THE CUSTOMER EXPERIENCE MAGAZINE

ISSUE 2 • 2018

The
Operations Issue
❯❯How to achieve technology RFP success
❯❯Delivering one-stop contact centre and UC services
❯❯Versatile system supports McDougall
 The Operations
Issue
10 steps
to achieve contact centre
technology RFP success
By Colin Taylor
T
he process of implementing
any new technology in your
contact centre can often be
daunting. So what is the best process for
establishing which technologies are best aligned with your
organizational goals and needs?
The first or “pre-step” is to establish whether to sole
source or issue a request for proposal (RFP). A sole source
procurement process can be defined as any contract
entered into without a competitive process. An RFP, in
contrast, solicits proposals from qualified vendors who you
believe can meet the requirements of the organization.
But sole sourcing can be perceived to be a risky
proposition. What if you have missed some detail or neglected to
reach out to a leading provider?
The RFP process is a safer approach. Although more
time consuming it allows you to assess all the major
players in the market.
Here are the five reasons to issue an RFP:
1. Improve decision making, including getting more
options before narrowing down to what works,
avoiding jumping to conclusions without evidence
and performing due diligence on major purchases
and contracts.
2. Reduce overt bias both internal and external.
3. Increase the transparency of decision making,
reasoning and clarity.
4. Ensure that all people and management involved
are complying with steps, rules and regulations
and reviews and have the authority to commit the
organization to a contract.
5. For infrequent purchases RFPs reduce the issues
risk of poor purchase and allows the decision to be
broadly accepted.
The 10 RFP process steps
1
Determine what are you seeking.
What will you ask for, who will you send the RFP to
and how will you evaluate the responses? Unclear
goals will produce unclear results. So ask yourself the
following:
• Why do we want this technology?; and
2 | Contact management
• What will this technology allow us
to do?
Once you confirm what you want
to do and/or achieve with the new
technology you can begin to define
your requirements. Building use
cases provides granularity and will
allow you to specifically see the
opportunities and benefits of the new
technology, namely:
• Where you will use it?;
• How it will be employed?; and
• What benefits are expected.
2
Research solution providers
Next, you need to identify the
providers that you believe
can deliver the solution(s) to help you
achieve your goals.
Here are the first steps:
• Ask you peers in similar
organizations;
• Reach out to your network for
recommendations and guidance;
and
• Look online for solution providers,
including checking out analyst
groups like Gartner and Forrester.
Define and weight the value
3 of your requirements
The next step is to create
a list of the desired features and
functionality you want to see in the
technology solution. It is important to
determine if all the requirements are
equally important or if some should
be weighted as more important
than others. Be sure to ask vendors
for details on how they can meet
the requirements. Sort them out as
follows:
• What is mandatory? - those required
capabilities you can’t live without;
• What is a nice to have? - features or
functions that would be nice to
have, but not mandatory; and
• What is informational- interesting,
but not required today? - capabilities
that you would like to know more
about, which could be desirable in
the future.
In defining your requirements, it is
important to weight the value of each
function and capability. Examine if all
the requirements are of equal value
or importance. This will help you
determine how to assign weighting
value. You can use the “Mandatory”,
“Nice to Have” and “Informational”
with defined values, of 3, 2, 1 or you
can add separate weights based on
each requirement.
Ask the vendors to explain how
they will meet your requirements:
don’t just ask for confirmation. As
there can be many ways to comply, a
simple “Yes”, will not communicate as
much information as requesting the
detail on “How”.
4
Define rules of engagement
Defining the “rules of
engagement” is crucial. One
of the objectives of any RFP process is
to eliminate bias and ensure that all
vendors have the same opportunity
to win the business.
You will want to mandate the
vendor communication to only take
place in writing, by email. This
facilitates information sharing with
all parties and provides an audit trail
supporting the process. Do not allow
Issue 2 • 2018
 The Operations
Issue

vendors to communicate with anyone except as authorised In the contact centre world we tend No matter the solution or vendor
in the RFP. to focus on what we can do with the you will need to reach to support at
solution to improve contact centre some point in time. It’s important to

5
Allow vendors to ask questions and customer outcomes, but not so understand how this will work and
It is impossible to identify and answer all of the much on what risks a new technology what it costs.
possible questions that could arise from reading may present from security or Most vendors offer a multi-tier
an RFP. Vendors will have questions and you will need IT perspectives. But with the support models and the cost of each
to understand and answer each of them. Many of the heightening dangers of cybercrime will vary with the speed of response
questions asked are likely answered in the RFP but vendors that could hurt customers and and accessibility to the support team.
want to ensure a correct understanding. companies security is critical • How do you get technical support
Therefore, plan on a question period following the for contact centre technologies. e.g. portal, email, phone;
release of the RFP. Share the questions and answers with Therefore, be sure to engage these • Are hours of support limited?; and
all vendors to eliminate any confusion or ambiguity that departments of your requirements. • How are on-going professional
may exist regarding what you are seeking or how you Also, make sure the data is services charged?
intend to use the solution. yours. And that you know how you
will extract it if you ever choose to I advise over-spend on support in
Scoring and evaluation migrate to another solution. the first year. This is when we will be

6 The biggest mistake we see organizations make is

that they have not defined how they will score and Reputation and references
least knowledgeable and will have
the highest degree of change thus
evaluate responses until after they have begun reviewing
the responses. This can be dangerous as it creates a risk
7 Checking references is
commonly not completed as
assistance and support will be desired.

9
that the scoring and evaluation becomes influenced by one this can be a time-consuming process Shortlist and vendor demos
or more of the responses, possibly providing an advantage and we assume that any reference At this point you will want
to one vendor over another. will only say positive things about to down-select by creating a
Therefore, be detailed and specific when developing the vendor, but, this is not always short-list. To carry too many vendors
your evaluation scorecard: the case. Reference checks may yield forward is time consuming and
• Know how you will evaluate the RFP responses before responses like, “I wish we had never generally yields very little in terms of
you receive any; and selected this vendor” and “we signed changing the overall ranking. Short-
• Define your scoring approach in detail, be specific. the contract 2 years ago, but haven’t listing the top two or three vendors
Common evaluations elements include functional implemented, as the vendor still can’t can make a great deal of sense.
requirements, pricing, reputation and references, ease get the solution to work as promised”. With each short-listed firm, you
of use and support. When checking references, will want to set up demos of their
Caution: If you over-weigh one of these elements, the others ask about: solution, typically with web-based
become less important. • The implementation process collaboration and conferencing
and team; applications. You will want to see how
When establishing your scorecard: • The cost and any variance the solution operates, the different
• Don’t be influenced by the responses, to change your or surprises; dashboards available to differing
weighting; • The timeline; was there any classes of users and assess its ease of
• Ask vendors clarification questions e.g. what are the set slippage?; use and flexibility. Get the entire team
up and recurring charges?; • Any surprises in the process; and to attend the demo and ask the vendor
• Ask vendors to provide a total cost of ownership (TCO), • How well the solution met their to record the demo so it can later be
and calculate TCO yourself; and needs. shared with those who didn’t attend.
• Have more than one person evaluate the RFPs. You will then score then demos,
Research the vendors and to employing you scoring model.
It is easy to be influenced by vendor responses to cause understand how have others rated
you to want to add, remove or change requirements. But if them. Look for high-quality research Final scoring
we allow this, once we start reviewing the responses, we
compromise the entire process. If there are great points you
and rankings such as from the
analyst firms. Look for credible
10 The final step is to combine
the scores from the RFP
wish were included in the RFP, note it, and look for the same awards received and reviews of the and demo to generate a final score
in the other responses or add it to your vendor clarification solutions on websites, in discussion or ranking. Then reach out to the
questions but don’t change the scoring criteria. groups and online communities. See highest scoring vendor and begin the
Evaluations should be completed by multiple individuals if the reviews are positive. negotiation.
as not everyone brings the same experience, knowledge or

attention span to the reviewing process. By enlisting multiple
stakeholders in the review process, you will increase your
odds of a good outcome. It is the dichotomy of scores that
can add value to process, as the team will discuss why they
awarded X or Y to a particular response which may present
a different perspective than another person saw. All this
discussion improves the rigor in the process.
Here are some sample requirements you may wish to
include in your RFPs:
• Security protocol;
• Current and future language requirements;
• Data ownership; and
• System application programming interfaces (APIs).
8
Ease of use and support
You will want to assess
how easy the solution is to
operate and manage and that you
can make the changes yourself. Most
organizations don’t want to acquire
a solution that incurs a professional
service charge each time they make
a change. Ask about training and
background required to manage and
employ the solution. Ask if additional
or advanced administrator training is
offered by the vendor.
Colin Taylor is CEO and Chief Chaos
Officer, the Taylor Reach Group
www.taylorreachgroup.com. Colin has
assisted companies including Aldo,
Mercedes Benz, Reader’s Digest, Republic
Services, National Bank of Australia
and TD Waterhouse. Recognized as
one of Canada’s leading contact centre
experts, Colin has received 27 RSVP
Awards for excellence in Contact Center
Management from the Canadian
Marketing Association (CMA). Recently
Colin was Ranked #5 in The Customer
Service 100 globally.

Issue 2 • 2018 Contact management | 3

 The Operations
Issue
Cloud providers now
delivering one-stop contact
centre and UC services
By Elka Popova
T
he compelling benefits of cloud
architectures: more flexible
capacity adjustment, more
cost-effective support of remote agents
and faster access to advanced features have led to more
businesses moving their communications, customer care
and other software workloads to the cloud. Frost & Sullivan
research reports that the market revenue in North America
for hosted/cloud contact centre solutions expected to grow
at a compound annual growth rate (CAGR) of 9.7% from
2016 to 2021.
But businesses are now looking for providers that can
offer a one-stop shop for a broader scope of their needs.
An integrated set of cloud communications and contact
centre solutions from a single provider delivers operational
efficiencies and helps ensure greater usability. More
specifically, businesses can reduce vendor management
costs, ensure tighter interoperability and integration
among different tools and better synchronize their
technology upgrade cycles.
To address these market trends, many cloud
communications providers are launching contact centre
as a service (CCaaS) solutions, either through partnerships
or technologies that have been developed internally or
acquired from third parties. In turn, CCaaS solutions help
providers differentiate themselves, generate additional
revenues and create stickier services.
Several recent announcements from the unified
communications (UC) as a service (UCaaS) provider
community demonstrate increasing provider focus on
delivering advanced and more tightly integrated contact
centre capabilities as part of their cloud solutions sets.
UCaaS services include network-based services such as
call control, voice switching, PBX, voicemail and unified
messaging, instant messaging and presence, audio, web
and video conferencing, and team collaboration and
mobility. They also include the network infrastructure
related to service provisioning.
The integration of UCaaS and CCaaS benefits both
enterprise and contact centre users. UCaaS services
can help augment the contact centre agent experience
and deliver greater value to end customers (i.e., those
interacting with a business contact centre) by enabling
faster and more effective issue resolution via shared
presence and use of more advanced collaboration tools.
8x8
Acknowledging growing customer demand for integrated,
cost-effective UCaaS and contact centre (CC) solutions
8x8 announced a new series of service packages at
Enterprise Connect 2018 that will be available in summer
4 | Contact management
2018. Including a lobby seat license,
as well as a range of seat licenses,
the new mix-and-match packages
combine different telephony, UC
and customer care features on one
platform to address varying needs
within organizations. The most
comprehensive package will include
the full set of UC and CC features.
8x8 will be enhancing its
intelligent call routing, weave in
contextual personalization for
omnichannel services and provide
speech analytics. It recently acquired
MarianaIQ(MIQ), which brings deep
learning capabilities and is part of
the strategic investments it has been
making in artificial intelligence (AI)
and machine learning.
Avaya
Avaya launched a new contact centre
cloud solution recently to boost the
supplier’s value proposition in this
market. The CC solution leverages
Avaya’s acquired Spoken technology
to enable a smoother transition
for existing Avaya premises-based
customers to the cloud. A new Avaya
IP Office Cloud solution will also be
launched in the near future that
will expand IP Office consumption
options.
In a surprising move, Avaya
launched the Avaya Mobile
Experience in the U.S. Through a
partnership with a cellular provider,
Avaya will operate as an MNO
(mobile network operator) and will
be delivering highly differentiated
services to contact centres and
enterprises. By porting their toll-free
numbers to Avaya’s cellular service
and leveraging advanced Avaya
routing technologies, enterprises and
contact centres will be able to receive
more reliable caller ID and geo-
location data. Avaya presently does
not service Canadian numbers, but
they are discussing it.
CoreDial
CoreDial recently acquired Voice4Net,
a cloud contact centre provider, to
further enhance its portfolio and
deliver greater value to partners and
customers alike. The acquisition has
culminated with CoreDial releasing
the CoreNexa Contact Center. It
offers omni-channel inbound and
outbound, multimedia functionality
including IVR, email ACD, chat, SMS
and call back in queue. CoreNexa also
provides call recording and workforce
management.
Dialpad
At Enterprise Connect 2018, Dialpad
launched a CC solution built on
Google Cloud Platform. Dialpad
Call Center provides analytics
tools to monitor agent productivity
and customer data. It also delivers
customized email or SMS alerts on
key metrics such as wait times, queue
length and abandonment rates.
Dialpad will be adding sentiment
analysis, call transcription,
automated note taking and coaching.
It recently acquired TalkIQ, which
provides real-time speech recognition
and natural language processing
technologies.
Fuze
In March 2018, Fuze announced an
expanded partnership with NICE
inContact and a new partnership
with Five9. The provider believes
that possessing a broader selection
of CC solutions will allow it to better
address specific customer needs. These
partnerships complement Fuze’s
existing, internally developed CC
offering. Fuze Contact Centre is a voice-
only solution providing an integrated
experience for businesses deploying
Fuze’s suite of applications. For larger
or more complex environments,
Fuze has been offering customers
NICE inContact through a strategic
partnership established in 2015.
Issue 2 • 2018

Nextiva
Announced in late 2016 and rolling out through 2018,
Nextiva is building service CRM, customer-to-business
chat, surveys and email marketing tools directly into the
NextOS platform. Based on the pricing and business model
of its analytics tools, Nextiva will allow customers to add
these new pre-integrated capabilities individually, based on
their specific needs at competitive pricing.
RingCentral
At Enterprise Connect 2018, RingCentral announced
enhancements to its CC offerings. More specifically, the
company announced integration of RingCentral Contact
Centre with RingCentral Glip team messaging and
collaboration as well as a new RingCentral Pulse service.
Contact centre agents can use existing RingCentral Glip
teams or create new ones to access a broader pool of subject
matter experts and leverage multiple channels—voice,
video, messaging and screen share—to interact with
them. RingCentral Pulse uses intelligent bots to monitor
important contact centre metrics in real time and provide
automated alerts and notifications to key stakeholders via
RingCentral Glip.
Star2Star
Star2Star currently has a new multi-channel contact
centre solution in beta testing that will be launched in the
coming months. Internally developed and based on the
same underlying technology as Star2Star’s hybrid and
pre-cloud communications solutions, the new offering
will allow tight integration and improved collaboration
Reach marketers & financial executives
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Issue 2 • 2018
across contact centre agents and
enterprise experts. The new offering
will integrate with both Star2Star’s
hybrid UCaaS solution and its new
pure hosted solution.
Twilio
At Enterprise Connect 2018, Twilio
further diversified its portfolio
and disrupted the market with the
launch of a full-fledged CC solution.
Twilio Flex combines the capabilities
of Twilio’s network and platform
with a contact centre graphical user
interface. Out of the box, Twilio Flex
supports multiple customer-care
channels including voice (including
WebRTC-enabled in-browser voice),
video, text messaging, Facebook
Messenger, Twitter, LINE and WeChat.
Vonage
Vonage launched two new
differentiated customer-care
offerings at Enterprise Connect 2018.
It introduced skills-based routing
and sentiment analysis tools that
provide building blocks for businesses
to create their own routing plans
and analytical views of customer
interactions and agent performance.
The Operations
Issue
Combined with Nexmo APIs, these
solutions can be used standalone
or integrated with Vonage’s CC
solutions.
Conclusion
To increase revenues industry
providers must capitalize on the
growth opportunities in cloud contact
centre market by addressing existing
demand for end-to-end, single-vendor
communications and customer care
solutions by launching cloud contact
centre services. Providers can acquire
cloud CC companies or partner with
third-party providers in order to bring
such capabilities to market quickly.
Alternatively, providers can develop
these capabilities internally.
Elka Popova is vice president and
senior fellow, Digital Transformation at
Frost & Sullivan (www.frost.com). Elka’s
focus is with enterprise communication
and next-generation technologies.
Her expertise spans a broad range of
industry sectors including enterprise
telephony and messaging, unified
communications and collaboration,
hosted/cloud-based communications
and SaaS, and SIP trunking and VoIP
access services.
Contact management | 5
 The Operations
Issue
How a versatile system
supports McDougall’s
programmes
By John Amrhein
A
s one of Canada’s most experienced and leading
contract research organizations (CROs) for over 30
years, Toronto-Ontario based McDougall Scientific
delivers valuable insight to biotech and pharmaceutical
clients across all phases of their clinical trials.
With timely, accurate data and analytics, McDougall
helps them expedite their time to market while decreasing
development costs. Known for delivering exacting
insights, we work closely with companies to understand
their business requirements, aligns with their regulatory
strategies and mitigates risks to deliver a vital statistical
strategy for their product development.
Every successful clinical trial relies on expertly
managed data operations. McDougall’s intelligent system
ensures consistency and regulatory compliance while
providing expertly managed data collection and validation.
Our innovative technology ensures efficient statistical
designs that expedites workflow and mitigates risks,
resulting in a smooth, efficient and trusted operation from
start to finish.
Business need and challenge
McDougall designs the clinical trial study and data
collection instruments, executes the trial, cleans the data,
analyzes it and finally reports the study and results to the
Health Canada’s Therapeutic Products Directorate, the
6 | Contact management
U.S. Food and Drug Administration
(FDA) or to the European Medicines
Agency. A portion of each clinical
trial is conducted blindly where one
algorithm randomly assigns a placebo
or test drug to a patient/test subject.
McDougall also works with supply
management. For example, a specific
hospital may go through six drug
kits and need to order more. We
will prevent these inefficiencies by
programming unique algorithms into
the system to measure and track kits
at each stage: shipping, delivery and
integration.
In 2011, McDougall conducted
an online search of interactive voice
response (IVR) systems. We selected
several vendors to receive a formal
request for proposal (RFP).
First and foremost, we sought a
system that had to be validated and
could be implemented in a regulated
environment. We needed a system
with continuous availability for
clients via fail-over, high availability
or another suitable technology.
McDougall is a growing business, so
we also sought technology that allows
for multiple IVR applications as well
as additional telephony features that
could be used by our offices.
Second, the IVR project plan called
for professional services. McDougall
needed a vendor with comprehensive
developer and system manager
training that would guide users
through the implementation process
as well as ongoing training.
We had other requirements
including:
1. Compatibility with our
virtualized IT infrastructure.
2. Application development
not requiring unique or rare
developer skills, but instead
using a “modern” or common
language or graphical user
interface.
3. Integration with McDougall’s
MS SQL Server database system
and with web applications
Issue 2 • 2018

including (interactive web response (IWR) and
electronic data capture (EDC).
4. Support for four to 10 simultaneous calls from clients
via one or two incoming telephone lines.
5. Supports outgoing faxes and emails.
The Enghouse solution
Enghouse Interactive’s Communications Portal (CP) met
McDougall’s high-level requirements at a reasonable price.
The Enghouse CP is an open, standards-based platform
with integrated application development and management
components that significantly reduces the time, cost and
complexity of deploying voice and Internet Protocol (IP)
communications solutions.
The CP system empowers business communication
through voice self-service solutions, including:
• IVR and interactive video and video response (IVVR);
• Outbound dialing; and
• Speech-enabled self-service systems.
In addition, the system also offers:
• SMS and email;
• Standards-based voicemail;
• Contact centre solutions, including intelligent routing
applications and screen pop applications;
• Unified communications solutions, including
standards-based voicemail systems and applications.
They combine traditional voice, IP telephony, video
messaging, SMS, email and fax communications; and
• Visual self-service solutions via web browser,
smartphone, mobile or other connected devices.
Prior to CP, McDougall was using a Nortel system reliant
on a PBX that was no longer supported by the vendor,
which raised concern about service continuity. The new CP
system, with a cold stand-by, has improved our business
continuity and the service level agreements the company
can offer their clients.
At the time of the RFP, McDougall was migrating office
phones to voice over Internet Protocol (VoIP) via session
initiation protocol (SIP) and the new IVR had to be compatible
with it. We also required a vendor with solid support,
including training along with an extensive quality software
development and maintenance process and schedule.
Randomization and drug supply management at
McDougall is automated via IVR and IWR. It provides client
value by delivering just-in-time enrollment-driven supplies
to study sites, thereby lowering costs and optimizing
supply inventory.
Enghouse Interactive’s IVR and IWR has a global reach
and is eminently flexible. It has allowed us to customize
applications to meet such unique client needs as:
• Facilitating adaptive designs including dose escalation;
• Implementing complex randomization allocation and
trial supplies management schemes;
• Capturing Patient Reported Outcomes (ePRO);
• Conducting surveys;
• Recording patient trial status such as reasons for
failing screening;
• Executing emergency code break procedures;
• Sending automatic notifications and confirmations
triggered by specific actions or events; and
• Email confirmation of subject randomization.
Benefits and results
Since the system’s implementation in 2013, McDougall
Issue 2 • 2018
The Operations
Issue
has seen several positive results. For The new system also ensures
example, when sponsors of studies scalability. This includes auditing
needed to set up new clinical sites, trials, securing access, the ability
we would only need to supply them to adhere to requirements, testing
with phone numbers. In addition, and confidence in the system’s
McDougall has developed key development lifecycle.
business metrics in time and on In conclusion, Enghouse
budget. We have more efficiently Interactive has helped us
addressed complex randomization differentiate ourselves from our
schemes and drug inventory competitors by providing an
management, as well as system innovative technology solution that
availability. resolves important business issues
For randomization research of our clients. Enghouse Interactive’s
participants, McDougall clients Communication Portal automates
have called the IVR application to manually intensive procedures and
randomize: eliminates risks to data integrity, the
• Cardiac patients on the operating foundation of clinical research.
tables waiting to receive stents;
• Pediatric dental patients in John Amrhein is vice president,
the dentists’ chairs awaiting McDougall Scientific. He joined
treatment; and McDougall in April 2008 and functions
• Patients with diabetic foot ulcers. in several capacities, including:
managing employees and service
delivery, supervising IT service providers
The system retrieves information
responsible for maintaining McDougall’s
stored in the EDC by using web computing infrastructure and running
application programming interfaces McDougall’s business development
(APIs) and web services. When the data and sales activities. Prior to joining
originates in the IVR the system also McDougall, John was Senior Statistician
pushes data to the EDC from the IVR. at SAS Institute (Canada) where he
For drug supply management, taught statistics and programming and
the IVR has alerted clients when consulted with clients in health care,
supplies were: pharmaceuticals, retail, manufacturing,
• Due to expire and had to be finance and government. Prior to
joining SAS, John was a mathematical
replaced;
statistician with the U.S. Department
• Below supply thresholds and had
of Agriculture where he designed
to be replenished; and probability-based surveys of the U.S.
• Coming from multiple depots and agri-business sector.
requiring tracking from those
sources.
New Gold Line hosted contact centre
solution generating results
GL CloudConnect (GLCC), the enterprise division of the Group of Gold Line of Markham,
Ontario has deployed the Enghouse Interactive Contact Centre: Service Provider (CCSP)
as the platform for its new cloud contact centre offering, GLCCaaS.
CCSP is a multi-tenant hosted cloud contact centre platform. The solution has been
integrated with Gold Line’s GLSIP trunking and its GLPBX hosted PBX offerings. And it
has enabled Gold Line to meet increasing client demand for enterprise cloud solutions.
“This new cloud service, through partnering with Enghouse Interactive, affords Gold
Line the opportunity to extend existing relationships and be the single-source partner
for all of our customers’ needs,” said Essie Nouraee, GL CloudConnect vice president,
VoIP technology and services.
One such customer, Global Mentoring Solutions, Inc., (GMS) a leading provider of
outsourced IT help desk managed services, sought GL’s assistance after its existing
cloud contact centre provider failed to deliver the flexibility and commercial model it
required.
Since deploying GLCCaaS in November 2017 the company has realized greater
flexibility and cost savings that has enabled the company to reinvest in expanding
operations into new markets.
“The GMS contact centre operation is not a static environment and the cloud plat-
form we were using impacted every touchpoint of our ever-evolving customer care and
call treatment processes,” said Wayne Goldstein, GMS president and CEO. “GLCCaaS’
value proposition was clear and compelling, as it offered the scalability we needed
and the agility to adapt and effectively manage our business.”
Contact management | 7