Extending Customer Contact Across The Enterprise (Market Focus)

Building the customer centric enterprise is a key focus for many companies around the globe and involves large-scale reorganizations of people, process and technology. This brief explores the changing role of contact centers, the market for virtualization technologies, and how a virtual contact center landscape helps organizations rise to the challenge of delivering superior service.



Report Highlights
Offering superior customer service is at the core of building the customer centric enterprise. Virtualization of the customer contact organization is the foundation from which this can be achieved. This brief offers Datamonitor's take on the benefits, challenges and size of this market.


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CATALYST 1
SUMMARY 1
METHODOLOGY 1
ANALYSIS 2
Contact center virtualization is a key feature of the customer centric enterprise 2
A virtualized contact center landscape relies on a central platform and multi-directional communication 3
Better customer service is not the only reason to virtualize 5
Creating a customer centric business isn't just for the biggest companies 5
Centralized IT initiatives are a fundamental part of the contact center virtualization trend 5
New CC products assist with both IT centralization and CC virtualization 6
People and process are the biggest inhibitors to virtualizing contact centers 6
Vendors of virtualization technologies must work in partnership with global systems integrators to tackle the people and process issues 7
Early growth in adoption of virtualization is likely amongst the largest, global firms 7
Growth is fastest in branch and back office/knowledge workers 8
Growth in virtual agent positions is primarily driven by North America and Europe 9
Vertical analysis is irrelevant to virtualization 10
ACTIONS 11
Educating the market and delivering flexible solutions is the key focus 11
APPENDIX 12
Further reading 12
Ask the analyst 12

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Table 1: Remote workers as a percentage of total APs globally, 2005-2010 8
Table 2: Remote workers components, 2005-2010 9
Table 3: Regional share of remote workers, 2005-2010 10



Figure 1: Customer service silos 2
Figure 2: Using intelligent customer processes to manage customer contacts 4
Figure 3: Remote workers as a percentage of total APs globally, 2005-2010 8
Figure 4: Remote workers components, 2005-2010 9

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