Aligning Support Process & Software With Customer Communication Preferences

Rusty Coleman, VP Sales & Marketing

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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

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

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

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

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

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

Traditional “Call” Center Challenges• Support process and software integration has been primarily

focused on the telephony-based communication channels (PBX / ACD / IVR / CTI)

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

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

Evolving Customer Communication Channels

2005

0% 100%50%

Telephone

Email

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

Evolving Customer Communication Channels

2005

0% 100%50%

Telephone

Email

Web

In Person

Fax

IM / Chat

SMS Customer ServiceAccess Preferences

Source: Talisma

2008

0% 100%50%

Telephone

Email

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)

Evolving Customer Communication Channels

2005

0% 100%50%

Telephone

Email

Web

In Person

Fax

IM / Chat

SMS Customer ServiceAccess Preferences

Source: Talisma

2008

0% 100%50%

Telephone

Email

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

Evolving Customer Communication Channels

2005

0% 100%50%

Telephone

Email

Web

In Person

Fax

IM / Chat

SMS Customer ServiceAccess Preferences

Source: Talisma

2008

0% 100%50%

Telephone

Email

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)

Emerging Customer Communication Channels

• Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions

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”

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

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

Support Software

Support Rep

Customer

Telephone

• Most CS&S software applications are still telephone-centric

Aligning Process/Software with Channels

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

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

• 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

• 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

• 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

• 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

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

Key Support Software Capabilities

Customizable Work Space

Allows for tailoring of tasks and information to specific job function

Integrated Email

Allows for capture of all email content into one common database

Integrated Chat

Chat content can be captured and stored in case record for later use

Add to Case

Integrated Self-Service

Case content can be captured into support process from web portal

Integrated Knowledge

Knowledge content can be easily search for relative to case subject

Integrated Knowledge

Knowledge can be linked to a case for future reference and reporting

Reporting

Reporting can include variety of case information created by all channels

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

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)

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

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