CRM - June 2008 - (Page 49)

SCOUTING REPORT Classic Contact Center Performance Management Aligns contact center and enterprise goals Primary output is scorecards and reports Reactive Strategic and tactical Allows time to make decisions Delivers change in operating environment technology, policies, and training Intended for line management and decision-makers throughout the enterprise Real-Time Contact Center Performance Management In real time, helps the contact center meet a subset of goals Primary output is real-time dashboards and alerts Near-real-time/addresses what customers want Tactical Enables immediate remedial action Drives real-time modifications in staffing, procedures, and service delivery Intended for line and marketing managers Source: DMG Consulting, January 2008 Figure 2: Classic CCPM Versus Real-Time CCPM application that focuses on identifying actionable recommendations to improve business and performance in the contact center and other parts of the enterprise. Key differences between reports and CCPM are summarized in Figure 3, below. CCPM MARKET OVERVIEW The CCPM market grew by 79 percent between 2006 and 2007, with the number of implementations increasing from 745 to 1,335. Financial services, telecommunications, and insurance companies continue to be the early adopters. The more complex the contact center and its functionality (i.e., service, sales, claims, support, product information, and marketing), the more likely it is to desire a CCPM solution. We expect the CCPM market to grow by 50 percent in 2008 and 20 percent in 2009, even after taking into account the economic slowdown. The rapid rate of growth suggested by the numbers is largely a product of low penetration rates in 2005 and 2006. CCPM VENDORS The market is divided three ways: quality monitoring/ liability recording (also known as workforce optimization, or WFO; see Scouting Report, February 2008, page 48); vendors that offer CCPM as part of a suite; and the standalone CCPM vendors. WFO vendors offer CCPM as one of the many modules within integrated suites. These suites generally have a single user interface to access all the applications across their platforms (i.e., recording, quality management, workforce management, surveying, e-learning, coaching, speech analytics, and performance management). CCPM is usually sold as either an upgrade to a suite vendor’s existing customer base or as part of a packaged solution for new customers. Some WFO suite providers sell CCPM on a standalone basis, but that is not their primary value proposition. They argue that substantial benefits come from their suites’ synergies. Standalone CCPM vendors are competing with WFO suite providers, which have a large installed base for potential upselling. The standalone vendors are increasingly offering agent optimization CCPM solutions along with several value-added modules, in order to compete as a best-of-breed alternative to the WFO suites. These vendors are providing differentiated capabilities with new modules for agent coaching, evaluation and appraisal, and rewards and recognition. (Many of the WFO suite vendors also offer coaching functionality.) One standalone CCPM vendor offers first-call resolution and call categorization modules to address a major challenge—rising volumes and repeat calls. Other standalone CCPM vendors are in the process of delivering additional differentiated and high-value capabilities. These standalone vendors, or best-of-breed suite providers, have shown that they can make and deliver enhancements to their solutions on a timely basis, as CCPM is their primary focus. The WFO vendors with CCPM solutions are Nice Systems, Verint Systems, and VPI. Standalone competitors are AIM Technology, Enkata Technologies, HardMetrics, and Merced Systems. Aspect Software, a contact center infrastructure provider with a WFO suite, is also a competitor. SAS Institute recently entered the market with a new solution, and there are smaller vendors, such as Exony and Metrica Systems, with CCPM offerings. CONCLUSION CCPM is a must-have for contact centers dedicated to continuous performance improvement. It is more than just reporting on steroids or slick charts and graphs. CCPM is an important analytical tool that helps reveal progress toward enterprise and contact center goals. When used properly, CCPM provides actionable intelligence to improve performance at the agent, contact center, and enterprise levels. Its ultimate goal is to link and align the activities of the contact center and the enterprise for the benefit of the customer. Donna Fluss (donna.fluss@dmgconsult.com) is founder and president of DMG Consulting LLC (www.dmgconsult.com), the leading provider of contact center and analytics research, market analysis, and consulting. 49 Reporting Creates reports Presents system data Presents actual results Delivers multiple views of same data Provides reports from each independent system Performs single dimensional analysis Allows for ad hoc reporting Contact Center Performance Management Provides actionable intelligence Focuses on critical management metrics/KPIs Identifies variances from goals Delivers one version of the truth Consolidates data from multiple internal and external applications Performs multidimensional analysis Allows for ad hoc analysis Source: DMG Consulting, January 2008 Figure 3: Differences Between CCPM and Reporting www.destinationCRM.com CUSTOMER RELATIONSHIP MANAGEMENT | JUNE 2008 http://www.destinationCRM.com

Table of Contents Feed for the Digital Edition of CRM - June 2008

CRM - June 2008 Contents Front Office Reality Check Customer Centricity The Tipping Point Making Mashup Masterpieces Trouble in the Air CRM on Twitter Is SaaS Ready for Its Contact Center Close-up? CRM: In the Public Interest Required Reading Lollipop Loyalty Best Practices Series: CRM & eCommerce eGain NetSuite Infor Longwood Software Vovici The Second Coming of 2.0 Believe the Hype About Hosted Contact Centers All Talk So Hot It’s Cool Linksys Gets Shaken, a Community Is Stirred The Risky Risk Business Awana Hears a SaaS Sermon Secret of My Success Re:Tooling Scouting Report Pint of View

CRM - June 2008

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