aligning support process & software with customer communication preferences rusty coleman, vp...
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Aligning Support Process & Software With Customer Communication Preferences
Rusty Coleman, VP Sales & Marketing
This presentation advances on mouse click or page up/down
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About Dovetail SoftwareDovetail Software has been in the business of delivering cost-effective software solutions for customer service and support environments since 1995.
Our expertise is providing high-value, reliable solutions that are easy to implement, customize, and support. Our software is running in numerous companies across a worldwide user base.
Our success through the years has been built on three key objectives that we strive to meet without fail;
• Provide software that is reliable, easily customizable, and based on current industry-standard technologies
• Consistently execute a customer service strategy that is the highest priority of every Dovetail Software employee
• Constantly stay in touch with the evolving trends and requirements in customer service and support organizations and align our software offerings accordingly
www.dovetailsoftware.com512-610-5400
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The CRM “R”evolution
1980 1990 2000 2009
Database Marketing
& Support
“Pre CRM”
Sales Automation &
Telephony
“CRM 1.0”
Knowledge Management & Multi-
Channel Communication
“CRM 1.5”
Social Networks
“CRM 2.0”
• Customer Relationship Management (CRM) technology has evolved significantly since it’s inception in the mid 80’s
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The CRM “R”evolution• Customer Relationship Management (CRM) technology has evolved
significantly since it’s inception in the mid 80’s
• Evolution has been more of a “Revolution” as many technologies have been developed and commercialized as stand-alone solutions
Marketing
Support
SFA
CTI
Fax Outbound
ACD &IVR
QM
Analytics KM
Email Chat/IM
SelfService
Text/SMS
1980 1990 2000 2009
Database Marketing
& Support
“Pre CRM”
Sales Automation &
Telephony
“CRM 1.0”
Knowledge Management & Multi-
Channel Communication
“CRM 1.5”
Social Networks
“CRM 2.0”
SocialMedia
SMMonitor
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The CRM “R”evolution• Customer Relationship Management (CRM) technology has evolved
significantly since it’s inception in the mid 80’s
• Evolution has been more of a “Revolution” as many technologies have been developed and commercialized as stand-alone solutions
• Opportunities with monitoring of social networks represents a new emerging CRM technology opportunity
Top 20 Social Network Sites Estimated at 698M Visits Per Month(Source: eBizMBA - May 2010)
Community
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The CRM “R”evolution• Customer Relationship Management (CRM) technology has evolved
significantly since it’s inception in the mid 80’s
• Evolution has been more of a “Revolution” as many technologies have been developed and commercialized as stand-alone solutions
• Opportunities with monitoring of social networks represents a new emerging CRM technology opportunity
• Customer support process & software should be the focal point to ensure there is a seamless way of integrating multi-channel communications into a common application framework
CustomerSupportCTI
Fax
ACD &IVR
KMEmail
Chat/IMSelf
ServiceText/SMS
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Traditional “Call” Center Model
ENTERPRISE
Support Rep
In Person
Customer
Website Email IM/Chat
Support Rep
InternetSocial
Networks
SFA
Mktg
KMSupport Rep
TelephonyACD / IVR / FAX / QM / CTI
Call Center
Voice Network
Customer Support
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Traditional “Call” Center Challenges• Support process and software integration has been primarily
focused on the telephony-based communication channels (PBX / ACD / IVR / CTI)
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Traditional “Call” Center Challenges• Support process and software integration has been primarily focused on
the telephony-based communication channels (PBX / ACD / IVR / CTI)
• Communication through other channels (In person / Email / Chat / Web Self-Service / Social Media) is not part of the support process and not captured in the support software database
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Traditional “Call” Center Challenges• Support process and software integration has been primarily focused on
the telephony-based communication channels (PBX / ACD / IVR / CTI)
• Communication through other channels (In person / Email / Chat / Web Self-Service) is not part of the support process and not captured in the support software database
• Difficult to provide a consistent process using one software application which provides a holistic view of all support activities in one common reporting system
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Evolving Customer Communication Channels
2005
0% 100%50%
Telephone
Web
In Person
Fax
IM / Chat
SMS Customer ServiceAccess Preferences
Source: Talisma
• Customer preferences are changing significantly relative to their preferred method of accessing customer support
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Evolving Customer Communication Channels
2005
0% 100%50%
Telephone
Web
In Person
Fax
IM / Chat
SMS Customer ServiceAccess Preferences
Source: Talisma
2008
0% 100%50%
Telephone
Web
In Person
Fax
IM / Chat
SMS Customer ServiceAccess Preferences
Source: Various
• Customer preferences are changing significantly relative to their preferred method of accessing customer support
• Improvements in non-telephony technologies have led to an increase in “computer-based” communication methods (e-mail, web, IM/Chat)
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Evolving Customer Communication Channels
2005
0% 100%50%
Telephone
Web
In Person
Fax
IM / Chat
SMS Customer ServiceAccess Preferences
Source: Talisma
2008
0% 100%50%
Telephone
Web
In Person
Fax
IM / Chat
SMS Customer ServiceAccess Preferences
Source: Various
• Customer preferences are changing significantly relative to their preferred method of accessing customer service
• Improvements in non-telephony technologies have led to an increase in “computer-based” communication methods (e-mail, web, IM/Chat)
• Satisfaction levels using these alternate channels have remained relatively low due to slow and/or automated response
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Evolving Customer Communication Channels
2005
0% 100%50%
Telephone
Web
In Person
Fax
IM / Chat
SMS Customer ServiceAccess Preferences
Source: Talisma
2008
0% 100%50%
Telephone
Web
In Person
Fax
IM / Chat
SMS Customer ServiceAccess Preferences
Source: Various
• Customer preferences are changing significantly relative to their preferred method of accessing customer service
• Improvements in non-telephony technologies have led to an increase in “computer-based” communication methods (e-mail, web, IM/Chat)
• Satisfaction levels using these alternate channels have remained relatively low
• Limitations in support software to work with these alternate channels has been a contributing factor (i.e. acknowledgement, timely response & resolution)
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Emerging Customer Communication Channels
• Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions
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Emerging Customer Communication Channels
• Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions
• The awareness, capture, and incorporation of this social network information into a customer service process represents significant opportunities through technology to provide “virtual customer service”
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Emerging Customer Communication Channels
• Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions
• The awareness, capture, and incorporation of this social network information into a customer service process represents significant opportunities through technology to provide “virtual customer service”
• Once automated, the understanding and targeted response capabilities will be significant and consumer impacting
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Emerging Customer Communication Channels
• Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions
• The awareness, capture, and incorporation of this social network information into a customer service process represents significant opportunities through technology to provide “virtual customer service”
• Once automated, the understanding and targeted response capabilities will be significant and consumer impacting
• Key challenges in doing so are information security, authenticity, and ownership
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Support Software
Support Rep
Customer
Telephone
• Most CS&S software applications are still telephone-centric
Aligning Process/Software with Channels
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Support Software
Support Rep
Customer
TelephoneSocial NWIn Person
Support Rep
IM/Chat
• Most CS&S software applications are still telephone-centric
• Alternate channels of communication are many times connected to support representatives that work only those channels
Aligning Process/Software with Channels
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Support Software
Support Rep
Customer
TelephoneWebsiteEmail
Support Rep
FaxSocial NWIn Person
Support Rep
IM/Chat
• Most CS&S software applications are still telephone-centric
• Alternate channels of communication are many times connected to support representatives that work only those channels
• Information is captured in other applications and databases (at best) and creates a disconnected process and higher overall technology and human resource servicing costs
Aligning Process/Software with Channels
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• The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application
Aligning Process/Software with Channels
Customer
All Channels
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• The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application
• Integrated support process and software application provides the ability to use all communication channels within one application framework
Aligning Process/Software with Channels
Customer
All Channels
Support Process & Software
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• The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application
• Integrated support process and software application provides the ability to use all communication channels within one application framework
• Enables the ability to queue customer service requests to fewer service representatives in a timely and efficient manner for prompt response and resolution
Aligning Process/Software with Channels
Customer
All Channels
Channel Queues Channel QueuesChannel Queues
Support Process & Software
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• The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application
• Integrated support process and software application provides the ability to use all communication channels within one application framework
• Enables the ability to queue customer service requests to fewer service representatives in a timely and efficient manner for prompt response and resolution
• Provides seamless and similar user functionality for all communication channels transitioning customer support interactions to lower cost channels and increases “customer perception” value quotient
Aligning Process/Software with Channels
Customer
All Channels
Support Rep Support RepSupport Rep
Channel Queues Channel QueuesChannel Queues
Support Process & Software
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Support Rep
Support Rep
TelephonyACD / IVR / FAX / QM / CTI
Contact Center
Website Email IM/Chat SN
ENTERPRISE
SFA
Support SoftwareMktg
KM
Unified Messaging
Support Rep
In Person
Voice Network
Internet
Customer Support “Contact” Center Model
Customer
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Key Support Software Capabilities
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Customizable Work Space
Allows for tailoring of tasks and information to specific job function
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Integrated Email
Allows for capture of all email content into one common database
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Integrated Chat
Chat content can be captured and stored in case record for later use
Add to Case
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Integrated Self-Service
Case content can be captured into support process from web portal
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Integrated Knowledge
Knowledge content can be easily search for relative to case subject
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Integrated Knowledge
Knowledge can be linked to a case for future reference and reporting
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Reporting
Reporting can include variety of case information created by all channels
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Planning the Process• Assess what is possible (i.e. new modules, integration through
open API’s) in your current support application relative to incorporating new communication channels
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Planning the Process• Assess what is possible (i.e. new modules, integration through open
API’s) in your current support application relative to incorporating new communication channels
• Estimate the potential “value” (i.e. reducing telephone calls, increasing customer adoption) based on the volume of current or expected support activities through the additional channel(s)
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Planning the Process• Assess what is possible (i.e. new modules, integration through open
API’s) in your current support application relative to incorporating new communication channels
• Estimate the potential “value” (i.e. reducing telephone calls, increasing customer adoption) based on the volume of current or expected support activities through the additional channel(s)
• Estimate the cost to add or integrate the channel(s) into the process
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Evaluating the Options• Assess what is possible (i.e. new modules, integration through open
API’s) in your current support application relative to incorporating new communication channels
• Estimate the potential “value” (i.e. reducing telephone calls, increasing customer adoption) based on the volume of current or expected support activities through the additional channel(s)
• Estimate the cost to add or integrate the channel(s) into the process
• Develop an ROI over a period of time based on the value and the cost
END OF PRESENTATION