European Contact Centre blog

Has video finally arrived for branch and contact centre?

noreply@blogger.com (Alex) — Thu, 10 Mar 2011 11:46:00 +0000

For as long as I have worked in financial services IT (and some time before), video has been trumpeted as the "next big thing" for retail financial services but has not taken off as predicted. Yet I wonder if this solution that Bank of Moscow has rolled out and the news week before of Bank of America is piloting video for wealth management might change that....

The vision presented by technology vendors has been compelling; the idea that an expert in a branch or in a contact centre could cover many other branches by being video conferenced in to that critical customer meeting. At a stroke travel expense could be reduced as there would be no need to have advisors moving around doing one day a week at each branch of their territory. Customer experience could also be improved radically, as no longer would a customer wanting advice on a pension (or other regulated product) be told to "....make an appointment and come back when the advisor is in".

The financial arguments have also seemed compelling. Training staff to sell regulated products is expensive and HNW (High Net Worth) and other attractive target customer groups are not the customers who frequent high street branches. My last blog post ("Where did it go wrong for Barclays branches?") went into this more detail, but there are very limited returns from basing expensive people in branch and relying on passing trade and the business marketing can drive to those branches.

To a certain extent the puzzle is why video has not been used earlier, and I think the problem has been partly technical and partly organizational.

The organizational problems are understandable. Branch managers like to be able to see their staff, and when measured on sales they want to have control over the people doing the selling. Having them physically in the branch is one of the easier ways of meeting that need. Similarly, branch sales advisors have enjoyed the status they have within the branch and moving to a contact centre environment (even a video contact centre) has been seen as a demotion. Given the low barriers to setting up as an IFA if you are already qualified, retention of qualified staff has been an issue for all the major banks. Finally, the customer experience of early video conferencing did not meet the hype, and this has stayed in the minds of many business users and customers.

The poor experience of early video conferencing solutions were largely a result of the technical limitations imposed by making any solution cost effective. Early approaches lacked common standards and, as with much in telecoms and IT, the rise of IP (Internet Protocol) has helped hugely to drive down costs and increase compatibility. IP hasn't solved everything, and there are still 'debates' among vendors (sometimes pursued to the levels of near religious war) about the relative merits of the H323, H264 and SIP protocols but common standards have made a huge difference to costs. Furthermore, IP protocols put video conferencing much more into the world of IT and software and into a world where the user experience matters. I would argue that the problem with many of the initial video conferencing solutions was that they were so focused on the technical challenges that they tended to neglect the user. The poor quality image with a slow refresh rate and of early video conferencing (as well as the difficulty and poor user interfaces for setting up calls) has been largely addressed in the solutions from today's the leading vendors. In fact user experience has been one of the key features of both Cisco Telepresence and HP Halo and may be significant factor why these are succeeding where more specialized predecessors have failed.

I find it especially interesting in the case of Bank of Moscow is that this integration is based on Avaya. Avaya are noted for their strength in contact centre, most notably around the ACD (the system that distributes calls to agents) and video is a relatively new area for them. It is a sign of the impact of protocols that Avaya (who have launched their next generation of contact centre based on SIP as a standard) are able to integrate video into what has historically been a voice environment.

In other words, the historic obstacles to video of user reluctance and technical inhibitors have been largely addressed and video can be deployed. The question, though, is will video deliver?
I believe there is one more hurdle to overcome that many vendors have not yet appreciated. The technical, the business case and the usability by non-IT staff are merely pre-requisites for video to be deployed. For video to succeed in this type of retail financial services it remains to be seen how it affects the psychology of consumers. Will consumers be prepared to take financial advice in a video session? Will the technology prove too distracting or disorientating for some demographics to engage in the integration?

These questions remain unanswered, but it will be interesting to see if video can deliver on its potential.

Where did it go wrong for the Barclays branches?

noreply@blogger.com (Alex) — Mon, 31 Jan 2011 20:28:00 +0000

It was a surprise last week for me to see the news that Barclays was to sack 1,000 Financial Advisors from their branch network.

It’s a while now since I last worked on bank branch IT, but when I did (only four years ago) the focus was very much around replacing old branch systems and enabling branch as a sales channel. The market was full of software vendors offering everything from the RFID identification of clients to analytics engines that ensured the presentation of the best offer to clients. Many of these products also talked about their multi-channel capabilities (by which they meant internet) and a very significant focus of the market was on enabling sales in branch. Occasionally lip-service was paid to contact centre or ATM or mobile, but the main focus of the analysts, consultants and many banking executives was on branch based sales.

So where did it go wrong for the Barclay’s branch advisors? At a superficial level, being a sales person at a bank with a strong brand, at one of the few banks not to need a government bail-out and with a large UK retail market share would seem very attractive. Barclays has a good SMB business banking franchise, so that would suggest lots of small business owners to sell products to.

I think part of the answer is that the target market is still attractive and still there. The number of individuals just below High Net Worth (HNW) status continues to grow and these individuals need advice. The true HNW demographic that is targeted by the Barclays Wealth division, part of Barclays Capital, so although there may be some overlap the branch advisors had a significant number of potential customers. The branch advisers were meant to target individuals who were below the £500k asset threshold required for Barclays Wealth, but I suspect the advisors didn’t for a number of reasons.

Firstly these higher earners or asset significant individuals do not regularly visit branches. I’m prepared to bet that most Finextra readers (especially those who live & work outside a city centre) have not been to a bank branch in a long time and this seemed to be the case for many Barclays branch customers.

This misalignment between the demographic the advisers were meant to target and the demographic that actually was accessible in branch accounts is perhaps one of the significant factors in the decision to end branch based advisers. My suspicion is that it was this misalignment that partly contributed to the investment advice failings that led to the FSA fining Barclays £7.7m and requiring Barclays to pay up to £60m in customer redress. On the retail banking side, that is a significant sum, especially when added to the not insubstantial cost of maintaining a staff of financial advisers and paying for the associated training and compliance.

Additionally, as Barclays acknowledge, buying habits have changed substantially and as Barclays say the reduction in branch advisors is “…reflecting a growing trend of customers purchasing and managing their investments online”. The problem for Barclays is that the wealthy middle class individuals who they most want to target are some of those who have most readily adopted the internet as a comparison shopping channel. The growth of UK financial services comparison sites (Go Compare, Money Supermarket.com, etc…) has had a profound effect on insurance (I last wrote about it in this blog post on Aviva 2008) and clearly is catching up with retail banking. There seems to me little point marketing to customers on the basis of brand when most customers can purchase products without engaging with any of the brand value propositions and can instead buy more easily on price, on line. Barclays are acknowledging some of this reality with the launch of their online "Investor Zone" and all their retail investment services will now go through this route on a non-advice basis.

The problem is I’m not quite sure where these leaves branch banking. Advisers in branch were expensive, but were always justified as necessary for selling the higher margin, usually longer term products. The trouble was that branch advisers were not necessarily that well utilized and many of the more aware customers preferred to use either on-line purchase without advice or the service of an Independent Financial Advisor (IFA). I thought Barclays had the right idea with their centralized Barclays Financial Planning team when they had that operating as a central team, based from a contact centre. That model, where an IFA qualified adviser could remotely cover the branches too small to have a dedicated financial adviser seemed to me to combine the necessary level of coverage and scale that was necessary to be cost effective. However, the model didn’t seem that successful in practice and I wonder if that was due to the maturity of the technology. At the time, multi-channel was not easily possible in an integrated manner and this made things very difficult when trying to run a sales business that was regulated by both OfCom and the FSA. Longer term, I wonder if video could be the solution for the centralized adviser model (though it’s been talked about for long enough) or whether we may seem some of the ideas Bradford and Bingley toyed with, of having an IFA in branch who is more independent than the traditional tied financial advisor. The one area this has always neglected is how the internet channel can be supported by advisors in the contact centre and that, with or without video, strikes me as the best future for low cost advice.

Whither voice biometric security after the UK Department Work & Pensions drops anti-fraud trials?

noreply@blogger.com (Alex) — Thu, 02 Dec 2010 20:23:00 +0000

An interesting story last month on Silicon.com, that the UK Department of Work & Pensions has abandoned its trials of voice biometrics as an anti-fraud tool.This is not a snap decision, as Silicon.com reports that the DWP has spent at least £2.4m on trials since May 2007. This is one of the largest payment organisation’s in the UK, so its decision is of interest to most organization who need to validate customer identity and handle payments. Voice biometrics has had a lot of interest from the financial services industry, so the DWP’s decision may well lead a number of banks to study it closely.

What makes it especially interesting is that fraud is such a huge problem for DWP (the DWP’s own estimates put their annual fraud losses at £5.2bn per annum) and voice biometrics has promised so much to reduce fraud. Indeed, as anti-fraud has been one of the major pitches of the voice biometrics industry, why on the surface might it have failed at the DWP?

The first part of this is to understand what types of problem voice biometrics are good at tackling. In my experience, voice biometrics are a useful tool in identity validation. Passwords tend to test “do you know what you should know?”. By comparison, biometrics can test “…are you who you say you are, even if you do know your password?”. There are valid arguments about biometrics accuracy, but provided they are not used as a single factor authentication when taking a voice sample over a poor quality public telephone line, I believe that they remain a valuable addition to the security toolkit.

I have to admit that while I haven’t worked directly with DWP, I do have some knowledge of the issues they face from work with local government and other government departments.
Identity theft is the sort of fraud that voice biometrics is ideal for tackling, but traditional identity theft in the form of impersonation is relatively low. This is partly because although the amount stolen in benefit fraud is large the value of individual claims is relatively low and identity theft impersonation is generally uneconomic.

A much bigger problem (where voice biometrics could perhaps play a part) is false identity. The problem here is that once you let a false identity into the system through one channel, then it can ‘validate’ itself through other channels and become very hard to detect. Preventing false National Insurance numbers being created is crucial and this is perhaps an opportunity for voice biometrics, at least to prevent serial fraudsters creating multiple identities themselves.

The biggest problem, though, for the DWP is the complexity of the system and the massive fraud figure of £5.2bn (2.1% of all expenditure) is as much a reflection of error as it is of more exotic types of theft. This error can be genuine on the part of claimants, or deliberate, but either way it is the complexity of the system and the lack of real time information that prevents its resolution and detection.

Surprisingly, this was the problem that the DWP tried to tackle with voice biometrics, basically trying to use tone & emotion detection and similar mechanisms to detect claimants lying. I have to admit some doubt here as to whether this is a practical application in real time. In the world of call recording it has long been used as an application that can detect calls where customers (or call centre workers!) have become angry, but this has not tended to be a real time application. The other problem is the inbound call to DWP. At the risk of stating the obvious, claimants of benefits are more likely to be stressed than average and especially so when talking to the DWP. Furthermore, most of the demographic who regularly deal with the DWP are likely to be calling on mobile phones rather than landlines (so poor call quality) and be may well not have strong English language skills (so will be more hesitant, accented and less standard).

My suspicion is that the best way for the DWP to tackle fraud would be to use more process simplification and back this up with analytics rather than try and fix the front end with technology. Once that’s done, voice biometrics could have a very valuable anti-fraud role to play, but as the solution to the right problem.

CC Expo reflections (Contact Babel) & Cisco's latest Contact Centre Announcements

noreply@blogger.com (Alex) — Tue, 09 Nov 2010 18:56:00 +0000

The blog has struggled to find time to comment since CC Expo, so regrets not having done a follow up post recently. One notably omission from my last post was of Contact Babel. As analysts go, they are one of the ones that I rate very highly. The huge bonus of visiting them on the stand is that they were giving away CDs of "The UK Contact Centre Decision Maker's Guide", which is a publication I use the report regularly as it's one of the few to give details on things like the number of multi-channel interactions in UK contact centres. If you missed them at the stand, then the good news is that the report is available for free download from their website.

The other interesting things happening this week were major announcements from Cisco about their contact centre portfolio. The two most exciting parts of this were Social Miner (an integration for the contact centre to track social media) and the Open Recording Architecture (ORA) that will allow capture and recording of media across the network, both inside and outside the traditional contact centre.

For those interested in more, there is a good public webinar on the ORA on the CRMXchange site today.

Presented by Ken Rehor, Product Manager, Cisco
Date: November 11th, 6-7pm GMT, 7-8pm CET
Registration: click here

Contact centers handle thousands of customer conversations a day, but unfortunately much of the enterprise intelligence that could be gleaned from those conversations is never used because it's either too expensive to capture, or too difficult to mine for useful information.
By attending this webcast you will discover how to take an open-standards, network-based approach to recording that addresses these challenges.
You will learn about:
• Example topologies and scenarios for network-based recording
• Sample open Web APIs that facilitate integration of network recording with business applications
• How network-based media forking facilitates live/silent monitoring
• Multiple methods of media playback

Speaker, Ken Rehor, Product Manager, Cisco
Ken Rehor works in Cisco’s Voice Technology Group on the application of new speech technologies for customer care. Prior to joining Cisco, Ken held various consulting and R&D roles at industry leaders including AT&T, Lucent Technologies, Bell Labs, Nuance, and Vocalocity. Speech Technology Magazine named him one of the industry’s 20 most influential people for his pioneering work as principal founder of the VoiceXML Forum and one of the original authors of the VoiceXML 1.0 specification. Ken is co-chair of the VoiceXML Forum’s Conformance and Speaker Biometrics Committees. He is co-editor of industry standards such as VoiceXML 2.0, 2.1, Call Control XML 1.0, and the forthcoming VoiceXML 3.0. Ken holds seven patents in the area of web-based telecommunications. Ken earned BSEE and MS EECS degrees from the University of Illinois at Chicago.

CC Expo 2010

noreply@blogger.com (Alex) — Tue, 21 Sep 2010 18:27:00 +0000

It’s that time of year again and the UK Contact Centre industry is once again in Birmingham at the NEC for Call Centre Expo. This year feels a bit different from previous years (as covered by the blog at: "Contact Centre Expo 2009 - Day Two" and here for 2008), and I think there are signs both of economic recovery and a fundamental shift in the way customer service is provided.

The blog’s view of top trends this year:

• Cloud is real & here to stay – Last year this was an emerging trend. This year the number of cloud based vendors had, if anything, increased. Interestingly, this was both the cloud based contact centre and the CRM vendors. I was particularly impressed by the Salesforce.com stand (and loved the squeezy cloud giveaways!). For me it was interesting to see how far ahead CRM is over voice and that where CRM leads, voice is likely to follow. For the moment there is still seems a customer preference for deployments of voice kit on premises (perhaps driven by some lingering concerns over QoS) whereas the same customer will happily consider cloud based CRM. Among the voice vendors, the most credible seemed to be New Voice Media, with a large stand next to Cisco by the entrance with a host of smaller vendors (such as Virtual-Call-Centre.eu ) further inside the show. The difference between Cloud and Hosted is perhaps worth a separate post, but the trend is clear.

• Where were the traditional vendors? – For me this was one of the big surprises. Cisco had a brilliantly located stand right in front of the entrance. Genesys also had a good, well designed stand further in with some excellent hard copies of white papers & case studies (though I can't find them on their website). I found Aspect with a smaller stand in a quieter section (& no mention of all the Microsoft advertising they had last year), but where was Avaya/Nortel? There were signs of the odd Avaya partner, but this was a real surprise given that last year the show was plastered with Avaya/ BT partnership advertising. I was also surprised not to see any sign of Mitel, especially as NEC was present (and who are traditionally only a small player in the UK market).

• Overseas destinations have really shifted – Over the last few years nearly every English speaking emerging market has taken a stand and pitched for offshore contact centre business. This year I was pleased to see that only the serious seemed to have stayed the course and Bangladesh were there with an impressive stand for the third year running. BACC (the Bangladesh Association of Call Centre & Outsourcing) has significant support from the Bangladesh government and I was impressed how well they understood that for outsourcing to work they had to provide more than just a proposition based on cheap labour.
More curious (and completely unexpected) was the French Pavilion. I have to admit that France with a 35hr working weak and strong unions has never struck me as a natural destination for outsouring work. Indeed, from my experience of working there, French companies have been very enthusiastic (if discrete) about building offshore contact centers in French speaking North Africa (see my blog post: "Offshoring and mainland Europe" for example). Still, there was a charming chap from Invest in Champagne-Ardenne and he stressed the benefits of Chalons-en-Champagne. things such as rents 25% cheaper than Greater Paris and a high quality working environment. All nice things to be sure, but I’m not sure that these would lead to much business at the UK Contact Centre Expo. I was even less convinced by Team Cote d’Azur, as while it’s a lovely place it’s not somewhere that I think of as low cost. I would agree with them that it is very high tech and multi-lingual, as Sophia Antipolis houses outposts many of the world’s top tech firms and I would agree that they have an existing contact centre base, with the very substantial American Express Travel contact centre operation base there, but I still struggle to see it as a destination for investment. More likely to be successful were the French IT firms on the stand. I was impressed with digitaleo (who offer a rather nice SMS application) and A2iA who already have a reference list of deployments at blue chip UK companies and some very interesting document recognition & processing applications.

• CC Marketing seems to be having a “Life on Mars moment” – A real surprise was that as the economy has improved, some contact centre marketing seems to have regressed to the 1970s or some other pre-feminist “Mad Men” era. The RoCom stand with its pretty nurses was of debatable taste, but could perhaps claim some justification around a marketing message of “heal your contact centre”. The guiltier stands should perhaps remain nameless. I’m not sure the use of hotpants, models in very tight t-shirts or ‘ironic’ marketing messages/ innuendos across the models chests really deserves a link or much recognition. I do find it disappointing that marketers should be so unimaginative in a industry such as contact centre which has so many women in senior business positions.

• Analytics, analytics, analytics – The final trend that I found very interesting was the focus on analytics. Some of this was from familiar vendors such as Nice, who have long done very interesting analysis on the data in voice and video recordings. The less expected was from IBM, who were back at the show sponsoring a series of seminars on analytics. To a certain extent this illustrates the transition IBM has made away from hardware (most contact centre vendors offer an IBM server on Unix or Linux somewhere in their product) and away from the applications like IBM Call Path and IBM Direct Talk (for those old enough) and the more recent IBM Websphere Voice applications. Here was IBM positioning innovative high-end, high value services rather than their traditional approach of pushing product. Equally interesting, but somewhat different, was Autonomy. This is the first time I’ve seen their focus on contact centre and it was impressive. Autonomy has always had enormous strength when it comes to analyzing unstructured data and contact centre looks a very suitable environment for them as contact centre generates structured and unstructured, multi-source, multi-channel data in a way that only the web channel can rival. I was impressed with the very chunky ‘Autonomy Promote’ brochure I was given (a mere 210 or so pages!) and felt that Autonomy could soon be a major challenger to the more traditional voice recoding analytics vendors and workforce management tools.

• Social Media- Definitely one of the hot topics. Genesys had Social Media as a hot topic and did a very good presentation on it, as well as some good case studies and white papers on their stand. Cisco and a number of Cisco partners also had some very good things to say on the subject.

What was also interesting was what was absent. I saw very little of IVR or Speech Self-Service, and comfortably the best of what there was, was the pitch Mark Pritchard from JAMIP. I was very taken with the JAMIP approach to self-service, especially their flexibility around enterprise or cloud based delivery and their very innovative approach to win/win pricing. The pricing in particular struck me as something that made them stand out and was supported by the reference from their work with the NHS (UK National Health Service). Overall, I thought they provided one of the more innovative propositions on display. Another notable absence was that of Eastern European companies. Last year I was impressed by several of them, but this year there seemed to be hardly any.

That’s my take, I’d be delighted to hear what you think or of any trends that I may have missed.

The economy & mixed news for the UK Contact Centre Industry

noreply@blogger.com (Alex) — Sat, 11 Sep 2010 12:46:00 +0000

It's a very strange contact centre & customer service industry in the UK at the moment.

On the one hand, there is real fear of a double dip recession and the impact of government cuts. You might not spot this immediately, as according to CCF magazine, HMRC (Her Majesty's Revenue & Customs - the UK tax collection agency), is able to hire a massive number of new agents - despite the downturn and the state of the public finances. CCF reports that HMRC will be able to recruit up to 20% more agents to cope with the latest tax blunder. Now by my calculations, the HMRC agent numbers are in the region of 6,000 (or so), so this means perhaps 1,000+ temporary jobs. It also highlights the cost of poor CRM and contact centre technology. CCF cites a source as saying,

"A computer system, which the source said ‘still doesn’t work’ despite being on the fourth release, is also making it difficult for call centre workers to identify callers. “The initial identifier is in fact the employee number and not the National Insurance number, which causes all kinds of problems.”"

The caller identification problems are on top of being unable to answer calls, to the extent of not answering 40 million of them a year according to the BBC. This is partly from HMRC still being a user of TDM telephony in the call centres and so not having the call routing flexibility that IP and VoIP would bring.

Still despite HMRC being able to hire, the long term trend in government spending is clear. C&WW (Cable & Wireless Worldwide), one of the largest government telecoms suppliers issued a profit warning in July (reported by the Register here) based on the proposed cuts in public expenditure. The cuts are sufficient for the C&WW share price to have dropped by 20% as the market assessed how little government work there would be in the years ahead. Even if individual government agencies are temporarily allowed to increase their workforce, the long term direction of government spending seems clear.

Less clear, though, is the direction of consumer spending. Much better news than HMRC (though sadly on a smaller scale) is the news from the Aussie news site CallCentres.net that the Australian company Flight Centre is to open two new UK contact centres and recruit 16 agents. New jobs are always good news and this is particularly good news as it suggest that the private sector is seeing signs of growth and for a sector like travel that has a large element of discretionary spending, this suggests increased consumer confidence.

It may be grim in the public sector, but it is not all doom & gloom outside....

Instant Messaging ....and its strange survival in B2C banking

noreply@blogger.com (Alex) — Mon, 07 Jun 2010 16:48:00 +0000

The BBC News website had a great article last week on the slow but steady decline of Instant Messaging.

It was not so long ago that Instant Messaging (IM) was seen as the tool that would replace e-mail. Some technology players still think this might happen (think of Google Wave, for example) but the majority now view IM as a technology that has passed its peak. Instant Messaging had some great advantages over e-mail, such as immediacy, the ability to see it the other party was present and small message size, yet it largely failed to prevail.

The BBC provides some thoughts on why this has happened, such as the initial incompatibility of IM platforms and, perhaps more importantly, the rise of social networking sites. Facebook may have an inferior instant messaging system to the stand-alone applications, but it is very convenient and integrates everything into a single interface.

The one area where Instant Messaging is growing is the "Click to Chat or Call" functionality that you find on websites. While I don't have hard statistics, my suspicion is that banks (and insurers) are steadily investing here. Over the last few months, I've had an increasing number of requests from financial institutions to help them integrate web chat into their contact centres.

There's a number of things that I think are driving this. Firstly, banks have trained consumers well not to respond to e-mail for fear of phishing. This is a valuable security development, but it does make communicating with consumers difficult, especially when outbound calling is heavily regulated and traditional post can also have low response rates in relation to cost. Instant Messaging integrated into a bank's website offers a cheap way of potentially capturing a high value interaction that might drop out of the web channel.

Secondly, and more interestingly, IM offers a mechanism for bridging channels. Traditionally, channels that could serve customers remotely were restricted to voice (real-time & interactive, but finite information presentation) or post (slow & static content, but information rich). Adding IM to the website (or part of the website once the consumer has commenced a product purchase) allows the financial institution to start the transaction in the information rich web environment and then move the transaction into something more interactive, be it a pure IM chat or an IM chat that progresses into a call. This, is the other cause of the decline of the stand-alone IM application, that development of Skype and the increased availability of bandwidth removed some of the great advantages of IM.

The final factor is that IM is blending into social media and new channels such as Twitter. Facebook and banking still looks to me to have significant potential issues around privacy and security, but launching an IM capability on its website gives a bank the opportunity to start experimenting with new service capabilities with some control over the environment. I've looked at this back in 2008 (see my blog post "Online banking and contact centre" for a look at what Rabbobank was doing with IM), and this need to experiment with a selection of functionality at a targeted audience remains a very valid approach.

To me this is a key point. Cloud based services offer a great potential for the rapid deployment of these web 2.0 and IM type technologies, but all the ones I have worked on have run into security or operational issues. It's not that cloud can't be secure, rather that cloud providers struggle to guarantee that they comply with every detail of a bank's security policy, especially when it comes to managing changes in that security policy.

In short, a premises and application based IM approach still enjoys a lease of life in banking. Cloud, social media and web 2.0 approaches may all offer greater functionality, but the underlying security concerns do mean that IM remains an attractive channel strategy option in the B2C financial services world.

RBS to shed 2600 jobs 500 roles to be shipped offshore

noreply@blogger.com (Alex) — Mon, 10 May 2010 17:05:00 +0000

A very interesting story on Finextra stating that RBS is to shed 2600 jobs and 500 roles are to be shipped offshore.

It's always sad to see job losses on this scale and (if it's correct) the Finextra calculation that Royal Bank of Scotland has cut 22,600 jobs since the crisis began, helps provide an indication of the human cost of the banking crisis. The problem is that while popular anger at senior banking mangers is in many cases justified, most of those who are losing their jobs are generally people far lower down the organisation who had nothing to do with management decisions.

To see the banking crisis and subsequent nationalisation as the cause, though, is to slightly misunderstand what is going on here. I would argue that the banking crisis has forced retail banks to start looking hard at their front office operations and many have realised that, if this was a retail business, (and to a certain degree it is!) this is not necessarily how a retailer would run things. One consolation for the Edinburgh, Glasgow or Newcastle based staff of Royal Bank of Scotland is that retailers like Tesco Personal Finance have seen the opportunity and are setting up operations to challenge the banks directly (see "Tesco Bank creates 1000 customer service jobs"). For the bank, though, this represents a real challenge as Tesco bring skills in customer service, channel management & distribution and especially in customer analytics that the banks may find hard to build themselves.

The other part of this goes beyond the efficiency of a banking distribution channel. I blogged in February on how Shop Direct had gone from thousands of contact centre employees to hundreds (see "Shop direct cut 1,500 jobs - the internet finally takes its toll").

I suspect the same dynamic is at play for the insurance market. The phone based model of Direct Line and Churchill is costly to operate and under threat from both web aggregators and web only insures such as Swiftcover.com. These are both subjects I've blogged on before here, so I won't cover the ground again. It's also the case that the contact centre infrastructure at RBS Insurance was aging and was likely to need an upgrade. Under cost pressure and a shift in consumer channel usage, the bank has had to cut costs dramatically.

I'm not always a fan of offshoring, but the bank does seem to be approaching it sensibly and moving back-office (presumably non-customer facing) roles offshore. This type of move is where offshoring can be very cost effective without generating the hostility and customer service issues that come with moving a call centre.

To a certain extent, though, the back-office offshoring may well have happened anyway. The big theme here is how the very large onshore call centre handling straightforward transactions is contracting as business moves to the web. Call centes will remain very important for problem resolution, for complex interactions, cross-sell and for high value interactions, but it is clear that the banking crisis has brought forward some of the fundamental changes in banking and insurance channels.

A meditation on SIP, SOA and Software

noreply@blogger.com (Alex) — Mon, 26 Apr 2010 11:14:00 +0000

Today, the blog is thinking about SIP.

This was triggered by one of my customers turning to me yesterday and saying,

"SIP, isn't it just another of the IT industry's three letter acronyms for marketing? Just like SOA really, but even less likely to change things".

Now the blog has looked at SOA before (see posts like: "SOA - bringing CRM, telephony and business together? part 1") and the blog is a strong believer that SOA is a very major change in how IT is done. The downturn has perhaps slowed down the rate of SOA adoption, but nearly all the customers I work with are considering SOA approaches to at least some part of their IT environment.

For the communications industry, I think there is now little doubt of the impact of SIP. I suspect that SIP is going to bring with it a radical series of changes. To a certain extent (and to stretch an analogy), while SOA is the consequence of what client/sever did to the mainframe, SIP is the consequence of what IP has done to networking.

While I wouldn't defend this analogy beyond a certain point, I do think it highlights one interesting truth. The consequences of IP were to open up standards (much as client/server blew apart the vertically integrated architecture of the mainframe) and SIP just takes that to the next level. The impact of SIP may also be as disruptive as those changes were to some of today's business models.

The big thing for me about SIP is that it removes some of the last remaining geographic restrictions on call control. SIP trunking removes the last part of the TDM world, namely that lines had to terminate somewhere and there had to call control near it. To be sure, in the SIP world there still is a need for physical lines, but many of the physical dependencies on call management have gone.

For the call centre industry, this raises interesting possibilities. For example, Avaya have started to show how the use of a SIP session manager might allow them to virtualise ACDs without the application layer approach of Genesys or the network management approach of ICM. For Cisco, the rise of SIP represents a significant opportunity as services at the network layer (such as security) become increasingly important when using such a lightweight protocol. Also, SIP permits video as easily as voice, something that Cisco sees very much as the future. For other vendors, who haven't yet become so comfortable with IP, the rise of SIP represents a fundamental challenge.

Of course, an industry change tends to bring in new entrants and this is where it gets really interesting. I see SIP as ensuring that the future of the voice industry lies with software. That is a view some of the software firms share and is why so many have entered the voice market. I blogged this time last year on Microsoft and Google (See "The future of contact centre - Google, Salesforce, Skype & Microsoft"), but that was primarily from a CRM perspective.

Following VoiceCon this year (which I covered in this blog post), it's clear that so far Microsoft has the most advanced plans for voice of the software vendors. The enabler for this is SIP and OCS 14 leverages a very significant portion of its capability from what SIP enables. It's the capabilities of SIP that that provide OCS with its more interesting capabilities around presence, video and voice integration.

SIP has triggered a very interesting three-way fight. Previously separate areas (voice, data and desktop) are now different aspects of the same question. SIP brings into conflict the legacy voice vendors (with their communications expertise, such as Avaya), the network vendors (who have deep IP protocol vendors, such as Cisco) and the desktop/ software vendors (who understand presence and the desktop, such as Microsoft). It will be very interesting to see who can win this collision of different architectural layers.

Voicecon 2010 Orlando - Microsoft, Cisco, Avaya & SIP...

noreply@blogger.com (Alex) — Tue, 13 Apr 2010 15:42:00 +0000

Most contact centre blogs don't start with Kierkegaard, but his famous quote, "Life can only be understood backwards; but it must be lived forwards", is very applicable to VoiceCon. I find that it is only with sufficient distance from the event (VoiceCon 2010 ran Feb 28th to March 3rd this year) that you can actually get a perspective on what was said. In previous years I've blogged on the main events (see posts like "VoiceCon 2009 - Now that the dust has settled, and IBM and Microsoft" or "VoiceCon 2008 - IBM, Microsoft & Aspect") but this year I want to stand back and take a longer view.

There's a very good summary of what happened on Blair Pleasant's No Jitter blog, and I don't intend to duplicate that here. Similarly, there is some very good ideas for the overall state of the voice industry on Dave Michels No Jitter blog. I'd slightly disagree with his order (I agree virtualisation is very real and very significant, but I wouldn't have put it at number one ahead of the change we're seeing from SIP and the vendor landscape) but I think his sentiments are spot on. Rather, my aim is to think about what was new for contact centres, and what wasn't from a strategic perspective.

Microsoft
This, for me was as important for what wasn't said as what was. There has been a lot of excitement following Voicecon about the release of OCS 14, and most of that is deserved. The capability to do 911, the transcription of voicemails and contextual calling are all nice features for the business user and strengthen Microsoft's case in for enterprise voice/ telephony systems.

What hasn't been commented on so much is the amount of time that Microsoft devoted to the call centre. In the 45mins of the video below, about 9 mins (from about 29mins in to 38mins) a decent proportion of Gurdeep Singh Pall's pitch:

Clarity Connect isn't a vendor I'm that familiar with, but they represent a very interesting Microsoft based approach to the contact centre and the customer service market. I've been previously quite dismissive of Microsoft in contact centre voice (see blog posts like: "Technology firms, Europe and speech recognition") while positive about their CRM Dynamics and CCF offerings (see posts like "The future of contact centre - Google, Salesforce, Skype & Microsoft").

I think my views have changed. Microsoft may not have announced that they are in the contact centre, but there is no doubt about the thrust of OCS 14. Microsoft are a serious voice player and have arrived in the contact centre even if much of the rest of the industry hasn't realised it yet.

Avaya
I think Avaya have to get full marks for managing to make a joke about entropy! It's not a natural subject for comedy, so not mean feat to get a decent laugh at the start of the presentation. The message I got from Avaya was that SIP was the source of profound & fundamental change in the nature of contact centre architecture. I'm inclined to agree and I believe that while SIP may not bring immediate change tomorrow, I think it's likely to fundamentally change how the technology works. Whether or not Avaya will ride this change or be crushed by it (much as Aspect has struggled with IP), I'm less sure. The Avaya Aura architecture looks very powerful, but it is as yet relatively unproven and the Avaya Session Manager is something I need to understand better to have a clearer view on. There's a lot of potential advantages to the Avaya approach and SIP helps explains how they think they can get synergies from their Nortel acquisition. The downside risks, though, should not be underestimated and I feel Avaya still have to negotiate some very tricky changes to achieve their transformation.

Cisco
The contact centre was only briefly covered in the Cisco pitch (from 14mins to 15:30mins in the key note address!) and was focused on the role of social media in contact centre. It was interesting and the role of Twitter, Facebook and so on in customer service is one that excites marketing departments greatly. This will be an area of future activity for contact centres, I have no doubt, but I'm not sure whether it will be a major one. Blog analysis (for instance) has been much hyped and can yield very interesting insights, but only about certain demographics and is still a niche part of analytics. Twitter is perhaps more widely used than blogs and so more revealing but I still think there is a debate to be had as to whether it is going to be a core part of customer service. My suspicion is that where industries are already using it (e.g. airlines) we will see it used by related industries (e.g. rail or toll roads) where customers are disconnected from the PC and reliant on mobile phones. Whether we will see it more widespread than that, I'm not sure.

In short VoiceCon revealed that there are some fundamental changes underway in the voice industry. The organisers have clearly recognised this with the decision to re-brand as 'Enterprise Connect' and I think they are right to. The future looks to me to be about software and communication, and anyone still pushing voice hardware will find it challenging.

Will Broadband make Cornwall a Contact Centre hotspot?

noreply@blogger.com (Alex) — Wed, 07 Apr 2010 11:11:00 +0000

A very interesting article in The Times earlier this week looked at the prospects of high-speed broadband coming to Cornwall.

The plan is that Cornwall, historically one of the remoter areas of England, will receive ultra-fast broadband giving users speeds of between 100 megabits per second and one gigabit per second, making it one of the fastest internet connection areas in the country. The figures to support this are that it will create 4,000 jobs and £250m for the Cornish economy.

Fortunately for Cornwall, this plan does not rely on the UK Government's proposed 50p broadband levy (which the BBC says is scrapped until after the election), but rather on European Union development funds.

The Times article focuses on the benefits this high-speed broadband will bring to 'sexy' industries like digital animation, but I rather think this misses the point and sets Cornwall up for failure. Animation and creative media are growth industries and Cornwall is lovely place, but many of these dynamic, rapidly changing companies will be employing outsiders rather than locals and keeping their head offices in London, especially the media-centric areas around Soho. These companies will put money into the local economy, but they won't necessarily create many jobs for local people. Instead, I suspect that it's industries like customer service that could make the most difference.

It is often not appreciated how dependent the contact centre industry is on bandwidth. It's obvious that you need bandwidth for the volume of voice calls, but less obvious that you need vast amounts of bandwidth for the data that needs to accompany those voice calls so that you can do something useful with them. This is occasionally highlighted by outages (see my past post "Onshore, Offshore & Internet Resiliency" for when a break in sub-sea cabling caused major problems for offshore Indian contact centres) but otherwise not always visible. To a certain extent, the policy of 'build it and they will come' has worked well in other areas. A few weeks ago the Economist ran an excellent article entitled "Fibre in Paradise" looking at the impact optic fibre has had on Bristol, Virgina. The key point for contact centre was,

"...and the fibre brought jobs. In 2007 both Northrop Grumman, a big American defence contractor, and CGI, an international IT consultancy, said they would hire between them 700 technicians, consultants and call-operators at offices in nearby Lebanon, Virginia, part of BVU’s [Bristol Virginia Utilities] fibre backbone. Both cited the area’s universities and low cost of living, but neither would have come without BVU’s investment, which Northrop calls absolutely critical."

It's far from guaranteed, but the likelihood is that if Cornwall wants to create local jobs and boost its economy then building broadband is essential and attracting call centres and back office operations is where they should focus.

The blog is back

noreply@blogger.com (Alex) — Tue, 06 Apr 2010 16:50:00 +0000

Apologies all readers, I've been absolutely laid out with 'flu and not been able to blog for weeks.

I'm back & better now and I've finally got time to blog. The first post should be up and posted tomorrow and I look forward to resuming posting.

Shop direct cut 1,500 jobs - the internet finally takes its toll

noreply@blogger.com (Alex) — Fri, 05 Feb 2010 11:34:00 +0000

It was bad news last week for a lot of people when Shop Direct (one of the UK's largest catalogue retailers) announced that it was cutting 1,500 jobs in its call centres. This is another very big cut, as it was only a year ago that Shop Direct cut 1,150 jobs from their warehousing operations.

The sad thing is that some of these job losses were, perhaps to a certain extent, inevitable.

I was always interested to see how much of their business was phone based (I did do a little work with them some years back). The management at the time told me that for the demographics they targeted with their catalogue the phone was the primary channel of communication. Most of these demographics were mid to lower income people and as a result they did not use the internet extensively and preferred to phone in their orders when a physical catalogue arrived.

I was dubious that this was sustainable indefinitely, but even in the mid-2000s, the primacy of the phone channel seemed to be holding true. It's very interesting therefore to read that in five years the proportion of online sales has gone from 18% to 60%.

My suspicion is that an aggressive bundling of internet and TV solutions by UK service providers (such as Sky and Virgin) has increased internet penetration into demographics where previously internet was seen as either unnecessary or too expensive. The steady fall in price of PCs also probably helps, but I suspect that it is the role of UK service providers that has so fundamentally changed the channel mix for firms that do indirect and distance selling.

The one thing that could have changed some of this is the integration of the contact centre with the web channel. Co-browsing technology is well established, as is click to call and other ways of assisting customers on the web site. There are some startling statistics (anything from 40% - 70%) of the number of shoppers who start to fill a basket on a website but then don't go through to checkout. Offering them help if they get stuck, or an easy way to ask a question, could dramatically improve the number of completed transactions in the web channel. It doesn't necessarily require a huge contact centre but is an example of how a contact centre that adds business value is still very necessary for a business that has the internet at the core of its channel sales strategy.

Google Nexus - the need for a contact centre

noreply@blogger.com (Alex) — Fri, 15 Jan 2010 15:52:00 +0000

Google is generally seen as a very slick operation, which is why this blog is more than a bit surprised to see them miss-step so badly on customer service for the new Google Nexus smartphone.

I understand fully that Google believes it can change the world, and (generally speaking) Google has been right so far that it's technology has changed things. On customer service, though, there is more than a hint of arrogance in Google's idea that customer service should be done the way Google does things, not the way customers want to do them.

Most consumers want to know that their problem is being fixed and that the company takes it seriously. Offering customer service by e-mail and forum doesn't give that experience to customers. For a more technical user group running websites and so on, e-mail and forums can be more than adequate and very cost effective for Google. For a mass market product (even one target at early adopters) it seems to be a unique approach to support. I have no view on the volume of complaints, but headlines such as "Google Faces Deluge of Nexus One Complaints" in PC World hardly do Google any favours or suggest they understand the market they've just entered. Blogs have been even more direct, for example Gizmodo talks of "Nexus One's Lousy Customer Support Shows Google's Weakness".

It's been interesting to see that even web retailers like Amazon, who traditionally have driven as much support to the web or e-mail channels as possible, still see a significant role for the contact centre. It may not be the first level of customer service they offer, but once the first line has failed to resolve the question Amazon do see the need to provide real time, interactive service to customers. Voice is the ideal channel for this, with web chat a distant second and for both a contact centre is ideal.

What makes this particularly interesting as Google struggle with customer service, is the hint that Amazon might be moving into providing contact centre infrastructure for third parties. The story comes from Tech Flash "Amazon.com to sell call center service to other companies? " and wonders if Amazon is looking at customer service as a logical extension to the Amazon cloud services. Given Amazon is one of the leader is web services and these already include storage, relational databases and payment services, customer service would be a logical and very interesting addition.

It would be ironic if while all the attention was focused on Google's customer service failings, the real customer service cloud revolution was quietly taking place at Amazon....

Dimension Data Benchmarking Report 2009

noreply@blogger.com (Alex) — Wed, 13 Jan 2010 16:03:00 +0000

I've always covered the The annual Cisco & Dimension Data Speech survey but I've not focused so much on the Merchants contact Centre Benchmarking report. That's perhaps a mistake as a quick read of this summary of
the latest Dimension Data Global Contact Centre Benchmarking Report would show. The report came out last week so this data on contact centre performance is hot off the press. Here are the some of the major themes and findings from 2009:

A MIXED BAG FOR OPERATIONAL PERFORMANCE - Looking at aggregated operational performance data always requires a degree of license. Overall, we would summarise this year’s operational performance as ‘mixed’ - there have definitely been no great strides forward or any significant decline in standards.

CALL VOLUMES STILL ON THE RISE - Overall call volumes have risen slightly this year, contradicting predictions of the demise of contact centres as self service and contact avoidance initiatives are developed. Growth in call volumes is more pronounced in emerging markets. Since the onset of the Global Economic Crisis there has been a clear shift in the reasons for customer contact.

COMPLEXITY FOR AGENTS - Average Handle Times have continued to creep up but we believe that this is largely down to the migration of the simpler, commoditised transactions to self service channels which continues to increase. This obviously leads to front line agents having to handle more complex interactions that often require a greater degree of empathy, communication skills and access to the relevant information.

STILL WORK TO DO ON MANAGEMENT INFORMATION - Management Information (MI) reported at board level under the guise of Strategic MI is still too focused on service levels. Instead of focusing on the inner workings of the operation, strategic MI focuses on outcomes. We believe this is an issue across the industry and we are still measuring the wrong things for the wrong reasons.

PROCESS OPTIMISATION REMAINS PRIMARY FOCUS - From a customer and agent perspective, the ongoing trend towards more End-to-End Process Automation is good news. Through increasing the number of processes that can be handled within contact centres, hand-offs will reduce as will operational costs.

OUTSOURCING STILL A COST DECISION - While we continue to see the role of outsourcing maturing, the top three reasons for outsourcing are all cost related. Cost remains the biggest driver for adopting an outsourcing strategy, but it is encouraging to see results that indicate a more balanced approach to outsourcing decisions.

CUSTOMER LIFETIME VALUE IS BACK ON THE RADAR - Over the past 12 months there has been a positive indicator trend suggesting that organisations are looking to improve the way they show how Customer Lifetime Value is impacted by customer interactions taking place in the contact centre.

CHANNELS ARE STILL TOO SILOED -Organisations are still not using customer insight across the organisation. It’s a clear and disappointing indicator of the extent of the challenge facing the industry to deliver a joined up end-to-end experience.

WHY NOT MEASURE COST PER INTERACTION? - A third of all contact centres report that they do not measure the cost per interaction of agent assisted telephone calls. When you consider that this is the most accurate means of determining the cost effectiveness of an operation, it is a worrying trend that we have not seen improve in recent years.

SEGMENTATION BECOMES MORE SOPHISTICATED (BUT FEWER PEOPLE ARE DOING IT) - More companies are using increasingly sophisticated methods of segmenting and differentiating their customers. There appears to be a very real desire to generate more value from customer interactions. What is worrying though, is the drop in the number of companies using segmentation.

HOME-WORKING BECOMES A REALITY - The number of home-working agents is generally growing in more mature markets across the globe. A large proportion of respondents are considering home-working, signifying a major shift in approach to employee management, where benefits include lower staff turnover and cost, improved productivity and reduced travel through the use of technology.

HOSTING AND ‘ON-DEMAND’ BECOMES MAINSTREAM - Most contact centres are still owned and managed within the organisation. The number of centres owned by organisations continues to drop year on year. With hosted technologies more secure and easier to manage than in the past, we expect to see an increase in the number of hosted centres due to the economic climate and convenience of the technology.

All very interesting, and probably well worth getting the full report from the Dimension Data/ Merchants site.

Bank Leumi introduces biometric password re-sets for online banking

noreply@blogger.com (Alex) — Tue, 05 Jan 2010 11:18:00 +0000

An interesting story about Bank Leumi on Finextra just before Christmas.

It seems that Bank Leumi will be using voice biometrics for password re-sets for online banking. There are a couple of interesting things about this.

The first is that password re-sets are an absolute pain for helpdesks and similar types of contact centre. Depending on whether this is an internal helpdesk for an organisation or an external facing one, password re-sets can be anything from 50%-70% of the call traffic. The two follow on problems from this call volume are that password re-set is an expensive thing for IT technicians to be spending most of their time on and that they represent a significant potential security risk.

It is this security risk that is the other area of interest. Passwords authenticate you based on what you know, not who you are. Re-setting a password changes that, as it potentially makes the password available to an identity thief. The blog has covered a number of examples of identity theft (this theft from Barclays in 2008 using the identity of Barclays own chairman being a particular case in point) and the vulnerability is obvious.

In theory, biometrics removes some of this risk as it is focused on who you are and not on what you know. In practice things are not so straight forward and this is partly why biometic adoption has been more limited than might be expected. For more detail on the limitations, here's been some good posts on Finextra see "Biometrics - what's that all about then?" by Dave Griffiths and "Who's in your Wallet?" by Jarvis Kandik from 2008.

In Europe I've tended to see biometric deployments mostly for internal password re-sets. A good example that I know of is AIB and VoiceVault who have piloted password resets for staff. The key thing here is that the staff are in a controlled, secure environment and so the biometrics is effectively only one part of a multi-factor and multi-layer authentication.

This is what makes the Bank Leumi example so interesting. I haven't before seen biometrics used directly for consumer authentication for something as sensitive as banking.

I have seen quite widespread use of biometrics outside of Europe and the US and especially for areas like welfare benefits. I got a fair amount of comment to my blog post "BBC Moneybox on Speech Recognition for banking " back in February with examples of biometrics in use from the Philippines (interstingly using PerSay, as does Bank Leumi).

Depending on how the Bank Leumi deployment foes, I may need to revise my last post on the subject "Where are Speech Biometrics in Europe?..... and the Your Call Blog "....!

Twitter in Contact Centre & Customer Service

noreply@blogger.com (Alex) — Mon, 23 Nov 2009 09:39:00 +0000

I had a very interesting comment from Simon on a past post, where he asks,

"What's the best example you've seen of a company embedding Twitter in its suite of contact centre channels? I'm interested to know what's seen as the best of the best."

I've covered Twitter in quite a few recent posts ("Cisco Contact Centre on Twitter ", "Cisco Contact Centre on Twitter - part two " and from back in February "Google and Twitter for Customer Service? "), but I haven't really talked much about Twitter as part of customer service in the contact centre.

Part of the challenge is that very little has yet been done beyond trial stages, and as result there's very little research on what best practice might be. It's also the case that a lot of the trials are in B2B environments (such as the two Cisco Twitter feeds I've blogged on), rather than the more traditional B2C environment of contact centre. Datamonitor have a short but interesting report "Twitter and Google as Customer Service Tools" and Forrester have the interesting report: "Using Twitter As A Customer Service Channel".

Forrester cites the US company JetBlue and mentions Bank of America and Comcast. I'm interested to see Jet Blue as an example and their Twitter page is here. To be honest, Twitter is clearly about much more than the traditional narrow definition of 'customer service'. My suspicion is that is about 'customer relationship' but with the focus on the 'relationship' part of things that CRM so completely missed by focusing on 'customer' and 'management'!

The other interesting thing is that JetBlue has always been innovative around customer service. They were one of the first companies to really use home contact centre agents extensively (there's a write up on the business model in Fast Company magazine here), and so it's not a huge surprise to find that JetBlue is they type of company innovating with Twitter.

The interesting thing about Twitter is how fast it all moves, so my suspicion is that best practice will evolve very rapidly as firms practice and play with it.

The UK Contact Centre industry - a snapshot & top contact centres

noreply@blogger.com (Alex) — Tue, 17 Nov 2009 20:19:00 +0000

I was very interested to see the Times carrying a "Top 50 Contact Centres" supplement on the 7th November. It was backed with a decent sized event in London and accompanying website.

This is tied to the CCF (Call Centre Focus) magazine and aims to recognise outstanding customer service. I have no quibble with the aim of putting customer service higher up the business agenda, but my concern is that there is a real danger of too many awards from too many organisations. Afterall, the 4th & 5th of November was the CCA (Customer Care Association) awards, where I had a vested interest because I had provided some sponsorship and where Cisco's own customer service operation has previously done very well (see the past post: Congratulations to Cisco's own contact centre team ).

I don't think we're quite at the stage of world professional boxing with the alphabet soup of title awarding bodies, like the WBC, WBA, IBF, etc..., but we are getting close.

There is, though, a decent argument that this shows that the UK contact centre industry is in good health and extremely vibrant. I think there may well be an element of truth in this and that the number of associations is a reflection of that.

I was also particularly interested to see that the excellent Australian blog "Your Call" on CallCentres.net had also seen the Top 50 supplement and provided a snapshot from it of UK Contact Centre Industry stats:

5180 contact centres in the UK
48 billion calls received by companies from customers annually
3% of UK workers are employed by call centres
53% of employees would recommend the job to a friend
84% is the overall average performance score for the Top 50 centres with regard to timeliness, ease of use, personalisation, reliability and knowledge
94% of queries are answered in the first call.

While it's hard to draw quick conclusions from such high-level stats, this looks like an industry that is generally coping even though the downturn has made things quite challenging. This was the impression I got from the rather good Contact Babel report, "The UK Contact Centre Decision Makers Guide". A decent range of statistics but from my reading of it, supporting the view that the UK contact centre industry is generally very capable, even if under pressure due to the economic circumstances, and is a significant part of the UK economy.

The annual Cisco & Dimension Data Speech survery 2009

noreply@blogger.com (Alex) — Tue, 27 Oct 2009 16:30:00 +0000

Never one to rush into comment, the blog is pleased to note that the annual Speech Survey from Cisco, Dimension Data and (new this year) TellMe. For those interested, a PDF of the report is available from Cisco.com here, and I recommend it highly.

I covered the report last year (in the post "It's time again for the Cisco/ Dimension Data Speech Survey"), so I'm please to see that the 'annual' report is continuing to be annual! This may seem a bit silly, but in the downturn many companies have cut previously committed marketing programs and so it's good to see that Cisco, Dimension Data and Tellme are continuing to invest in this research.

There are three key findings of the report that I found quite interesting:

Online self-service is critical when thinking about IVR: Very interestingly, the report found that 44 per cent of consumers use online self-service first for their customer service requirements. Some 52 per cent of consumers between the ages of 16-34 fall into this category. As the report says “The increasingly multi-channel nature of customer service creates a real challenge for enterprises and vendors to design and deliver service experiences that are consistent across channels,”. It's clear that the voice portal and re-use of presentation components is likely to be the future way to go for IVR development.
Customers don't like most speech implementations: Some 41 per cent of consumers say they would prefer to use speech recognition as little as possible, while 15 per cent of enterprises have this position. Only 3 per cent of vendors have this negative response. Reinforcing consumers’ dislike of speech recognition, 40 per cent of respondents said they avoid using speech systems “whenever possible”. Only 25% of consumers say they would be happy to use speech solutions again.
Customers and Enterprises don't see speech as bringing the same benefits: While vendors and enterprises largely viewed speech recognition’s ability to reduce waiting times as an improvement in customer service, consumers did not, the report found. In fact, he number of consumers who perceived no benefit to using automated services had grown from 20 per cent in 2008 to 31 per cent in 2009. “It clearly shows a failure on the part of vendors and enterprises to explain the benefits to consumers and highlights an area for improvement,” the report said. “To achieve a shift in customer perception, vendors and enterprises need to actively invest in delivering and promoting the perceived benefits and educating consumers on the additional, less apparent benefits.”

I think the key issue here is the user experience. If you deploy speech for inappropriate functions and do so purely to cut costs, then (oddly), customers do not feel valued or that they have had a good experience. I found it very interesting that the report also found that one reason for the high level of consumer dissatisfaction with speech recognition systems came down to poor or non-existent levels of integration with the next stages of customer service which resulted in callers having to repeat all their information again to an agent once they got there. It strikes me as elementary, but if you are going to spend all that money on a speech implementation, then ensuring that the data you capture in the self-service environment is passed on to agents is surely a basic step!

All very interesting and highlights that some of the success challenges that Speech faces are not the ones that vendors tend to think of!

Cisco and Salesforce.com launch joint offering

noreply@blogger.com (Alex) — Wed, 21 Oct 2009 08:54:00 +0000

Quite an exciting development earlier this month, when Cisco and Salesforce.com announced the launch of a joint contact centre in the cloud offering.

This is very interesting for a number of reasons. The first is that this is a very interesting example of a cloud based, fully bundled CRM and contact centre solution. The second is that this is part of a wider trend of alliances in the IT industry where customer needs require firms to integrate pre-sale, rather than the more traditional post-sale integration of all the bits the customer has selected.

The Cisco and Salesforce.com solution is (for the moment) only available in the US and is targeted initially at mid-sized firms. There's been a lot of coverage internationally (click here for UK examples) and I expect the solution will be available in Europe, perhaps during 2010.

Contact Centre Expo 2009 - Day Two

noreply@blogger.com (Alex) — Thu, 24 Sep 2009 13:00:00 +0000

I meant to get this post published yesterday, when it really was the end of Day Two of Contact Centre Expo. Sadly, the lack of a wireless connection on Virgin Trains meant that it has had to wait until now for me to get the post up onto the blog.

In my previous post ("Contact Centre Expo 2009 - Day One"), I raised the question as to whether there was much innovation to be seen at this years CC Expo. I was very please to have my question taken up by Plantronics (see the comments to Day One's post) on stand D17, who suggested that if I was interested in innovation I should come and have a look at their stand.

I'll admit that I was slightly unsure, as while I was sure that headsets could be improved from the days when I was an agent (back in the late '90s), I just didn't know what was possible. In fact, an awful lot is possible, and 'headsets' was a totally misleading concept.

Two of Plantronics products showed innovation that got me very interested:

Plantronics IP40 Audio Processor - The name is all a bit deceptive. What Plantronics are really talking about here is a SIP endpoint that gives all the benefits of a phone handset to an agent without the cost (and space) of having to buy each contact centre agent a traditional phone handset. After all, a contact centre agent usually drives their telephony environment through the CTI user interface on their desktop computer and so doesn't use most of the buttons that a phone provides. This rather neat little device gives the agent all the controls they need while saving on space, power and cost. The use of SIP was, I thought, particularly intriguing as the this opens up a lot of software to device options that could stretch beyond the traditional contact centre. It's potentially a very disruptive technology as it attacks those contact centre manufacturers who have relied on high-priced handsets to subsidise the cost of their core software technology. It's potentially very interesting and for a little device it may be much more disruptive than it looks.

Plantronics Savi Office - I've encountered wireless headsets in the past, but generally these had been unsuitable for the contact centre as they'd run Bluetooth. I was much more taken with the DECT based options that I saw on the Plantronics stand. These headsets were reliable enough for proper contact centre use, but allowed the agent to move away from their computer for an extended period. I wouldn't see this as suitable for the majority of agents, where the agent handles so many short duration calls that they need to be close to the screen and a cable makes little difference over wireless, but for higher end agents (such as financial planners), I could see this working well. This type of agent that has longer duration, very high value calls may well need to move around or get information that's away from their desk and this sort of headset is definitely the way forward for that type of role.

Other stands that caught my eye were:

CCC - Another interesting outsourcer, this time focused on Germany and Central Europe. The CCC stands for Competence Call Centre and they had some interesting ideas around BPO and how to add value when running contact centres in a high cost country.
Eptica - An interesting company focused on the web and e-mail parts of multi-channel customer service. What was interesting for me was that being European, they instinctively understood the need to manage channels in multiple languages, something that the more US-centric start-ups sometimes forget.

All in all, a good show (at least for me) and I think perhaps more valuable for me than last year.

Contact Centre Expo 2009 - Day One

noreply@blogger.com (Alex) — Tue, 22 Sep 2009 16:38:00 +0000

It's that time of the year again, when most of the UK Contact Centre industry gathers in Birmingham for the Contact Centre Expo.

I covered the Expo last year (see the posts "UK Call Centre Expo" and "UK Contact Centre Expo Day 2") and was interested in the feedback I got as both comments and as e-mails. In the feedback, there was a solid body of opinion that the 2008 Expo lacked much innovation from the vendors. This needed to be weighed against a smaller set of feedback arguing that the show did offer new and valuable ideas, but nonetheless, there was a strong view that the exhibitors needed to raise their game.

I understand where the first group are coming from, but I still find the Expo very useful just because it has so many vendors and customers gathered in the same place and I find innovation a bonus on top of that. There are interesting ideas out in the exhibitor hall (as well as a few rather tired ones) and it's worth going round the Expo to see what is genuinely new.

So the stands that worked for me in the exhibitor hall, in no particular order, were:

Sword Ciboodle - In some ways, nothing radically new from what I used to know as Graham Technology. In other ways some interesting incremental improvements and a feeling that the market for process based CRM was probably one of the growth areas of CRM. I've felt for a while that the record-centric approach of Oracle/Siebel grown too big for many customers and too 'one size fits all', so it was interesting to see a CRM approach that was much more process-centric.
60k - Presenting themselves as 'The Alternative BPO & Contact Centre Outsourcer', I was interested to see what 60k thought distinguished themselves from the many other outsourcers in the hall. Part of the answer was "Bulgaria", but the value proposition was much more than that. I've managed outsourced contact centres in a past job (we had European customers with customer service sites split between Europe and South Africa), and my experience is that outsourcing to far off locations can have real disadvantages when you try and manage the resulting operation. Nearshoring and so locating your centre within three hours flight time, but still with cheaper labour is very interesting. The crucial advantage of Bulgaria is that it is in the EU and the EU location is a big advantage over destinations like India when you think of the challenges with outsourcing and data movement compliance with the laws on exporting data outside the EU. What also interested me was the focus of 60k on higher value business process. I've long argued that this is where outsourcing needs to go (see past posts like "Offshore - why I would go for South Africa over India") and it was good to see 60k as a European outsourcer positioning things like 'Insurance Claims Processing' and 'Product Recall Management' that add real value to customers, rather than trying to sell cheap call centre seats.
Egypt - I am very interested in the Egyptian contact centre industry as it shows what growth can happen very quickly with government support. I had a good chat with Raya contact centres, who run the contact centre operations of a number of the big tech firms. I must confess a vested interest here, as I recently blogged on Cisco opening their 300 seat centre in Egypt (see "New offshore developments in the European Market") and it was very useful to hear the Egyptian perspective on this.

So all in all very useful (on top of being an exhibitor with a decent number of customer visits to our stand).

Tomorrow, things I'd like to do are:

Catch up with Redbox Recorders to understand what they are offering.
Have a look at the Nortel stand to understand how they are presenting things after last weeks acquisition by Avaya.
Talk to Aspect and better understand the relationship with Microsoft that is so prominent on their stand. (I'm guessing things have moved on since I covered posted on the tie-up announcements back in March last year "VoiceCon 2008 - IBM, Microsoft & Aspect")

As always, do let me have any suggestions for other areas that are getting attention.....

Cisco Contact Centre on Twitter - part two

noreply@blogger.com (Alex) — Fri, 11 Sep 2009 11:37:00 +0000

One of the things with Web 2.0 is that it can be a little bit of a lottery as to which information sources you find.

So earlier this week, I blogged about Cisco CCBU getting onto Twitter. In fact, this is just one of the developers in the Cisco Contact Centre Business Unit setting up a Twitter account for his area of work which is the next generation reporting based around the Cisco CUIS product.

What I'd not known was that already on Twitter was the Cisco Contact Centre feed, run by the business unit and available at: http://twitter.com/ciscoCC . More generally, for those who want contact centre news as part of the wider Cisco Collaboration offerings, there is: http://twitter.com/ciscocollab , covering the wider Cisco collaboration portfolio.

There should be something for every level of interest in contact centre in there....

Cisco Contact Centre on Twitter

noreply@blogger.com (Alex) — Wed, 09 Sep 2009 11:27:00 +0000

It's good to see that the Cisco Contact Centre Business Unit (CCBU) is up and running on Twitter at http://twitter.com/ccbu_dev .

At the moment there's a focus on the CUIS product, which is Cisco's new and rather appealing web based reporting tool. There will (I understand) be coverage of Cisco Unified Contact Centre Enterprise and Cisco Unified Contact Centre Express, as well as such core individual products as ICM.

I like this use of twitter as although I'm not a big user, I do like to be notified of updates and 'hot off the press' updates. I find RSS is good for this if I have my laptop set up, but if I'm off on customer sites (not all of which provide guest access) then twitter works well for my mobile device.

BT has problems returning contact centre jobs & workforce management

noreply@blogger.com (Alex) — Tue, 01 Sep 2009 15:04:00 +0000

It was only in July that British Telecom announced that it was returning at least 2,000 contact centre jobs back to the UK. I covered it in the post "British Telecom brings back contact centre jobs to the UK" and thought it was excellent news.

Now it seems there are problems as The Times reports that British workers are unwilling to cover the shifts that the Indian employees worked. The union is arguing that it is difficult for some employees with family commitments to change work patterns. I have a feeling this story is perhaps subject to an element of 'PR spin'. The Communications Workers Union is (I suspect) negotiating hard for its members, as it should, and BT is haggling over how much it flexibility it can get from it staff. In short, both sides are doing exactly what they should, and it will tend to look ugly until they get to an agreement.

To a certain extent these issues with shift work and agent availability are relatively familiar and have long been addressed by the call centre industry.

Whether through agent skills, or personal reasons, or employment legislation there are always restrictions on which calls which agents can take. This is why there is a lucrative industry of contact centre workforce management (WFM) software and why these products are needed in most large call centres. I've gone into the subject in some depth in the post "Workforce Management - is it only for high end call centres?" back in 2007, but it may be worth a re-visit. The point is, that with this software it is possible for BT to automate the management of some elements of their call centre changes without great cost.