NorCal – TCA Customer Alignment June 15, 2006

Michele Dour

Director, Order Management

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Aspect Software

• Worlds largest company solely focused on the contact center industry.

• Sept. 2005 Merger - Concerto Software and Aspect Communications

• Market leaders in Work Force Management and Outbound dialing

• Total pro forma combined revenue in excess of $600M• 5000 customer sites in 54 countries

Two thirds fortune 50 in financial, transportation, insurance, telecommunications, retail, outsourcing and government

9 of top 10 telecommunications, 9 of top 10 commercial banks, 9 of top 10 airlines

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The Vision – A Perfect World

A very satisfied Aspect Customer Orders book same day, ship

complete and are delivered on time.

Customers pay on time More time generating new

business and less time reconciling old business

Provide scalable solutions for managing future business

Provide seamless reporting to leverage customer data across the organization

It is easy for Aspect to do business with Aspect

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Systems Architecture

LMS System

Marketing DataBase

CustomerAgreements(Access &

Papervision)

Clarify

Siebel

Salesforce.com

Customer OrderSchedule

Statement ofWork

Quote ModuleSales Online

OrderManagement

Module

Sales OrderPacking List

ProjectAccounting

Module

Project

ProcurementModule

DocumentsPurchase

Requisitons

Support ContractsRenewals

ReceiptsInventory

ServiceContracts

Module

AccountsReceivable

InvoicesStatements

TCA CustomerMaster

AdvancedPricing

Configurator

BOMS

Item Master

Install Base

OrderManagement

Module

Sales OrderPacking List

ProcurementModule

DocumentsPurchase

Requisitons

Support ContractsRenewals

ReceiptsInventory

ServiceContracts

Module

AccountsReceivable

InvoicesStatements

Oracle 11i TransactionApplications

Oracle 11i DataApplications

TCA CustomerMaster

AdvancedPricing

BOMS

Item Master

Install Base

AQS Quote Module

CCT Quote Module

Customer OrderSchedule

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Customer Master Initiative - A Simple Concept?

• Build a foundation for a world class customer information data base.

• A unified customer view to gain, maintain and service better than the competition

• Develop a customer architecture to enable seamless customer interactions across the enterprise.

• Unify business rules across platforms and lines of business.

• Create a robust business model to enable strategic reporting and analysis

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Customer Master Initiative – The Approach

• Assemble a cross functional team Representatives from each strategic LOB Representatives could operate at both a strategic and execution able

level

• Engage appropriate internal and external subject matter experts to facilitate best business practices methodology.

• Empower the functional lines of business to own the data and drive process change.

• Address business processes, data values and tool functionality in an end to end process model

• Adopt a phased implementation roadmap

• Develop an ongoing data governance and stewardship culture

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Goals

1. Build a foundation for a world class customer data base2. Align the customer master with Oracle’s TCA architecture3. Standardized the naming conventions & address protocols across

integrated applications4. Empower Aspect’s functional lines of business to drive process

change and alignment5. Conduct conference room pilot6. Perform clean-up and consolidation of the customer records in

production7. Research (automated) methods and solutions available to capture

and eliminate erroneous records8. Appoint champions in the LOB’s to ensure ongoing data quality9. Implemented data quality dashboard for ongoing data management 10.Obtain executive sponsorship, commitment and funding

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A Phased Approach – Define Customer Roadmap & Strategy

Define CustomerRoadmap & Strategy

Business ReqData Models

Source of TruthProof of Concept

Culture & EnvironmentReadiness

Data ProtocolsDQM Council

CRPEducation

Cleansing & Analytics

PreparationDiagnosis

Production Clean-upEducation

Data QualityData Profiling

Data MonitoringData Augmentation

Data Integration

Data Management& Governance

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The Challenges

The Culture Recognizing the problem and the associated costs

Customer Sat Operational Efficiency Business Optimization

Overcoming the myth That it is an technology tool issue That it is an IT reporting issue That we are experts and can do this ourselves

Recognizing and making the investment Time Talent Funding

Widely differing cross functional perspectives on customer data and the size of the ocean

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The Challenges

Data Variety of data models

Customer structures are not consistent with how the business should run Models based on historic billing account structure vs. TCA

Duplicate data Duplicate data exists in customer and address records Duplicate data exists in one system and also across systems

Cumbersome Users unable to do fuzzy match Users fumbling through multiple records to process transactions – sift through too

many records Lack of standard naming conventions - “TBDCY Factor” Undefined relationships

Process Undefined (data entered casually from many sources) Multiple points of data penetration Silo’s among functional groups and systems

• Customer They keep buying and selling themselves

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Customer Master Initiative Structure

Project Sponsor

CIOVP Finance

Program Manager – Michele DourProject Manager

Chair: IT

MarketingSupport Sales

FinanceOM

Sales OperationsSupport Delivery

Education ServicesProfessional Services

DQM Council

Project Managers

Customer Architect Data Research Specialist 100%Data Research Specialist 100%

– IB Move Specialist– IB Move Specialist

Core Team

ContractsSales Credit & CollectionsIT Business AnalystTechnical Support Subject Matter Advisors

Extended Support Teams

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Gaining Cross Functional Consensus

• Leveraged SPG’s BP2A methodology

• Focus on processes, key activities and key data elements by functional lines of business

Customers

Manage Prospects and Customers Add-on Sales

Activities

Monitor Order Management Activities

Build and Maintain Customers

Provide Customer Service

Process Decomposition and Flows

Manage Key Customers Profitability

Reports

Manage and Monitor

Responsibilities or Relationship

Manager

Assign Account Manager to

Each Account

Monitor Account Manager

Performance

Perform Periodic

Customer Credit Review

Define Annual Business Plan

for Key Customers

Leverage ERP Pakage

functionalities to Support Customer

Relationship

Manage and Maintain Customer

Credit Profile

Manage Service

Delivery and tracking

Provide Field Support and

Service

Monitor Customer

Satisfactions

Process Transactions and Inquiries

Manage Product Recalls

Manage Product Repairs

Manage Warranties and

Renewal

Leverage ERP Package

functinalities to manage service

delivery

Business Groups Sales and MarketingOperations -

Revenue Management

Credit and Collections

Service Contracts and Support

Manage Competitive

Market Intelligence

activities

Develop Alliance and Partnership

Conduct Customer

Satisfaction Surveys

Leverage relevant ERP

Package functionalities

Manage Sales and Marketing

Collateral

Manage Sales and Marketing Trade Events

activities

Manage product

Education and Brand

awareness activities

Manage company and

brand awareness activities

Process Quotes

Process Orders

Manage Customer Price

List

Maintain Customer/Order Data

Review and Manage

Prospect and Customer

Credit Profile

Manage and Track Orders

Manage Backorders

Manage Returns and Exchanges

Key Activities

Key Elements

Touchpoint Focus

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Data Quality Council - Role

• Govern policy, protocols and data models

• Act as strategic change agents and advocates

• Assume stewardship role driving data quality and integrity across the enterprise

• Architectural review and oversight related to core data models and processes

• Communication and education champions within LOBS

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The Secret to Our Success

• Appointed business champions Create vision and lead change Understand the problems and realize the benefits Understand and can articulate the importance of the initiative from a

business perspective.

• Broke down silos Built a cross functional team DQM Council

• Understood issues impacting data were people, processes and tools• Invested time and resources up from on discerning business

requirements and business process needs• Executive sponsorship and timing• Established goals and scope – What are we solving for?• Adopted a phased approach – Don’t boil the ocean• Emulated best practices approach

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Lessons Learned

• Customer data quality is more about enterprise wide consensus and process than technology.

• Everyone in your organization is a steward of customer data.

• Customer data integration is a journey, not a destination • Don’t wait until you feel 100% comfortable to take the

first step start small, align with strategic goals and build upon success.

• You are the experts about your customers. • Beware of “Perfection Paralysis” - There are reasons we

have add and edit buttons• The TCA Architecture is a solid solution when a best

practices model is followed • Beware of Scope Creep…

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Reaping The Benefits – Quote to Cash

• Sales Increased accuracy of standard search functionality Reduced Quote Administration time by 5 – 10 minutes per quote for

major enterprise and channel partner deals Leverage 360 degree view of customer relationships and transactions –

Sales Online

• Order Management Reduced redundant updates to orders (15% occurrence) Significantly reduced billing issues due to multiple bill to addresses and accounts Streamlined queries and reporting

• Invoicing & Cash Collections Minimized manual invoice requirements to provided unified front to customer Ease of Cash application (1 account versus multiple)

• Support Sales and Install Base Reduce manual IB and support contract moves associated with duplicate / non

install base record id’s and locations

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Questions & Answers