As corporations consistently seek to maximize customer loyalty, secure predictable revenue, gain a competitive advantage and ensure customer satisfaction, more than often the words ‘Contact Center’ are never spoken. Much of the budget is allocated to the corporate marketing groups as they unveil flashy new websites, packaging and literature targeted for new and existing customers. More often than not, the Contact Center which is a critical portal to these customers is neglected with respect to revenue generation and customer loyalty.

1. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Connect 11© 2012 Cisco and/or its affiliates. All rights reserved.
Toronto, Canada
May 30, 2013
Contact Center
A New Phenomenon And A
Transformation
Frank Kicenko
Consulting Systems Engineer

2. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2Cisco ConfidentialCisco Connect 2© 2012 Cisco and/or its affiliates. All rights reserved.
Background
• Application Developer (QNX / Astra Networks)
• Mind Computer Manufacturer (BIOS / R & D)
• MetroNet Communications / AT&T / Allstream (Lead Network Engineer)
• Ceridian Canada (Network Architect)
• Ceridian USA (Global Network Architect / Manager Contact Centers)
• Cisco Systems

3. Agenda
The Case Study – Business Processes
The Implementation - Finesse
The Implementation - IVR
The Implementation - Video
Q & A

4. Business Process
Transformation:
Contact Center
Challenges
• Understanding the requirements from 8 different
business units
• Producing a business plan showing a significant
NPV that will enable funding for the project
• Converting a Cost Center to a revenue contributor
Solution
• Map out a functional roadmap as a starting point
• Utilize Six Sigma to align the business units with the
end customer and produce reliable and repeatable
processes
Results
• Solid business plan that held up under financial
leadership scrutiny
• Confidence and buy-in from all business units
• Transform business processes to utilize the latest
technologies to produce higher customer satisfaction
Case Study

5. Contact Center Case Study
London
Canadian (2)
Benefits
Scotland
Manila
India
Dominican
Republic
Mauritius
Payroll
Lifeworks
• 8 Business Units
• 6000 Agents
• 7 countries

6. Consider the Business Issues, challenges and requirements “hand in hand”
with technical strategies and capabilities aligned with the overriding
IT Strategy and produce a roadmap

7. Roadmap Methodology
• Six High Level Phases
Define
Projects
and
Programs
Roadmap
Dev.
Prioritize
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
In other words,
1. What do I have today, and what projects are running?
2. Where do I want to be, by when?
3. What is going on that will affect/influence my path?
4. What is most important and what will deliver the greatest benefit?
5. How do I turn this input into a roadmap?
6. What Programs and/or Projects will implement the steps in my roadmap?

8. Roadmap Methodology – Detail Steps 1-3
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Installed base of Contact Centers
Current and planned
CC Projects
Current Changes,
Incidents and
Problems

9. Roadmap Methodology – Detail Steps 1-3
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Installed base of Contact Centers
Current and planned
CC Projects
Current Changes,
Incidents and
Problems
Business Requirements
Key Infrastructure Projects
IT Strategy
Technical Options
Industry & Market
Trends

10. Roadmap Methodology – Detail Steps 1-3
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Installed base of Contact Centers
Current and planned
CC Projects
Current Changes,
Incidents and
Problems
Business Requirements
Key Infrastructure Projects
IT Strategy
Technical Options
Industry & Market
Trends
Key Infrastructure
Project Detail
Related Project
Portfolio
Key Business
Drivers
& Objectives

11. Roadmap Methodology – Deliverables
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
1. Contact Center Inventory
3. CC Project Portfolio
2. Summary of
current issues,
changes and
problems
4. Current Cost Overview
Business Requirements
Key Infrastructure Projects
IT Strategy
Technical Options
Industry & Market
Trends
Key Infrastructure
Project Detail
Related Project
Portfolio
Key Business
Drivers
& Objectives

12. Roadmap Methodology – Deliverables
Definition
Of
Initiatives
End State
Definition
& Goals
Current
State
Discovery
Business Requirement
Definition
List of Key Infrastructure Projects
that are related to Contact Centers/Telephony
Assessment of related sections of
The IT Strategy
Description/Scope of Tech
Capabilities
Description and Impact
of Industry & Market
Trends
Key Infrastructure
Project Detail
Related Project
Portfolio
Key Business
Drivers
& Objectives
1. Contact Center Inventory
2. Summary of current issues, changes and problems
3. CC Project Portfolio
4. Current Cost Overview
Stage 1 : Current State Description

13. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 13
Begin Six Sigma Request an expert for:
The need to
fully
understand
the business
View the end customer within every
process
The need to fully
understand our
customers
Influence our Content Roadmap:

14. What Are We doing…
General background statement to define the nature of the work:
Current telephony systems are based on a legacy Time Division
Multiplexing (TDM) technology that requires its own infrastructure
and support mechanisms. Extensive electronic components are
required to facilitate this infrastructure and is not conducive to
Moves , adds and changes. These systems also require separate
FTE's to maintain. The legacy systems are aging and their
availabilities are directly impacting our internal and external SLA
to a point where are external customers are at risk. The inherent
infrastructure is costly and doesn't allow us to take advantage of
great cost savings due to consolidation and centralization. Yearly
maintenance costs are exceeding $1.2M and rising due to the
age of the systems.
Define
1. Identify the major source problem areas that are impacting customer SLA's. Identify major
cost savings by replacing the aging systems. Map each of these areas out.
2. Survey individual Business Units and map out impacting areas of concern.
Measure
3. Map out the Critical to Quality (CTQ) Characteristics behind these problems.
4. Establish performance standards for each CTQ.
5. Conduct Measurement System Analysis.
6. Define baseline performance levels.
7. Define process capabilities.
Analyze
8. Identify the causes behind errors and defects through testing.
9. Apply specific techniques such as FMEA
Improve
10. Develop and evaluate solutions.
11. Design a To Be Process and Test Pilot.
12. Submit Full Scale Improvement Plan.
Control
13. Design a Control Plan
14. Summarize and Communicate Best Practices.
15. Develop Operating Procedures and Training Modules.
16. Create a Project Summary Document

15. What's Wrong?…
Pareto Chart Impact of Telephony Systems Failures on Internal / External Customers (JAN /09 - JUNE /09)
Contributor % Impact Notes
I3 PBX Software
Failures
49%
Telecom Human Error 25%
I3 PBX Hardware
Failure
18%
Telecom Circuits 8%
Total 100%
49%
25%
18%
8%
0% 0% 0% 0% 0% 0%
0%
10%
20%
30%
40%
50%
60%
I3 PBX Software
Failures
Telecom Human
Error
I3 PBX Hardware
Failure
Telecom Circuits
Basic Steps for Pareto Chart:
1. Quantify the Impact of Each Defect
2. Rank in Descending Order
NOTE: You should have at least three types of defects. If you have too many, then you may w ant to group them together.
This Pareto Chart simply looked at different types of Telephony Faulures and how do these relate to Customer Satisfaction.
** These stats w ere derivedfromthe 2009 HS UPTIME MONTHLY MASTER REPORT and their associated RCA's.

16. Measure the Customer Experience…
Critical to Quality Characteristics (CTQC)
Call Center Telephony Project
< - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Operational Definition - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - > Continuous
No CTQ per Diagram Performance Standard Measurement Test Measurement Results or Discrete
1 Redundant / Reliable Telephony Systems - Internal
Customer / Internal SLA's are measured daily
and weekly and are within acceptable levels
Telephony system avalability is measured as
uptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken
2 Diverse / Redundant Telecom PSTN - External
Customer / Internal SLA's are measured daily
and weekly and are within acceptable levels
Telephony system avalability is measured as
uptime for a customers service within a BU Service Desk Outage Reporting Discrete Broken
3 CTI / Web Self-Service Integration
Higher customer satisfaction levels and
reduced Call Center costs.
Project cost comparisons. Call Center Cost
reductions and improved customer service levels.
Key KPI measurements
Business Unit measurement of monthly KPI's
and SLA's Discrete Broken
4 IVR Quality Programming
High deflection rate (calls satisfied within the
IVR) Customer SLA and KPI Measurements
Business Unit measurement of monthly KPI's
and SLA's Discrete Broken
5 Telecom System Administration
Quicker time to market for projects resulting
in lower project costs and higher customer
satisfaction. Telecom FTE Cost analysis GNS Monthly Run Rate Analysis Continuous Broken
6 Automated Processes
Lower telephony operating costs and Call
Center administration Call Center Cost analysis
Business Unit measurement of monthly KPI's
and SLA's Continuous Broken
Preliminary Testing and Reviews for each CTQ listed above:
1. Compare the current availabilities of our telephony system and its direct affect on the end customer's SLA.
2. Compare the current Telecom Circuit availabilities and its direct affect on the end customers SLA
3. Compare the active Telecom group personnel and Professional Service outsourcing to support the telephony systems and the BU
3. Contact the BU to analyze current % of customers utilizing these features and their availabilities
4. Contact the BU to determine current deflection rates and % of calls completing within the IVR
Based on the four tests above, one of three grades was assigned to the CTQ:
Working - The process related to CTQ appears to meet the performance standard defined.
Broken - The process related to the CTQ appears to be broken and needs improvement.
U T D - Unable to Determine; need to sample and test the population data.
This preliminary review should assist to determine the scope and downstream work required for this project.
Preliminary
Testing Results

17. Process Mapped to A Customer (Internal/External)
AT & T / Sprint 1-800-# Automatic Number Identifier (ANI) Inbound Call Detail Records Call Center Operations Team
Dialed Number Identification Service (DNIS)
Ceridian's Customer Social Security Number (SSN) Call Processing Record Call Center Operations Team
Account Number Call Deflection Record
Menu Selection Average Speed of Answer (ASA)
Web Self Services Records BU Managers, GIS Teams
Ceridian CRM Customer Account Information
Callers Call History
Customers Priority
Call Center Supervisors Call Handling Information Monthly Performance Reports COO, BU Managers
First Call Resolution (FCR) GIS Teams
Average Handle Time (AHT) Quality Team
Customer Survey After Call Work (ACW) COO, BU Managers
Customer Satisfaction Record Quality Team
SIPOC DIAGRAM - High Level
► ►
Call Center and Telephony Project
► ►Supplier Input Process
Inbound Call
IVR Processing
CTI Integration
w/CRM
Queueing
Routing
Output Customer
CSR
After Call Work

18. The Voice of the Customer
Customer Benefits Requirements Rank Measure
Direct internal
Service / Call Center Operations
Phone Agents
Agents are aware of the current
call flows and the KPI metrics at
all times
Dashboard Statistics 6
Supervisors
Streamlined Call Centers with
predicabilities. Ability to control
agent counts. Dashboard
reporting and tight WFM QA
allows better selection of agents
and training.
Quality systems with high
availability. Call Center
Dashboards. First Call
Resolution
9
Management
Cost controls. Superior SLA's
and customer retention.
Processing more contacts with
less and a higher percentage of
FCR. Virtualization.
CTI integration as well as
Multi-channel (inbound email
and chat). Complete
IVR/ACD and Web self
service is essential
6
Call Center Service Delivery
Workforce Mgmt
Higher levels of training. Better
control of agent scheduling and
suggestive training processes to
achieve better customer
satisfaction. Better reporting and
QA. Higher rate of FCR.
Complete integration with
Verint Blue Pumpkin with
Scheduling. Incorporation of
Speech Analytics to aid in
FCR
9
Quality Team
Better understanding of
customer calls. Higher training
quality. Results are higher
customer satisfaction and
retention
Implementation in a global
Quality Management
features including Score
carding, Audio Capturing and
Screen Capture
6
Reporting Analyst
Reduction in time spent in
formulating reports. Reports are
more accurate and concise.
Automated dashboards from
agent level to executive level
provide "finger on the pulse"
monitoring
Full Suite of Reporting with
integrated links to the QM
modules for Quality scoring
and historical reporting.
6
Voice of the Customer Grid

19. How To Map End Result Back

20. End Customer Experience

21. Justifying the Investment
At Start Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative
Of Project 2008 Forecast Jan-12 Jan-13 Jan-14 Jan-15
Revenue Inflows $0 $0 $0 $0 $0 $0 $0
Adj Revenue to CF from Accounting basis 0 0 0 0 0 0 0
Total Inflows $0 $0 $0 $0 $0 $0 $0
Outflows
Total Expenses P&L Above (525,000) 306,177 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
Add: Depreciation 0 1,920,000 1,920,000 1,920,000 0 0 5,760,000
Adj OT deferred cost to CF from Accounting basis 0 0 0 0 0 0 0
Deduct: Capital purchases (4,000,000) (1,760,000) 0 0 0 0 (5,760,000)
Cashflow before Tax (4,525,000) 466,177 4,550,324 4,550,324 4,550,324 4,550,324 14,142,472
Tax payments (301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
Total Outflows ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991
Net Operating Cash Flow ($4,525,000) $164,793 $3,440,975 $3,282,345 $3,171,304 $3,093,575 $8,627,991
Is this an acquisition where a terminal value will apply?
If YES, enter revenue multiple factor for estimating terminal value: 1.20
Estimated Minimum Terminal Value:
n/a
n/a
Minim um Term inal Value A or B above n/a
Intangible Capital Residual Value based on NBV at end of year 5 $0
Tangible Capital Residual Value based on NBV at end of year 5 $0
39%
4,879,998$
n/a
-$
4,879,998$
NPV of Capital at end of project:
Total Net Present Value (NPV)
NPV of Terminal Value at end of project:
Internal Rate of Return (IRR)
Operating Cash Flow Statement For Project
A) Residual Value Based on Free Cash Flow at end of year
B) Residual Value Based on Revenue Multiple at end of year
NPV of Operating Cash Flows from project:

22. Understanding the Investment
2008
Forecast Jan-12 Jan-13 Jan-14 Jan-15 Total
$0 $0 $0 $0 $0 -
6,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972
(4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500)
(1,920,000) (1,920,000) (1,920,000) 0 0 (5,760,000)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
($301,384) ($1,109,349) ($1,267,979) ($1,379,020) ($1,456,749) (5,514,481)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
0 0 0 0 0 -
1,920,000 1,920,000 1,920,000 0 0 5,760,000
0 0 0 0 0 -
(5,760,000) 0 0 0 0 (5,760,000)
-
(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
(4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,991
12
Jan-11 Jan-12 Jan-13 Jan-14 Jan-15 Total
$0 $0 $0 $0 $0 $0
6,138,677 7,319,324 7,319,324 7,319,324 7,319,324 35,415,972
(4,437,500) (2,769,000) (2,769,000) (2,769,000) (2,769,000) (15,513,500)
(1,920,000) (1,920,000) (1,920,000) - - (5,760,000)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
(218,823) 2,630,324 2,630,324 4,550,324 4,550,324 14,142,472
0 0 0 0 0 -
1,920,000 1,920,000 1,920,000 0 0 5,760,000
0 0 0 0 0 -
(5,760,000) 0 0 0 0 (5,760,000)
0 0 0 0 0 -
(301,384) (1,109,349) (1,267,979) (1,379,020) (1,456,749) (5,514,481)
(4,360,207) 3,440,975 3,282,345 3,171,304 3,093,575 8,627,991
4,879,998
39.4%
Call Center Re-design
Total Net Present Value (NPV) @ 12.5%
Internal Rate of Return (IRR)
Fiscal Year Starting at Project Initiation
Expense Reduction
Operating Expense
Depreciation/Amortization
Operating Profit (Loss)
Calendar Year Starting
Deduct Cap Purchases
Adjust for non-cash prepaid
Taxes Payments
Net Cash Flow
P&L Impact
Revenue
Technology Services Group
Revenue
Adj Rev-Cashflow from Accounting basis
Adj OT Costs-Cashflow from Accounting basis
Tax @ 36%
Operating Profit (Loss)
Add Depreciation
Cash flow
Call Center Re-design
Taxes Payments
Net Cash Flow
Operating Profit (Loss)
Add depreciation and Amort
Deduct Cap Purchases
Adjust for non-cash prepaid
Adj Rev-Cashflow from Accounting basis
Adj OT Costs-Cashflow from Accounting basis
(Linked to Financial Worksheet)
IMPACT SUMMARY
Expense Reduction
Operating Expense
P&L Impact
Cash flow
Depreciation/Amortization
Operating Profit (Loss)
Tax @ 36%

23. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 23
We started this project thinking that we knew everything….
We discovered early on that we didn’t know anything!
Because we acknowledged this… we succeeded, where
failure was imminent…
• Understand The Business from the CEO down
• Understand the End Customer Fully
• Understand The Contact Center Agents
• Understand the Contact Center Supervisors
• Understand the Finances
What Did We Learn?

24. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 24
Implement For Success – Get The Most From Technology
Agent Desktop – The Finesse Factor
IVR – The Intelligence
Video – Bring the Contact Center Alive

25. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 25
Start thinking about creativity without a thick
client. Web 2.0 coupled with Google Gadgets and
CTI Integration puts ultimate power into the
hands of your agents…
• Complete Control and Live Stats
• Fully Customizable In House
• Complete 3rd Party Gadget Repository
Agent Desktop - Finesse

26. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 26
Start thinking about creativity without a thick
client. Web 2.0 coupled with Google Gadgets and
CTI Integration puts ultimate power into the
hands of your agents…
Agent Desktop - Finesse
• Deploy Internal Training Modules
• Auto Configure Priority Queuing
• Streamlining Process by Pushing to Agents
• Be In Control

27. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 27
Start thinking about creativity without a thick
client. Web 2.0 coupled with Google Gadgets and
CTI Integration puts ultimate power into the
hands of your agents…
Agent Desktop - Finesse
• Integrate Cisco CIM
• Full Email and Chat
• Universal Queuing
• Integrated KB, Articles, History and WebEx

28. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 28
The Intelligence between you and your customer.IVR – Critical To Success
Long
Distance
(800) Carrier
CUCM
Cluster
Generic PG
Rogger
AW/HDS/D
DS
CUIC
SIP Dialer
MR PG
CTI OS
CUCM PIM
VRU PIM
CTI Server
Proxy GW
CUSP
Combo GW
Conference
DSPs
T1s
VXML
CVP
Call Server
VXML Server
Media Server
Router
Logger
Campgn Mgr
SIP
SCCP
(DSPs)
SIP
SIP
HTTP
(VXML)
SIP (dialer)
JTAPI
SCCP or SIP
GED.125
TDM
Agent Supervisor
HTTP
HTTP
Internet
ACE
CVP
Reporting
Server
JDBC
JDBC
CVP Ops
Console
OAM&P
CCMP
Active Directory
App Server
Database

29. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 29
The Intelligence between you and your customer.IVR – Critical To Success
Long
Distance
(800) Carrier
CUCM
Cluster
Proxy GW
CUSP
Agent
1
2
3
45
6
7
8
9
10
1. Inbound call arrives at TDM gateway
4
Combo GW
Conference
DSPs
T1s
VXML
CVP
Call Server
VXML Server
Media Server
Generic PG
SIP Dialer
MR PG
CTI OS
CUCM PIM
VRU PIM
CTI Server Rogger
Router
Logger
Campgn Mgr
2. TDM gateway sends SIP INVITE to CUSP
3. CUSP proxies INVITE to CVP
4. CVP requests route instruction
5. CVP sends new SIP INVITE to CUSP
6. CUSP proxies INVITE to VXML Browser
7. Browser fetches VXML page using HTTP
8. When agent becomes available, CVP drops call
to browser (legs 5 and 6), and sends re-INVITE
to CUSP
9. CUSP proxies INVITE to CUCM
10. CUCM delivers call to agent
SQL
Customer Datar
WWW
3rd party web
services
7B
7A
7A. CVP engages SQL servers for caller data
7B. CVP engages Web Services for caller data

30. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 30
IVR – Video

31. © 2012 Cisco and/or its affiliates. All rights reserved. Cisco Connect 31
IVR – Video
Expert Location
Customer
Agent at Contact Center
Database
Lookup
Performed
4
Expert
Accepts Offer
YES
Call Passed to
Expert
6
Customer
Identifies
Need
Customer
Needs Expert
1
Customer
Satisfaction
Survey
8
Call Placed to
Queue
3
Product
Expert Is
Requested
2
Data Center
Starts
Collaborative
Session
7
Is Expert
Available?
5
Customer
Sent to
Contact
Center
NO

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Thank you.