Presentation delivered to Saudi Electricity Company (SEC) in partnership with Fortrust.

1. Integrated Customer
Services
Solution Proposal
May 2007
Page 1

2. Agenda
• The Consortium
• Customer Service Vision
• Development Steps
• Call Centre Development
Arguments for Central
Arguments for Distributed
Our Professional Advice
• Next Steps:
Our Comprehensive Assessment
Solid Development Foundation
Discussion
Page 2

3. The Consortium
Fortrust Blue - Crow
Joint Saudi-British Management Consultancy Enterprise Architecture consultancy specializing
Focusing on CSERLP in Business & Alignment strategies
Customer Service Excellence, Retention & Architecture & Business Process Modelling
Profitability Excellence
•Assessments – CRM Maturity, Contact Centre, •Assessments – Enterprise Architecture, SOA and
CSR BPM Maturity
•Strategy & Road – CRM, Contact Centre, •Strategy & Road – Integration, Service
Communication, CSR Improvement, MIS
•Solutions – Process Optimizations, CRM •Solutions – SOA, EAI, EII, BI & Data Warehousing,
Systems BPM, BAM
•Outsourcing – Communication, CSR •Outsourcing – Extensive partner network of SI and
Tool Vendors Page 3

4. Customer Service Vision
Customer Requests
SEC Portal SEC CC
SEC Operations Departments
Page 4

5. Proposed Development Steps
Now Medium Term Long Term
Fragmented Coordinated Improvement Integrated System
Re-engineering
Manual CS Re-engineering of
of all key
Processes CS Processes
processes
Outsourcing /
Riyadh Call
In-sourcing / Central CC
Centre
Hybrid
Limited CRM Middleware to
- Screen automate CS Full CRM automation
Scrapping processes
Page 5

6. Call Centre Development #1 - Central
• For
Operational and administrative cost reductions
Security - easier security management
Software upgrades are easier
Application management and monitoring easier
Data is hosted and managed centrally. Simpler administration.
• Against
High data centre hardware and storage costs. Will need to consider use of
clustering for high availability of applications/services.
Network outages. Must have second backup / disaster recovery site.
If LAN and WAN connectivity or speed is poor, you will need to run a
separate network upgrade project – additional cost & complexity
When you centralize your server and data resources across the
organization, you increase the possible single points of failure.
Page 6

7. Call Centre Development #2 - Distributed
• For
Move toward a Service-Oriented Architecture offering “Plug-and-Play”
Scalable solution. Short-term focus is Application-to-Application (A2A)
integration and long-term is Business-to-Business (B2B) integration
Process modelling allows for better process improvement. Business Strategy
can be better aligned to, and delivered by, IT
Better control and flexibility making the business more agile
Once a region has been integrated – the solution can be reused many times
• Against
High initial investment & cost justification
Who pays for integration? Is this a project or Business As Usual (BAU) cost?
Complexity of the interfaces, business rules and process orchestration.
Investment required in ESB or EAI (middleware ) technology
Software upgrades more challenging
More complex infrastructure. Higher operational and administrative costs.
Security
Page 7

8. Call Centre Development #3 - Advice
Based on the above arguments our advice is to go for:
** OPTION 2: DISTRIBUTED **
Reasons:
• Successful call centres rely on seamlessly integrated front and back-office systems
• Middleware will provide better scalability & flexibility providing business agility
• Middleware will allow you to deploy and deliver solution one region at a time
• Process modelling will enable the Business to more easily identify areas for
improvement & remove redundant processes - creating a more efficient Business.
• Process integration will enable Business-led IT and, ultimately, better customer
service
Page 8

9. Next Steps #1 – Our CS Assessment Model
Assessment provides integrated picture of key elements to improve Customer Service
As Is Assessment
BPR Contact Centre Middleware
• Identify key customer • Assess current capability • Conduct IT systems health
service processes check & applications audit
• Infrastructure
• Map key processes for each • Conduct infrastructure
• Call volumes
region (hardware/network/storage)
• Peak call times audit
•People
• Processing time • Conduct information audit
•Process
• Expansion • Assess level of system
•Data
integration
• Assess regional outsourcers
•Technology
• Identify inter-operability
• CBA of Outsourcing
• Select key processes to be requirements
managed through CC / • Hybrid Scenario Page 9
Internet

10. Next Steps #2 – A Solid Foundation
• Arguments here that our in-depth assessment into these areas will
provide a very clear picture of the current status from which we will be
able to design the right solutions appropriate for SECs circumstances
• Blue-Crow experiences
London Borough of Ealing
 ATOS Origin failed as PRIME contractor
 Took on responsibilities for requirements capture and business
process modeling
 Introduced Integration Architecture solution based on Middleware
Nuffield Hospitals
 ATOS Origin failed as PRIME contractor
 Took on responsibilities for Business Process Modelling and
Integration via Middleware
 Brought in CASE tool and integration product through partner network
Page 10

11. Discussion
• Feedback on our solution
• Moving forward with SEC
Page 11