CRM Transformation – Oracle
Make the call
Sometimes it’s easy to tell when your contact center is in need of a new approach. Increased call times. Increased costs. Issues that take multiple calls to resolve. A back office that’s increasingly swamped by additional contact center legwork. Angry customers. Dropped calls.
But sometimes changes like these unfold incrementally, making it hard to tell whether you’re encountering a dangerous long-term trend, or only a temporary aberration. It can be tempting to approach the problem as a limited project. But this approach can end up contributing to a bigger, underlying problem in the long run. A contact center transformation effort can be an effective way to address your contact center- related challenges.
Injecting the latest software into your contact center can help – but that’s only part of the puzzle. What process changes will need to be put in place to make sure your technology investments deliver the desired value? And how can you make it happen in time to have a real impact on the business – and fast? At Deloitte, we not only know the capabilities of the technology, but we also bring a big-picture view of your business needs, starting at the industry level. And that can make the difference when it comes to putting the necessary capabilities in place, virtually anywhere in the world. Learn more about the offering.
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- Carmine Cutone, Director, Deloitte Consulting LLP
- Application Upgrades – Oracle
- CRM Transformation – Salesforce.com
- Supply Chain Transformation – Oracle
- Technology Services – Oracle
Learn more about the offering
Regardless of which approach an organization selects to address their contact center challenges, they often run into the same obstacle: inadequate infrastructure. Without an effective technology infrastructure in place, even the most sound contact center strategies are likely to fail. Years of organizational changes, mergers and acquisitions can take their toll on a company’s contact center infrastructure. In other cases, problems arise when layer after layer of legacy and homegrown applications are added and modified through the years. And organizational processes follow suit. For companies that need to make bold new changes, infrastructure + process = a very tall order. That’s where Deloitte can help.
How we can help
Injecting the latest software into your contact center can help – but that’s only part of the puzzle. What process changes will need to be put in place to make sure your technology investments deliver the desired value? And how can you make it happen in time to have a real impact on the business – and fast? At Deloitte, we not only know the capabilities of the technology, but we also bring a big-picture view of your business needs, starting at the industry level. And that can make the difference when it comes to putting the necessary capabilities in place, virtually anywhere in the world.
Here are some of the specific services we offer to help clients get the most out of their contact center transformations using Oracle’s Siebel Contact Center solution:
- Customer Relationship Management (CRM) and call center assessments
- Business and strategic planning services
- CRM process excellence
- Sales and service transformation
- Improve operating efficiency and financial performance
- Deliver strong customer knowledge that enhances service and sales opportunities
- Standardize customer support processes
- Automate complex support-initiated returns and customer service planning
- Enable faster and more effective decision making through the use of real-time business intelligence
Four ways to get more value now
We’ve helped some of the leading organizations in the world improve their contact center capabilities using Oracle’s Siebel Contact Center technology. Here are a few things we’ve learned along the way:
Have a strategy. Sounds simple, but we’ve seen our share of leaders take on these challenges as disconnected technology projects rather than as part of a more integrated approach. Business goals, processes and people all have a big role to play in contact center investments. Take the time to think beyond technology.
Plan for cultural change. The people in your contact center have probably been making the best of the current portfolio of technologies and processes for a long time. Even when the benefits of big changes are clear, that doesn’t mean it will be easy to adapt to new ways of doing business. Training tools, personality profiles and career goals should be kept front-and-center during a transition of this nature.
Take process changes one step at a time. Process change overload can pose a real threat to contact center transformation initiatives. That’s why it’s important to carefully design and test transitional processes across brands, channels and segments, modifying as you go.
Keep it simple. At the start, new contact center technology solutions should be focused on nailing the integration between systems and processes. That’s keeping it simple. From there, you can expand capabilities as users and processes grow.
Contact Center Transformation in action
- When one of the largest retailers in North America needed to improve its special orders and services contact center, we helped design and manage the implementation of a new order management and CRM solution that built on legacy systems while adding new capabilities. The solution included direct-to-consumer sales and partner management transformation. As a result, the company has generated significant improvements to the customer experience by reducing order cycle time with a web-enabled order status tool.
- A major auto manufacturer was facing challenges in the implementation of its integrated voice response, computer telephony integration and other contact center technologies, starting with its ability to go live with new solutions without disrupting customer service levels. Plus, internal stakeholder buy-in was at the low watermark. We helped implement a new end-to-end process that served internal needs by simplifying work processes, resulting in significant customer service improvements along the way. Average training time and costs have been reduced, while the single-call resolution rate has increased.
As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.