July 1999
The New Business Environment: CTI In ECM Architecture
BY GREG STACK, TECHNOLOGY SOLUTIONS COMPANY
CTI (Computer-telephony integration) implementations are changing in revolutionary
ways. Today's strategic call centers are evolving beyond such traditional components as
ACDs, PBXs and VRUs to include expanded delivery channels and customer access methods such
as e-mail, the Internet, kiosks and mobile sales. This expansion of architecture and
implementation is becoming known as the customer contact center. The customer contact
center requires a much broader approach and vision than ever before.
Traditional Organization
If you are a traditional organization, you most likely have numerous legacy
systems that grew up around products or company divisions. As customer contact channels
expanded beyond white mail to call centers, VRUs and now Web and e-mail, each new channel
was connected to the legacy systems as a separate project. Projects were completed in an
uncoordinated fashion by various divisions, product managers and IS groups. The result is
a spaghetti architecture in which each channel is connected to legacy systems
in a siloed manner . Architectures of this type cost 30 percent more to build
and maintain.
Even more critical is that within a spaghetti architecture it takes as much
as 30 percent longer to execute business changes across channels and systems. In
todays competitive marketplace, this creates a major time and cost disadvantage that
cannot be tolerated.
Expansion Of Customer Contacts
Further complicating this picture are two factors. First is the projected
explosion over the next two to four years of customer contacts through the Web and e-mail
channels. Some industry pundits are predicting triple-digit annual increases in these
channels over the same time frame.
Second is customer expectations concerning multichannel exchanges. It is becoming more
common for customers to utilize multiple channels for a single request. A typical scenario
has the customer initially requesting information via e-mail to which the company responds
with a fax. The customer may then have questions or require further action, so he or she
calls the companys 800 number. I have a question about the fax you sent
me, says the customer. What fax? asks the agent. The one in
response to my e-mail, says the customer. What e-mail? asks the agent.
No Silver Bullet
Systems that are architected and built today need to accommodate these
increasingly common and complex scenarios. They need to integrate and track customer
contact across all channels and systems for every interaction. This approach preserves
your companys investment in technology, saving substantial rework and potential
delays in accommodating business change.
Unfortunately, many companies are searching for the silver bullet software
package that claims to bring it all together. Implementing CTI middleware or a commercial
CRM (customer relationship management) system as a siloed project without a
blueprint of future multichannel architecture is a recipe for disaster.
ECM Architecture
Todays customer relationship architectures require a broad approach and
vision that encompasses strategy, process, operations and technical architecture. Several
companies have been successful with a phased approach to implementing cross-channel
architectures that support enterprise customer management (ECM). An ECM strategy is
grounded in vision, architecture, integration and business benefits.
The approach is to interview corporate business leaders about your customer interaction
strategy and work with them to establish a vision. The vision goes beyond how to interact
with and service customers to how a company can create relationships with customers. Such
a strategy might include one-to-one customization of call routing, VRU scripts, Web pages
and e-mail. CTI-based call routing and prescribed action responses are customized in
real-time based on a customers interaction history, recent events and perceived
present and long-term value to the company.
Such a broad vision then guides the ECM architecture to support the future business
strategy. ECM architects create a blueprint of multichannel architecture. This supports
the business requirements of collecting customer interaction events, business rules,
responding to customer requests, preferences and customized cross-sell and defection
situations.
The ECM architecture is then compared to the current architecture. A gap analysis is
conducted and a business case established to create a series of self-funding projects of
six months or less. Each project moves the company closer to the desired architecture with
the confidence that the technology investment will meet the companys future ECM
vision. Companies are free to set their own pace based on resources and urgency
most take from 18 to 48 months to reach their objectives. Figure 2 shows
an example of a cross-channel ECM architecture that incorporates a middle tier
to link customer access channels with existing legacy systems and data warehouses. This
middle tier becomes the common element between channels and systems, allowing component
services to be integrated across all channels and systems.Major components of ECM middle
tier systems include:
- CTI middleware for resource tracking and integrating messaging between access channels
(VRU, ACD, etc.). CTI can also be used as the universal allocation mechanism to blend
media and contact channel based on volume and service level.
- An operational customer data repository to store customer contact events, contact
history, preferences, value and current situation across all channels, products and
divisions. This provides a single operational view of the customer. Note: this is not a
data warehouse or the corporate customer master database, but rather a real-time
operational data store used to route calls and allocate contacts based on a
customers preferences, value, situation and historical interaction activity.
- A soft-data-based rules engine to route contacts across channels and prescribe actions
to deploy. Actions might include the script to play, Web page to display, product to
cross-sell or pricing plan to offer.
- Data-mining tools to examine the customer data repository for customer segments and
trends in buying patterns, script response and behavior after offers and interactions.
- A data-based workflow/CRM package for process execution, case management, follow-up and
fulfillment.
- Reporting tools to provide feedback on the success of targeted campaigns, customer
segments and customized interaction strategies.
- Communications services to databases, legacy systems and the channels themselves.
The middle tier is the operational level whereby component services such as CTI,
workflow, data capture, work allocation and business rules can be applied across all
systems, contact channels and data stores. In addition, todays architectures and
products provide soft business and routing rules, thus allowing business managers and
analysts to meet the specific needs of customers by changing routing and prescribing
actions based on the value and complexity of the situation. This ability to make real-time
business rule changes across all channels without IS intervention will open a new era of
competitive advantage in the way that companies do business with their customers.
Figure 2
Expanded Benefits
The exciting thing about this approach is that the cost of the ECM infrastructure
itself can be justified on its own based on operational efficiencies often paying
back in less than one year. The real icing on the cake is the follow-on stage in which the
business begins to strategize and try out targeted business rules, actions and scripts.
Recent studies have shown that upselling targeted to a customers needs can increase
sales by 5 to 15 percent. Of even greater impact is a recent study indicating that just a
5 percent increase in the retention of high-value customers can generate revenue increases
of 25 percent or higher. An ECM architecture serves as the foundation of an infrastructure
that can dramatically improve profitability and transform the way your company does
business with its customers.
How can the ECM infrastructure be used to achieve these benefits? The transformation
often takes place in four stages. The first stage is the construction of the ECM
architecture with its cross-channel data capture, customer data repository and soft rules
engines. The next phase is using the customer profile and contact history data to segment
customers, provide customized routing of contacts, customized scripts and specific actions
to deploy based on customer profile, history and current situation.
In the third phase, the floodgates open as the business becomes familiar with ECM
capabilities. Product managers and marketers begin to experiment with new customer target
segments, new scripts, Web pages and e-mail responses. The ability to quickly change
business actions and scripts to targeted customer segments coupled with a short reporting
cycle create an unprecedented environment in which to respond to and interact with
customers. ECM enables targeted cross-selling based on a customers need not
the product or script du jour. Once the power of the ECM architecture is
realized by the business, customer interaction and, indeed, customer relationships become
core strategies for management.
In the final stage, the focus turns to customer loyalty, as the business adopts
customer relationships as a corporate strategy. The goal is to create unbreakable lifetime
relationships with high-value customers. As previously noted, this can increase total
revenues by 25 percent or more based on retained and increased sales. Studies have shown
it costs 5 to 10 times more to replace a high-value customer than to retain one.
The ECM architecture provides the data and tools to create strategies and actions that
promote loyalty and retention. For example, data-mining tools can be used to identify the
events that precipitate a customers defection. The business can now create rules and
take action to promote loyalty whenever such a defection event occurs. Detection and
actions are now executed across all channels, allowing the business to fine-tune defection
events, actions to take and offers to extend.
In summary, CTI today is an important component of a strategic ECM architecture. It
provides the basis for the creation of relationships and fostering of customer loyalty.
ECM architectures are a journey requiring a business vision and staged deployment over all
customer access channels and legacy business systems. Once in place, the ECM architecture
provides a component base in which to add services, data collection and rules engines that
can be applied across the entire enterprise. Siloed deployment of packages or channels
outside of the ECM blueprint will cost 30 percent more to maintain and will create a
business disadvantage in the time required implementing business changes. Once deployed,
the ECM architecture creates a new business environment in which companies can transform
the way they conduct business with and retain their valuable customers.
Greg Stack is a senior vice president and co-founder of TSCs Enterprise
Customer Management practice. His 20+ year career includes work as chief architect and
project manager across numerous industries and large complex integration environments. His
work has resulted in major industry first deployments in telecommunications,
Web, CTI, client server and customer relationship management.
Technology Solutions Company (TSC)
delivers business and technology consulting services that help clients transform customer
relationships and improve operations. TSC partners with clients in a wide range of
industries and has earned recognition as a leader in solutions for call center and
enterprise customer relationship management, supply chain management, electronic commerce,
financial services and packaged software integration. The company has headquarters in
Chicago with major offices throughout the U.S., Canada, Latin America, Australia and
Europe.
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