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1. CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES Chapter 8 Marketing automation

2. Marketing automation definition Marketing automation is the application of computerised technologies to support marketers and marketing management in the achievement of their work-related objectives.

3. Benefits from marketing automation 1 Enhanced marketing efficiency The replication of marketing processes delivers greater control over costs. When marketers use manual systems and ad hoc processes, there can be considerable inefficiencies. MA enables companies to develop more streamlined, cost-efficient processes, that can be operated by any marketing incumbent, whether experienced or new-to-role. Greater marketing productivity MA enables companies to run dozens, even thousands of campaigns and events through multiple channels simultaneously.

4. Benefits from marketing automation 2 More effective marketing . MA allows marketers to employ what is known as closed-loop marketing (CLM). CLM is based on a Plan-Do-Measure-Learn cycle. Improved accountability MA provides better data and analysis on which to judge the commercial return from marketing activities, improved transparency, and faster (almost real time) information for management.

5. Benefits from marketing automation 3 Enhanced responsiveness . Marketers have traditionally created and implemented annual marketing plans with campaigns and promotions planned and scheduled many months ahead. MA allows marketers to respond instantly to opportunities, even if not part of a plan. MA functionality enables companies to engage in real-time marketing, responding immediately to an identified opportunity.

6. Benefits from marketing automation 4 Improved marketing intelligence. MA’s embedded reporting and analytics functionality provides valuable management insights into markets, customers, campaigns, events etc. Improved customer experience. Customers receive personalized, relevant communications and offers at appropriate times. Improved customer engagement. Customers develop a stronger sense of emotional and behavioural identification with the firm.

7. Closed-loop marketing Figure 8.1 Database Measure Learn Do Plan

8. Functionality offered by MA software Table 8.1 Marketing campaigns Online - digital marketing Strategic and other marketing Campaign management Social media marketing Integrated marketing management Direct mail campaign management Programmatic advertising Marketing performance management Email campaign management Content management Loyalty management Event-based marketing (also called event marketing and trigger marketing) Keyword marketing Partner marketing Marketing optimisation Search engine optimisation Product life-cycle management Tele-marketing Web analytics Asset management     Document management     Marketing analytics     Workflow development

9. Campaign management Campaign management is the technology-enabled application of data-driven strategies to select customers or prospects for customised communications and offers that vary at every stage of the customer lifecycle and buyer readiness

10. Key components of campaign management applications Workflow Segmentation and targeting Personalization Execution Measurement Modeling Reporting

11. Oracle multi-channel campaign management application Figure 8.2

12. Direct mail campaign management Direct mail campaign management is a specific form of campaign management in which the communication medium is direct mail. Direct mail has many applications including lead generation, lead conversion, building awareness, up-selling and cross-selling, customer retention, database building or image enhancement. Important contributors to direct mail success are the list, the creative execution, the offer, and the timing.

13. Email campaign management Email campaign management is a specific form of campaign management in which the communication medium is email. Email is cheap, easy to use and ubiquitous. Opt-in (or permission-based) email marketing message usually contains text and a link through to a website. Open and click-through rates, the most commonly used email marketing metrics, provide marketers with some insight into how an email message has performed.

14. Email campaign management workflow Figure 8.3

15. Event-based marketing Event-based marketing occurs when an event triggers a communication or offer. Event-based campaigns are usually initiated by customer behaviours or contextual conditions.

16. Trigger marketing Trigger marketing is the practice of responding to some customer-generated or customer-related event in a way that is designed to achieve some marketing goal such as make a sale, identify a cross-sell opportunity, prevent negative word-of-mouth, or promote positive word-of-mouth. The event triggers the response.

17. Marketing optimization Marketing optimization software allows companies to select an overall goal, such as sales or profit margin maximization, and specify all of the constraints of a marketing campaign strategy The software then determines which customers should get which offer through which channel to ensure the campaign objectives are met.

18. Marketing optimization: scenario testing Figure 8.4

19. Tele-marketing Tele-marketing is the use of the telephone to identify and qualify prospects, and to sell and service the needs of customers. Tele-marketing takes two forms: inbound (calls from customers) and outbound (calls to customers). Some call centres perform a blended function with agents both making and receiving calls. Tele-marketing is widely employed in both B2C and B2B environments, but is subject to legislative control due to its intrusive nature.

20. Tele-marketing functionality Auto-dialling Predictive dialling Automated voice-messaging Contact list management Agent management Do Not Call compliance Screen pop with caller ID Scripting, including objection response Computer Aided Telephone Interviewing (CATI) Interactive Voice Response (IVR)

21. Lead generation Lead generation is an important marketing objective, particularly in business-to-business contexts. Sales people challenged to grow the numbers of customers served need to be presented with high quality leads for follow-up. Marketers can deploy campaigns, events, seminars, Webinars and other tactics to generate the leads.

22. Online marketing Online marketing is the process of creating value by building and maintaining online customer relationships.

23. Online marketing functionality Develop and manage online content Create a social media presence Establish a blog Create an engaging online customer experience Develop and promote apps Search engine optimization Keyword marketing Online advertising campaigns Perform web analytics.

24. Content management Content management applications allow marketers to manage digital content throughout its lifecycle, including creation, editing, approval, storage, publishing, versioning (updating) and deletion. Marketers deploy content in many different environments, including advertising, corporate website, blogs, social media, user manuals, and print materials for example.

25. Keyword marketing Keyword marketing is the practice of generating website traffic from Internet users who have entered keywords (search terms) into search engines such as Google and AOL.

26. Marketing performance management Marketing performance management (MPM) software enables companies to measure their marketing performance though analysis and reports, and improve outcomes over time through closed-loop marketing. Senior management is progressively becoming more demanding that marketers be accountable for their expenditure, and MPM helps marketers meet that expectation. MPM, which is typically focussed on analysis of marketing tactics such as events and campaigns, is routinely built into most MA applications.

27. Search engine optimization Search engine optimization (SEO) is the practice of improving the quantity and quality of website traffic generated by search engines. Usually, the higher ranking results that appear earlier in the listings generate more visitors. SEO aims, therefore, to achieve high rankings, preferably on the first or second pages.

28. Social media marketing Social media marketing is the practice of using social media for customer management purposes. Social media platforms include Facebook, YouTube, flikr, Tumblr, Twitter, Pinterest, wikpedia and LinkedIn. Social media have disrupted communication between organizations, communities, and individuals. Marketers no longer control brand-related communication. Communication is now multi-lateral, not unilateral.

29. Gartner technology hype cycle Figure 8.5

30. 5 stages of social media customer management Track consumer sentiment in social media. Use social media to communicate with customers. Integrate social media into customer service. Create a social media team across all customer touch points. Develop an integrated company-wide social media strategy.

31. Digital analytics Digital analytics explore data generated by customer behavior in interactive channels including online, mobile and social media. Web analytics , a major component of digital analytics, focuses on the behavior of website visitors.

32. Technologies that collect website data Logfile analysis Web servers record all website activity in a logfile, which can be read by web log analysis software. Logfile analysis can deliver inaccurate readings of human website visitors because of caching and visits by web spiders from search engines. Page tagging P age tagging requires webmasters to insert some extra Javascript or HTML code onto webpages, so that analytics software can identify how many visitors originate from search engines, the search terms used and whether they arrived from paid-for or free listings.

33. Web analytics terminology Building block terms : page, page view, visit/session, unique visitor, new visitor, repeat visitor, return visitor Visit characterization terms : entry page, landing page, exit page, visit duration referrer, internal referrer, external referrer, search referrer, visit referrer, original referrer, click-through, click-through rate/ratio, page views per visit Content characterization terms : page exit ratio, single-page visit, single page view visits (bounces. Bounce rate Conversion metrics terms : event, conversion

34. Measures used in web analytics Hit Page view Visit or session Visit duration Engagement time Event First visit or first session Unique visitor Repeat visitor New visitor Impression Singleton Bounce rate Exit rate

35. Google analytics dashboard report Figure 8.6

36. Integrated marketing management IMM applications offer wide-ranging functionality to support large organizations with 50 or more marketing practitioners. The main role of IMM solutions is to help marketers align their analysis, planning, implementation and control activities so that they can become more effective, efficient and accountable.

37. Marketing performance management MPM software enables companies to measure their marketing performance though analysis and reports, and improve outcomes over time through closed-loop marketing. Basic MPM includes a data repository, business intelligence tools and analytical workbenches. More advanced MPM provides role-based access to information and KPIs through dashboards, visualization, point-and-click analysis, modelling, simulation and optimization.

38. Marketing resource management Marketing resource management applications consist of a range of automated tools that enable marketers to manage their marketing processes and assets more effectively. MRM toolkits enable: Plan and budget marketing activities and programs. Create and develop marketing programs and content. Collect and manage digital content and knowledge. Fulfill and distribute marketing assets, content and collateral. Measure, analyze and optimize marketing resources (MRM analytics)

39. Loyalty management Loyalty management functionality allows organisations to develop and operate loyalty management programs. The development of customer loyalty is a goal of many CRM programs. The availability of loyalty management applications is a direct response to this need. Loyalty, or frequency, programs are important to several constituencies – the brand owner who operates the program, the member who collects and redeems credits, and the channel partner who transacts with the member.

40. Loyalty management functionality Set-up one or more loyalty programs Manage multiple targeted membership schemes Manage multiple tier models and classes and and control all the aspects of tier management from the number of tiers and tier rewards to point expiration rules Set-up partners, products and services offered for accrual and redemptions including product catalogs Create and deploy targeted loyalty promotions Setup and manage simple to complex accrual rules and promotions Define and manage redemption models using multiple payment modes and currencies Perform membership and partner administration tasks Run statements and manage member communications.

41. Google analytics audience report Figure 8.7

42. Partner management Partner management solutions enable companies to coordinate and work collaboratively with channel partners and others. Partner management solutions are used to manage processes: partner qualification and sign up, development of joint business plans and objectives, cooperative advertising and promotions, lead management, co-branding of collateral and point-of-sale materials, measuring partner performance, partner training, administration of marketing funds, and specialist partner incentive schemes.

43. Partner management screenshot: NitroMojo Figure 8.9

44. Market segmentation Market segmentation is the practice of partitioning markets into homogenous subsets so that each subset can be addressed as a unique marketing opportunity.

45. Customer segmentation and selection Customer segmentation is the practice of partitioning customers into homogenous subsets so that each subset can be addressed as a unique marketing audience. This is the foundation of customer portfolio management.

46. Product life-cycle management Product life-cycle management (PLM) applications help marketers manage life cycle stages effectively and profitably. PLM software solutions facilitate collaborative intra- and extra-enterprise engineering, product development, and improved management of projects, product portfolios, documents, and quality. PLM applications can provide a single source of all product-related information to use in the innovation, design, engineering, feasibility, launch and market development processes.

47. Asset management Asset management enables companies to identify, manage, track and control the assets that customers purchase, license, use, install, or download. Assets can be either tangible, intangible or blended.

48. Document management Document management software allows companies to manage marketing documents such as brochures, product specifications, price lists, and competitive comparisons. Typically, these documents are a held in a central repository and made available to users in their browsers.

49. Marketing analytics Marketing analytics is the application of mathematical and statistical processes to marketing problems. Analytics are used for 3 main purposes: Description Exploration Explanation

50. Three types of analytics Standard reports Online analytical processing (OLAP) Data mining

51. Standardised email campaign report Figure 8.10

52. OLAP OLAP transforms customer-related data into strategic information. An OLAP solution extracts and displays customer data from any angle. OLAP users can choose different display formats including pie chart, bar graph, or worksheet.

53. Data mining Data mining offers the most powerful statistical routines including: descriptive statistics (frequency, mean, median, mode, variance, standard deviation), data reduction, bivariate statistical analysis (cross tabulation, correlation), multivariate statistical analysis (multiple regression, factor analysis, discriminant analysis, cluster analysis, multi-dimensional scaling, conjoint analysis), decision trees and neural networks data visualization

54. Data mining outputs Scores the likelihood a customer will purchase a product; which customer to target for a particular offer; Predictions how much a customer will spend in the coming year; the probability of a customer defecting; Descriptions the characteristics define profitable customers; the multi-dimensional profile of a customer segment; Profiles the common characteristics of each customer segment; the lifetime value of a customer

55. Work-flow development Workflow development software is useful for designing marketing-related processes, such as the campaigning process, event-based marketing process, or the marketing planning process.

56. CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES Chapter 9 Sales force automation

57. Section C: Operational CRM Section C consists of 3 chapters focused on the following. Chapter 8: Sales force automation Chapter 9: Marketing automation Chapter 10: Service automation

58. CRM strategy limited by operational capabilities Single view of customer (SVOC) integrates all customer data from sales, marketing, service, accounts. Operational CRM uses SVOC to improve customer experience Operational CRM capabilities are enhanced by investment in sales force automation, marketing automation and/or service automation.

59. Sales force automation definition Sales Force Automation is the application of computerised technologies to support sales people and sales management in the achievement of their work-related objectives.

60. Key technologies for SFA SFA hardware includes desktop, laptop and handheld devices, and contact/call centre technology. SFA software comprises both ‘point’ solutions that are designed to assist in a single area of selling or sales management, and integrated solutions that offer a range of functionality.  

61. Oracle’s SFA solution Figure 9.1

62. Members of the SFA ecosystem Solutions providers Hardware and infrastructure providers Service providers

63. Classification and examples of SFA vendors Table 8.1 SFA specialists SFA as part of CRM suite SFA as part of Enterprise suite Pipedrive Microsoft Dynamics IBM Vertafore Salesforce.com Oracle ContactWise Sage CRM SAP

64. How users access SFA solutions Installed on the user’s own servers or computers Known as on-premise, offline or installed SFA Hosted on another party’s servers and accessed by browser Known as hosted, online, on demand, or web-service SFA or the Software as a Service (SaaS) or Application Service Provider (ASP) model.

65. Customer overview configured for iPad Figure 9.2

66. SFA functionality Table 9.2 Tools for salespeople Tools for sales managers Account management Document management Activity management Incentive management Collaboration Product encyclopaedia Contact management Sales analytics Contract management Sales forecasting CPQ Configure-Price-Quote Territory management Event management Workflow development Lead management   Opportunity management   Order management   Pipeline management   Product configuration   Product visualization   Proposal generation   Quotation management  

67. Account management Account management offers sales reps and managers a complete view of the customer relationship including contacts, contact history, completed transactions, current orders, shipments, enquiries, service history, opportunities, and quotations. This allows sales reps and account managers to keep track of all their obligations in respect of every account for which they are responsible, whether this is an opportunity to be closed, an order or a service enquiry.

68. Account management screenshot Figure 8.3

69. Activity management Activity management keeps sales reps and managers aware of a ll activities, whether complete or pending, related to an account, contact, or opportunity, by establishing to-do lists, setting priorities, monitoring progress and programming alerts. Activities include preparation of quotations, scheduling of sales calls and following up enquiries, for example.

70. Contact management Contact management functionality includes tools for building, sharing and updating contact lists, making appointments, time setting, and task, event and contact tracking .Contact list data includes names, phone numbers, addresses, preference data, and email addresses for people and companies, as well as a history of in-bound and out-bound communications.

71. Oracle contact summary screenshot Figure 9.4

72. Contract management Contract management functionality enables reps and managers to create, track, progress, accelerate, monitor and control contracts with customers. Contract management helps manage a contract's lifespan by shortening approval cycles for contracts, renewing contracts sooner, and reducing administrative costs. The software may use security controls to ensure only approved people have access to contracts.

73. Document management Document management software allows companies to manage sales-related documents, keep them current and ensure that they are always available to reps, managers and partners when needed. Many documents support the sales process - brochures, product specifications, installation instructions, user manuals, case studies, white papers, price lists, warranties, competitive comparisons, spread sheets, email templates, and templates for preparing quotations, etc.

74. Event management Event management enables reps and managers to plan, implement, control and evaluate events such as conferences, seminars, trade shows, exhibitions and webinars, whether run solo or jointly with customers or other partners. Functionality includes event calendaring, event website design, event marketing, integration with social media, online registration, contact management, online payment and refund, partner management tools, event reports and analytics, attendee communications and management tools.

75. Incentive management Incentive management is an issue for sales managers who use commissions to lift, direct and reward sales reps’ efforts. Incentive management models that consider quotas, sales volumes, customer profitability, customer satisfaction, customer retention, Net Promoter scores and other performance criteria can be created.

76. Lead management Lead management allows companies to capture, score, assign, nurture and track sales leads. Lead coring applies a set of criteria established by sales management, so that the company can focus its limited sales resources where they are likely to generate most return. User-defined rules allow leads to be allocated or routed to reps and account managers on the basis of role, territory, product expertise or other variables. Lead nurturing is the practice of maintaining a healthy bi-lateral relationship with the lead until ready to buy.

77. Lead management screenshot Figure 9.5

78. Opportunity management An opportunity is a record of a potential sale or any other type of revenue generation. Opportunity management software enables reps and managers to monitor progress of an opportunity against a predefined selling methodology, ensuring that opportunities are advanced towards closure.

79. Opportunity management report Figure 9.6

80. Order management Order management functionality allows reps to convert quotations and estimates into orders once a customer has agreed to buy. Order management software may include a quotation engine, a pricing module, and a product configurator. Order management functionality accelerates the order-to-cash cycle by eliminating manual processing and errors and by quickly advancing the status of a sales quotation to approved order.

81. Pipeline management Pipeline management is the process of managing the entire sales cycle from identifying prospects, estimating sales potential, managing leads, forecasting sales, initiating and maintaining customer relationships, right through to closure. A well-defined sales pipeline helps minimize lost opportunities and breakdowns in the sales process.

82. Oracle pipeline overview screenshot Figure 9.7

83. Product encyclopaedia A product encyclopaedia is a searchable electronic product catalogue, that generally contains product names, stock numbers, images and specifications. These can be stored on reps computers’ and/or made available to customers online.

84. Product configuration Product configuration applications enable salespeople, or customer themselves, automatically to design and price customized products, services or solutions. Configurators are useful when the product is particularly complex or when customization is an important part of the value proposition.

85. Build your own Jeep

86. Product visualization Product visualization software enables sales reps and customers to produce realistic images of products before they are manufactured. This is a useful application when linked to a product configurator. Static images can take the form of a simulated photograph, 3-D model or technical drawing. Animated visualizations can be rendered in different ways to show how products are built, installed or used.

87. Proposal generation Proposal generation software allows users to create customized branded proposals for customers. Users draw on information held in one or more databases to create proposals which may contain: cover page and letter, introduction, objectives, products, product features, services, benefits, prices, specifications, pictures, drawings, embedded video, people, experience, resumes, references, approach, schedule, organization, scope of work, and appendices.

88. Quotation management Quotation management software allows reps and managers to quote for opportunities. The software allows users to create, edit, approve, and produce costed, customized, proposals quickly and reliably. Some vendors enable users to create multimedia proposals with audio, animation and video.

89. Sales forecasting Sales forecasting applications offer sales reps and managers a number of qualitative and quantitative processes to help forecast sales revenues and close rates.

90. Sales management reporting Reporting functionality is integrated into all SFA systems. Offers users a number of standardised reports that can help sales managers evaluate and enhance the effectiveness and efficiency of their sales team. In addition managers can create ad hoc reports on any variable or mix of variables maintained in the sales database.

91. Examples of sales management reports Table 9.3 closed opportunities sales cycles customer profitability sales by close date lead conversion by source sales person productivity pipeline progress unresolved cases

92. Sales management report Figure 9.8

93. Territory management Territory management software allows sales managers to create, adjust and balance sales territories, so that sales reps have equivalent workloads and/or opportunities. Applications generally enable companies to match sales coverage to market opportunity, create sales territory hierarchies (cities, states, regions) and reduce the cost of selling by reducing travel time. Some applications integrate geographic mapping or geo-demographic data into the application. Call cycle scheduling, calendaring and lead management is often enabled by the software.

94. Workflow development Workflow development software is used to design sales-related processes including as the lead management process and the event management process

95. Benefits for SFA stakeholders Salespeople : shorter sales cycles, more closing opportunities, higher win rates Sales managers : improved salesperson productivity, improved customer relationships, accurate reporting, reduced cost-of-sales Senior management : improved visibility of the sales pipeline, reduced risk of unexpected variations from sales forecasts, accelerated cash flow, increased sales revenue, market share growth, improved profitability

96. Motivations for investing in SFA Table 8.4 Motivation % of sample reporting Improve efficiencies 72 Improve customer contact 44 Increase sales 33 Reduce costs 26 Improve accuracy 21

97. SFA will enhance performance when….. 1 Sales people find that the SFA application is easy to use Sales people find the technology useful because it fits their roles well. Availability of appropriate-to-task SFA training Users have accurate expectations about what SFA will deliver Users have a positive attitude towards innovation

98. SFA will enhance performance when….. 2 Users have a positive attitude towards technology Availability of user support after roll out, for example, a help desk. Involvement of user groups including sales reps and managers during SFA project planning and technology selection. Deployment of a multi-disciplinary team in the SFA project planning phases Senior management support SFA.

99. CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES Chapter 10 Service automation

100. About customer service 1 Customer service has been a necessary preoccupation of service organisations, because they have understood that customers are responsive to the quality of the service they experience. The quality of customer service is just as important for agriculturalists, miners, and goods manufacturers. This is particularly so when there is product parity, and customers are unable to discern meaningful differences between alternative suppliers or brands.

101. About customer service 2 Customer service standards can be assessed by customers when a service is being performed, as well as after the service has been delivered. The service experience as perceived from the dentist’s chair during service delivery might be very different from the assessment a few days later. Customer service can be experienced at any stage of the customer purchase cycle: before, during, or after purchase.

102. Nordic model of service quality Technical Functional Reputational

103. SERVQUAL model of service quality Reliability Assurance Tangibles Empathy Responsiveness Known collectively as ‘RATER’

104. Integrative quality Integrative quality is determined by the way the various elements of the product and service delivery system work together. High integrative quality means that the processes, people and technology complement each other, working efficiently and effectively to deliver excellent customer service.

105. 6 attributes of companies renowned for excellent service 1 Customer service is pervasive. It is everyone’s responsibility; it is neither delegated nor relegated to a single department or function. Their operations run smoothly with minimal product and service defect rates, allowing them to focus on pleasing customers. They are always looking for ways to improve.

106. 6 attributes of companies renowned for excellent service 2 Customer service lies at the heart of the value proposition. Customer service is the main selling point. They build personal relationships with customers. They employ the latest IT to allow their customers to interact with them more conveniently develop a profound understanding of what customers need and want track activities and processes that influence customer experience.

107. UK’s customer service excellence model, 5 criteria Customer Insight  The Culture of the Organisation  Information and Access   Delivery  Timeliness and Quality of Service

108. TISSE model of service excellence Figure 10.1

109. Service automation definition Service automation is the application of computerised technologies to support service staff and management in the achievement of their work-related objectives.

110. Where is service automation deployed 1? Contact centres are configured to communicate with customers across multiple channels including voice telephony, web, mail, email, SMS, multimedia messaging, instant messaging, web chat, social media and fax. call-centres As contact centres spend more time interacting with customers in social media, somefirms re-imagine their contact centres as customer engagement centres . Call centres are generally dedicated to voice telephony communications, whether through a public switched telephone network, cell-phone network, or VoIP.

111. Where is service automation deployed 2? Help-desks are usually associated with IT environments where assistance is offered to IT users. SA applications such as case management, job management and service level management are used in this setting. Field service is widespread in both B2C and B2B environments. Service automation applied to field service operations involves technologies such as job management, scheduling, mapping and spare parts management.

112. Key technological elements of SA 1 Infrastructure When service is delivered through a central call-centre or contact-centre, in a multi-channel environment, there needs to be tight integration between various communication systems, including telephony, email, and web. Data Access to the right customer-related data, to enable the service agent to identify and fix the issue promptly is critical to the delivery of responsive customer service.

113. Key technological elements of SA 2 Devices Where service is delivered by a distributed work-force, smaller, lighter, devices such as laptops, Windows-enabled hand-held devices, and smart phones or cell phones such as Blackberries, tend to be employed; these are typically not found in call- and contact-centres. Synchronisation is also an issue for a distributed service team. Periodic synchronisation with the central CRM database enables service engineers and others to ensure that they are fully apprised of their daily scheduled appointments. Software.

114. Benefits from service automation Enhanced service effectiveness Enhanced service efficiency Greater service agent productivity Better agent work experience Improved customer experience Improved customer engagement Improved customer retention

115. Full visibility into customer service history (RightNow) Figure 10.2

116. Functionality offered by SA software T able 10.1 Key assessment criteria Elements Customer insight Customer identification; customer engagement and consultation; customer satisfaction Culture of the Organisation Leadership, policy and culture; staff professionalism and attitude Information and access Range of information; quality of information; access; co-operative working with other providers, partners and communities Delivery Delivery standards, achieved delivery and outcomes; deal effectively with problems Timeliness and Quality of Service Standards for timeliness and quality; timely outcomes; achieved timely delivery

117. Activity management Activity management enables service staff to review their workload, to-do list and priorities as directed by their manager or scheduler, and to report back on progress and issue resolution. Some applications allow activities to be updated in real-time by dispatchers and routed to the technician, so that work can be reprioritised. Alerts can be set so that appointments are not missed, or to notify agents and their managers that issues are unresolved or service levels are about to be, or have been, violated.

118. Agent management Agent management is a high priority for call- and contact-centre managers. Managers want to employ the lowest head-count compatible with the desired level of customer service. Too few agents and customers will be dissatisfied with wait-times; too many agents and payroll costs will be unnecessarily high. Customers and managers both want issues to be resolved quickly by agents.

119. KPI’s for call- and contact-centres Volumes received Average queuing time Average handle time (AHT) Abandon rate Average speed of answer Response time First call (or contact) resolution (FCR) Self-service issue resolution

120. Case assignment Case assignment applications ensure that each enquiry or issue gets routed to the right agent or technician for resolution. Customer service agents might, for example, be organised according to language skills, and field service agent by product category

121. Case management Case management covers the full cycle of activities involved from receiving initial notification of a matter of concern to a customer to its final resolution and the case file being closed. Case management is also known as incident management and issue management. Cases, incidents or issues are initiated by the creation of a trouble ticket. Customers may be allowed to do this by web-form, or by emailing or calling a service or contact centre.

122. Trouble ticket screenshot Figure 10.4

123. Contract management Contract management functionality enables service engineers and managers to create, track, progress, accelerate, monitor and control service contracts with customers. Many companies now sell extended service contracts to customers when warranty periods have expired.

124. Customer communications management Aim to “improve an organization's creation, delivery, storage, and retrieval of outbound and interactive communications with its customers.” CCM applications enable customer interactions through a wide range of communication media, including email, SMS, websites, social media, print and customer self-service. Core elements of CCM applications are a design tool, a composition engine, a workflow/rule engine, multichannel delivery and reporting capabilities.

125. Agent response to Twitter feed Figure 10.3

126. Customer self-service Customer self-service is an attractive option for companies because it transfers the responsibility and cost for service to the customer. Customers who self-serve are much less likely to place demands on contact-centre, call-centre, help-desk or field service staff. Customers are typically more competent at self-serving when transactions are involved (e.g. online banking or music downloads); however, they are less competent when problem-resolution is concerned.

127. Customer self-service technologies Web self-service Interactive voice response (IVR) Kiosks Self-checkout Apps

128. Email response management systems Email response management systems (ERMS) are not only useful for handling inbound emails but also for delivering outbound emails and SMS messages. ERMS are designed up to manage the reception, acknowledgment, interpretation, routing, response, storage and analysis of incoming email securely and effectively.

129. Escalation Escalation ensures that issues get escalated according to internally determined rules. Higher levels of authority typically have greater discretion to resolve issues. A front-line customer service agent might be required to escalate to higher levels of management issues that have a potentially high cost or reputational consequence.

130. Inbound communications (or call) management Inbound communications management (ICM) applications allow companies to receive, route, queue and distribute incoming communications from any channel – voice telephony, email, fax, instant message, SMS, fax, web form – to agents in any location including contact centre, in the field or at home. A unified queue, issue/content recognition, intelligent routing, and knowledge-base integration allow agents to deliver a consistent customer experience and to respond effectively to service requests whatever the communication channel.

131. IVR Interactive voice response (IVR) uses voice or touch tone key pad input from callers to guide them through a tiered menu structure to the information they require as quickly as possible.

132. Invoicing Invoicing is a useful application for service technicians who are called to site to provide out-of-warranty service. Having completed the job to the customer’s satisfaction, and captured the customer’s signature electronically, the invoice can be raised on the spot, thereby accelerating cash flow.

133. Job management Job management applications offer a range of functionality cost estimation, quotation generation, creation of trouble tickets, job planning, project management, travel time and distance calculation, GPS mapping, job clustering (to reduce travel time), calendaring, scheduling, spare parts management, job progress tracking, invoicing, service level management, technician despatch, time management and product configuration.

134. Job management application Figure 10.6

135. Knowledge-base self service Knowledge-base self-service enables customers to search a database for answers to their service queries. The database may consist of FAQ’s, articles and videos produced by the company, and content generated by customers or acquired from third parties. A ‘call-me’ web-chat button, or telephone number can be offered customers who can’t find the answer they seek in the knowledge base.

136. Mapping and driving directions Solutions that provide mapping and driving directions are very useful for service engineers who need to visit customers’ homes or business premises. Taking into account the engineer’s point-of-origin, service locations, job priorities, service level agreements and other variables, mapping solutions can minimize travel times and distances to ensure that service tasks are performed optimally.

137. Outbound communications management Outbound communications management software applications are used in a service environment to acknowledge service requests, make and confirm service appointments, advise on the progress of a service task, invoice for out-of-warranty service, and follow-up after service to ensure that the customer is satisfied.

138. Predictive dialling A telephony technology widely used in contact and call centres. Automatically dials groups of telephone numbers, and then passes calls to available agents once the call is connected. The technology quickly terminates calls that are met with no-answers, busy signals, answering machines or disconnected numbers while predicting when an agent will be available to take the next call. Predictive diallers measure the number of available agents, available lines, average handling time and other factors to adjust outbound calls accordingly.

139. Queuing and routing Queuing and routing applications allow issues to be routed to agents with particular expertise and positioned in that agent’s queue according to some criterion. Routing is usually determined by case assignment rules and position in the queue is determined by customer value or some other metric. The objective of queuing and routing is to ensure that every service issue is presented to the most appropriate agent for handling and resolution.

140. Scheduling Scheduling involves planning and organising a service technician’s activity plan for a day, week or other period. A technician’s schedule contains details on the customer, location, time, product and issue. Some scheduling applications take into account a range of considerations to ensure that the right technician is sent to service the customer travel time and distance, technician availability, technician skills, customer access hours, service level agreement, availability of spare parts, and the technician’s hourly rates of pay.

141. Scripting Enables agents to converse intelligently with customers to diagnose and resolve problems, co-creating good customer experience and complying with regulatory requirements Scripts are essentially linked screens that the agent talks through with the customer.

142. Scripting Scripting enables customer service agents to converse intelligently with customers to diagnose and resolve problems, even though they may be untrained as technicians. Scripts can be designed so that they flex dynamically according to customer response. Scripts also reduce agent training time.

143. Customer service scripting screenshot (Kana) Figure 10.5

144. Service analytics Service analytics provide managers with information on how effectively and efficiently customer service generally, and individual agents or technicians specifically, are operating. Important metrics for managers of field service operations, for example, include technician utilization, parts inventory, travel time, first time fix rate (FTFR), mean time to resolve (MMTR), and job backlog.

145. Oracle inbound telephony dashboard Figure 10.7

146. Service level management Service level management applications allow managers to control the level of service that is offered to customers, and technicians to deliver the level of service agreed. Service levels can be agreed for a number of variables including availability (the percentage of time that the service is available over an agreed time period), usage (the number of service users that can be served simultaneously) and responsiveness (the speed with which a demand for service is fulfilled).

147. Spare parts management Spare parts management is an important application for field technicians. They can see what parts they have with them on the road, check the inventory levels held by other technicians and at regional and central warehouses, order new parts, transfer parts from colleagues, manage excess and defective parts, and check on the progress of orders thereby ensuring that when they turn up at a job, they are properly equipped

148. Voice biometrics (voice recognition) Voice biometrics verifies identity by comparing a person’s voice with their voiceprint, a previously recorded representation of their voice. Voice recognition can be used as a standalone authentication protocol, but is more commonly deployed as an additional security layer, especially for organizations targeted by fraudsters - banks, insurance companies, and healthcare providers.

149. Web collaboration Web collaboration is a collective term for the online, social and software tools that enable customers and customer service agents to interact in real-time to solve customer problems. Technologies include instant messaging (web chat), web-conferencing, co-browsing of web-pages, and file-sharing (calendars, to-do lists, videos, documents, presentations and other files). Web collaboration allows the agent to help the customer to resolve the issue in real time.

150. Web chat window Figure 10.8

151. Workflow development Workflow development software is useful for designing service-related processes, such as problem diagnosis and issue escalation. Work-flow for field service operations will define how service requests are validated, how service tickets are issued, how tickets are allocated, how problems will be diagnosed, how parts will be ordered, how problems will be fixed, how customers will be invoiced, and so on.