Call Center Innovation | eBook

The largest, most comprehensive call center event in the world is back for
2013. Our 70+ high-level speakers will present innovative and practical case
studies to our 1200+ attendees. To introduce you to our speakers, we
asked them to share their insights on the most pressing call center
questions. Here’s what they had to say..
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Table of Contents
Leading Executives
Marc Bernica | Bright Horizons…………………………..…………….… 3
Shawn Castle | Valvoline Support Center…………….……………… 5
Lisa Church | 1st
Advantage Federal Credit Union…………..…… 6
Alexandra da Silva | NH Hotels……………………………………….…… 7
Jamie Haenggi | Protection 1……………………………………..……….. 9
Toni-Ann Mills | Fenwal, a Fresenius Kabi Company…………… 11
Meg Neafsey | American Water………………………………………….. 12
Lynn O’Neill | New York Life……………………………….………………. 14
Jane Pearson-Wray | Electrolux…………………………..……………… 15
Kevin Wilde | General Mills…………………………………….………….. 16
Jonathan Wolske | Zappos.com………………………………………….. 17
Call Center Thought-Leaders
Mike Ashe | Mattersight…………………………………………….……….. 19
John Bardamill | TMG International…………………………………….. 20
Bradley Baumunk | Genesys………………………………………………… 22
Mike Burke | IQ services……………………………………………….…..… 23
Neil Hooper | Plantronics………………………………………………..….. 25
Umesh Jain | NowAnalytics…………………………………………………. 27
Tara Kelly | SPLICE Software……………………………………………….. 29
About Call Center Week……………………..………………….……….. 30
Sponsorship……………………..…………………………………….……….. 31
Editor’s Welcome
One of the great perks of working on Call
Center Week, the largest Call Center event
in the world, is that I get to talk with the
industry’s leading executives. Every
executive in our Call Center Innovation |
Speaker eBook has an impressive knowledge
set, whether it is about customer
experience, operations, marketing, technical
applications, process management or company culture.
Each of the speakers in the eBook was kind enough to share their
insight ahead of their speaking engagements at Call Center Week.
They will share their knowledge with over 1,200 attendees, and this
is just a small preview of the lessons you’ll take from Las Vegas.
I hope you enjoy.
- Shawn Siegel

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Marc Bernica
VP Back-Up Care Advantage
& Contact Center
Operations
Bright Horizons
Fortune Top 100 Places to Work
14 straight years
2012 Center of Excellence,
BenchmarkPortal
At Call Center Week:
Creating a Winning Call Center Culture
When families call looking for care for their loved ones, they need to be
served by people who do more than process a transaction; they need
personal service from someone ready to provide a customized caring
solution. Bright Horizons is a 2012 recipient of the Center of Excellence
Award and has been on the Fortune Top 100 Places to Work for 14
straight years. Find out how the company’s guiding principles are
engrained in the culture to the point where every employee is living and
breathing its core values. You’ll hear outstanding results caused by their
employee engagement including 80% of their new hires are employee
referrals and their customer satisfaction averages 97.3%.
MARC’S INSIGHT:
What are some of the biggest challenges of keeping employees
engaged and excited about their work?
Marc Bernica: I think how you frame someone’s job is
important. If people feel like what they do is valuable and
important, they are far more likely to invest themselves in it. In
a vacuum, many of the things that we measure people on in
contact centers imply that they are just cogs in a call-answering
machine. Efficiency and productivity are important, but “being
productive” isn’t really the type of mission that get’s people out
of bed excited to go to work in the morning. We try to help
people understand the important role they play in providing
service to our customers, explain why the products and services
our company provides are important, and reinforce this by
sharing examples where good service made a difference for a
customer. Additionally you can’t ask for people to be engaged
without providing an outlet for that engagement. We ask for
their input on how things can improve for both employees and
customers and act on it. We ask them to use their brains, not
just process and procedure, to solve customer problems.
Continued..

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MARC CONTINUED:
How does superior customer service impact your company’s
bottom line?
Marc Bernica: We can directly correlate a customer’s service
experience with both their likelihood to reuse our service and
likelihood to recommend it to others. For example, one of the
businesses supported by our call center is back-up child
care. Customers using this service are in need of spur-of-the-
moment care for their children. In many cases this means
leaving their child with someone they have not met before or at
a child care center that they have never visited. As you can
imagine, parents don’t do that if they don’t trust you. We have
found that our initial interaction with them over the phone is
the single biggest way to build their trust and
confidence. When we are empathetic, responsive, and cover all
the bases, the parent comes away reassured that their child will
be in good hands.

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Shawn Castle
Manager
Valvoline Support Center
Revolutionizing Customer Experience Across Multiple
Channels
Discover how to deliver a personalized customer experience by
taking a multichannel approach to your call center. Walk away
with strategies for customer data that converts feedback from
phone calls, e-mails, chats, and social media into actionable
insights.
SHAWN’S INSIGHT:
Has new technology radically transformed your call center in the last
5 years?
Shawn Castle: Yes, recently, we upgraded our Incident Management
system that enabled us to eliminate non-value added work. Our team
can function at a higher level of efficiency and can spend more time
with internal and external customers instead of performing
administrative tasks. Additionally, we enhanced our Computer
Telephone Integration software to included chat as an interaction
type. This has allowed us to offer additional channels to our
customers.
Call centers can be overwhelmed with analytics. How do you figure
out how to turn the data into actionable ideas?
Shawn Castle: We utilize analytics to provide direction on our
strengths and our opportunities. It is easy to get lost in the vast
majority of data that is available to most organizations. First, we listen
to what the data is revealing. We use several sources to verify that
the data that we are evaluating is valid. Next, we identify sustainable
trends opposed to noise. This allows us to spend our time and efforts
on big issues opposed to making knee jerk reactions that are not
sustainable. After trends are identified, we choose the item that will
yield our biggest return. We may choose our top call driver or
something that will significantly reduce customer effort. Once the
target is in sight, we assemble the cross-functional team to develop a
mitigating strategy.

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Lisa Church
Chief Experience Officer
1st
Advantage Federal
Credit Union
Best Customer Experience in Spain
Amongst All Sectors
Best Customer Experience in Tourism
Sector in Spain and Latin America
Best Unified Call Center Technology in
Spain
Engraining Customer Experience into Culture
Credit unions like 1st Advantage are not-for-profit financial co-
ops. The focus is on members, not outside investors, and
profits are reinvested into the credit union. Find out how 1st
Advantage Federal Credit Union engages front-line and senior
management employees to provide exceptional customer
experience. Learn how to create the cultural environment for
innovation through your values and the experience you want to
provide to both employees and customers.
LISA’S INSIGHT:
How much do you rely on training to ensure your employees fully buy
into the importance of customer experience?
Lisa Church: A lot! We “set the stage” on day one at our New Employee
Orientation program, where part of the day is set aside for an overview
of our core values and how they affect the way we interact with our
customers, vendors and fellow colleagues. We follow that up with a 2-
day 1A Academy program that every employee attends to cover our
core values and our “Member Declaration” in detail. This training helps
employees understand our service philosophy and see the practical
ways it can be applied day-to-day. Each year we refresh service skills
for the entire staff with our Academy Reunion class, covering a new
approach to different facets of customer service and the member and
colleague experience. Our service values are also reinforced in all skill
and product sessions as well as through ongoing coaching by managers.
Have new technologies changed your approach to customer service?
Lisa Church: Definitely. Technology has created brand new channels
like mobile and tablets and improved access to customer data. It also
caused a steady rise in online transactions and instant access to
information that reduces the number of opportunities for us to speak
to our customers. This has caused us to sharpen our focus on making
the most of every interaction. We understand that customers who do
take the time to speak with us expect more from the conversation than
they have in the past.

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Alexandra da Silva
VP Reservations &
Contact Center Operations
NH Hotels
Best Customer Experience in Spain
Amongst All Sectors
Best Customer Experience in Tourism
Sector in Spain and Latin America
Best Unified Call Center Technology in
Spain
Increase Sales in a Multi-Language, Multi-Channel
Contact Center
NH Hotels ranks third among European business hotels and
currently has 400 hotels with around 60,000 rooms in 25
countries in Europe, America and Africa. In this session,
Alexandra will present a case study about how NH Hotels
increased sales in the contact center.
ALEXANDRA’S INSIGHT:
What does the call center of the future look like to you?
Alexandra da Silva: It seems that the trend of new call centers is
going more towards a self-service center without having a “real”
agent available on the phone. We do live in a world in which things
are changing in an extremely fast manner, and in which people
expect to have an answer immediately at any time (24 x 7). Nearly
everybody is nowadays connected through their mobiles or tablets
in any place. It is for that reason that the trend and the customer
expectations are changing.
The customer of the future will be connected through social media
and therefore will not be disappointed to receive an answer from
an automatic Voice. For that reason companies should restructure
their assets with the focus on being able to decrease Call Centre
Cost: Less Employee’s, less Infrastructure, less variable & fixed cost
etc.
But, human intervention is still and will be really important
How do you try and reduce employee turnover in your contact
center?
Continued..

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ALEXANDRA CONTINUED:
Alexandra da Silva: One of the most important points to me is to
hire the right people, not only with the right skills but also who fit
into the company culture and the existing team. I think creating a
positive working environment, in which the employees feel part of
the company - which in the call center is obviously quite challenging
to do – is also an extremely important issue. How can they feel part
of the company?
Through communication by mailing, internal meetings, informing
about daily -, weekly -, monthly -, quarterly -, yearly results; creating
Action Plans together with the Agent and yearly appraisals so that
they know where they stand. The team leader should have an eye
for detail and a proactive way of approaching and encouraging
his/her employees. The Call Center Agents needs to understand in
which direction the company wants to go, what is important and
what are the KPI’s and their own Goals. Those Goals and KPI’s must
be achievable, but not as easy.
Another point which does not affect in any way the cost of running a
Call Center is the advanced planning of the employees holidays or
working schedule.
I’m sure every Agent feels more motivated and appreciated if his/her
wishes are being addressed.
Also creating special incentives – playing different motivating games
throughout the working day will help them to achieve their goals in a
more enjoyable environment.
Congratulations from the manager for a team member should be visible
to the whole team.

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Jamie Haenggi
Chief Marketing & Customer
Experience Officer
Protection 1
Ensuring a Clear and Consistent Message About
Customer Experience
Protection 1 has over 65 locations but actively ensures the
company thinks and acts like one team. Protection 1’s culture
can be described as a demanding, yet caring, environment. The
company believes that setting high expectations inspires
employees to be the best they can be. Find out how Protection
1 has created a culture that allows for employees to reach their
true potential.
JAMIE’S INSIGHT:
How does superior service impact Protection 1’s bottom
line?
Jamie Haenggi: The strategy for our call centers is to ensure that
we create a differentiated customer experience that is beyond
what the rest of the security industry has to offer and incorporates
the “ideal experience we would want when dealing with a
company.” By keeping our strategy based on “how we would want
to be treated,” it allows all front line employees to understand why
we do certain things and creates a company-wide alignment in our
customer and employee experiences. That’s why our employees
embraced our “perfect day” measurement, which they have
met >97% of the time in 2012.
How customer service has delivered on the company’s bottom line
is by helping to reduce customer attrition year over year while
maintaining the lowest attrition in the industry. We reduced call
volume and handle times through a Six Sigma focused approach to
process improvement and delivered a 4% decrease on our
operating budget, while the company grew 11%.
Continued..

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JAMIE CONTINUED:
How do you keep your employees engaged and excited about
their work?
Jamie Haenggi: In all of our centers, we engage our employees to
help create the culture they want to be a part of. Through these
efforts, we have employee led initiatives that include:
• A welcome committee that helps new team members feel
“plugged in” and part of the P1 family
• A mentor program that helps build employee leadership and
aids the development of newer employees
• An employee speakers bureau that provides an outlet for
employees to share their interests with others as well as develop
their public speaking and presentation skills
We also have other clubs that include interests such as local art,
biking and running—all employee led, fueled by team member
communication and support. This level of employee engagement
helps encourage employees to not just be here, but want to be
here and impact the lives of their customers and peers in a
positive way.
Secondly, we engage our employees through training and coaching.
Because of our standard of less than 10% of calls being transferred,
cross-training has been a core element of our culture for the past two
years. Employees enjoy the empowerment that comes from cross
training and often seek out additional training. We enable employees
to cross train not just in other departments within the call center, but
also outside the call center in our field offices. Our Branch
Engagement programs allow selected call center representatives to
spend a day with a technician in customer homes, a day with a sales
rep knocking on doors and designing security systems or sitting with a
branch administrator understanding the issues they deal with. This
cross education also helps develop a culture of “one team” vs. “center
against field office.”
These efforts have led to a 22% drop in absenteeism and a 50%
decrease in turnover, year over year.

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Toni-Ann Mills
Global Director – Learning &
Development
Fenwal, a Fresenius Kabi Company
Competency-Based Learning and Development
Competency–based training allows consistency and standards
on a global basis, while at the same time ensuring that local
needs our met. Our distinguished speaker from Fenwal, a
Fresenius Kabi Company, which is a diversified medical
equipment company based in Germany, has over 12 years
experience managing global operations.
TONI-ANN’S INSIGHT:
How do you keep employees engaged and excited about
their work?
Toni-Ann Mills: We are all challenged by one or more of the
following motivators - ego (I did it), task (satisfaction from the
completion of the job), social solidarity (being member of an
identified group), external rewards (certificates, gifts etc.).
We make sure that we are focusing on these motivators on a
regular basis. Publicly recognizing individual performers,
undertaking group celebrations and fun events, ensuring that
people can complete the task and it is measured in a way that
provides them with satisfactory feedback.
What are the biggest challenges of reducing employee
tunover?
Toni-Ann Mills: Being able to provide personal professional
development in the fast pace of having to get things done.
People move on to find new challenges or a place that will
allow them to develop as individuals.

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Meg Neafsey
VP Customer Service
American Water
Winner IQPC 2012 Call Center Excellence – Best
in Class (over 200 staff)
Driving Performance with Solid Operating Principles
and Objectives
American Water employs approximately 6,700 dedicated
professionals and provides an estimated 14 million people in 30
states with water and wastewater service. Their success can be
attributed, in part, to investment in technology as well as a
culture of performance, accountability and measurement. Get
an inside look into their key operating principles.
MEG’S INSIGHT:
What are the biggest challenges of reducing employee turnover in
the call center environment?
Meg Neafsey: The biggest challenges of reducing employee
turnover in call centers are finding the best recruits and offering a
worthwhile career path.
To find the best recruits we utilize local recruiting channels to
identify potential candidates. We have a well-defined candidate
profile and predictive testing tools to support identification of the
candidates most likely to be successful in our environment. We
also work with local temporary agencies/vendors to keep the
candidate pipeline full to help reduce cycle time for filling
positions.
In order to offer employees a worthwhile career path and ensure
the long term viability of the staff, we utilize a talent review
process to identify key talent and then work to create development
plans to help the individuals develop skills/knowledge/experience
for future roles. We also utilize special assignments and/or
projects to continually challenge individuals to grow within their
current roles. Finally, we give our internal candidates preferential
treatment "key candidate" status when filling positions before
seeking external candidates.
Continued..

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MEG CONTINUED:
How do you keep your employees engaged and excited about their
work?
Meg Neafsey: American Water uses strategic efforts and good
communications to ensure that all department projects and activities
support the overall corporate mission, vision and values and that all
employees are engaged in the effort to achieve them. Each year, our
company’s executive leadership team communicates its
targets. Using these, our CSC management team works to develop
an action plan that will ensure we meet standards set for customer
satisfaction, quality, first contact resolution, and other performance
measures. To make sure all employees understand and support the
targets, we hold short overview meetings and ask for employees’
input and support in brainstorming ways to achieve success in key
areas. This process has helped us to identify areas of opportunity for
improvement and has helped employees engage in the process of
bringing value to our customers.
The management team works together and with their teams to make
sure they are able to look at projects and opportunities to assess the
real value to American Water and our customers. We work hard to
make sure we are doing the right things and that we are doing them
well, all while trying to make our center a fun environment.
Transparent open communications, collaboratively seeking input and
ideas, balanced feedback recognition and celebration of successes are
important to keeping employees engaged.
Our employees are empowered to make decisions and encouraged to
ask questions and challenge the process. For example, customer service
representatives were involved in determining methods for awarding
overtime. They helped develop the policies for swapping of overtime,
volunteering for overtime, and a policy change that includes rest periods.
This created mechanisms for them to make decisions on their own work-
life balance. By working together we were able to identify and
implement practices that help support individual needs.
Our employees enjoy and feel very engaged when our supervisors create
healthy and fun performance competitions. Our CSRs hold themselves
to high standards and like to showcase what they can accomplish as a
team. We take time to celebrate our successes. Individual, team and
overall center recognition is frequent. We find that a often a simple
“thank you” for a job well done goes a long way to keeping employees
engaged and excited about their work.

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Lynn O’Neill
Corporate Vice
President
New York Life
Finding the Best Fit: Recruiting for Your Culture &
Hiring Assessments for Talent Development
Find out how New York Life reduced turnover from 2.5% to 1%
and firmly believes that you “should never settle” with your
hiring selections. During this session you’ll learn about New
York Life’s hiring assessment process and how they’ve
streamlined it for top efficiency. You’ll have a chance to see the
actual hiring assessment dashboards used by the New York Life.
Walk away with strategies for uncovering the right fit for the
right jobs - all in accordance with your overall culture and
mission.
LYNN’S INSIGHT:
turnover in the call center environment?
Lynn O’Neill: We are very lucky and have low turnover. We
always want to focus on our attrition levels and the key
drivers. It's important to set realistic, achievable metrics and
to ensure that employees clearly understand the
expectations. Additionally, our recognition program rewards
top performers for their achievements. This keeps all of us
focused on a common vision.
Can you discuss a successful recruiting program that New
York Life has initiated within the past few years?
Lynn O’Neill: We typically recruit 10-20 associates at a time.
We cast a wide net to identify candidates through internal and
external recruiting efforts. We've fine tuned our interview
process and the questions we ask to ensure a right fit for the
candidate to our culture. We really want the candidate to see
the environment, understand the expectations and get a clear
vision of what a real day will consist of

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Jane Pearson-Wray
CSG – Sr. Manager,
Continuous Improvement
Electrolux
Transitioning from Service to Sales
This session will focus on improving your agents’ ability to
strengthen customer relationships and drive more revenue for your
organization. Electrolux Major Appliances, a global leader in
household appliances selling more than more than 40 million
products to customers in 150+ markets, manufacturer’s strong
brands including Electrolux and Frigidaire products. In 2011, a new
CEO started and launched 10 “smart initiatives” with one directed to
the contact center – generate revenue dollars for after market
needs. Find out how the company converted calls into a sales
opportunity and achieved a 325% growth in consumable goods
revenue in just one year.
JANE’S INSIGHT:
What are some of the biggest challenges of keeping employees
engaged and excited about their work?
Jane Pearson-Wray: Working in a call center by nature is
challenging. Most consumers are not contacting you to tell you
how great you are (although we do occasionally get those
calls). Most are contacting you because they have an issue
requiring your attention and resolution. So this means, as a leader,
you are often faced with attrition, absenteeism and morale
issues. With this in mind, we often have team and individual
contests. We have monthly and quarterly rewards and recognition
programs. When special projects come up, we reward high
performing agents with an opportunity to work on those projects.
This presents a huge opportunity for cross-functional learning. And
when we hear or see an agent doing a good job, we make an effort
to acknowledge it right then and there
Can you briefly discuss the success Electrolux has had converting
calls into sales opportunities?
Jane Pearson-Wray: The obvious success was the increase in
revenue. In 2012, we delivered almost $5M in revenue due to the
focus on converting calls into sales (up over $3M YOY). Agents are
able to earn additional money through commissions. Additional
funding is provided for rewards and recognition programs.

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Kevin Wilde
Chief Learning Officer
General Mills
@GeneralMills
2012 #1 Learning Elite company, CLO
magazine
2012 #2 Leadership Development, Fortune
Dancing with the Talent Stars : Tapping into Talent for
Growth
Wheaties is an iconic brand. The world’s most prominent athletes have
endorsed “the breakfast of champions.” Our distinguished keynote’s
primary job as a practitioner in the field of talent management has
been to nurture the internal champions – dedicated employees. This
thought provoking session will draw on Kevin Wilde’s years of
experience at two companies renowned for talent development –
General Electric and General Mills. Talent has become a natural rhythm
of the business, developing a mindset where the employees are a
product which to invest and build for the future.
KEVIN’S INSIGHT:
How do you keep your employees engaged?
Kevin Wilde: Engagement is a matter of connection to the job,
the company and the mission, but also the immediate
manager. And we have had an initiative here for a number of
years now from going from a company with good managers to
great. And we have done some internal studies that show the
difference between good and great and show the enormous
high levels of engagement. So we have been spreading the
news, and doing training and encouraging managers to take
their good skills about being a good boss and being great. We
have seen traction on that. We have seen employees
reporting higher levels of having a great manager experience.
And all that translates to engagement, innovation, and extra
motivation.

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Jonathan Wolske
Culture Evangelist
Zappos.com
@ZapposInsights
Zappos.com Site Tour
Join us for a tour at the Henderson, Nevada corporate
headquarters to learn about the Zappos Family approach to
customer loyalty, human resources, recruiting, training, and
culture creation. During this tour, you’ll get to experience the
inner workings of the Zappos Family of companies, learn the
history of Zappos.com and find out how $1 billion dollars in gross
merchandise sales was achieved in less than 10 years. You’ll also
experience how a values’ based organization uses strong culture
to live out every day.
JONATHAN’S INSIGHT:
How does superior customer service impact your company’s
bottom line?
Jonathan Wolske: We are very lucky and have low turnover. We
always want to focus on our attrition levels and the key drivers. It's
important to set realistic, achievable metrics and to ensure that
employees clearly understand the expectations. Additionally, our
recognition program rewards top performers for their
achievements. This keeps all of us focused on a common vision.
How do you go about keeping employees engaged and excited
about their work?
Jonathan Wolske: We hire people who are aligned with our
company’s values and vision. We are a service company that just
happens to sell clothing and shoes, so everyone fully understands
what we are all about. The culture includes the value ‘Create fun
and little weirdness’, which means that our individual personalities
shine through all we do, so there is the sense of ownership in the
customer experience. We also celebrate lots of ‘wins’ and share
great customer responses with everyone, which helps to reinforce
the importance of ‘Delivering WOW through Service’ and reminds
contact center reps that we truly value the work they do.

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MIKE ASHE
Vice President
Mattersight
@Mattersight
Personality Matters
Each person has different behavioral characteristics that
define their world view, psychological needs and the way
they interact with the world around them. The way they
communicate and the language they use, on a second-by-
second basis, are advertisements that provide a clear window
into their personality and behavior. Knowing how important
personality and behavior are to human interaction,
behavioral connection can advance Customer Relationship
Management to the next level.
MIKE’S INSIGHT:
How does superior customer service directly impact a call center’s
bottom line?
Mike Ashe: Every customer interaction is an opportunity to catapult or
damage your brand and business. Call Center Agents are often a
company’s primary touch point for customer service needs. Agents serve
as the bridge between their company’s customers and the management
team, which ultimately affects the bottom line since a good or a bad
experience in the call center can have a direct impact upon
retention/renewal, additional sales, cost of service, brand loyalty or other
metrics. And with today’s social media environment, the result can be
amplified from one interaction to millions of customers and prospects.
Mike Ashe: We see a future where call center agents have more
information to satisfy customers and avoid customer
frustration. Solutions like our Behavioral Analytics are built upon the
premise that a multi-channel view of the customer is critical. For
instance, knowing that your caller is contacting you because he just tried
to complete a mobile transaction, and failed, is important. We also see
the information at hand going beyond transactional and demographic
data. It is now possible to know the callers state of mind, likely intent,
personality and communication style. Even among friends, you engage
one person differently than another, based upon what you know about
their personality. The same will be possible with callers in the future
when Behavioral Analytics is more widespread.

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JOHN BARDAWILL
Managing Director
TMG International
When Training Isn’t Enough: An Agent Development
Methodology that Improves Business Results
Hear how TMG International Inc. developed a unique
competency framework and methodology to help Aeroplan
re-engage and re-orient its agents around the
organization’s new vision and mission. Key components of
this methodology will be explored including how to develop
an organizational model that allows for sufficient and ongoing
coaching.
JOHN’S INSIGHT:
What are the biggest challenges of reducing employee turnover in
the call center environment?
John Bardawill: Creating a caring culture that allows for constant
growth is a critical staple in today’s call centers. Typically today,
there are three types of people working in these operations: They
are baby boomers, gen X’s, and gen Y‘s. Each of these groups has
different needs, goals and life objectives. Contact centers, as they
have become more sophisticated, need employees who are
committed for the long-term due to the need for greater product,
systems, and sales knowledge and the associated training and
related costs. In addition, over time, consumers and business
customers have come to expect a higher level of service, which
means that employee retention becomes even more important.
Against this backdrop, gen x and y have greater expectations for
promotion, income, and job expectations than their predecessors
(the baby boomers), creating in essence a perfect storm. In
summary, while there is always a challenge to find good people, it is
going to get considerably more difficult to find great people, train
them well and then retain them.
Continued..

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JOHN CONTINUED:
John Bardawill: The call center of the future will be only referred
to as a contact center. It will be smaller in size, more technology
centric, and be composed of multiple channels including social
media (blogs, twitter, facebook, linkedin, etc.). In addition, it will
support sophisticated transactionally focused websites. The skill
sets of agents will be expanded to accommodate and manage
these multiple channels. All contact centers will be viewed as
profit centers and managers will be trained to act as true general
managers. Critically, these operations will have an overriding
revenue focus relative to customer experience and efficiency
which will be driven through ongoing technology enhancements
that drive lower cost, and more time-sensitive ways of
communicating.

22
BRADLEY BAUMUNK
Solution Marketing
Genesys
@GenesysLab
Complete Customer Experience
The key to taking your business to the next level in today’s
world is through positive customer interactions. Find out how
to implement solutions for winning new customers,
increasing customer loyalty and achieving key business goals.
BRADLEY’S INSIGHT:
turnover?
Bradley Baumunk: Pay is always important, but pay for
performance is more important. Give your employees the
opportunity to earn more based on their performance and make
sure you have a solid performance review plan in place. But,
turnover is primarily driven by poor leadership. From
Supervisors to Managers to Directors, make sure you have the
right training plan in place for your leadership. Without great
leaders, you will have high attrition.
How do you keep employees engaged and excited about their
work?
Bradley Baumunk: First and foremost, include top performers in
the decision making process. Your front line employees know
more about your systems and customers than anyone in your
organization. Engage them early and often for their feedback to
ensure a smooth transitions to new systems and processes.

23
Mike Burke
VP Sales & Marketing
IQ Services
Interactive Roundtable
Peer-to-Peer experiences, led by subject matter experts. Mike
will lead a discussion on “Optimizing Customer Experience
Management.”
MIKE’S INSIGHT:
Mike Burke: Though each and every C2B interaction won’t
have to be multi-modal, those that should be will be. My
favorite example is “My furnace isn’t working and it’s cold
here in Minnesota – help me please!” Imagine, if you will,
waking up some January morning to discover a very cold
house & your boiler leaking water. You call your service
company and when the agent asks what the issue is, you tap
the camera icon on you smartphone and show the agent
what’s leaking, and then pan over to the boiler label so there’s
no doubt about the age or type of boiler. The agent makes an
educated guess as to what’s needed to repair your system and
places the order so the tech will have the right parts on the
truck, and then pushes a list of possible appointment times to
your phone. You bring up your calendar to figure out when
you’ll be home in the next 12 hours and pick a timeslot that
fits your schedule with the tap of a finger. That’s where call
centers are going.
Continued..

24
MIKE CONTINUED:
How do you keep employees engaged and excited about their
work?
Mike Burke: We’re really unique at IQ Services because we have a
lot of fun doing what we do every day. Our company was started
17 years ago by call center people for call center people, to provide
our colleagues in the industry with three things that were missing
in the good old days:
a) Real data from the customer perspective regarding contact
center performance under load before a new solution is put
into production
b) Factual information & real-time alerts regarding availability &
performance of customer-facing self-service solutions 7x24
post-cutover
c) The confidence that comes from knowing you can “Go live”
without the fear of catastrophic failures day 1, as well “Go
home” every day following cutover knowing you will find out
immediately when something goes sideways
Our team is pumped up every day because we know that what we
do really helps our clients take care of their customers.
We provide the information we wanted way back when that would have
made us confident we could cut a system into production without fear of
a meltdown.

25
Neil Hooper
Senior Marketing Manager,
Contact Centers
Plantronics
Peer-to-Peer experiences, led by subject matter experts. Neil
will be discussing “Home Agent Best Practices.”
NEIL’S INSIGHT:
What new technologies have transformed call centers over the
last 5 to 10 years?
Neil Hooper: Social media as both a technology and a cultural
phenomenon created new threats to companies’ brand value. The
social media monitoring tools which emerged in response have
enabled companies to spot and constructively engage in ill-
informed or potentially damaging public discussions, protecting
their brand. The net result has been to morph the role and
heighten the importance of the contact center in the context of a
company’s highest level business goals.
The shift of analytics capability from retrospective to real-time has
enabled monitoring to be more effective, and prompt, proactive
intervention to become practical, helping protect the company’s
brand and improve the customer experience.
Cloud/SaaS is not a new technology, but over the last half decade
the level of sophistication, reliability and security available has
matured to the point that it has become a credible solution for
Customer Care, the most sensitive aspect of any company’s
business.
Continued..

26
NEIL CONTINUED:
What will the call center of the future look like?
Neil Hooper: On a business level, the call center of the future will
be much more tightly integrated with marketing efforts, both as a
key brand promise element by delivering a competitively superior
customer experience, and as a source of information to guide
company strategy through data mining of interactions to reveal
trends in customer behaviors, preferences, etc.
Operationally, the use of remote agents will have stabilized with in-
house full-time personnel a (substantial) minority. The degree of
sophistication and empowerment of all agents will be higher.
Use of cloud-based resources, whether as a total solution or a
tactically scalable extension to in-house infrastructures, will be
prevalent. This will also drive adoption of thin-client or hybrid
agent end-point solutions.
Technically, use of wireless to provide the now more highly
empowered agent freedom of movement will be prevalent. Desk
phones will be a minority legacy choice for voice path.
Sensors in equipment such as screens and headsets will enhance agent
productivity by automating processes such as updating agent login status
based on if they are connected or not, choosing between screen and
voice-based agent-alerts depending on if they are looking at or even near
their terminal or not, gestures will replace common menu/mouse clicks,
and so on.
A reasonable crystal ball would be to look at new interface and context
enablers that appear on smartphones and assume they will later appear
as a business process enhancer.

27
Umesh Jain
CEO
Nowanalytics
Peer-to-Peer experiences, led by subject matter experts.
UMESH’S INSIGHT:
What are the biggest ways technology has impacted call
centers?
Umesh Jain: The biggest impact of technology in the contact
center has been driven by the growth of SaaS technologies
that have created a level playing field for small and medium
sized contact centers to benefit from leading edge solutions to
improve performance and customer service. Companies no
longer have to accept manual processes for reporting and
analyzing customer and in-house or outsourced contact
center data; they can adopt the best technologies for routing
and at-home agent support without having to spend millions
of dollars building infrastructure to support these; and they
can incorporate social media monitoring and servicing for a
few hundred dollars a month. SaaS based solutions with their
low cost, rapid implementation cycles and standards based
integration options, have leveled the playing field for all.
Continued..

28
UMESH CONTINUED:
What will the call center of the future look like?
Umesh Jain: The next decade in call centers will be driven by three
primary trends shaped by changing customer
behaviors. Companies will need to embrace these changing trends
to keep up with customer expectations.
The first is the growth in integrated multi-channel interactions,
specifically the use of mobile technologies. Customers will demand
a multi-touch, multi-channel threaded interaction to resolve a
single issue. For example, the customer will start an issue by self-
serving themselves via the mobile device or web, and then expect
to continue the resolution process via chat and eventually via a
phone call. Throughout this process, they will expect the company
to be able to combine the data across these different channels and
not be required to repeat the information already provided.
The second major trend will be the use of analytics in the contact
center, where business intelligences tools will drive better
customer services by integrating the analysis into the operational
and issue resolution processes. In particular, the use of proactive
and predictive analysis will be incorporated as a part of operational
efficiency and issue resolution processes to enhance customer
experience in the most efficient manner.
The third trend will be the continuing growth in the integration of social
media channels in the contact center, where the call center will be able to
proactively identify an issue and resolve it based on customer’s social
network comments and interactions.

29
Tara Kelly
President & CEO
SPLICE Software
Key Steps for a Successful Mult-Channel Marketing
Campaign
This case study will explore a real-world example of how call
center solutions play a critical role in the success of multi-
channel marketing campaigns. This presentation will
detail all the steps of a successful multi-channel campaign
from development to implementation.
TARA’S INSIGHT:
How does superior customer service increase a call center’s
bottom line?
Tara Kelly: Giving good service can appear to cost more
initially by adding time and complexity, but having the
patience to listen and deliver value will always save you
money in the end.
How do you keep employees engaged and excited about
their work?
Tara Kelly: Once you've worked hard to hire an A Player into
your organization, make sure that when they show up to work
they're working with other A Players or mentoring others to
become one. Give people room to be awesome and ensure
that they understand how their job contributes to the mission
and goals of the organization.

30
Customer Management IQ : a division of IQPC, is a forum for sharing
ideas, best practices and solutions within the business community.
Simply put, you can interact, share solutions to your business
problems with an incredible network of authoritative sources and
practicing professionals. It's easy. It's fast. It's free.
Customer Management IQ enables you to find from your peers a
method, a solution, a proven best practice that solves your specific
problems when you need it solved. We offer a steady stream of front-
line content that is timely, relevant, practical and has been validated
by practitioners.
By becoming a member of Customer Management IQ you will receive
complimentary access to resources that will keep you at the forefront
of industry change. You will receive access to our growing library of
multi-media presentations from industry leaders, an email newsletter
updating you on new content that has been added, and special
member only discounts on events.
Customer Management IQ and IQPC provide educational conferences,
training courses and expositions for Customer Management executives to
network and learn the latest Customer Management developments and
trends occurring in organizations today. Customer Management IQ
concentrates on creating an interactive experience featuring practical,
objective and up-to-date insight from leading practitioners.
Celebrating its 12th successful year, the call center community’s fastest
growing call center conference returns! The 14th Annual Call Center Week,
taking place June 10 - 14, 2013 joins call center leaders and gurus for a week
of unforgettable knowledge-sharing and networking.
What Makes this Event Unique
The largest event with senior level practitioner speakers providing
real world insight on what it takes to achieve worldclass call center
status.
The event will include: 6 Keynotes; 32 Unique Tracks, 9 Workshops; 2
Master Classes, 2 Site Tours and a dozen hours of Networking
Expansive Exhibit Hall, allowing attendees to better evaluate the
latest product & service offerings that will improve your operations
and results
Here is a breakdown of who attended Call Center Week 2011 and who you
can expect to meet in 2012.

31

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