Integrating
Contact Center Channels
By Michael Carothers, eOn Communications
Customer call centers throughout the world are in a state of revolution
as the technologies they employ rapidly change. According to GartnerGroup,
by 2003, more than 45 percent of all contact center traffic will be
initiated by means other than a telephone. By 2005, 70 percent of call
centers will support integrated live Web contacts and/or e-mail response
management systems for their telephone-based agents.
The traditional call center's voice-only capability has expanded to
include alternative, multimedia channels, such as e-mail management and
real-time Web agents, to meet customers' ever-growing communication needs.
These new 'contact' centers are increasing in demand as customers insist
on increased flexibility to conduct business ' from ordering gardening
equipment, subscribing to satellite television service to checking a bank
balance ' any time, anywhere, through whatever medium is most convenient.
While there is an industry consensus of where the future of contact
centers is going, and many companies have even begun implementing the new
technologies, there are new challenges as they integrate media. This article
will discuss steps to best integrating multimedia channels, as well as
issues every company must address before talking to a multimedia contact
center solution vendor.
Three Phases Of Automatic Contact Distribution
Going into a new era of contact center technology, companies recognize
the need to accommodate customer preference while meeting increasingly
higher expectations for rapid response. These organizations have discovered
that the implementation of comprehensive and unified customer interaction
applications provides the solution needed to support these new customer
requirements. Despite the rapid pace of technological change, many companies
are challenged with knowing how best to integrate their channels.
From a contact center perspective, successful implementations start with
understanding three things: contacts, treatment and information. When
considering multichannel integration, a company must consider how it wants
customers to contact them, how it wants to treat its customers once they
have made contact and how the company plans to use the information compiled
from each agent's contact with a customer to improve its customer service
and ROI. This three-phase process constantly revolves, with each stage along
the way impacting the other two.
To answer the above three questions, companies should begin by first
determining what type of long- and short-term results they are looking for
from their contact centers and evaluate how effective their current contact
center technologies are and what type of configuration, in an ideal world,
would most effectively fit future needs.
To ensure results are met, it's best to identify checkpoints '
business rules ' along the way to gauge your success. A few examples of
business rules include determining what percentage of the company's
overall revenue goal should be tied to agent performance and productivity
and how, as a company, should you measure a customer's loyalty,
satisfaction and retention numbers. To be profitable, how many contacts per
channel need to flow through the contact center each day, week, month and
year? How much time does each agent have to spend on a phone call, e-mail or
Web chat?
The type of technology your contact center already has in place is also
important to consider. How compatible is it to other systems? Many times,
voice, e-mail and chat have different interfaces, which can be difficult to
manage. It's also important to visualize your company's future contact
center needs and what new technologies must be implemented in order to most
effectively integrate the channels, as well as how much such an overhaul
might cost.
Improving contact center operations is a daunting challenge as companies
wrestle with disparate technologies, information integration and increasing
labor costs, which, if not managed successfully, can lead to customer
dissatisfaction, operational inefficiencies and higher costs. But the goal
is clear ' to remain focused on those applications and systems that
provide seamless customer experiences, independent of the customer's
chosen communication channel, while delivering a meaningful and measurable
return on investment (ROI) for the company.
Contacts
With customers having greater access to different means of
communications, why should a company's contact center system be limited to
one type of contact? With the majority of the population having access to
e-mail and the Internet, companies must consider expanding the way in which
customers contact them.
With this expansion, however, difficulties arise. In almost all cases,
voice, e-mail and chat come into a system on different interfaces and, as a
result, it is challenging to manage three disparate systems. To solve this,
a company could install a computer-telephony integration (CTI) interface in
order to integrate all channels. However, because all CTI systems are
different, the difficulty inherent in seamlessly integrating the technology
is compounded. As a result, companies quickly face an installation with
insurmountable problems, which could eventually lead to an incomplete
project.
To counteract the problem of multiple disparate systems, companies have
another option -- creating a single, open system. The Linux operating system
allows companies to use the applications on one platform to deliver
integrated voice, e-mail and chat media types. As a result, contact centers
are better managed because all channels share the same database, which
allows supervisors to look ahead in the queue to gauge conditions and better
manage the company's agents.
Treatment
At this point in the cycle, you have the contacts into the center '
whether via voice, e-mail or chat ' and now you need to treat the contact.
The next phase is ensuring all contact with your customers is equal across
all channels. For instance, to gauge the success of this business rule, you
want to be able to tell a customer his status in queue and how long delays
are expected to be, no matter what type of contact medium he has used. In an
ideal integrated center, the contact center professional should be able to
look ahead and determine, based on the day and time, whether a special
message should go out to contacts. However, problems arise if the channels
aren't integrated because contact centers then won't be able to send the
same message to a voice, e-mail and Web chat contact.
Take, for example, the approaching Labor Day holiday. Regardless of
channel, your company will want to send out a message to all contacts that
the office is closed. To accomplish this, a company needs to use the same
writing engine the voice uses to send customers messages for e-mail and chat
contacts. However, most of today's contact centers are able only to send a
recorded message to the voice contacts, and e-mail and Web customers do not
receive the same treatment. To overcome this challenge and meet your company's
business rules, a contact center can use the unified solution's single
routing engine to send the same message using the appropriate medium to all
voice, e-mail and chat contacts.
Once your company decides to receive customer contacts from multiple
channels, the center's supervisor will be tasked with managing the media
types across all agents. To ensure that one media type is not being
overworked or overrun, the contact center supervisor must have the ability
to look across all channels and agents. The supervisor also needs to be able
to adjust how he is communicating with his customers regardless of what the
media type is and be able to look at all media types in order to know what
to say.
For example, if both voice and e-mail queues increase, you need to be
able to use a Web agent who is experiencing down time to respond to customer
queries. That way, you adhere to your business rule of reassigning inactive
agents to a channel seeing greater activity and needing more support to
appropriately staff your contact center. However, if your contact center
uses separate agents for each medium, then you really aren't taking full
advantage of an integrated contact center.
For quality assurance purposes, supervisors also need the ability to
determine what type of contact the agents are on and whether they are being
effective in those media. For example, during a voice contact, the
supervisor can discern whether her agents are being effective because,
according to the business rules set in the beginning, they are averaging
about two minutes per voice call. Therefore, they are managing the volume of
contacts appropriately. If, on the other hand, agents are spending more time
than expected with contacts, the supervisor could increase the agents'
threshold in order to bring them up to the appropriate levels of
performance. To be most effective, supervisors should apply these rules
across all channels.
Regardless of your implementation, you need to install a knowledge base.
The most effective knowledge base uses information systems that already
exist so information can easily be imported and organized in the company's
e-mail and chat knowledge base. While implementing a knowledge base isn't
overly difficult, it is time-consuming. However, in the end, it is a
worthwhile project for every company.
Information
The next phase when integrating channels is information. At this point,
all contacts have been brought in and integrated on one platform, they are
being treated the same, and now supervisors need to recover information to
determine whether all business rules and goals have been accomplished. After
analyzing the data, if a company isn't reaching its baseline, it will need
to determine which phase of the contact-treatment-information process needs
to be adjusted.
From the beginning to the end of every contact, each customer carries a
contact record, which details everything the customer experienced in her
travels through a company's contact center. Because this is valuable
information to any company, it's important the CRM package integrate with
every channel. Key things to look for when integrating these systems include
ensuring the media types be in the same language, and the data are available
in a SQL environment so information can be plugged into a central report
database. When this occurs, the contact center supervisor will be able to
generate reports in a concise format that allows for high-level comparisons
and trend queries between media types.
For example, if voice contacts went up, e-mail contacts went down and Web
chat contacts held steady, the contact center supervisor must be able to
analyze why this happened and determine if the staff appropriately prepared
for the shift in volume. In order to run this analysis, it's very
important to have channels interfaced to one platform and have a data bank
or data repository to store information. While not an overly technical topic
to address, the data repository is a key element for every business to
structure into its architecture.
Not only must your agents complete a contact with a customer, but you
must also ensure they are completing the contacts in a timely manner and
disseminating the right information to the customers. Analyzing contact
data, which not only tell when a contact starts and ends but also what the
agent said or wrote, will help your company ensure its agents are
appropriately trained for all channels and are maintaining a high level of
quality assurance. By randomly conducting customer surveys, companies will
have another way to determine if the agent is meeting your company's
business rules and what your customers thought of his or her contact with
your agent.
Implementation
Once your company has determined how many channels it will integrate,
how customers will be treated and how information from each contact will be
used, there are a few technical things to be aware of when implementing
voice, e-mail and chat channels.
When implementing voice, the contact center gathers all customer data
from the public network. However, most contact centers haven't updated
their delivery mechanism from the public network, and they aren't able to
get the data they need to operate most efficiently. To alleviate this
situation, the public network needs to switch to an ISDN network. Not only
is the ISDN network more cost-effective to implement, but it also allows the
contact center to receive all the caller demographics the public network
knows about the call, such as where the caller is calling from and the
caller ID (ANI).
Having access to ANI is very valuable to a contact center because once it
is translated into the CRM language, the contact center can query its
database before the call is delivered to the integrated voice response (IVR)
system to determine if the caller is a customer. By knowing who is calling
in, the contact center will know how to best treat the customer ' whether
to send him a customized message or route him to a specific agent for
assistance. This extra care from a contact center will show customers the
company values them, which will result in a stronger merchant/customer
relationship.
When implementing e-mail and chat, the e-mail address, or unique
identifier, is its ANI. While it's quite easy to collect and store a
customer's e-mail address from an e-mail, it becomes much more difficult
to solicit these data in the chat environment. For measurement and tracking
purposes, contact centers must create a business rule that requires chatters
to enter their e-mail addresses in order to continue the dialog with the
agent.
Future Challenges For Integrated Channels
As any contact center supervisor will tell you, making the decision to
integrate media channels is fairly simple. The challenges arise, however,
when you begin to map out how to integrate voice, e-mail and chat.
The primary question to ask before beginning is: does my company need all
three channels at one time? My initial recommendation is probably not. Voice
contact is a necessity for any company with a significant customer base.
However, voice is not, and will not be, the only channel in the future. As
GartnerGroup predicts, the contact center of the future may be here sooner
than we think. The technology currently in your center needs to be able to
grow with your needs.
In addition, more industry standards for gathering and logging data are
needed as channel integration becomes more commonplace. For instance, the
data that are readily available with every voice call, such as how many
calls came into a contact center in one day and how long each call lasted,
are data that are not currently available for e-mail and chat contacts. In
addition, being able to log and identify how many times a customer contacted
a company via e-mail before he called or how many e-mails it took to secure
a sale, versus a phone call, will help companies more accurately project
revenue and staffing needs.
Are you ready for the future? Where does your company stand in the three
phases of automatic contact distribution? Once you are able to answer three
questions: how you want customers to contact you, how you want to treat them
once they contact you, and what you will do with the information you acquire
from each contact, then you are ready to take the next steps toward
discovering the technology options available to your company.
Michael Carothers is the director of Professional Services for eOn Communications (www.eoncc.com) and is in
charge of custom application development and implementation.
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August 2002 Table Of Contents ]
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