Triadic Group-Intro. 12.22.16

Contact Center Consulting Triadic Group Capabilities Introduction –– ShortShort

Sam Bloomfield Sam Bloomfield Mark LittigMark Littig Managing DirectorManaging Director Client & Business DevelopmentClient & Business Development [email protected] [email protected] [email protected]@triadicgroup.com 781781--214214--1923 1923 702702--458458--08250825

12/22/16 triadicgroup.com @triadicgroup

©2016 Triadic Group, LLC Proprietary & Confidential 2

TRIADIC GROUP INTRODUCTION

Triadic Group helps clients achieve a competitive advantage by improving contact center strategy, performance, tools/technology, and overall process; resulting in lower costs, higher revenue and improved ROI.

In the contact center and other ‘customer facing’ channels, improvements are based on

multi-industry leading practices

Channel Channel ImprovementsImprovements

Customer experience is the key to satisfaction, loyalty, growth

and ultimately ROI

Improving Improving Customer ExperienceCustomer Experience

Changes are only effective when they take place directly or indirectly at the point of

customer interaction

ChangeChange

All engagements require working to achieve change; and

are most effective through collaborative efforts

http://www.triadicgroup.com/


Channel Channel Visioning, Visioning, Values Values & Planning& Planning

Program Management & Program Management & Performance Performance ImprovementImprovement

Customer Experience Customer Experience ImprovementImprovement

Outsource Provider Selection Outsource Provider Selection & Management& Management

Global Asset DeploymentGlobal Asset Deployment

Tools & Technology Tools & Technology ConsultingConsulting

Leading & Competitor Leading & Competitor Practices ConsultingPractices Consulting

→ Defining/refining the contact center vision and strategy, with an emphasis on execution

→ Program design, development, deployment and optimization.

→ Improving contact center performance, reduce number of calls and telecom expenses – customer/member/provider service, technical support, sales and retention performance

→ Assessing and researching leading ‘better-practices‘ and helping companies to implement cost effective strategies

→ Global outsourcing: contact center and back-office processing; evaluating, selecting and managing vendors; contract review, cost reduction and management

→ Assessing and enabling global asset deployments: determining where to place voice/data traffic, planning contact center consolidations, at-home agents, in-house, outsourced, geographic options

→ Assessing/selecting contact center automation (e.g., CRM, workforce management, quality measurement, voice/data infrastructure, direction, outsourcing); managing RFP processes

→ All methodologies for strategy, design, development, implementation and optimization are grounded in proven better-practices derived from a global industry perspective

AREAS OF FOCUS – CONSULTING



TYPICAL ENGAGEMENT DEVELOPMENT

Most client engagements begin with a comprehensive assessment of the contact center channel environment. Often followed by a clear vision and strategy, operational pilots and full implementation.

II. II. Vision, Values, Vision, Values,

Objectives & StrategyObjectives & Strategy

I. Contact Center

Assessment

III. III. Operational Pilots & Operational Pilots &

DeploymentDeployment

IV. IV. Full Implementation Full Implementation

RollRoll--outout

Improved Strategy, Performance, Process, Technology: PhasesImproved Strategy, Performance, Process, Technology: Phases

Assess all major area of the contact center, from agent performance and processes to reporting, training, quality and tools and technology

Collaboratively develop a solid vision and mission

Articulate organizational values

Develop objectives Design strategies for

each objective Create a workplan

Develop and design operational pilots that can be deployed to test new approaches to performance improvements

Use results from the pilot phase to methodically roll-out changes to the larger contact center environment.

Continuously review and improve



Cost Cost Reductions/Revenue Reductions/Revenue

EnhancementEnhancement

Customer Experience Customer Experience ImprovementImprovement

Strategic Strategic ValueValue

OUTCOMES

Identify/define contact center cost components

Compare to industry best practices

Develop target reduction milestones

Set timelines for achieving each milestone

Continuous review, calibration, and optimization

Establish baseline for core performance req.’s (i.e., utilization, log time)

Identify customer/ campaign specific req.’s (i.e., leads/sales per hr.)

Compare to industry best practices

Develop milestones, timelines, training, monitoring, calibration, reporting req.’s

Conduct focus groups with customers, internal customer facing agents/mgmt.

Map customer interaction process

Establish customer satisfaction scorecard

Define new experience model, expectations

On-going monitoring, focus groups, to optimize experience

Identify/define role, responsibilities, expectations for call center

Conduct focus groups with all internal/external users of call center svc.’s

Baseline expectations and outcomes to determine value of services being provided

Determine which services can/do provide strategic value

Below are the four most impactful and common outcomes from findings and recommendations that come from the assessment. Included are high-level steps for achieving meaningful and lasting results.

PerformancePerformance ImprovementImprovement



AREAS OF FOCUS – ASSESSING THE CONTACT CENTER

Site Visits – to operations centers. Interviews – with call center sponsors, ops managers and agents. Observation – with all system users, the sales/service delivery process, tools and technology, technical/administrative support. Documentation/Analysis – data collection, notation, interview & session recordings, and analysis.

Leadership and Strategy – working with the

people responsible for taking the organization’s sales/service delivery requirements and turning them into a working operational plan.

People – interviewing call center users within the

organization required to achieve and deliver sales/service goals.

Process & Organization – understand how the

service delivery model is designed. Evaluate the effectiveness of the processes that have been deployed.

Technology & Tools – top-line review of

infrastructure and architecture, agent tools and knowledge base resources; with a focus on the ability to deliver on sales/service requirements. Evaluate how the technology supports or hinders the overall sales/service mission.

Assessment MethodsAssessment Methods Major Assessment AreasMajor Assessment Areas



AREAS OF FOCUS – ASSESSING THE CONTACT CENTER

Reduced Cost

Increased Revenue

Improved Return on Customer

Investment

Satisfied Customers

Too

ls & Tech

no

logy

Process & Standards

Leadership & Strategy

Peo

ple

& O

rgan

izat

ion

Vision, Values

& Strategy

Management, Testing Design

Program Management, Testing Design & Execution

Customer Customer Access,

Customer/ Agent

Dialogue & Experience

Business Processes & Operations

Customer Communicat

Customer Communicat-

ions Channels, including

Social Media

Culture,

Management,

Culture, Training,

Management, Coaching, Comp. &

Incentives

CRM, Telephony & IVR/Speech Recognition

Management Workforce

Management Optimization

Metrics, Reporting/

Results Analysis Quality & CSAT

Quality Assurance/

Total Call Quality & CSAT

Voice/Data, Information

Systems/ Knowledge-

bases

Information & Customer

Information & Segments

Triadic Group’s contact center assessment approach is comprehensive and attuned to uncovering root-cause issues across in-house and outsourced environments; for sales, service, and support.

Outcomes



INFRASTRUCTURE TRANSFORMATION: METHODOLOGY

Triadic Group can assist an organization to define its vision, based on business needs, and help to develop a roadmap, identify the necessary solution requirements, select providers and support implementation.

II. II.

Strategic Strategic RoadmapRoadmap

I. I.

Infrastructure and Infrastructure and Network Vision Network Vision

& Strategy& Strategy

III. III.

Solution Providers/Solution Providers/

CarrierCarrier SelectionSelection

IV. IV.

ImplementationImplementation [Solution] [Solution]

Voice Systems Infrastructure & Network Transformation StepsVoice Systems Infrastructure & Network Transformation Steps

Research & assess technology market options

Network assessment Infrastructure

assessment Develop business case Develop business &

technical requirements

Identify potential carrier and solutions providers

Develop RFPs Evaluate & select

solution providers/ carriers

Develop low level design [infrastructure]

Develop business case, ROI, savings, TCO [solutions]

Negotiate contracts/MSA/SOW

Provide technical program management [TPM]

Coordinate multiple project-management sub-groups

Provide organizational change/communication support

Provide financial program management


APPENDIX


Professional consultants now associated with Triadic Group have helped dozens of clients to achieve high levels of performance in critical business areas including customer service, sales, and technical support; through inbound & outbound voice, and the multiplicity of other available customer channels of communications.

RECENT CLIENTS

Note: Product names, logos, brands, and other trademarks and their descriptions featured or referred to within Triadic Group, LLC's website and materials are the property of their respective trademark holders. These trademark holders are not affiliated with Triadic Group, LLC, its services or its website; and no sponsorship or endorsement is implied of Triadic Group, LLC, its services or materials.

Trademark Disclaimer



Sam Bloomfield

Managing Director Strategy Practice – Lead

Sam is EVP and founder of the Triadic Group LLC an independent general contact center consulting collaborative. Sam has over 20 years of professional services, contact center, and direct-marketing agency experience. Previously at Telwares, he was responsible for building, developing, and leading the contact center/live channel consulting practice focused on strategy, process, and technology. At Sitel (formerly ClientLogic) he built and led the Professional Services’ practice, a contact center consultancy that helped clients in channel strategy and performance improvement. He has consulted most recently for clients in healthcare (Apria), technology (NetApp), physical security (Allied Barton), lifestyle (Jenny Craig), for-profit education (AAU, AMA) and insurance (Aon). At Sitel, Sam also served as SVP, Relationship Management for the insurance vertical; and was SVP, Global Client Solutions, responsible for developing and expanding relationships through CRM consultative solutions with insurance and financial services’ clients. His clients included Aegon, Anthem BCBS, BCBS: FL, IL, TX, Equifax, GE (Genworth Financial), Oak Street Mortgage, Travelocity, UAFC and XM Satellite Radio. At Digitas for 7 years, a leading direct marketing and digital agency, Sam was responsible for managing the day-to-day ‘agency of record’ $10mm relationship with Allstate Insurance. This comprehensive engagement ranged from all direct marketing work, to internet strategy, execution as well as CRM design and development, consulting and execution. Sam co-managed a team of over 50 professional consultants/advertising professionals over four agency offices from five disciplines within marketing and technology. Before managing the Allstate account, Sam had responsibility at Digitas for co-developing and managing the call center consulting practice and related new business development. Sam led multiple engagements in the areas of infrastructure optimization and in-market program management [outbound and inbound] for a wide range of business-to-business and business-to-consumer businesses. Industries and organizations included: airlines (US Airways), automotive manufacturing (General Motors), computer/software manufacturing and leasing (IBM), consumer banking (Fleet), expedited shipping (FedEx), financial services (American Express, Fidelity Investments), global telecommunications services (AT&T), newspaper publishing (Boston Globe), and optical retailing (LensCrafters). Sam writes for and edits a contact center blog [triadicgroup.wordpress.com ] and is on the HBR Advisory Council, McKinsey's Online Executive Panel, the Financial Times Executive and Investor Panel, and has been a featured speaker at the Eye on Travel conference, American Teleservices Association [now PACE], New England DMA and Blue Cross Blue Shield Association call center conference. He has also contributed articles and “white papers” to industry publications including Call Center Times, CIO Today, CRM Today, the DMA Newsletter, MultiChannel Merchant, RIS News, and World Trade Magazine. Sam has an M.B.A. in Planning and Marketing from the D'Amore-McKim School of Business at Northeastern University; and an A.B. with Honors in English from Harvard University.

SELECTED BIOGRAPHIES


http://triadicgroup.wordpress.com/





http://www.linkedin.com/in/sjbloomfield


Mark Littig

Vice President Client & Business Development

Mark has over 25 years of business, professional services and entrepreneurial experience. Mark owned, opened and managed a chain of 21 retail stores and sold them in 1999. For the last 17 years Mark was responsible at Alsbridge, and before that at Telwares, for developing and maintaining productive relationships with large enterprise clients. He oversaw and directed strategic advisory services; and applied multiple years of industry expertise to help clients optimize network and IT services and performance, while driving significant operational expense savings and efficiencies in the process. Mark has developed lasting relationships with many Fortune 500 ‘C-level’ executives and has become a trusted advisor to their organizations. He has consulted with dozens of clients, including most recently for Carnival Corporation, Stewart Title, Halliburton, MGM Resorts, Wells Fargo, Unisys and Concentra. Mark has a B.S. in Criminal Justice from Kutztown University of Pennsylvania.



https://www.linkedin.com/in/marklittig


Bob Friedman

Leadership Team Operations Practice – Lead

Bob has been in the contact center industry for more than 20 years, employed at Fortune 500 companies (Humana, Data Broadcasting, Wells Fargo), large call center groups (Direct Marketing Services, On-Line Communications), and boutique organizations (Fusion Marketing, Age Wave Impact). Bob’s has held executive level positions [COO DMS] in all key areas of call center operations and support services. His expertise includes: operations management (DMS, Age Wave Impact, OLC, Humana), client services (TKO Global, Age Wave Impact, Humana); finance and administration (Humana, DMS). Bob has conducted consulting engagements with Fortune 500 organizations such as Wells Fargo, Allied Barton, Aon, client Healthcare, client Healthcare, NetApp, Jenny Craig, and Academy of Art University, and state agencies like Arizona Department of Economic Security. As an executive and consultant, Bob has designed, and built call centers; executed BPO agreements, written policy and procedural manuals; developed and managed operating and capital budgets, including responsibility for P/L; designed, implemented client campaigns, developed industry management tools, written training manuals, and designed quality assurance process. Some of the industries that Bob has expertise in include: state governments, healthcare, telecommunications, financial services, insurance, research, sales, mortgage, software, automotive services, recruitment, state economic security and tourism industries. The types of call center support services that he has managed include: inbound and outbound campaigns, customer and technical support, professional recruitment, sales, lead-generation and appointment setting, multi-channel service delivery models including social media integration. Bob has extensive outbound expertise, having built outbound sales operations on a national scale (Humana, integrated filed sales and call center model, setting real-time appointments, generating 60k+ sales a year or more); to very focused, high-end , high price tag niche sales (Kronos Healthcare , virtual doctor appointments; Age Wave, medical oversight dietary foods & home delivery ); to extensive horizontal outbound sales campaigns for utilities (AT&T, Verizon, phone companies getting into cable, internet; DirecTV, a satellite companies getting into internet) Bob has an M.B.A. in Finance from the University of Louisville, and an B.A. in Business Administration and Economics from Vanderbilt University.



http://www.linkedin.com/pub/bob-friedman/3/659/624


Trudy Nyden

Leadership Team Technology Practice – Lead

Trudy has been in the telecommunications industry for 29 years. During her 20 years at AT&T she held technical sales and marketing positions and focused on toll free applications and call centers. From the very early days of toll free service and telemarketing Trudy was involved in a number of “firsts': designing the first large scale advanced routing design on the West Coast for Pacific Bell Directory, selling, designing, and implementing the first International 800 telemarketing application for Harrod’s in London, developing applications for 800 and 900 service for one of the first outsourced call centers - a joint venture between AT&T and American Express, and selling, designing and implementing one of the largest international toll free voicemail applications for AirTouch cellular (now Vodafone). Since leaving AT&T, Trudy has continued working with carriers such as SBC and enterprises such as Genentech, GreenPoint Mortgage (now CapitalOne) and Experian as a consultant to their call center operations. Trudy is experienced in conducting business analysis, designing call center technical infrastructures as well as in developing creative and cost effective solutions. Her integration projects have included onshore and offshore centers and domestic outsourcers. She is adept at analyzing vendor and technology options, developing and presenting client recommendations, conducting vendor SOW and contract reviews and negotiations, managing multiple vendors during the design and implementation phases, and evaluating vendor delivery and system operation post installation. Trudy has a B.S. in Political Science and Spanish from Indiana University of Pennsylvania.



http://www.linkedin.com/pub/trudy-nyden/0/b12/5b

Documents

Triadic Group-Intro. 12.22.16