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Terry Pruner

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Title: Terry Pruner


1
Seneca College Faculty of Business Centre for
Financial Services The Changing Face of Contact
Centres
  • Terry Pruner
  • Industry Director
  • Contact Centre Industry

2
3
2
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4
5
3
Welcome!
Please switch off any mobile/ ringing devices
Thank you!
4
(No Transcript)
5
Whos this Guy
  • Terry Pruner is a Business Professor and Industry
    Director for Seneca College. He is also the CEO
    and Principal Consultant for CRM Connections Inc.
  • Has served as Executive Director of the Customer
    Relationship Management Association of Canada,
    President of The Call Centre Consultants
    Association, (in Ontario), Past Community
    Director for the Customer Contact Strategy Forum
    and presently serves on the Advisory Council of
    the GTMACC
  • Terry has served a number of clients in Alberta
    and is a long standing member of the ACCA
  • He is known to be an industry expert in
    assessing, designing and improving customer
    contact centres. He has designed and engineered
    contact centre environments for more than thirty
    of North Americas most recognizable Banking,
    Telecom, Automotive, Retail and other fortune 500
    companies and government organizations.

6
Seneca College
  • Seneca, Canadas largest college, with a
    registered student population of over 100,000
    students
  • One of the most globally recognized names in
    career related learning educating students from
    countries around the globe
  • Senecas reputation is built on the relevance of
    its programs, the industry experience of its
    superb faculty, the dedication of its staff and
    the capabilities of its graduates.
  • Senecas size and diversity give students the
    advantage of partnerships with industry leaders,
    in applied arts, business, health sciences, and
    technology.
  • Seneca Contact Centre Programs transform contact
    centres by giving their managers the skills,
    experience, and resources needed to become
    leaders in their organizations.
  • More people choose Seneca than any other College
    in Canada!

7
Whats an Iclicker?
  • You probably have one in your hand ?
  • Audience participation technology
  • Please return them at the end of the session.
    They cost me 40 bucks each if I come home
    without one! ?

8
How Long have you been working in contact centres?
  • Less than 5 years
  • More than five years and less than 10
  • More than 10 and less than 15
  • Longer than I'd like to admit....
  • Whats changed?

9
What is Your Role?
  • Contact Centre Senior Leadership
  • Contact Centre Manager
  • Supervisor or Team Leader
  • Vendor
  • Was just passing by and saw the food...

10
What Was The Original Need for Contact Centres?
  • It may be hard for some of us to remember that
    far back...

11
The Changing Face of Contact Centres
  • Never before in our history has it been so
    imperative that Canadian private and public
    sector organizations and their staff are
    empowered and equipped and to offer truly
    remarkable and innovative services.
  • Managing customer relationships has become a core
    function of business within society. More than
    84 of the Canadian workforce is directly or
    indirectly working in the provision of service

12
What Have Contact Centres Become?
  • Strategic Asset
  • CRM - As part of a customer centric strategy
    contact centers and their employees represent the
    face of the customer, the hub of the
    organization, and an indisputable strategic asset
    to the organization
  • Represent the organisations brand to external
    customers
  • Key environment for performance management
    standards and measurement
  • Key role in change management especially with
    marketing and IT

13
What Have Contact Centres Become?
  • People and Processes
  • Face of the customer within the organisation
  • Training ground for the organisation at large
  • Development environment for front line and future
    leadership
  • Role model for teamwork and collaboration, and
    embracing cultural diversity
  • Set the standard for documentation of process and
    efficiency
  • Call handling processes, scripting, escalations,
    contingency planning and knowledge sharing

14
What Have Contact Centres Become?
  • Communications Technology
  • Test environment for new IC technologies
  • IC resource for customer focused technology
    needs based on customer requirements provided via
    call process mapping
  • The keepers and managers of the knowledgebase and
    self service channels
  • Hub for customer channels including inbound and
    outbound voice, e-mail, web collaboration and now
    text chat
  • Critical resource for first hand customer
    experience data

15
As you look to the future, what concerns you the
more?
  • Customer retention
  • Business Continuity
  • Managing change
  • Globalisation Reaching Global Markets Global
    Competition

16
As you look to the future, what concerns you more
on this list?
  • Employee acquisition retention
  • Succession planning for your staff
  • Keeping With Career Demands - Continuous Learning
    for you!
  • Profitability
  • Other

17
What is The Future of Contact Centres
  • First lets look at trends and factors that can
    impact that future and the
  • Changing Face of Contact Centres

18
Trends and Customers
  • Customer are busier, have higher than ever
    expectations, and have no problem letting us know
    when they arent being met
  • They are looking for respect
  • They want personalized solutions to their needs
  • They expect services and products that deliver
    beyond what is promised service that's
    remarkable!
  • More demanding and educated customers
  • Baby boomers seniors with lots of money and
    power
  • Gen Y knows their rights, techno-savvy, brand
    disloyalty, connected

19
Trends and Customers
  • Customers want to use differing media types,
    based on
  • Type of contact - complexity, urgency
  • Situation - where, when
  • Comfort with alternative technologies
  • Integrated assistance remains a key component for
    many applications
  • Privacy rules and legislation having significant
    impact
  • Biometrics Voice print, ID Print, Retina scan
  • A new generation that don't understand the
    importance of privacy

20
Trends Customers
  • Cost vs. Quality
  • Increased customer expectations for quality, and
    low cost
  • Providing consistent service across existing and
    new customer channels
  • More pressure on companies to create profit while
    working with what they have, while dealing with a
    cautious and demanding consumer especially
    these days!
  • Hey want to be part of the product and service
    development- AKA Wikipedia

21
Trends The Workforce
  • Educated, demanding, less loyal and rights savvy
    employee
  • Increased costs of attrition
  • Increased demand for higher skilled workforce
  • New working models
  • Consulting and global freelancing
  • Bidding or distributive co-creation (outsourcing
    components of the business process to individuals
    or partners who work together on networks)
  • Increased specialisation
  • Fewer skilled entry level employees
  • Increased dependency on immigration

22
Trends Globalisation
  • Increased competition and higher than ever
    service levels and standards
  • Global customer - embracing other cultures and
    their values
  • Lowered tolls and even accent modification allows
    companies to serve from anywhere in the world
  • Outsourcing and increasing capabilities of second
    and third world countries while contending with
    China and European Union powerhouses
  • Technologies have improved efficiencies in
    logistics for product fulfillment

23
Trends Globalization
  • Domestic demand for voice services in China,
    India and Southeast Asia will climb dramatically.
    Western-owned service providers will lag in
    meeting this demand because of management
    hesitation and cost issues.
  • Several of the largest Indian outsourcing service
    providers will set up facilities in Pakistan to
    serve clients in the U.S., UK and the Gulf States
  • In the world, population is soaring, resources
    are declining, communication is getting cheaper,
    homes more expensive.
  • Continuing corporate consolidations

24
Trends Globalization
  • Remote agents will increase as gas prices and
    congestion make commuting impractical in many
    areas of the world.
  • Aging workforces and special needs employees in
    the U.S. and the UK will provide additional
    opportunities for home agents as companies seek
    to reduce turnover and control costs.
  • All these trends represent opportunities, and in
    some cases, will create a crises as well.

25
Trends The Environment
  • We have the choice, to sustain, to grow, or to
    destroy the environment that feeds us.
  • Its not easy being green
  • A green business is an ecologically-friendly
    business.
  • It is not limited to any particular market it
    could be any kind of product for any market.
  • Characterizesd by being run in such a way as to
    conserve natural resources, eliminate waste and
    remain ecologically in balance.
  • Eco-Capitalism holds that organizations must be
    accountable for their performance in the
    consumption and production of natural capital, an
    economic term for the goods and services
    available from nature
  • Is everyone bought in?

26
Trends Technology
  • Changing exponentially along with social change
  • Access to knowledge becoming increasingly mission
    critical Use of complex knowledgebase
  • CTI more important as agents are required to
    access more data and applications
  • Increased use of hyper linked web tools
  • Text Chat, Video Communications
  • Customer Contact Centres are reaching out to all
    departments within the organization and
    vice-versa

27
Trends and Technology
  • Improved speech recognition and speech automation
    systems will allow call volumes to increase
    without concurrent increases in agent
    populations.
  • Small chips can carry an identify tag which can
    remote, wirelessly identify you.
  • How about a Security GPS in your credit card?
  • The company database can store your credit card
    or bank account as tied to your identity.
  • With the above, you can buy a product, and leave
    the store by just waving the wireless ID device
    across a scanner
  • No line-up, cash, credit card, or pins!

28
Trends Technology
  • Convergence Access a companies web site
    wirelessly via your big picture television
  • Vote for your favorite dancer online while you
    watch the television show
  • You tube providing short video on every possible
    subject including what is? how to and where
    do I find provide opportunities for marketing,
    research, training, and more
  • A world becoming increasingly wireless
    practically everyone now has a wireless device
  • Unrelenting search for the next super application
  • Expanding the frontiers of automation new and
    innovative strategies for self service,
    fulfilment from CTI to RFID

29
Trends Life Online
  • Social Networking
  • Facebook
  • Group Apps
  • Twitter
  • Business Networking
  • LinkedIn
  • Plaxo
  • Text messaging what's with today's teens! ?
  • Second Life An avatar social networking site
  • There are creative opportunities in each of these
    for contact centres to improve service to
    specific channels.

30
Trends and Life Online
  • Real-time Internet-based feedback techniques are
    becoming popular, enabling customers to rate
    agents from Web sites with click-to-call
    capabilities.
  • Blogs or online diaries, are expanding from
    personal thoughts into a community exchanging
    ideas on some topic.
  • Huge progress in visual technology
  • More 3D graphics and additional features for
    wireless devices
  • App Store 99 cents an app for communications,
    GPS, games, productivity tools and more
  • Use simulations to train staff on handling
    difficult customers, or clients on using complex
    products and without the expensive manuals.
  • How about avatars?

31
Trends and Life Online
  • Avatar is a simulated personality, a cyber-agent.
  • As programmers respond to the demand for more
    realistic human behaviour in avatars, they will
    necessarily create the technology to manipulate
    human trust via the results.
  • An avatar commanded to end a conversation can nod
    its head, wave, and break eye contact.
  • Users of such systems found them natural and more
    engaging, and they found their conversation
    partners to be more expressive.
  • Your avatar is part of your
  • personalization, and
  • remembers your preferences.

32
Trends and Life Online
  • Virtual Shopping American Apparel opened
    its clothing store back in June. As well as
    browsing or buying the fashions on display you
    can also order a pizza or a case of beer!

33
How do we manage all this change?
34
Lets ask the group - In the following areas,
where do you have current active projects
  • Training and Retention
  • Telecom
  • CRM
  • Knowledgebase
  • Self Service

35
What Is Your Current Planning Cycle?
  • 5-10 years
  • 1-4 Years
  • 3 months to 1 Year
  • Not part of my job
  • Planning, who has time?

36
The opportunities are only bound by our
individual and organisational creativity, the
ability to understand the present and future
direction of social and technical change, and the
desire to be proactive in planning to capitalise
on these changes as a competitive advantage
So How Do We Manage All This Change?
  • Here are a few considerations...

37
Strategic Considerations
  • Become Truly Customer Centric
  • Know Your Market Well
  • Lead with Values
  • Consider customer privacy today and in the future
  • Continuously Learn
  • Constantly Innovate
  • Embrace Change

38
Strategic Considerations
  • CRM hang on to the customers you have by
    strengthening the relationship make it
    remarkable!
  • We can expect life-spans to increase with new
    technologies which means the value of CRM grows
    exponentially.
  • What is your customer lifetime value and does
    everyone get it?
  • Refine your target audience
  • Recognize and empower ourselves and our teams to
    represent the customer within the organization
    don't accept any more excuses
  • Consider foreign markets what are they doing
    over there and are we leaving the door open for
    future competition

39
People Considerations
  • Recruit for values Teamwork, Excellence,
    Respect, continuous learning, etc.
  • Teach leaders how to lead
  • Supervisors need to be Leaders
  • Recognise individual differences and needs
  • Create a coaching culture
  • Communicate clearly, honestly and through the
    right internal channels at the right time
  • Create a climate of pride in service excellence
  • Inspire people to excel through modelling and
    enthusiasm

40
People Considerations
  • Agents need to be more technology-capable than in
    the past find the right ones to grow with and
    give them reasons to stay.
  • Values and training must support the need for CRM
    skills required to interface with customers on
    and offline (through phone, Internet chat pages,
    collaboration programs, Web call-me pages,
    etc.), while updating company databases,
    answering phones, receiving faxes (at the
    desktop), etc.
  • In their efforts to hire the best talent,
    companies need to consider a succession planning
    strategy Start working on this now!

41
Process Considerations
  • Develop a process for managing change and share
    it with your team and other departments get
    their buy in
  • Get a reputation in the organisation as the
    customers Champion youve got the power!
  • Complete Call Process Mapping and supporting and
    back office processes
  • Effective Document Management
  • Leverage information in creative new innovative
    ways
  • Eg Ideagora.com, Amazon.com, CapitalOne
  • From call types to contingency planning, Create a
    Playbook that captures all of your processes
    and policies into one electronic resource that
    you can update easily and regularly

42
Technology Considerations
  • Non Technical Managers Take the time to know
    and understand what you have that will help
    you, to help IT
  • Use what you have, better
  • Skills routing (Skill set routing Vectoring)
  • CTI (Computer Telephony Integration
  • Web integration
  • Educate and prepare yourself to be the Business
    Expert on
  • Internet tools and sites for communications and
    collaboration, along with other technology
    innovations
  • Understand the challenges of IT and partner with
    them add value through your understanding of
    the business
  • Buy what you need

43
Whats the bottom Line?
  • Creative leaders can use a broad spectrum of new,
    socially influenced technology-enabled options to
    craft their strategies. These trends are best
    seen as emerging patterns that can be applied to
    contact centre's in a wide variety of business
    verticals. Managers should reflect on which
    patterns may start to reshape their markets and
    industries nextand on whether they have
    opportunities to catalyze change and shape the
    outcome rather than merely react to it

44
Please Take a Brochure About Our On Site Contact
Centre Training Programs E-mail me with any
questions or for a copy of this presentation!
terry.pruner_at_senecac.on.ca 416-435-6387
Thank You!
Thank You!
45
References
  • Yochai Benkler, The Wealth of Networks How
    Social Production Transforms Markets and Freedom,
    Cambridge, MA Yale University Press, 2006.
  • Henry Chesbrough, Open Innovation The New
    Imperative for Creating and Profiting from
    Technology, Boston Harvard Business School
    Press, 2003.
  • James Surowiecki, The Wisdom of Crowds Why the
    Many Are Smarter than the Few and How Collective
    Wisdom Shapes Business, Economies, Societies and
    Nations, New York Doubleday, 2004.
  • Eric von Hippel, Democratizing Innovation,
    Cambridge, MA MIT Press, 2005.
  • C. K. Prahalad and Venkat Ramaswamy, The Future
    of Competition Co-Creating Unique Value with
    Customers, Boston Harvard Business School Press,
    2004. Don Tapscott and Anthony D. Williams,
    Wikinomics How Mass Collaboration Changes
    Everything, New York Portfolio Hardcover, 2006.
  • Richard Florida, The Rise of the Creative Class
    And How Its Transforming Work, Leisure,
    Community, and Everyday Life, New York Basic
    Books, 2004. Daniel H. Pink, Free Agent Nation
    How Americas New Independent Workers Are
    Transforming the Way We Live, New York Warner
    Books, 2001.
  • Bradford C. Johnson, James M. Manyika, and
    Lareina A. Yee, The next revolution in
    interactions, mckinseyquarterly.com, November
    2005.
  • Scott C. Beardsley, Bradford C. Johnson, and
    James M. Manyika, Competitive advantage from
    better interactions, mckinseyquarterly.com, May
    2006.
  • Thomas W. Malone, The Future of Work How the New
    Order of Business Will Shape Your Organization,
    Your Management Style, and Your Life, Boston
    Harvard Business School Press, 2004.
  • John Hagel III, Out of the Box Strategies for
    Achieving Profits Today and Growth Tomorrow
    through Web Services, Boston Harvard Business
    School Press, 2002.
  • Claus Heinrich, RFID and Beyond Growing Your
    Business with Real World Awareness, Indianapolis,
    IN Wiley Publishing, 2005.
  • Jeanne W. Ross, Peter Weill, and David C.
    Robertson, Enterprise Architecture as Strategy
    Creating a Foundation for Business Execution,
    Boston Harvard Business School Press, 2006
  • Thomas H. Davenport and Jeanne G. Harris,
    Competing on Analytics The New Science of
    Winning, Boston Harvard Business School Press,
    2007.
  • John Riedl and Joseph Konstan with Eric Vrooman,
    Word of Mouse The Marketing Power of
    Collaborative Filtering, New York Warner Books,
    2002.
  • Stefan H. Thomke, Experimentation Matters
    Unlocking the Potential of New Technologies for
    Innovation, Boston Harvard Business School
    Press, 2003.
  • David Weinberger, Everything Is Miscellaneous
    The Power of the New Digital Disorder, New York
    Times Books, 2007.

46
Seneca Contact Centre Leadership Workshops
  • Managing Change and Project Management
  • Departments and Managers typically struggle with
    todays exponential growth in the rate of change
    and resulting requirements for continuous
    learning.  Identifying organisational impacts and
    human factors are commonly overlooked, while
    communicating project details can get lost in
    other organisation priorities.  Students learn
    how to identify opportunities, build a convincing
    business case, plan the details, communicate and
    successfully execute change.
  • Optimizing Contact Centre Performance
  • This interactive workshop shares with you the
    Fundamentals of Performance Management including
    management Strategies used in optimizing todays
    contact centres. Using the data from your ACD as
    well as industry best practices it outlines
    what should be measured and how to use this
    information to optimise quality and efficiency in
    your business. Performance Optimisation guru and
    Guest Lecturer Paul Wignal will provide the key
    to unlocking the complexities of performance
    metrics.

47
Seneca Contact Centre Leadership Workshops
  • Managing and Working with Different Personalities
  • Join Sangeeta Bhatnagar, Human Behavior
    Specialist and GTMAA President in this invaluable
    session on understanding personality differences
    and the impact it has on behaviour, communication
    and leadership styles. Learn how this knowledge
    can have a tremendous impact in communication
    skills and leadership effectiveness. Upon
    completing this course students will be able to
    apply personality principles in interacting with
    others, practice and develop new insights into
    people along with realizing different
    perspectives and approaches to solving problems
    and handling situations.
  • Recruiting, Hiring and Retaining Good People
  • We have entered into times where finding the
    right people with the right skills has become
    more challenging than ever!  Learn about leading
    practices in recruiting, hiring and retention

48
Seneca Contact Centre Leadership Workshops
  • Creating Remarkable Service
  • For customer facing, customer support, or
    managers looking to brush up on their internal or
    external customer service skills. Good customer
    service has become table stakes in this new
    order of global competition.  To retain and
    attract customers, every touchpoint has to be a
    remarkable event which leads customers to tell
    others about the great experience of dealing with
    your organization! This motivating and empowering
    one day session will challenge students to
    understand themselves, their customers and the
    dynamics necessary to create remarkable
    service!
  •  
  • Leadership Communications
  • For recently promoted or existing supervisors or
    managers who are looking to expand their
    understanding of leadership requirements in front
    line customer care operations. This course
    provides a comprehensive understanding of
    leadership skills from goal setting and coaching
    to communications and decision making.
  •  
  • Process Documentation, Design and Improvement
  • This hands on session focuses on the importance
    of documentation standards, developing a virtual
    playbook and tools that you can use immediately
    to document and improve the efficiency and
    consistent delivery of quality service.  The
    session includes an overview of Microsoft Visio,
    an exercise in call process mapping, and other
    leading practice analytical approaches to process
    design and improvement. Efficiency expert Turaj
    Seyrafiaan will share a lifetime of process
    analysis experience techniques and tools.  

49
Seneca Contact Centre Leadership Workshops
  • Strategic Planning for Contact Centres
  • More than ever, the customer is truly our most
    important asset.  Strategic Planning for Contact
    Centres focuses on the critical importance of
    managing customer relationships and how to
    develop and communicate a customer centric
    strategy that will influence your organisation to
    think customer!  During this session students
    develop a customer centric strategy that reflects
    your organizations goals and values and keeps
    your contact centre team focused during
    challenging economic times.
  •  
  • IT for Non IT Managers
  • You know your business well and yet you depend on
    technology experts to develop and implement your
    ISIT business solutions.  You dont need to
    program the software, or configure the network,
    but having a high level understanding of many
    communications and information technologies can
    help you to work with the Techs to select or
    optimise relevant systems. 
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