Public Perception Sweat Shop Temporary Staff Impersonal Vivaldi Cost cutting

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1 The Perception and Reality of Call Centres Public Perception Sweat Shop Temporary Staff Impersonal Vivaldi Cost cutting Reality Quality environment Well trained staff Passionate about customer service Speed of answer

2 The Evolving Retail Banking Customer Proposition Branches offered little customer choice 9.30 and 3.30 Monday to Friday Simple product set Data security? No telephone training But a very productive customer relationship? Market competition and developing customer requirements pushing the 4 P s Telephony Banking or Banking By Telephone propositions were first Internet is developing and gathering pace Mobile Banking still in its infancy There will inevitably be others as technologies and requirements develop Increasingly important to deliver customer value and choice Commentators are using a new term - stickyness Making it simple for the customer to do business with you

3 Changing Views of Customer Channel Preference Late 1990 s view of channel preference movement Customer choice now driving a multi-channel proposition TV Internet Written Phone ATM Branch TV Internet Written Phone ATM Branch Source: Cap Gemini Ernst & Young

4 Why did the Financial Industry Introduce Call Centres The answer is key to the Call Centre s position within the organisation To improve Service and Customer Choice To reduce Costs To increase Sales and Cross Sales Income This question is also key to the Technology that is employed Most traditional Call Centres were established for organisation benefit Cost saving through economies of scale - fringe benefit, speed of answer Mass delivery - one size fits all Now a clear recognition that this proposition will not deliver customer value Niche players with specialist capability entering the market Customer needs and expectations rapidly increasing Now Now Recognised that that it it is is all all about about delivering Customer Choice Choice across across a range range of of channels and and adding adding Value Value and and improving Customer Perception

5 What Contributes to the Customer Experience? Understand customer needs and desire for channel choice Deliver a more tailored service whilst retaining scale economies Focus on the staff proposition as much as the customer Telephony has a long term future within a multi-channel proposition Technology will enable a common Brand feel across all channels Go Back to Basics People Technology Customer Experience Process Customer Proposition

6 Future Call Centre Requirements Telephone will evolve from a Reactive to a Proactive element of the proposition Customer owners are beginning to understand the sales and service benefits from the high volume of customer contact in the channel Customer Relationship Management Increasingly Agents will be asked to add value to the customer interaction AHT will cease to be an accurate measure of productivity Call duration will vary depending on customer interaction value An evolutionary path to the future Implement in clear, appropriate and understood stages Focus on improving customer service through value added changes End-to-end process re-engineering a core element Greater cross channel integration Mindful of recent cross industry CRM program success rates

7 Telephone Architectural Components Outbound Telephony Pre and Post Automation Routing Network Managed Environment Inbound Telephony and Web Collaboration Enterprise/Multi Channel Routing and CTI Media Recording Voice and Data Manage Quality Queue management based on customer and agent profile / contact history Single customer view enabling consistent service levels across channels System guiding the agent and not vice versa - for all customer propositions Customer Relationship Management - organisational memory Self Service IVR and Natural Language CRM Single Customer View Business Rules Agent environment and training - staff remain the most important element

8 Delivering Customer Relationship Management Customer Access Choice Telephone Call Agent Support Interface Branch Customer Facing Service Delivery Tools Internet Common Customer Experience - Brand Self Service Tools Other....??? Shared APIs and Workflow integrated with Image Management Single Customer View Interfaces to legacy/host Systems Legacy 1 Legacy 2 Legacy 3 Legacy 4

9 Future Flexibility is a Given The market and industry is changing rapidly Customer service expectations and sophistication increasing New technology and telecoms developments providing greater opportunities No company can build a fixed 5 year strategy within this environment Competitor, industry, customer requirement changes Wider organizational evolution changing Communications Centre scope Building in flexibility is a pre-requisite End state definition with clear interim stable states Component system architecture enables technology flexibility Operational flexibility through progressive change Agent support tools will need to evolve accordingly Service delivery will be based on the required customer experience Routing by call type, customer type, segment type, agent skill and channel Web, mail, phone Call blending will also feature for certain agents

10 In Summary The telephone is a key element of the multi channel customer proposition A very strong current operational and technical design is required Awareness of the need to change and to embed flexibility in that design Absolute need to continue to work closely with technical business partners These key partners will enable clear business success Channel owners have a key responsibility in understanding the customer and in defining the required customer management solution Constantly balance the needs of the customer against developing technical capabilities