1. Presenter Microsoft sales representative Audience Business decision-makers (BDMs) who are interested in Improving Customer Service Purpose Introduce the BDM to this solution Introduce the BDM to this solution Persuade the BDM to take the next steps in the Customer Engagement Solutions (CES) methodology Persuade the BDM to take the next steps in the Customer Engagement Solutions (CES) methodology Guidance To best present the deck, follow these guidelines: Delete hidden slides like this one before you present to your customer Delete hidden slides like this one before you present to your customer Familiarize yourself with the speaker notes Familiarize yourself with the speaker notes Customize the speaker notes to your audience (if necessary) Customize the speaker notes to your audience (if necessary) Use a demo specific to your audience Use a demo specific to your audience Customize the benefits/challenges slides for your audience (if necessary) Customize the benefits/challenges slides for your audience (if necessary) Using this presentation

2. Improving Customer Service Business Priorities Presentation

3. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

4. Every Touch Point Matters + _ Customer Experience Enjoyable Efficient Passable Annoyed Frustrated Angry Visits Web site Shops online Finds an expired promotion Works with a friendly sales rep Order is expedited Experiences a long call waiting time Places order Cannot find past purchases Uses product Encounters a problem with the product Describes problem three times Problem is escalated to field service Technician arrives with no data People often mistakenly believe products and services quality alone drives loyalty Research shows that loyalty is most influenced by two interactions: most recent and most emotional experiences (good or bad)

5. Business Context “I need your help!” “Are you protecting my personal information?” “Solve my problem quickly!” “Can you compete with me?” “Am I better at this than you?” “Have I copied you too well?” “Do you take care of everything I need?” “Can I manage my account online?” “Can I get it my way?” “What else can you do for me?” “Hire me!” “Train me!” “Reward me!” “Promote me!” “Update me!” “Replace me!” “Retire me!” “Invest in me!” Changing Customers Increasing Competition Evolving Models Shifting Labor Environments Disruptive Technology

6. Smarter Care Leads to Greater Customer Success The perfect customer experience Give customers what they want, when they want it, and how they want it Customer Experience Enterprise agility Execution excellence Capital efficiency Efficient Operations Happier agents with a higher first-call close rate Lower training costs Improved career path Smarter, More Effective Agents

7. Business Drivers Transform from a cost center to a profit center Reduce attrition and training costs Improve agent productivity and effectiveness Improve multi-channel customer experience Increase up-sell and cross-sell volume SALES

8. Business Having insight into customers' lifetime value and market segments Balancing agent effectiveness and efficiency Disseminating and promoting best practices Training, management, and usage of resources Providing consistent experiences across service channels Capitalizing on up-sell and cross-sell opportunities Challenges Challenges Providing a unified record of all customer transactions and interactions Providing easy-to-use data mining and analysis tools Supporting mission-critical, low-latency contact center applications Supporting dissemination of and access to current information Providing infrastructure for tighter support for agents from the rest of the organization Communicating and collaborating with partners and vendors IT Challenges

9. A solution should help… …by …by TRANSFORM FROM A COST CENTER TO A PROFIT CENTER Enabling executives to turn customer service into a strategic part of the customer life cycle Enabling executives to create resource and financial forecasts on a yearly and monthly basis and to drive programs that generate additional revenue and profitability in existing accounts and attract new customers Enabling executives to perform customer account planning that creates account- specific or segment-specific service offerings with sales REDUCE ATTRITION AND TRAINING COSTS Enabling executives to ramp up new agents Enabling executives to improve effectiveness and time-to-value of ongoing training Helping executives reduce initial and ongoing training costs Helping executives schedule and manage ongoing training Helping executives keep people motivated and interested IMPROVE AGENT PRODUCTIVITY AND EFFECTIVENESS Answering questions and resolve issues as quickly as possible Resolving more issues on first interaction Differentiating service level based on a customer's segment IMPROVE MULTI-CHANNEL CUSTOMER EXPERIENCE Enabling agents to pull information about customers regardless of the channel (for example, in a store, online, at a kiosk, in a call center, via e-mail, or via chat) Enabling agents to access information that is located in multiple systems to resolve customer issues Ensuring agents are informed of new and current promotions and offers and new product/service launches across channels INCREASE UP-SELL AND CROSS-SELL VOLUME Ensuring agents understand when and when not to sell Ensuring agents present the correct offers to customers Ensuring agents understand the relationships between products and services Solution Support

10. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

11. Demo Guidance Solution Showcase: Delivering Responsive Service 2007 – BDMDelivering Responsive Service 2007 – BDM Microsoft Dynamics CRM Microsoft Dynamics 4.0 Demo Kit: Microsoft Dynamics CRM 4.0 RC0 Release Virtual PC Image Microsoft Dynamics CRM 4.0: Presentation – Microsoft Dynamics CRM 4.0 Top 50 FeaturesPresentation – Microsoft Dynamics CRM 4.0 Top 50 Features CCF Microsoft Services Customer Care Framework 2008 Jumpstart: http://infoweb2007/servicesweb/BusinessModel/ServiceLineOffering/Pages/ccf200 8jumpstart.aspx http://infoweb2007/servicesweb/BusinessModel/ServiceLineOffering/Pages/ccf200 8jumpstart.aspx Customer Care Framework Homepage: http://team/sites/cs-infra/ccf/default.aspxhttp://team/sites/cs-infra/ccf/default.aspx Customer Care Framework Product Brief: http://team/sites/cs- infra/ccf/Most%20Frequently%20Used%20CCF%20Resources/CCF%202008%20Pro duct%20Brief.pdfhttp://team/sites/cs- infra/ccf/Most%20Frequently%20Used%20CCF%20Resources/CCF%202008%20Pro duct%20Brief.pdf

12. Demo [ Insert Demo Title ]

13. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

14. Solution’s Business Drivers TRANSFORM FROM A COST CENTER TO A PROFIT CENTER INCREASE UP-SELL AND CROSS-SELL VOLUME IMPROVE MULTI-CHANNEL CUSTOMER EXPERIENCE IMPROVE AGENT PRODUCTIVITY AND EFFECTIVENESS REDUCE ATTRITION AND TRAINING COSTS

15. Sophistication of the Solution Phase 1 Provides basic support for the most critical elements of the business driver Phase 2 Provides adequate, typical support for critical and priority elements of the business driver Phase 3 Provides thorough, streamlined support for the business driver that enable differentiated levels of performance TRANSFORM FROM A COST CENTER TO A PROFIT CENTER IMPROVE MULTI-CHANNEL CUSTOMER EXPERIENCE IMPROVE AGENT PRODUCTIVITY AND EFFECTIVENESS REDUCE ATTRITION AND TRAINING COSTS INCREASE UP-SELL AND CROSS-SELL VOLUME

16. Guidance Use the next few slides to discuss each of the business drivers with the BDM. Use the next few slides to discuss each of the business drivers with the BDM. Capture feedback as you discuss each business driver. For example, you should note the following: Capture feedback as you discuss each business driver. For example, you should note the following: Relative priority of the business driver compared to other drivers Relative priority of the business driver compared to other drivers Relevant key challenges, process improvements, and the relative priorities of each Relevant key challenges, process improvements, and the relative priorities of each Business capabilities that the BDM resonates with and their relative priorities Business capabilities that the BDM resonates with and their relative priorities Use the “Business Priorities Guide” to discuss and capture this feedback Use the “Business Priorities Guide” to discuss and capture this feedback Give a copy to the BDM during this segment of the presentation Give a copy to the BDM during this segment of the presentation Mark up your copy to capture feedback Mark up your copy to capture feedback

17. Business Priorities Guide Business Priorities Guide 1a Reference this guide to help you discuss the business drivers that are most compelling to the BDM. Capture feedback in the exact language that the BDM uses. Business Priorities Guide 1b Use this guide to discuss potential business capabilities of a solution that supports the BDM’s business priorities. Capture feedback from this discussion, noting the BDM’s solution preferences. EXAMPLE

18. Range of Business Capabilities Business Driver: Transform from a cost center to a profit center Phase 1 Phase 2 Phase 3 Gather all customer interaction information across systems to review and analyze performance of accounts and segments to measure customer lifetime value Gather and analyze current customer interactions and performance information year to year Create resource and financial forecasts Create basic account or segment plans with sales to address revenue and profitability growth View consistent dashboards of customer interactions and profitability waterfalls on demand Compare performance to other customers in the same customer segment to drive suggestions for specific account plans Analyze customer profitability, revenue, service level, and benchmark data to discover customer segments and build plans to grow revenue and profitability Determine patterns of profitability, opportunities for new business, potential customer service issues, or customer churn, and then effectively coordinate and execute an appropriate plan Automatically convert account and segment plans into contact center scripts and action plans Track performance against action plans and alignment to a strategy to determine account plan performance and effectiveness

19. Range of Business Capabilities Business Driver: Reduce attrition and training costs Phase 1 Phase 2 Phase 3 Track new and ongoing training curriculum and individuals' progress in completing the training Use an online training catalog with a scheduling system that supports training notification, registration, and execution to support readiness for new products, services, and promotions as they are introduced Allow agents to view reports about team performance goals and actuals by segment Use an eLearning solution that suggests training modules based on case outcomes Work with an expert to resolve customer issues instead of transferring a call to an expert Use an eLearning solution that suggests training modules based on case outcomes Plan training schedules to optimize costs, staffing, and utilization and to minimize impacts on service levels Automate team performance scorecards that show goals and actuals by segments and suggest training to enhance scores in underperforming areas Replace static training with on-the-job peer training that experts teach during actual customer interactions Provide real-time performance feedback and training module suggestions that are based on case outcomes Record, route for review, and store successful calls and case outcomes into a retrievable knowledge base Deliver training and case-handling best practices to agents based on profiles, specific performances, development plans, and interests Help agents become more confident, self-sufficient, and satisfied with their jobs by increasing their accountability and ownership of customer relationships Enable agents to work from home by using virtual contact centers

20. Range of Business Capabilities Business Driver: Improve agent productivity and effectiveness Phase 1 Phase 2 Phase 3 Allow agents to access all past customer interaction history across channels Enable agents to receive real-time support from the rest of the organization Allow agents to readily view the reports on contact center statistics (such as, resolution times and resolutions on first contact) Enable agents to find and access relevant supporting product/service information and experts as quickly as possible Group agents based on individual agent performance and route contacts to agents based on customers' segments Quickly find service contracts, validate entitlements, and track usage Improve visibility of current and relevant resources that are available in the organization to assist with resolutions Consolidate interfaces into applications that contain customer transaction information across the organization Allow agents to readily view reports on their individual performances Store all information that is required to answer customers' questions or issues about products/services in one location and organize it in a knowledge base that has an accessible taxonomy for service issues and can suggest potential resolutions based on case histories Improve access to experts by using advanced search and indicating current availability Formalize and streamline processes for support of each segment View current service-level performance by segment Allow agents to view real-time individual and contact center performance statistics and alerts Resolve issues without using agents by automatically responding to e-mail messages with self-service answers Streamline agent support from the rest of the enterprise and partner organizations Streamline and integrate interfaces into applications that have product/service information; enable agents to quickly review customer profiles and potential issues by automatically showing them at the top of agents' screens Determine target service level agreements (SLAs) for customers based on profitability, revenue, customer segments, and contractual entitlements to maximize customer lifetime value Allow agents to establish temporary SLAs for particular cases Generate real-time alerts when segment service levels are not being met

21. Range of Business Capabilities Business Driver: Improve multi-channel customer experience Phase 1 Phase 2 Phase 3 Allow agents to access all past customer interaction history, outstanding service issues, and sales opportunities across channels Enable agents to receive real-time support from the rest of the organization Support using e-mail as a way for agents to communicate with customers Enable agents to find and access relevant supporting product and service information as quickly as possible Enable agents to connect with available experts as quickly as possible Collaborate across product and service teams to share information about promotions, offers, and new product and service launches across channels Improve visibility into relevant, available experts in the organization to assist with resolutions Consolidate interfaces into applications that contain customer transaction information across the organization Store all information that is required to answer customers' questions or issues about products/services in one location and organize it in a knowledge base that has an accessible taxonomy for service issues and can suggest potential resolutions based on case histories Improve access to current product/service information and experts by using advanced search and indicating current availability Automatically notify agents about new product launches, promotions, and offers across channels Find subject matter experts on new products, promotions, and offers across channels Streamline agent support and other contact channels from the rest of the enterprise and partner organizations Streamline and integrate interfaces into applications that contain customer transaction information; consistently provide agents and other channels context about recent activities and problematic transactions Share channel trends with marketing, product, service, and quality teams Establish new customer communication channels (such as Web chat and e-mail) with customer service centers Streamline agent support from the rest of the enterprise and partner organizations Streamline and integrate interfaces into applications that have product and service information; enable agents to quickly review customer profiles and potential issues by automatically showing them at the top of agents' screens Proactively find and address service issues before customers report them

22. Range of Business Capabilities Business Driver: Increase up-sell and cross-sell volume Phase 1 Phase 2 Phase 3 Consistently and effectively conduct sales training during an agent's onboarding training Share sales best practices and experiences among agents and cross-functional team members Enter information about what customers want and generate customized products or service recommendations Train agents about the value of existing and new products and services Access a fully detailed catalog of all products and services Determine propensity to respond to up-sell or cross-sell attempts based on historical up- sell or cross-sell successes Provide real-time access to relevant sales best practices Determine and find complementary product and service offers in real time Track up-sell and cross-sell performances Discover new value propositions that are relevant to product and service relationships Identify up-sell and cross-sell opportunities in customer segments and proactively identify and contact customers Construct relevant offers on complementary products and services based on purchasing history across channels Suggest the most relevant offers that have the highest commission to agents in real time Suggest value propositions for complementary products and services to agents in real time

23. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

24. Potential Business Benefits Customers' lifetime values and market segments can be readily determined Agents are effective and efficient because they know the: Full context of customer touch points across service channels Current products, services, and promotions Best practices are well-maintained and followed Efficient management and resources Customers have consistent experiences across service channels Profitability from up-sell and cross-sell opportunities Agents and management use a familiar, integrated, and flexible Microsoft platform

25. Infrastructure Optimization Sales Approach Audience Solution Implementer Guide Architecture Guide Infrastructure Optimization Sales Support Materials Solution road map Solution areas Industry Horizontal Customer business strategy Capability Discussion Guide Capability Discussion Presentation 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach Business Priorities Guide Business Priorities Presentation 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities Optimization gap analysis => Projects, architecture, products BDM TDM IT Pro

26. Next Steps Discuss your priorities with IT Map to systems requirements Understand what can be leveraged Develop a high-level road map for deploying integrated capabilities Translate back into business capabilities enabled/supported Review the proposed business capability road map

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