Developing a Unified Communications Strategy

2. The Slides For This Presentation Are Available On-Line At www.parkerbiz.com and at www.ucstrategies.com Developing a Unified Communications Strategy Extracted from the 2-Day UC Strategic Planning Workshop (now available through BCR Training)http://www.bcrtraining.com/course-info/ucv.php Using “Use Cases” to Identify Opportunities Applying Analysis to Create the Strategy Marty Parker, Principal Communication Perspectives Co-Founder UCStrategies.com Phone: 408-420-5539 E-Mail: marty@parkerbiz.com Web: www.parkerbiz.com Web: www.ucstrategies.com

3. Some Important Questions: • What If: • You have already bought (or are about to buy): • Your last PBX? • Your last Voice Mail system? • The leading communication software brands in 2011 are: • Microsoft, IBM, SAP and Oracle? • The Users begin connecting their own devices to your Enterprise Network, devices made by: • Nokia, Motorola, RIM, Palm, Polycom, Plantronics • All of these trends have already started and there’s a lot of smart money betting on them. • How can you take advantage of these – for yourself and for your Enterprise?

4. Agenda • Communication Changes • New market structures • Opportunities for Enterprises • Strategy Examples • 5-Step Roadmap Process • Creating and Implementing the Plan

5. Major Examples of Change • Mobility! • Cell phones are dominant end points • Cell phones move with user • Are cell phones the best presence device? • Wireless voice and data merging – Smart phones • Desktops anywhere – IP or Cellular

6. Major Examples of Change • Technology arrives from “outside” • Most cell phones selected, owned by user • IM and Internet portals set expectations • SMS-type messaging is “always on” • The Skype model is transforming VoIP

7. Major Examples of Change • Everything is a transaction • Portals, Contact Centers, Enterprise Appsbring process automation everywhere • Transactions have metrics • Most companies now operate with Service Level Agreements (SLAs)

8. Major Examples of Change • Enterprises have gone virtual • Supply chain optimization – globally • Layered employee structures • Expect to see “bidding” for work • Applications will use presence to find qualified resources without calling or polling

9. Performance Expectations Change • Increase in Service Level Agreements (SLA) • Contact centers are already well-measured • Other customer-facing roles will join that trend • Decrease in delay tolerance • Responses expected in minutes (or less) • Quickly use alternate media or go to other sources

10. Performance Expectations Change … • Increasing volumes, extended availability • More transactions being completed • Should lead to team-based work approaches • Organized to lower costs or increase revenue • Linked to business process and metrics • Focus on reducing labor time/cost per transaction

11. Creating New Market Structures • Changing environment • Redistribution of work • Outsourcing and contracting • Changing competitiveness • Global availability, sourcing and pricing • Disruptive business models

12. Creating New Market Structures • Changing technologies • Most work now flows through computers and through the connecting data networks • Changing job content • Increase in information-based work • Distinctions between information, production, and creative jobs

13. Why is This Important to You? • It provides guideposts for your career • It effects your enterprise’s competitiveness • Being well informed can give you a major advantage • It helps set priorities for: • Time management • Investment management • Dealing effectively with suppliers/vendors/sales reps • It can save a lot of time and money in rework or re-integration of technologies.

14. Agenda • Communication Changes • New market structures • Finding the UC Opportunities • Strategy Examples • 5-Step Roadmap Process • Creating and Implementing the Plan

15. Communication Options for Change • Where possible, automate the transaction • For uniform transactions, use Contact Centers • For uniform mobile jobs, automate the process • For information workers and flexible mobile jobs, use Unified Communications

16. User Value Equation Example • 1000 user, 40 port voice mail system: • Cost of Ownership: ~$ 30,000/yr • Payroll Time on Ports: ~$ 378,000/yr • Approx. Payroll Value: ~$ 35,000,000/yr • Transaction Value: ~$300,000,000/yr • So, focus on results, not cost! • Can you automate, facilitate, accelerate? • Set ROI-driven spending goals, e.g., • Deliver 50% ROI on $100/user/year • Back it all up with metrics – prove it! From IAMP Keynote Oct 2005

17. Where to Find Opportunities - 1 • Focus on the users! • Sort users into job categories • Analyze a “day in the life” for each job category • Can you improve transaction efficiency? • Can you eliminate or accelerate the “steps”? • Can you better leverage time and payroll? • Invest specifically, not generally • Target high-leverage jobs, transactions, solutions • Layer onto existing systems and investments • Mobility, Desktop, Notification, Automation, Speech • Use Workgroup transformative solutions • Desktop and Mobile portals; LCS/Workplace-based applications

18. For Example • Examine customer contacts to sales team… • Ask the customers what they were seeking • Could it have been self service? • Could a team member have helped? • Could they overflow to a special call center split? • Average response time • How are the reps doing? • What gets in the way? • Notification? In meetings? Need Info? • Could this be improved with: • Find Me • E-mail alerts • Callback scheduling, click to dial, etc.

19. Where to Find Opportunities - 2 • Focus on the devices! • Take ownership for the cell phones • Include or ally with the Blackberry community • Focus on new Smart Phones, Microsoft Mobile devices • Begin with communication efficiencies • Find-Me, Screening, Notifications, Click-to-dial • Message Access, Filters, Filing, Archives • Extend to transactions and applications • Presence applications to find resources, organize work • Voice, Wireless or Multi-modal Portals for info access

20. For Example • Inventory your cell phone situation • Do you use the “Corporate Liable” approach? • Are you buying and managing the phones? • Are you bidding the price and pooling minutes? • Look at phone needs, uses by Job (next slide) • Who needs e-mail access and reply? • Who are often driving (i.e. need speech UI)? • Who could use a mobile portal?

21. Communication Styles by Job Type Estimate of current device choices, preferences or assignments.

22. Where to Find Opportunities - 3 • Focus on the Callers! • Update the caller experience • Consider integration with Web Portals • Consider integration with Contact Centers • Shift to “relationship-based” services • Consider options that leverage devices • SMS confirmations of call receipt • Scheduled callback notifications • Presence-based options to optimize results • “Escape to Expert” or “Transfer to Team” solutions

23. For Example • Speech Attendants and Speech Portals are becoming a “best practice” for callers • Anticipate their needs • Speed and personalize the service • Apply IVR-like logic • Integrate to back-office resources • I.e. a Services-Oriented Architecture

24. Agenda • Communication Changes • New market structures • Opportunities for Enterprises • Strategy Examples • 5-Step Roadmap Process • Creating and Implementing the Plan

25. Strategy Examples • Gradual Evolution • Upgrade PBXs to VoIP versions • Add speech and other valuable features • Test, then deploy PC and Wireless endpoints for selected jobs and applications • Choose PBX clients, Microsoft Office, or test both. • Integrate business apps to PBX call controls • Perhaps extend contact center functions to users • Can integrate with or transition to Microsoft or IBM end-points as they mature. • Could also Consolidate Servers within this strategy.

26. Strategy Examples • Move to Windows-based Communication • Test, then adopt Microsoft or IBM solutions • Include in desktop refresh and mobile device plans • Move external traffic to gateways • Enhance with new appliances, as needed • Reduce size of PBX (stations, ports, etc.) over time • Likely a dynamic strategy, requiring frequent updates

27. Strategy Examples • Go Mobile • Move all non-office staff to cellular network • Forward all RNA calls to in-house/hosted Find Me • Reduce size of PBX (stations, ports, etc.) • Focus on delivering information to cellular devices • Not dual mode, since that still requires a PBX ext. • Install in-building cell repeaters, if needed

28. Strategy Examples • Go Wireless Data and Portals • Wireless data device becomes primary end point. • Enhance with job-focused enterprise portal • Voice via Cellular or Peer-to-peer client • Ramp down PBX spending, maintenance • Evaluate application extensions, such as GPS • Would include most users in the office, too. • Wireless data providers will want to keep cost low

29. Agenda • Communication Changes • New market structures • Opportunities for Enterprises • Strategy Examples • 5-Step Roadmap Process • Creating and Implementing the Plan

30. Five Step Process • Process enables you to assess your current usage and future requirements to create a multi-year unified communications plan for your enterprise • Deconstruct current applications • Identify the customers and users • Quantify the analysis • Anticipate business process changes • Construct your choices and solutions

31. Deconstruct Current Solutions • Look carefully at your current systems and create a list of the applications in use today • Incoming call handling and auto-attendants • Local, Network and Outbound calling • What amount of network routing is employed? • Messaging solutions – VM, EM, IM • User “Find Me” and Notification solutions • Application portals currently in use • Note: Exclude Call Center/Contact Centers • While related, they are distinct applications • Those investments can proceed separately

32. Some Examples • Transportation firms using Octel voice portals for bulletins, information access. • Considering shifting to cell phone data channels • Retail firms use VM for store bulletins; data input • Still using, but shifting to Internet portal • Investment Bankers using VM for ‘deal teams’ • But has shifted to Blackberry, globally. • Field Sales, Agents shifted to “One Number” • Company keeps control of calls, service levels, etc. • Cell phone number not published on cards, etc. • Insurance Firms answering all calls in Call Center • Transferred to Field Agent or to Agent’s VM or EM

33. PBX Applications Estimate the traffic by: Outside callers Internal site calls Internal network calls Outbound calls Estimate applications Customer Services Conference Calls Internal Coordination Type? Hot destinations? Personal Contacts VM Applications Estimate the traffic by: RNA/Busy call answer Auto-attendant apps Local Voice Messaging Network Voice Messaging Estimate Applications Customer Contacts Find me 0-Outs Caller Self-service Internal Coordination Single addressee Group or broadcast What’s your experience? Review a PBX or VM system in your enterprise:

34. 2. Identify Customer and Users • Sort out the various customers (external) and users (internal) to identify the specific communication needs of each group. • Customers: Who is calling, messaging, IMing? What is their objective for various contact types? • Users: Apply the “Rule of Hand” • The top 5 types of jobs represent 80% of workforce/payroll • For each of those top 5 job types, create a profile of their communication patterns and the objectives for those communication activities. • These will be the basis for steps 3, 4, and 5

35. Worksheet Example – VM Users

36. Worksheet Example – Callers

37. Worksheet Example – Callers

38. 3. Quantify the Analysis • Get usage data by customer or user group (step 2) for each application type (step 1). • At a minimum, tabulate services used in each group using administration information • Best practice: collect usage data from typical week to understand actual customer and user patterns. • Journals from Exchange or e-mail • Or Install ClearContext and MessageMetrics • Usage reports from PBX, Voice Mail, Auto-attendants • Activity reports or logs from application portals • There will likely be a few surprises, illustrating evolving usage. • Forecast future needs based on application trends and changes in customer or employee populations.

39. Some VM Examples • Hi Tech Firm: Outlook Unified Messaging • Call answering down to ~1 call per user per day. • 50% of calls abandoned (called cell/others; used IM; sent EM?) • Only 10% of calls were log-ins, since access via PC • Industrial Firm: Networked Voice Messaging • 88% Call Answering; 2 messages per user per day • Only 38% of users sent a voice message (logged in, sent) • Transportation Firm: Networked Voice Messaging • 4 call answers per workday; 54% leave messages • Average 1 log-in per user per day, from field employees

40. 4. Anticipate Business Changes • Evaluate your enterprise plans for application investments and process changes • Converting job functions to software or portals • Revising business processes to lower cost or increase speed • Shifting work to others (self-service, outsourcing, etc.) • Adoption of VoIP; increased use of PC softphones • Shifting use to mobile devices and Smart phones • Changes for regulatory compliance • Apply to each customer and user group • Get input directly from users and customers • Other changes: mergers, industry changes, etc.

41. Discuss Cases in Your Industry What does top exec/annual report say about… • Structural Changes • Mergers, acquisitions, or spin-outs • Growth-oriented or defending share • Reaching new customers • Outsourcing or off-shoring • Job-Oriented Changes • Emphasis on mobility • Wireless data networks • Changing customer services

42. 5.1. Construct Your Options • Proceed by customer/user groupings • Some may have minimal change, some major change • Seek to quantify the targeted benefits, in hard dollars • Create year-by-year progressions • Based on areas of greatest return and on which technologies are maturing each year. • Adjust to fit your resource and economic plans • Convert into year-by-year investment plans • High-level project timelines and spending plans • Link to the usage patterns, volumes from 2, 3 and 4. • Include savings on systems and services to be retired

43. Application Selections – Users • Pick the top user categories • Create a “roadmap” for each of them • Progressive improvements for optimal return • Effectiveness, Economies • Customer Care, Growth, Revenue Production • The initial returns can “fund” the next steps • Based on the pace of your company and industry

44. Application Selections – Callers and Contactors • What improvements and with what value? • Transaction-based • Service-based • Cost-based • Focus on the Results and Outcomes • Consider using Call Center-type technology • Be sure to include measurements, metrics!

45. Centralized or Decentralized • Work from your Company’s “topology” • Application needs and network connectivity by site • Admin and Network Management sites/plans • Needs for backup or disaster recovery options • If Multi-site, prepare two or more options • Site-by-site; centralized; hybrid(s) • Evaluate for criteria of cost/savings, benefits, etc. Sites by Year – Three typical options:

46. Resource Planning • Use this information to define investment needs • Staffing, talent and training • Supplier, System Integrator support • Infrastructure upgrades and conversions IP-Network Based Plan

47. 5.2. Choose the Best Option • Assess pros and cons • Compare the relative paybacks of each action area • Assess the effects of going faster or slower • Test the options against industry scenarios • Estimate impact of a postponed or failed phase • Assess financial factors • Which actions provide most immediate returns • Consider those as first steps to fund later phases • Link investments to returns with visible metrics • Assess staffing and skills • Consider training, hiring or contracting • Seek to create logical career progressions

48. Recap: 5-Step Process • Deconstruct currentapplications • Identify the customers and users • Quantify the analysis • Anticipate business process changes • Construct your choices and solutions

49. Agenda • Communication Changes • New market structures • Opportunities for Enterprises • Strategy Examples • 5-Step Roadmap Process • Creating and Implementing the Plan

50. Creating a Strategic Plan • Use 5-Step Process output to write your strategic plan • Goals and Objectives • Targeted Results • Financial Structure • Investments, Expenses and Returns • Timelines and Milestones • Tasks within your project management processes • e.g. PERT plans and diagrams • Responsibilities – skills and time requirements • Metrics • Identify the returns you expect • Create data collection and reporting, with reviews