- we are committed to making it easier for you to grow your customer relationships in new media and old.  

Mario Gianni

Consulting Systems Engineer

www.cisco.com/go/cc

Thank you.

“For larger statements and quotes, use this slide layout to format the long references in all of your presentations.”Source Name Placement