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© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 2
The Time is NowCollaborate…Innovate…Accelerate
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 3
Confidential
Unified CustomerCare TransformsBusiness
Mike BergelsonDirector, Product ManagementCustomer Contact Business Unit
6 November 2007
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 4
Why does Customer Contact Matter?
Collaborate…to Define Requirements
Innovate…to Create Leading Solutions
Accelerate…Partners to Deliver Success
Detailed Product Updates
Detailed Product Roadmap
Topics CoveredTopics Covered and Not Covered
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 5
ServiceQuality
ProductFeatures
Price
Source: Harvard Business Review, 2004; Monitor Group (Rayport, Jaworski)
Lik
elih
oo
d t
o (
Re
)Pu
rch
ase
5:1difference in
customer impact
As products commoditize, service quality has the highest impacton customers’ decisions to leave or stay.
Service Quality Key to Customer Loyalty
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 6
ServiceQuality
ProductFeatures
Price
Source: Harvard Business Review, 2004; Monitor Group (Rayport, Jaworski)
Lik
elih
oo
d t
o (
Re
)Pu
rch
ase
5:1difference in
customer impact
As products commoditize, service quality has the highest impacton customers’ decisions to leave or stay.
Service Quality Key to Customer Loyalty
Customer Satisfaction Figures
Into Some Executives’ Bonuses
November 2005
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 7
CEOs: Putting Customers First in 2008
Source: NYSE CEO Report 2008, Opinion Research Corporation, 2007
Customer Service Top of List of Issues in Recent CEO Report
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 8
Which list would CEOs prefer to be on?
vs.
Source: Business Week, March 2007; msn money, April 2007
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 9Source: Cisco analysis
Customer Service Really Does MatterNov 1, 2004 to Oct 31, 2007 Percent Growth
-10%
0%
10%
20%
30%
40%
50%
60%
11/5
/04
1/5
/05
3/5
/05
5/5
/05
7/5
/05
9/5
/05
11/5
/05
1/5
/06
3/5
/06
5/5
/06
7/5
/06
9/5
/06
11/5
/06
1/5
/07
3/5
/07
5/5
/07
7/5
/07
9/5
/07
Perc
en
t
S&P 500 Champs Hall of Shame
+ 31%
+ 6%
+ 50%
11/04 11/075/0711/065/065/05 11/05
ChampsS&P 500 IndexHall of Shame
Service perception is correlated with stock performance.
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 10
0%
20%
40%
60%
80%
100%
There is a wide gap between what companies think theyare delivering and what customers think they are getting.
Companies whosecustomers agree
Companies that believe theyare providing superiorcustomer experience
72% Gap
Most Don’t Know the Damage They’re Doing
Source: James Allen, Bain & Company, October 2005
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 11
TimeTime
One Culprit: Silos in the Contact Center
AgentDesktop
OutboundDialer
WorkforceOptimization
QualityMonitoring
CTI
IVR
Dashboard andAnalytics
PBX
ACD
Video
Chat
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 12
Ab
ility
to
Dri
ve
To
p L
ine
Gro
wth
(Eff
ective
ne
ss)
Hig
hL
ow
Cost per Transaction(Efficiency)
High Low
“Necessary Evil”
“Strategic Asset”
“High Cost, High Touch”
“Smooth Operator”
Effectiveness vs. Efficiency
Source: Servion, 2007
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 13
100%
-16%
-2%
62%
35% OpEx Reduction
+15%
2007Base
AnnualCost
Requires Initial IP Investment Estimated at 15% of OpEx
AgentProductivity
Home/RemoteAgents
2012AnnualTargetCost
TransactionAutomation(Web / IVR)
-17%
WebCollaborative
Service
-3%
Traditional High Touch RemoteChannel Interaction Model
Clear ROI for Care Transformation
Source: Cisco analysis
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 14
Collaborate
…to define requirements
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 15
Cisco’s Customer Contact StrategyA Simple Equation to Exploit Key Market Transitions
+
+
Collaborate toInnovate
Recruit top industry talent,collaborate to maximize innovation
Distribution World class field and channel
SONA Network as platform for innovation
CustomerContact Success
= Drive to #1 share in IP customercontact market
+ UC SuccessBuild on success in enterpriseUnified Communications
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 16
Recruiting Contact Center Top Talent
Barry O’Sullivan – SVP, Voice Technology Group
Laurent Philonenko – VP and GM, Customer Contact Business Unit
Murali Sitaram – VP, Engineering
Rick Moran – VP, Marketing
Roxann Swanson – AVP, Customer Contact Application Sales
John Hernandez – Sr. Director, Product Management
Richard McLeod – Director, Sales Business Development
Joseph Khouri – Director, Engineering
Clive Sawkins – Director, Operations
Steven Vaughan – Director, Advanced Services
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 17
Recruiting Contact Center Top Talent
Barry O’Sullivan – SVP, Voice Technology Group
Laurent Philonenko – VP and GM, Customer Contact Business Unit
Murali Sitaram – VP, Engineering
Rick Moran – VP, Marketing
Roxann Swanson – AVP, Customer Contact Application Sales
John Hernandez – Sr. Director, Product Management
Richard McLeod – Director, Sales Business Development
Joseph Khouri – Director, Engineering
Clive Sawkins – Director, Operations
Steven Vaughan – Director, Advanced Services
FY05 FY06 FY07 FY08
Critical: Channel is Growing, Too
Global Cisco Customer ContactDelivery Capacity
Source: Cisco analysis
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 18
Collaboration within Cisco
CustomerAdvocacy
Sales /Channels
SolutionsMarketing
UCBusiness
Units
GovernanceCommittees
CiscoUnified Comm.
Solution
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 19
Collaboration Across Entire Ecosystem
Customers Partners Analysts
• Ongoing dialog with customers• Informal / formal partner feedback• Customer Board of Advisors
• Technical Advisory Board• Analyst briefings• Select market research
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 20
Innovate
…to create leading solutions
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 21
“…the ability to capture market transitions and understand thembefore they become obvious is perhaps what Cisco does best”
August 2007
John Chambers, CEOCisco
“As I’ve described many times before, you mustcapture market transitions before they becomeobvious.” September 2006
“… our results continue the effectiveness of ourstrategy and our ability to capitalize on majormarket transitions.” August 2005
“Our continuous focus on catching markettransitions … [is] at the heart of our culture”
December 2004
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 22
WEB 2.0WEB 1.0
Customer Service 2.0?
Ofoto
Personal websites
Contact Center
Flickr
Blogging
Netscape Google
User CentricSimple & Lightweight
DecentralizedParticipatory
Britannica Online Wikipedia
Content Management Wikis
Source: O’Reilly 2005
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 23
IP Past the Tipping Point for Enterprise
Source: Gartner (2006), Synergy Research (2006)
IP M
igra
tion
Enterprise IP Telephony (Lines)
IP Contact Center (Seats)
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 24
Market Transitions in Customer Care
TRANSACTIONS
INTERACTIONS
PRODUCTION
Standardize Specialize Scale
Automate Access Empower
TranslateRecordBroadcast
CustomerAccess
Back-OfficeAutomation
MultipleChannelsCustomer
Convenience
ConsolidatedChannels
PersonalizedService
RichInteractionsIntegratedProcesses
Single Faceto CustomerOptimizedProcesses
Rest of EnterpriseContact Center
Enterprise
Infrastructure
Contact Center
Experience
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 25
Building the Foundation for Interactions
TRANSACTIONS
INTERACTIONS
CustomerAccess
Back-OfficeAutomation
MultipleChannelsCustomer
Convenience
ConsolidatedChannels
PersonalizedService
RichInteractionsIntegratedProcesses
BPM and Analytics
Standards (SOA) and Presence
Open Virtual Call Center Routing
IP Communications
Routing—Switching—Security
Single Faceto CustomerOptimizedProcesses
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 26
Cisco’s History in Customer Contact
BPM and Analytics
Standards (SOA) and Presence
Open Virtual Call Center Routing
IP Communications
Routing—Switching—Security ‘99
‘00
‘01
‘02‘03
‘04 ‘05 ‘06 ‘07
Market entrywith GeoTel
acquisition
Industry’s First IP-BasedACD (IPCC Enterprise)
Complete SME Contact Center inc.advanced speech (IPCC Express)
Adv. speech self-service, intelligentnetwork queuing and treatment (CVP)
Latigentacquisition
Audium acquisition
First Version ofIP-IVR Released
WebLineacquisition
Industry’s First IP Dialer Released
Multi-tenanted contact center(IPCC Hosted)
Advanced speech analytics (CIA)
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 27
Product Strategy and Roadmap
ProductFamily Key Strategy Product Highlights
Express
Enterprise
NextGeneration
• Attach to Cisco UC
• Complete SMB offering
• Competitive price
• Simplify solution
• Attack mid-market
• Focus innovation onreal business problems
• Evolve installed base
• Drive innovation tomove markets, e.g.,with video and mobile
• Two server high availability• Quality Mgmt / Workforce Mgmt• Email, web collaboration• Preview outbound dialer• Presence integration• Entry level email solution• IP phone agent bundle, UC500
• UCM-based silent monitoring• CRM connectors• 8,000 agent capacity• Outbound campaign mgmt• Universal queuing with WIM• System CCE enhancements• Expert advisor
• SIP for routing, queuing, speech• Ops console and reporting f/w• Nuance 9.0, VXML 2.1, MRCP 2• SCE evolution (debugger, WSDL)• Consolidated, multi-vendor Studio• Interactive video response• Consumer Connect
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 28
Latigent: Advanced Analytics and Reporting
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 29
Latigent: Advanced Analytics and Reporting
“The team at Latigent has already built and deployed whatcould be called a web-based CMS CentreVu Supervisoremulator that can be selected on a tab in a browser. Butthe CMS-like screens are just for the call center Luddite.The rest of Latigent’s BlueVue information portal has allthe sexy dashboard-like capabilities customers today arescreaming for. With it, Cisco comes from behind inreporting and leapfrogs the competition.”
Sheila McGee-SmithMcGee-Smith Analytics
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 30
0
100,000
200,000
300,000
400,000
500,000
600,000
2003 2004 2005 2006
Cisco’s Market Position AcceleratingCisco Agent Shipments (2003 – 2006)
94% CAGR
94% CAGR
Source: Cisco analysis
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 31
Ab
ilit
y t
o E
xecu
te
Completeness of Vision
LeadersChallengers
VisionariesNiche Players
Gartner NA ACD Magic Quadrant for 2004
Genesys
Aspect
Avaya
Nortel
Telephony@Work
Cosmocom
Mitel
Syntellect Nuasis
Computertalk
Siemens
Interactive Int.
NEC
Cisco
Cisco’s Market Position Accelerating
Oracle
Computertalk
Intervoice
Interactive Int.
Source: Gartner (2004 – 2007)
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 32
Gartner NA ACD Magic Quadrant for 2007
Ab
ilit
y t
o E
xecu
te
Completeness of Vision
LeadersChallengers
VisionariesNiche Players
Nuasis
Cisco’s Market Position Accelerating
Source: Gartner (2004 – 2007)
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 33
72% CAGR
72% CAGR
Po
rts S
hip
pe
d (
00
0’s
)Cisco Self Service Port ShipmentsCisco self service growth is significantly outpacingthe overall market.
Source: Cisco analysis
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 34
* Includes Edify portsSource: Tern Systems, 2007
Cisco Self Service MomentumRose to #3 in Self Service Port Shipments in 2006
2003 2004 2005 2006
1 Nortel Nortel Nortel Intervoice*
2 Intervoice Genesys Avaya Genesys
3 Avaya Intervoice Genesys
4 IBM Avaya Intervoice Avaya
5 Envox IBM Nortel
6 Edify Envox Edify Envox
7 Genesys Edify Envox IBM
8 IBM
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 35
Cisco Self Service MomentumRecognized as Top Self Service Platform in 2007
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 36
Cisco Self ServiceCustomer Testimonial
“… a triumph of Internet standards, wirelesscommunications and links to enterprise computingapplications.” Dan Miller
OPUS Research
“… benefits include lower CapEx and TCO because itmakes use of industry standards, SOA, and web services;the speech application resides on the network …”
Nancy JamisonJamison Consulting
Coca Cola Enterprises
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 37
Accelerate
…partners to deliver success
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 38
Customer Contact Solutions are Deal Multipliers
Installed Base ofCisco UC Customers
10%
90%
ContactCenter
attached
NOContactCenter
Attached
FY03- 07
CommercialAvg Product Sales
$280K
$115K$1.9M
EnterpriseAvg Product Sales
$3.6M
+ 144%+ 89%
Average Core and AT ProductBookings Per Deal, 1Q – 3Q07Source: Cisco analysis
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 39
Services Revenue Grows Margin Significantly
Partner's Average Initial Sale
$108,242
479%
125%
Sales Model
$100,000
$250,000
$400,000
$550,000
$700,000
Sale
s R
even
ue
0%
100%
200%
300%
400%
500%
600%
% G
row
th
$626,394
$243,777
% Increase From Product Only Sale
Partner's Total Revenue
Product Sale SI Sale Solution Sale
9% BlendedMargin
18% BlendedMargin
24% BlendedMargin
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 40
Listening and ActingBusiness Gap Key Initiative
Design mentoring Design service
Technical forumsContact Center Direct Connect, Ask the Doctor,
A2Q website improvements
Best practice sharingPartner Practice Builder,
Steps to Success focus – update CC Best Practices
Sales enablement Sales enablement lesson maps
Solution too complex Align apps under one, solutions-oriented approach
Capabilities to maintainsolution, not point products Incorporate partner feedback into requirements
Need proactive monitoring Solution serviceability / troubleshooting docs
Too late in release cycle Pilot early (pre-EFT) release
Partner GTM delays Align customer contact w/ UC Partner Beta program
Co
mm
un
icati
on
So
luti
on
Serv
iceab
ilit
yR
ele
ase
Tim
ing
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 41
Summary
The service imperative affects all of ourcustomers
Key market transitions in customer contact
Cisco uniquely positioned to capitalize onthese transitions – gaining momentum
You are key to our success...we’re:
Listening to your feedback
Working to ensure your success and profits
For more information:
Visit www.cisco.com/go/cc
Ask your Channel Account Manager
© 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential2007 WW UCPS 42