Transcript Genesys iWD - Alcatel

Obtaining The Visibility Your BackOffice Never Had Before
Genesys intelligent Workload Distribution
•1 |Genesys IWD 2010
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Service Delivery Optimization
The importance of meeting customer expectations is clear…
•70%
•Consumers said they had ended a
relationship due to poor customer service
alone.
•Ovum and Genesys Research
•$370
•Annual value of a lost customer
relationship
•Ovum and Genesys Research (Australian Dollars)
•2 | Presentation Title | 2010
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Service Delivery Optimization
…and across the entire organization
•70%
•Of operational budget that is
represented by direct and indirect salary
costs
•Genesys Research
•3 | Presentation Title | 2010
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Service Delivery Optimization
Requires an enterprise view, including resources in the back-office…
•3:1
•3 back-office workers for every contact
center agent, involved in service delivery
•Genesys Research
•28%
•Of back-office worker’s time that is
considered unproductive
•Genesys Research; Basex Research Report “Information Overload” 2008
•4 | Presentation Title | 2010
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Service Delivery Optimization
Key Issues that exist in organizations…
 Employees set the pace of work
Human
Latency
•Lack of
Business
Agility
 Employees manage the priorities
 Even with automation, there are exceptions
 New process starts as short-term solution that remains
 Inability to respond to market opportunities, or threats
 Within and across departments, and brands
 Resource and Work
Limited
Insights
 Accuracy and objectivity through “self reported” data
 Prevents continuous improvement
 Inability to deliver to customer expectation
•Customer
Frustration
 Often results in repeat contacts “where is my order?”
 Lost customer / Impairs Up-sell
•5 | Presentation Title | 2010
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Service Delivery Optimization
Key Trends…
 Every employee becomes customer-facing
Customer
Centricity
•Service
Objective
Focus
 Front office and back office distinctions erased
 All decisions weigh the impact on customer experience
 Differentiate tasks based on value, regardless of channel
 Dynamic value calculations on changing conditions
 Right First Time, matching work to skill
 Real-time monitoring of work and resources
Increased
Visibility
 Reporting end-to-end
 Enables a culture of continuous improvement
•6 | Presentation Title | 2010
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Dynamic Customer Engagement
•Unify the
conversation
with customers
across channels
•Get visibility into
business
performance
•Leverage resources
across the extended
enterprise
•Optimize
customer service
delivery
•Build an open
infrastructure to
support customers
•7 | Presentation Title | 2010
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Service Delivery Optimization
•Unify the
conversation
with customers
across channels
•Get visibility into
business
performance
•Leverage resources
across the extended
enterprise
•Optimize
customer service
delivery
•Build an open
infrastructure to
support customers
•8 | Presentation Title | 2010
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Service Delivery Optimisation
Performance
Be efficient in getting work
done, and effective in choosing
the right work
Customer
Centricity
Service
Objective Focus
•Quality
•Transparency
•Ensure work completed is done
so according to customer and
company expectations
•Be accountable for achieving
shared goals and objectives at
individual and team level
Increased
Visibility
•9 | Presentation Title | 2010
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Today, work is allocated manually, prone to cherry picking,
and results inefficient operations
CRM, BPM, &
Business
Applications
Tasks assigned to
workbins by
supervisors
•Incoming requests
•Process
•Process
•10 | Presentation Title | 2010
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Manual selection of
tasks across many
workbins
Genesys iWD automatically prioritizes and distributes work to right skilled
resource
CRM, BPM, &
Business
Applications
Prioritized Global Task
List based on Business
SLAs
•Incoming requests
•Process
•Process
•11 | Presentation Title | 2010
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Automatic work
allocation across
departments
Genesys intelligent Workload Distribution
 Transforms work distribution from a manual and inefficient
model…to a prioritized global task list,
 Distributes work automatically, to the right skilled and available
resource across the enterprise,
 Provides visibility into operational performance, ensuring the right
business outcome
•12 | Presentation Title | 2010
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Genesys iWD – Key Capabilities
•Calculate
•Capture
•Distribute
Tasks from multiple sources
and creating a “global task
list”
Task priorities using SLA
defined by business users
•Manage
•Report
Task backlog, resources,
skills, and SLAs
•13 | Presentation Title | 2010
Most important tasks to the
right resource at the right
time
SLA adherence,
performance, utilization,
backlog and other metrics
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Genesys iWD: Calculate
 Define Business SLAs using business rules using intuitive user interface
 Automatically monitors tasks against SLAs; adjusts to ensure SLA Adherence
•14 | Presentation Title | 2010
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Genesys iWD: Distribute
 Leverages the resource/skill awareness in Genesys CIM
 Proactive assignment to the right resource (push or pull)
 Manage across physical or logical locations – front-office, back-office, home
agent, outsourcing partners, etc.
Internal Resources
Contact Centre
•15 | Presentation Title | 2010
External Resources
Expert
Back Office
Partners
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Outsourcers
Genesys iWD: Manage
 Tasks in backlog, priorities and SLAs
 Resources across schedule, skills, adherence
•16 | Presentation Title | 2010
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Genesys iWD: Reporting
 Comprehensive set of task-based statistics
 Provides valuable insights into business performance
 Compare against key performance indicators defined by business users
 Leverage task backlog information for improved workforce planning
•Tasks by Business Process
(address change, callback
requests, complaints, …)
•Tasks By Process and Priority
(chart views)
•Showing tasks by task’s
Business Value (ranges: 0-300,
300-500, 500 or higher)
•Showing tasks by Due
Time, including count of
those ‘overdue’
•17 | Genesys iWD
•17 | Presentation Title | 2010
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Service Delivery Optimization –Case Studies
Performance
•Be efficient in getting work
done, and effective in
choosing the right work
•Transparency
•Be accountable for achieving
shared goals and objectives at
individual and team level
Quality
•Ensure work completed is
done so according to customer
and company expectations
•18 | Presentation Title | 2010
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Service Delivery Optimization – International Case Studies
Proactively routing increases efficiency and effectiveness
Performance
•Be efficient in getting
work done, and effective
in choosing the right work
•
Overview:
Largest Telco in Australia
Product Connect responsible for provisioning adds, moves, and changes
for residential and business phone service
•
•
•Transparency
•
•Be accountable for
achieving shared goals and
objectives at individual
and team level
Challenges:
• Manual task distribution
Cost from penalties if due dates were not met
Lack of visibility into task backlogs and worker performance
•
•
•
Quality
•Ensure work completed is
done so according to
customer and company
expectations
•19 | Presentation Title | 2010
•
Results:
Dynamic prioritization of wok orders based on customer order number,
due date and time
• 15% increase of average number of tasks handled per day
• Optimized pull – five prioritized jobs for each worker to pull from
• Real-time statistics and historical reporting
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Service Delivery Optimization - International Case Studies
Fair workload distribution provides clarity and accountability
Performance
•Be efficient in getting
work done, and effective
in choosing the right work
•
Overview:
Leading German insurance provider
9 million customers; 8,700 employees (3,500 in back-office)
•
•
•
•Transparency
•
•Be accountable for
achieving shared goals and
objectives at individual
and team level
Quality
•20 | Presentation Title | 2010
Faster response to customer requests, reduction of backlog
• Fair and equitable distribution while maximizing SLA
•
•
•
•Ensure work completed is
done so according to
customer and company
expectations
Challenges:
Results:
Fair Workload distribution – clarity on who does when, how many
Users can see all assigned work, but can only pick highest priority
• Workers have desktop view on task and call SLA performance
• Team sense of accountability towards goals and outcomes
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Roadmap to Future Business Models
Developing a roadmap is critical to evolve to an optimized enterprise
Presence &
Visibility
Silo Operation

Nil to Limited
Visibility of

1. Demand
2. Staff
Silos, Non-virtual
Operation
 Channel/Work-bin
Oriented
Distribution
 Volume Driven
Planning &
Scheduling
 User Driven
Reporting
•Benefit

Real-time
Presence of;

Centralized Work
List
 Workgroup
Routing
 Task Value
Prioritization
 Informed
Planning &
Scheduling
 Reliable
Reporting Metrics
Leverage Spare
Capacity (Blended
 Partial
Virtualization
Workgroups)
1. Demand
2. Staff

Performing
Consolidating
Multi-skilling;
Cross-training of
Staff
 Differential
Service;
Prioritization
 Schedule
Adherance
 KPI Alignment

•?
(Shared Services
Model)

Skill Competency
Routing
 Automated
Optimization
 Enterprise
Segmentation
Alignment
 Work and
Schedule
Adherence
•Time
•21 | Presentation Title | 2010
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Optimized

Full Virtualization

Blended Realtime
and Non-realtime
Interactions
 Pay for
Performance
Outcomes
(Enterprise Service
Delivery Platform)
(Outsourcer or
Internal KPI)
Our Approach - iWD Rapid Business Assessment
Genesys Business Consulting has developed a specific service offering called
the iWD Rapid Business Assessment (RBA).
•22 | Presentation Title | 2010
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A
•23 | Presentation Title | 2010
Evaluation of this session
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THANK YOU
•24 | Presentation Title | 2010
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Service Delivery Optimisation
Performance
Be efficient in getting work
done, and effective in choosing
the right work
•Service
Objective Focus
Customer
Centricity
•Quality
•Transparency
•Ensure work completed is done
so according to customer and
company expectations
•Be accountable for achieving
shared goals and objectives at
individual and team level
Increased
Visibility
•25 | Presentation Title | 2010
All Rights Reserved © Alcatel-Lucent 2010