July 2002

By Charles E. Day, Charles E. Day & Associates

Computer-telephony integration (CTI) systems are becoming increasingly more prevalent and powerful in business today. They provide sophisticated call center environments with expanded capabilities. Here is a look at popular CTI applications, missed opportunities, potential trouble spots and operating performance and cybernetics considerations.

CTI 101
In its simplest form, computer-telephony integration (CTI) is the ability to pass data from a telephone network and PBX/ACD system as received from an integrated services digital network (ISDN) to a database/computer processor for the purpose of retrieving appropriate customer information and correctly connecting a telephone call. Conversely, CTI can enable teleservices organizations with outbound functionality to better control outdials, including predictive dialing, in a shorter period of time and without potential errors by agents. To accomplish the interconnectivity between these two technologies, voice and data, programming interfaces have been developed to ensure the appropriate communication.

Call centers benefit from CTI applications with the increased speed and capability to determine the reason a customer calls. Teleservices organizations involved in marketing research, information technology help desk, catalog order entry, customer services and inbound/outbound telemarketing are examples of business functions and organizations that can benefit from CTI.

Established Link Interfaces
Companies such as AT&T, Nortel, Rockwell, Teknekron Infoswitch, IBM, Microsoft, Novell and Digital Equipment Corporation contributed to the initial development of computer-telephony integration (CTI). Their contributions have paved the way for the following CTI applications:

• Telephone manager (Apple and partners),
• CallPath (IBM),
• CSTA (ECMA),
• TAPI (Microsoft and partners),
• TSAPI (AT&T, Novell and partners), and
• CTI Encyclopedia (Versit and partners).

The three phases in CTI technology development include custom systems, application programming interfaces (API) and system protocols for use of API applications. Custom systems were developed between specific computer companies and telephone system manufacturers to obtain a specialized or proprietary product that is a specific CTI interface. This interface was developed around specifications for the way a computer could be attached to the telephone system for the purpose of handing off and receiving data. Next came the API link development that was more generic and somewhat independent of the telephone switch. With a smaller number of operating systems to support, developmental platforms provided application developers the necessary software components to build a more complete solution without being dependent upon one another. Finally, standardized CTI protocols developed for the API links provided a more ubiquitous capability between dissimilar voice and data systems for the purpose of passing and receiving data.

CTI today is still relatively confined to call and contact center environments due to its high cost for initial installation. It is largely propelled by the Web-enabled, e-commerce and customer relationship management (CRM) offerings and initiatives. Even from its infancy, CTI offered important and fundamental applications that have come to be expected in progressive contact center operations today, with more advanced uses still evolving.

Popular Applications
Following are some of the most notable applications that have been developed and evolved around the capabilities of CTI. Many have been implemented in varying degrees with wide variation directed toward improving overall service to customers and staff utilization. A fit with customer relationship management (CRM) software functionality in quickly identifying customer profiles and more effective agent information support tools contribute significantly to the growth of some applications.

Automatic number identification and dialed number identification services. Perhaps the most commonly used application for inbound call centers is the ability to derive the number from which a customer is calling and which toll-free or local number has been dialed.

Automatic dialing. Outbound centers have benefited from CTI in more accurately having computer systems perform the automated dialing routines to ensure numbers are dialed correctly and, in the event of advanced dialing, accomplish progressive or predictive dialing routines which are not possible without automated systems and computer-telephony integration.

Call transfer and queuing. The call transfer and queuing capability with CTI allows a call to be placed on hold with the customer record and usually some notation as to why the transfer is occurring without the first agent remaining on hold with the customer. This arrangement also precludes the customer from having to re-explain the purpose of the call and why they were transferred.

Screen pops. One of the most popular applications for CTI is the ability to use ANI, DNIS and/or DTMF input such as account and invoice numbers while on hold, so this information is passed from the telephone system to a computer processor, enabling the call and relevant screen information to appear simultaneously at the teleservice representative's workstation.

Blended applications. Software to determine when to move outbound or e-commerce agents automatically to inbound positions allows for balancing traffic and improving overall customer service.

Interactive voice response interface with data systems. When IVR systems are interfaced with the telephony and database systems, callers have an option to perform some functions directly, such as hearing the hours of operation, hearing account balances and entering account information while in queue.

Callbacks and overflow. Customers can leave their telephone numbers and the best time to receive a callback versus waiting on hold.

Troubleshooting
Although there are many benefits to CTI, there are some issues that affect maximum performance. They are:

• Capacity of a telephone system,
• Number of concurrent line connections,
• Number of ports available,
• Network facilities, and
• Too many lines.

The dynamic allocation of the appropriate number of channels is critically important in meeting high-level call center standards. Another area of concern is over automation. Over automation refers to the problem of offering too many choices on the auto-attendant or the inability for customers to press zero or stay on the line to speak to a live agent.

These are a few of the areas to watch for in designing and engineering a fully integrated call center using computer-telephony integration. Some of the problem areas can occur without the use of CTI, but are more exaggerated problems when they occur as a result of more tightly integrated arrangements between telephony and computer processing.

Overlooked Opportunities
In advanced call center operating environments using CTI, there are several opportunities that could better extend support capabilities. These include:
Web enabling. The concept of companies developing Web sites with callback or e-mail-type capabilities runs counter to the spontaneity exhibited by many consumers. An opportunity exists to have calls immediately transferred from the Internet and Web and terminated in a contact center.

Potentially less expensive staffing. If staffing is done correctly, it may be advantageous to invest more heavily in a tool for more precise scheduling of representatives.

Transfer to queue and consultation. This application is a significant missed opportunity in most telephone call centers. The ability to queue a call with notes on a second agent's screen frees up the first customer service representative for other work and bridges the information gap in transferring customers.

Voice mail and callbacks. With use of CTI or simple access to voice mail, the option for ACD processors to give callers a choice of leaving a message with telephone numbers for a callback instead of waiting on hold is quite often ignored.
Credit collection alerts. When customers are calling to place orders, retrieve information regarding product use or something other than reviewing the status of accounts or invoices, it may be appropriate to use CTI features to examine the records for special notations of delinquencies, orders waiting or special items of note which need to be discussed with the caller.

IVR Applications
A number of interactive voice response (IVR) applications that have been developed in conjunction with CTI order entry capabilities are among the most popular applications using IVR and CTI. Other applications are possibly less known but demonstrate additional opportunities for maximizing CTI to the benefit of both customers and call centers.

CTI can be used to identify the called number and calling party in retrieving the customer record and queuing the record for the last agent contacted by that customer. Inventory-related applications, such as class and convention seminar registration and on-hand inventories for field sales reps, are additional examples of how CTI can be used effectively. Another application tracks the status of shipments.

An infrequently used application is customer satisfaction interviews and questionnaires. A second option is to have calls transferred by way of networking facilities to a remote center along with relevant customer information.

Operating Performance And Cybernetic Considerations
With the increasingly more sophisticated operation and integration of technological systems, the level of complications for users and maintainers will likewise increase. It is important to include sales, marketing and consumer representatives in the design and engineering of complex system functionality from the outset instead of by engineering design preferences. Many, particularly the younger segment of American society, have adapted to interacting with machines, called cybernetics or man/machine interface. There are others who remain uncomfortable using machines for interactions formerly carried out by people. For such consumers and customers of organizations, it is important to develop empathetic systems where lack of skill and discomfort do not inhibit a positive interface in doing business with teleservices organizations.

Customer service must remain the primary goal, always seeking the most effective results for customer and company. There are, therefore, some simple rules and guidelines that may be helpful in order to accomplish that goal and, at the same time, to avoid over-investing. Sensitivity to these issues ensures maximum benefits of using CTI or achieving interoperability of any advanced call center technologies.
Simple is better. Using a voice message approach, voice recognition, or a live agent as the first routing point is probably the simplest and easiest user requirement in interfacing with teleservices organizations. Beginning with more complex functionality may result in overwhelming those who should be the recipients of improved service and an acceptable interface experience.

Menu choice on auto-attendants and IVR equipment, using CTI capability, can also be overdone. It is far better to limit the number of choices on recorded prompts to three or four and layer questions to no more than two additional levels to identify the purpose of a call for routing purposes. If the objective is to process 80 percent of the calls in 20 seconds and 2 minutes of time is consumed by pressing 1 and 2, it stands to reason that customers would experience frustration and annoyance at an impersonal system.

Use a phased approach to introduce technological changes with CTI and other computer-based applications. Measurement of benefits and customer satisfaction programs are important. Objective assessment of results before moving forward will help. For example, it may be better to have customer service representatives use automatic number identification (ANI) information from the LCD display or telephone consoles to retrieve records as opposed to engineering system facilities outright in effecting this design change.

Select specific business functions as a starting point. This may prove valuable in introducing interoperability in the call center. Rather than applying fully integrated functionality to order entry, customer service and technical support all at once, it may prove beneficial to select one or several specific applications to evaluate the experience internally and with callers prior to rolling out more extensive applications of CTI functionality.

Round-the-clock accessibility for leaving messages or querying accounts in the absence of a live agent or as an overflow during peak periods may have far greater benefit to a call center than replacing live agents with a pervasive automated system up front. Callers are still more emphatically impressed when a representative of a company answers a call with a smiling voice within one or two rings, versus being answered before the completion of the first ring cycle and being greeted by an automated announcement and prompt.

Blended agent capability is not for all customer service representatives. A select group of individuals is capable of switching on-the-fly from outbound applications to inbound callers. The outcome of selecting staff based on their desire to do both types of calls and rewarding them accordingly is far more positive than insisting on a universally blended operating environment based on the new-found benefits of CTI, predictive dialers, IVRs and other advances.

The Right Balance
Finally, the overall operating performance in a CTI environment can vary substantially depending on volume, time of the year, time of the day and skill levels afforded the operation. It is important to benchmark first for results, track usage, determine abandonments and conduct customer satisfaction surveys to assess initial customer feedback and perceived and measurable benefits in using advanced CTI applications. When the goals of the organization are balanced with the needs of callers and advanced technology integration is applied in the manner and areas where it is most acceptable, the experience and benefits of the new technology are the most rewarding. To accept less is to sacrifice customer relations and full return on investment in integrated computer and telephone technology in the teleservices environment.

Charles E. Day, CMC (Certified Management Consultant) is president of Charles E. Day & Associates in Alexandria, Virginia. His practice management focuses on customer service, business process reviews and technology transfer. He is the author of the recently published McGraw-Hill book, Call Center Operations, Profiting from Teleservices.

[ Return To The July 2002 Table Of Contents ]

Evaluating Inbound Routing Tools In The Age Of Multichannel Customer Contact

By Ralph Breslauer, Concerto Software

Customer relationships are fragile, living things. They require personal attention and care in order to thrive, and they grow and evolve based on how well they are nurtured.

By the time customers log on or pick up the phone to contact a customer service representative, their mindset has been determined: they are either extremely interested in purchasing a company's product or service and are ready to seal the deal; or they are unhappy with a situation that must be addressed immediately. Whatever the situation, the first critical step to successfully nurturing customer relationships is ensuring customer needs are met quickly and effectively.

Once companies know this, it is easy to recognize that proper inbound routing is vital to any customer service effort. Organizations must be able to direct incoming queries to the most appropriate agent, the first time, every time. However, the emergence of multiple interaction channels makes choosing the right inbound routing tool a complex proposition for contact center executives.

Although the concept of multichannel customer interaction management (CIM) is fairly straightforward, its implementation within the framework of the contact center is quite challenging. Managing multiple channels involves handling inbound and outbound phone, fax, e-mail and Web contacts. Most contact centers today only deal with a single channel ' the telephone. The solution to the multichannel challenge is a three-pronged approach involving technology, processes and people.

Technology. Companies must assess the capabilities of their existing infrastructures and develop strategies for incorporating new channels they don't currently handle. One approach is to integrate additional point solutions via computer-telephony integration (CTI). In other words, companies can purchase and add an e-mail routing product, a Web chat and collaboration system, a fax management application and look to vendors of CTI solutions to tie these products to their existing automatic call distributor (ACD) and interactive voice response (IVR) systems. This approach, while common, has a number of flaws:

• The integration of additional point solutions adds to the fragility of an already-complex environment.
• Point solutions have their own internal rules application that determines how contacts are routed and how customers are prioritized ' making it difficult for companies to implement unique business rules and ensure consistency of service across applications and channels.
• Multiple point solutions create a multivendor environment, making support and operations increasingly challenging and expensive.
• CTI project implementation can last from months to years, creating enormous financial burdens.
• Numerous operating systems, database structures, administrative interfaces and desktop applications must be maintained.
• Agents must be trained on each of the desktop applications, lengthening the deployment cycle and increasing training costs.
• New technical resources must be added to manage each point solution, escalating overall operating costs.

A more beneficial and viable approach is to deploy a unified CIM solution that delivers universal queuing and blending of multichannel interactions. A unified CIM solution delivers the following benefits:

• The ability to execute on universal, unique business rules, enabling companies to manage customers consistently across all interaction channels.
• A single touch point for managing all interactions ' phone, fax, e-mail and the Web.
• Ease of use through a single point of administration, leading to lower operating costs and increased agent productivity.
• Fast implementation and easy integration to legacy infrastructure, resulting in investment protection and a clear migration path to new technologies.
• High scalability and reliability.
• The tools to foster cross-selling and upselling opportunities.
• Open APIs and connectors that seamlessly tie to business applications such as CRM, ERP, workforce management, order processing and billing systems.

When evaluating inbound routing solutions in the age of multichannel interaction management, unified solutions must also deliver the following:

Skills-based routing. Customers need to be connected with the agents best suited to address their needs. Through the use of skills-based routing, contact center managers can assign varying skills and proficiency levels to all agents. A unified solution uses these skills to match each customer to the right agent the first time, delivering improved customer satisfaction and increasing revenue opportunity.

Screen pop. Through the use of screen pop, agents can have real-time access to customer information to make better-informed decisions during the interaction. Agents can leverage data on historical buying patterns from existing CRM, ERP and back-end systems to personalize the interaction with the customer and cross-sell additional products and services.

Universal queuing. Interactions across multiple channels can be prioritized, queued and routed using universal queuing. Companies can implement unique business rules to route customers consistently, regardless of the method of interaction. For example, an e-mail from a highly profitable client may be routed to the agent before the next phone call. Making routing decisions based on these dynamic, customer-centric rules is only possible through universal queuing.

Processes. Companies must also implement new processes to foster a multichannel mindset by focusing on customer acquisition and retention. To do so, companies must mine information on their customer buying patterns and preferences. Business applications such as CRM and ERP must be closely tied with the contact center to foster cross-selling and upselling. Call center reports must not only include call handle time statistics, but also must be enhanced to include profitability statistics and customer retention rates. The gap that often exists between telecom and IT personnel must be bridged so both embrace a new, converged environment. Both sides must work to jointly facilitate the deployment of Web-based tools such as Web chat, collaboration and e-mail management.

People. The contact center and its inhabitants must be perceived as a key asset, not as a cost of doing business. Contact center agents are the customer-facing part of the company and must be empowered with the information and tools necessary to maximize the profitability of each customer interaction. New agent skill sets need to be identified and rewarded ' such as written communication skills and computer and Internet literacy. Increased focus must be placed on agent training and productivity monitoring to maximize profitability of the resources within the contact center.

Whether implementing a new multichannel customer interaction center or introducing multichannel capabilities into an existing center, companies must identify the right solution to meet current and future needs. Through the use of a unified CIM solution, businesses can profitably deliver consistent customer service across all channels ' phone, fax, e-mail and the Web.

Ralph Breslauer is executive vice president of sales and marketing for Concerto Software www.concerto.com.