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Network and Hosted Telephony Strategy
Trainline required the flexibility to utilise a number of new Business Process Outsourcing (BPO) service partners in the UK and India and were finding that the incumbent technology was prohibitive in enabling them to achieve this goal. The business strategy was to have the flexibility to increase service delivery to the more successful partners and shrink the service to the poor performers. To achieve this, a flexible network and centrally hosted technology delivery was required.
Trainline’s incumbent technology delivery had developed over the previous six years based on utilising services from a large number of technology suppliers. This approach had created a number of issues commercially, technically and from a day-to-day support management perspective. It was requested that, based on their previous work and successes within Trainline, CCS consultants would design a new technology infrastructure and produce an Invitation to Tender (ITT) documentation for a new MPLS network, VOIP, IVR and ASR platforms and to integrate all of this new infrastructure into their existing dual Data Centres.
Approach
CCS consultants worked with Trainline’s business and technology teams to document the requirements for new technology infrastructure, operational service, performance deliverables and service and operational processes.
The information was transposed into Request for Proposal (RFP) documents and issued to market leading telecommunications carriers and suppliers.
The consultants managed the end-to-end RFP process including:
Formal clarifications
Managing technical, commercial and business questions and the responses (within a 24-hour SLA)
Review responses, evaluations, scoring and recommendations.
The consultants presented to Trainline senior management a detailed presentation of each of the two leading suppliers for the MPLS network, VoIP telephony delivery, IVR and ASR deliveries. In addition, a full business case justification was prepared with an ROI business case of 13 months based on existing operating budgets.
The Trainline board approved these recommendations and requested that we manage the commercial negotiations with the relevant suppliers.
Based on past experience the consultants were able to ensure that structured contract terms were delivered in Trainline’s favour at the optimum cost of delivery. In addition, the consultants produced managed service operational and service level agreements as well as a balanced performance scorecard to ensure the service was managed to the correct levels each week/month.
Results
Replacement of single carrier managed MPLS network resulting in a 30% reduction to the annual network budget
Implementation of a centralised VoIP Avaya platform to deliver to on-shore and off-shore Contact Centre locations with an ROI of 13 months for over 1,000 front office agents
Design of self-service voice portal with an ROI of 10 months over incumbent operational costs
Full managed service delivery against stringent SLA’s
Balanced performance scorecard to ensure month on month service and commercial performance is delivered
Replacement of single carrier managed MPLS network resulting in a 30% reduction to the annual network budget
Implementation of a centralised VoIP Avaya platform to deliver to on-shore and off-shore Contact Centre locations with an ROI of 13 months for over 1,000 front office agents
Design of self-service voice portal with an ROI of 10 months over incumbent operational costs
Full managed service delivery against stringent SLA’s
Balanced performance scorecard to ensure month on month service and commercial performance is delivered.
Let’s Talk!
We love to talk…. but we prefer to listen, understand, plan and deliver! Get in touch.
t: 0808 1170353
w: www.ccspecialists.co.uk
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Contact Centre Telephony Strategy
A major high street bank had a directive from the European Financial Commission to divest parts of its business to the public market. A significant element of this was its insurance division which was the largest insurance group in the UK who relied solely on its parent for the delivery of all technology services.
They required an independent and technology agnostic company to provide a strategy and a series of recommendations for Contact Centre and back office telephony, Unified Communication and network services. This strategy and the proposed solution had to ensure complete separation from the bank and its business to become a standalone organisation.
On completion and subsequent acceptance of the strategy, a team were commissioned to:
Capture all business and technology functional and non-functional requirements
Produce a robust RFP with associated documents
Run the tender process
Select suppliers and negotiate contracts
Design the final state architecture with the supplier and implementation of the infrastructure
Manage the end-to-end operational service delivery including the migration of over 12,000 users whilst positively impacting operational performance and the customer journey
Approach
The initial senior team worked with the senior insurance team members to ensure the business strategy was clear and could be aligned to a technology road map. As the bank had recently outsourced all of its IT services to one of the big five consultancy firms, an initial validation as to whether this was a viable option (commercially and strategically) or whether a competitive supplier RFP process should be undertaken.
In parallel, the team worked with the business in order to produce a detailed set of business functional requirements which developed into detailed business requirements. The business relied heavily on the extensive market knowledge of telephony, Contact Centres and networks to ensure that not only could a solution support current operating models but also ensure that any solution would be future proofed for the next 5 to 7 years.
The result from the above activities was to go to market-leading suppliers with a formal RFP for Contact Centre applications and technologies, Back Office Telephony and Unified communications and an MPLS network which was based on a utility managed service pricing model.
Key new team members were brought into the project to facilitate the technology architecture and design and the production of both high and low-level designs. The implementation included 8,000 Contact Centre seats and 5,500 back office IP Telephony users spanning 40 UK and international locations.
The RFP process ensured that suppliers would deliver a modern SIP architecture which had all the flexibility to change business service deliveries in minutes rather than days and more importantly, could be changed based on end-customer demands. The key business focus was to have a virtualised operational environment across claims, sales and service, which matched the customer to the best-skilled agent, ensuring 1st call resolution and thus increasing customer satisfaction. In addition, a 360˚ view of the customer was required to ensure the business had full and concise knowledge of the customer and their experience when dealing with any transaction.
The business team leads worked with key business stakeholders over a 6-month period ensuring detailed Business Specifications Documents (BSD) were captured for each element of the end-to-end solution. To support simplified configuration of the solution and a migration plan that required multiple migrations, structured Migration Specification Documents (MSD) were developed which would then be utilised by business as usual to support change and awareness.
The testing team, based on past experience, developed SIT, functional, load and stress, resilience and user acceptance tests with the load and stress testing being conducted to support up to 90,000 Busy Hour Call Completions to ensure carrier grade service delivery and future proof the solution for any future mergers or acquisitions of other businesses.
The team, with the introduction of experienced programme and project managers, were key in the successful migration of 5,500 users on to the back-office solution across 25+ locations in just a 3-month period and the migration of 8,000 Contact Centre agent seats which completed in June 2014.
Results
Detailed Functional and Non-Functional requirements covering
Telephone Numbering
IVR and Call Routing
Workforce Management
Management Information
Customer Feedback
Call Recording and Quality Monitoring
Outbound Dialler
Call Back
A comprehensive £23 million-pound business case
RFP and Vendor selection
The creation of the RFP and support
Q&A process
Evaluation of the RFP responses
Creation of an RFP evaluation matrix
Production of detailed architectural diagrams
A major contributor to the vendor selection process
The design of a high availability and resilient solution to support no loss of business delivery
The development, documentation and sign off of the component level Business Specifications Documents and Migration Specification Documents
Functional and Non-Functional testing followed by User Acceptance Testing
A complex migration of 8,000 Agents and 5,500 back office users across 40+ locations across a number of migration events including all associated training
This project was one of the most challenging yet rewarding for the team and utilised technology deliveries from Avaya, IP Integrations, BT and Vodafone.
Let’s Talk!
We love to talk…. but we prefer to listen, understand, plan and deliver! Get in touch.
t: 0808 1170353
w: www.ccspecialists.co.uk
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