Contact centre technology - an agent of transformation
Tue, 15th May 2018
Posted onTuesday, May 15, 2018 - 19:07Overworked and bamboozled contact centre agents saddled with legacy technology could be forgiven for wanting to run to the hills after a torrid time handling the daily swamp of incoming contacts. But according to IPNetix MD Kevin Boyer (pictured), their lives could be transformed by a modern day multi-channel solution that delivers on the promise of a golden age in customer engagement.
As an exclusive professional services provider for Avaya Contact Centre solutions, IPNetix knows first-hand what customers experience after a tech upgrade. "We implement solutions and then provide ongoing support," explained Boyer. "This offers a real-life view of what call centre teams think of the technology and how it affects their role and work life."
He cited one business as an example, Carlisle Brass, a developer of door and window furniture for residential and commercial properties and part of the Arran Isle group of companies.
Its Contact Centre Manager, Michele Hocking, once managed a team of agents swamped by answering a high number of calls and responding to orders, queries and issues as they came in.
"They had no routing or tracking capability in the old system, so had a best endeavours approach to serving their customers without any intelligence on the profile of the caller," stated Boyer.
Upgrading to Avaya Contact Center Select enabled Hocking to deliver a consistent level of customer service across teams, reporting and coaching, all of which were previously a challenge due to a lack of call demand management.
"Equally, reports were a trial due to the inability to access all the required information, and coaching was simply secondary," said Boyer. "The only possibility was spending time sitting beside agents and listening to the customer interaction."
Hocking added: "Despite all best endeavours to provide best in class customer service, call and customer wait time increased. It was an incredibly busy and reactive time and testing for the team. However, they did all they could to maintain an honest dialogue with customers, keeping them as informed and up to date as possible."
With the Avaya solution in place Carlisle Brass has seen wait times cut in half and customer satisfaction increase. "Reporting is transformed, and a host of new insights have helped improve the customer journey," explained Hocking.
The real impact, noted Boyer, has been to transform the everyday function of the team, primarily down to the call routing and management capabilities of the new system.
"There is a call flow in place that ensures calls are shared equally and routed to the right team enabling deeper relationships between agents and customers," he said. "Calls are prioritised over email and faxes and all are delivered to the right team and agent, enabling a proactive approach with customer knowledge.
"It now takes seconds to run reports and call recording has made a real difference to team coaching, along with individual performance monitoring."
Hocking commented: "I now have greater insight into the workload of each agent and can use recorded calls to help provide targeted coaching."
Hocking added that both she and the team are less stretched, more structured and focused in their approach. "This has had a tremendous impact not only for Carlisle Brass customers but for the team's wellbeing and culture," she stated.
"None of the team are running for the door at the end of the day. The pressure to respond has been removed and we are relaxed and in control, which naturally improves our interaction with customers and our lives in general."
According to Boyer, customer service really does begin with employees. "It is imperative to give them the ability to listen and resolve and ultimately deliver on time with perfection," he added. "The challenge for companies is to empower and motivate individuals to provide excellent customer service in an environment that considers their wellbeing."
Related TopicsCase study
Empowered by Wi-Fi
Fri, 6th Apr 2018
Posted onFriday, April 6, 2018 - 12:28Multi-dimensional Wi-Fi solutions have created a new paradigm in comms, according to Gavin Wheeldon, CEO of global Wi-Fi analytics provider Purple WiFi, who offers an insight into the power of smart wireless solutions and what they could mean to you.
Advanced Wi-Fi is moving away from the principle of providing Wi-Fi simply as a utility and a cost to the business, to become an experience enhancing and ultimately revenue generating tool that offers improved, actionable intelligence that is a boon to businesses. Purple's proposition is based on turning a Wi-Fi network into a revenue generation tool through social media integration, intuitive analytics and profile-based remarketing.
"Advanced Wi-Fi provides endless opportunities for businesses to think more broadly about how they can connect and engage with customers," commented Wheeldon. "Through the installation of a visitor-based network, businesses can provide a high-speed and secure wireless connection for guests while also collecting data and demographic insights to help tailor and personalise communications, and therefore ultimately deliver a greatly enhanced customer experience."
Personalising a customer's experience can have a significant impact on retention and revenue. However, efforts to engage with customers and make the most of revenue opportunities fall flat when businesses are unable to identify who is in their venue. "With Wi-Fi analytics, organisations can start collecting customer data such as demographics (name, date of birth, gender and hometown), customer contact information, customer interests (via social media), the frequency of visits, customer movements around venues and dwell times etc," added Wheeldon.
"API access enables organisations to quickly integrate this data with their CRM system, something we see a lot of among our larger clients. Using this data, businesses can send real-time SMS and email campaigns to customers based on previous interactions with their brand, driving engagement and client satisfaction. Customers have come to expect personalised content and improved experiences."
Purple WiFi's integrated marketing tool, called LogicFlow, enables businesses to create and deliver such bespoke marketing campaigns with 'minimal effort', noted Wheeldon, improving the effectiveness and efficiency of marketing initiatives and business operations. Purple WiFi works with channel partners to present such RoI based solutions for deploying new and refreshed legacy infrastructures, often pulling through 20x the Purple license cost in attributed hardware and services contracts for the partner.
According to a recent MarketsandMarkets report, which included input from Purple WiFi, the global managed Wi-Fi solutions market is expected to grow from $3.07 billion in 2017 to a $6.11 billion by 2022, at a CAGR of 14.8 per cent during the forecast period. "Figures from our own data correlate with this prediction, with the number of UK venues using a guest Wi-Fi network increasing year-on-year (2016-17) by 36 per cent, while the number of users logging into the Wi-Fi at these venues rose by 57 per cent," said Wheeldon.
Purple WiFi is headquartered in the UK and has international offices in the US, Chile, Spain, Singapore and Australia. Its enterprise solution is live in 24 languages across 160 countries. "We have data on 50 million unique individuals across 300 million visits to 34,000 venues," added Wheeldon. "From this data we have been able to conclude that on average 75 per cent of customers do not return to a venue. We appreciate that this figure will differ across sectors and industries, but customer retention is a huge pain point for many businesses.
"Through the installation of a guest Wi-Fi network alone companies can improve customer retention by seven per cent. And by sending personalised real-time SMS and email marketing campaigns to guests this figure rises to 14 per cent. These increases can have a significant impact on revenue."
The future for Wi-Fi is certainly robust, characterised by strong growth and continued technological innovations. "Advanced Wi-Fi appeals to more than just IT - tripling the addressable market," added Wheeldon. "We do a lot of work with digital marketing, planogramming, customer insight and experience teams."
In working with channel partners Wheeldon has observed two key trends. "Resellers are moving towards a method of leading with RoI, touching customers' pain points and explaining ways they can support and help drive increased retention, which leads to a multi-dimensional Wi-Fi solution," he said. "We are also seeing a definite shift towards a managed service model where resellers can add value on a regular basis and generate recurring revenue. We expect this trend to continue as the demand for connectivity and wireless increases over the coming five years."•
Related TopicsCase study
9 puts partners on road to IT services revenues
Fri, 2nd Feb 2018
Posted onFriday, February 2, 2018 - 12:23Appealing to partners on important matters outside their comfort zone is a productive strategy deployed by 9 which, for example, holds interactive workshops with resellers on how to confidently stride into the cloud IT services arena.
It is a fact that the IT market is a beacon to which comms resellers should now be following, but the rise of data and cloud-based communications can seem a strategic minefield for traditional comms players. The key to unlocking their potential to succeed in these new markets, believes Director of 9 Partners Adam Cathcart (pictured above), is to pique their interest and genuinely listen, engage and consult on the crux of where opportunity meets challenge.
"The channel is facing a range of pressures on traditional product margins, but there is potentially a larger upside opportunity presented by entry into a range of adjacent markets reselling new products and services," said Cathcart. "Simply handing over product information, as has been dictated by convention, is not enough. This is about presenting the opportunity, listening closely to real-world feedback and then delivering a go-to-market strategy and the support that our partners need to be successful."
With their eyes opened to the potential for business growth in reselling products and services such as Microsoft's Office 365 portfolio, Cathcart says partners find the courage to meet the challenges head-on, rather than risk vanishing in a cloud because they have not been given a fighting chance to future proof their longer- term business planning.
"Selecting the correct strategy, portfolio and provider can be a challenge and lead to inaction," added Cathcart. "But hearing Microsoft product experts describe the opportunity and share ideas on how to successfully market cloud IT services to current and new customers has proven to be a stimulating catalyst for partners who were once daunted by the notion of becoming an IT services provider."
9 stages its working groups at its headquarters in Stonehouse, Gloucestershire. The company holds multiple Microsoft Gold Partner certifications and Cathcart noted that 9 has optimised its IT services product offering and commercials for partners and is planning to launch the proposition across the wider channel during Q2 this year. The cloud IT services portfolio is augmented by provisioning, billing and support services which Cathcart says will spark interest and growth across 9's partner base.
"By reducing the barriers and friction that partners often encounter when adopting a new product we believe that our partners will be enabled to win business from day one," said Cathcart. "Experts from 9 will support partners across the complete sales journey, offering pre- sales, sales and marketing resources that work hand in hand with partners and their customers."
One such partner is Lascom Managing Director Karl Cheshire (pictured left) who was drawn to 9's IT services strategy but required a leg-up to address the expansive opportunity that first appeared alien to him. "It is important for service providers to fully understand the issues facing their channel partners," he stated.
"Standard product information and off-the-shelf training does little to encourage interest let alone action. But through focusing on partner feedback and listening to our viewpoints and concerns 9 has formulated an approach that helps companies such as mine to engage with our customers, influence the market and secure new cloud IT services business."
Related TopicsCase study
ICUK's infrastructure mapping tool sets a new course
Tue, 12th Dec 2017
Posted onTuesday, December 12, 2017 - 17:31The first version of a mapping tool that enables its users to locate and fully understand the carrier infrastructure serving specific locations has been launched by ICUK. The service is designed to help partners improve the planning of their infrastructure projects and anticipate potential delivery issues ahead of agreements being made with customers.
In its first phase the application gives ICUK partners useful data at their fingertips on Openreach's ducts and fibre installations.
This gives partners a clear view of the existing infrastructure, whether in situ or in planning, along with the available capacities (plus other useful data), all of which enables resellers to make the most coordinated and appropriate decisions when proposing leased line solutions (or the like) to customers.
In developing the service ICUK plotted Openreach's infrastructure chart onto Google maps and then created imaged representations via satellite and street views with graphical markers, bringing a new visual dimension to the data. "You can now stroll down a road virtually and make sense of street infrastructure and existing fibre installations," stated ICUK Director Paul Barnett (pictured).
According to Barnett another of the cast-iron advantages that Openreach Infrastructure Maps gives partners is an ability to demonstrate to customers deep knowledge of the local infrastructure and explain the implications of this data on project planning and delivery. "Armed with this tool the sales conversation isn't just about the benefits of a technology and its price," stated Barnett. "Partners are empowered by their ability to instil confidence in their customers by showing that they truly understand the product and are able to provide fair warning of potential challenges.
"The multiple technologies and carriers plotted on our maps will form the crux of initial conversations with companies wanting to improve their broadband speeds or resilience. This moves the sales discussion away from price, and allows sales people to up-sell resilience and differentiate by talking intelligently about the options."
The reality is that until now it has been difficult to correctly predict delivery timescales and make proper evaluations on whether an installation will be problematical, but trials of ICUK's infrastructure mapping service have for the first time introduced a new level of certainty to leased line quoting and delivery experiences, according to Barnett.
"The detailed data we give to partners is far superior to the traditional unspecific approach of saying to customers that 'delivery will be within 45-90 days', which leaves provisioning teams to deal with the fact that such time scales are generic and sometimes unachievable," added Barnett. "Current quoting processes for leased lines offer no visibility into the local infrastructure. Nor do they give insights into how tricky an installation may be."
To help partners get a firm grasp of Openreach's local infrastructure, ICUK's new application pinpoints ducts and their precise points of entry into buildings. "Duct visibility is helpful because it confirms that infrastructure is in place and that an access point is available," explained Barnett. "On the other hand, a postcode may be recognised but in reality the customer location could be under construction or newly built. Being able to understand scenarios such as this enables partners to alert customers about possible difficulties.
"Likewise, for diverse requirements we are able to determine whether there are logical exit points. Furthermore, we can locate fibre nodes nearby which may be in the street infrastructure - underground fibre pits for example - or existing installations in buildings or street furniture."
Barnett noted that knowledge of existing fibre into a premises (or nearby) significantly reduces the possibility of excess construction charges, while also flagging up the challenges or potential delays that may have a negative impact on an installation. To gain early insights into such cases, ICUK has access to Openreach's category classification for addresses, which is an assessment of how tricky certain locations might be to service.
The basis for ICUK's mapping tool is not a new idea, others exist, but Barnett says the firm's innovation has overcome the limitations of its predecessors - and is a fast-track to a new age of infrastructure mapping. "The drawbacks common to current offerings, which plot against Ordnance Survey maps, include not always being up-to-date, a lack of company names, and no zoom facility to properly assess duct entry points into a building," explained Barnett. "Visualising Ordnance Survey maps isn't as intuitive as Google Maps, and there are no satellite or street view options, nor the ability to extend search results.
"Converting the format of data used in Ordnance Survey maps to work with Google was a challenge. But our effort was worthwhile. Satellite views are helpful, especially in challenging or new-build locations. You can also get an idea of the geographical considerations which standard maps fail to show. And by simply repositioning the pin we can extend the search without losing the original data set. All this is a snapshot of what this tool will ultimately deliver over the long-term."
Barnett wants more mapping capacity and his plan is to steadily build up the service by adding more data about carrier infrastructure. One near-term possibility is to overlay Openreach and Virgin data. "Full knowledge about fibre which is nearby or in the same building can help to determine price as well as which carrier is selected," added Barnett.
Nor is that all. The service could extend beyond fibre to plot wireless carriers and their radial coverage (subject to line of sight). Why stop there? Introduce mobile carriers into the mix and determining the best 4G coverage becomes a piece of cake, making the choice of provider for back-up or pre-Ethernet services just as easy. "We could even get to a point where we show coverage based on the direction of an aerial," stated Barnett.
"Our vision is to maximise the potential of the Big Data at our disposal, and Openreach Infrastructure Maps is just the beginning. We're arming our resellers with true visibility of potential solutions, options and challenges, all as part of ICUK's quoting and provisioning experience. Our integration with Openreach is the first step-change as we look to overlay other carrier and technology data, extending beyond leased lines into all of our current and future services."•
Related TopicsCase study
How analytics is changing customer interactions
Tue, 14th Nov 2017
Posted onTuesday, November 14, 2017 - 15:52The way bottomless troves of customer data are analysed and used is down to the R&D activities of communication interaction experts such as Akixi, Oak Innovation and Tollring. Here, we gain insights into their strategies and priorities as they manoeuvre to help resellers bring leading edge analytics and automation technologies to SMEs.
Developments in data collection, analysis and AI promise to give businesses the insights they need to improve the experience they deliver to customers. And the ability of speech analysis to interpret unstructured data such as call recordings, combined with the rise of natural language processing (NLP) technologies, means that organisations have a treasure trove of information at their finger tips. Modern day speech analysis, for example, is not so much about what is said, but how a caller says it, with their tone of voice, the words they choose to use, sentiment and pauses all suggesting a particular emotion or mood. "The dramatic improvement in speech technologies means that we can service incoming calls in a more automated way and with higher transcription rates than humans," said Phillip Reynolds (pictured), CTO, Oak Innovation. "And with mood detection we've got a lot more to work with in terms of understanding our customers.
"There is also a shift towards self-service, ongoing improvements in automation and the availability of apps for everything. Demographics will determine how each customer group wishes to be looked after - some wanting to talk to a person, others happy to interact with a computer service in the cloud or on their smartphone, some preferring to use email or the postal service. It's about delivering the best service to customers in the way they want to receive it. Resellers have always been brilliant at selling telecommunications, but now they're selling communications and the customer experience."
Unlocking the data treasure trove has hitherto been expensive and the exclusive domain of large companies and large contact centres. But these technologies are now affordable to all businesses. "Future growth in this area is an enormous opportunity for resellers," stated Reynolds. "We are following the trend with our cloud-based solutions and multi-site and multi-tenanted support, as well as our hosted, data centre and CPE solutions. The clever thing is to bring them all together into one platform with multiple and flexible deployment models, which we've done."
Reynolds is now 'majoring' on integrations and providing a managed integration service. "Customers don't necessarily want to fork lift out their business or CRM systems, but they do want to take advantage of the latest customer engagement and measuring models," Reynolds explained. "Resellers need support on this integration journey. Someone who can help them deliver solutions to a wide variety of industries."
Oak Innovation's R&D is focused on the company's single communications platform. It can be deployed on a cloud, hosted or CPE basis, and supports call recording, call reporting and performance analytics, with CRM and database integration. "We also have several mobile development tracks in progress," commented Reynolds. "Some for our traditional markets, and others for new methods of delivering the customer service solutions of the future."
According to Carl Boraman, Commercial Director at Tollring, we are entering a new phase of business analytics based on data from omni-channel communications. Not just phone calls but also Skype for Business interactions, cloud calls, video calls, web chats, web bots, emails, social media etc. Here, the analytics can be lifted out of their traditional silos, consolidated and easily analysed, he pointed out. "These insights will help to deliver an immense understanding of customer behaviour, which in turn will trigger initiatives to drive up customer satisfaction and profitability," stated Boraman.
The big opportunity is the 'democratisation of data', believes Boraman, as cutting edge analytics solutions become accessible to SMEs. "Cloud-based omni-channel solutions are beginning to emerge," he said. "Growth in the demand for omni-channel in the SME sector is going to explode over the next few years as the cost and complexity barriers to entry are removed. Omni-channel as a Service (OCaaS) will become the norm."
Another trend noted by Boraman is that more SMEs are investing in contact centre solutions, not to manage and increase agent productivity, but to access the rich information offered by customer analytics. "Forward thinking SMEs are hungry to understand their customers better than ever before," he added.
Tollring's main priority is to expand the capabilities of its reporting and recording products to deliver a single pane of glass analytics solution. "This will combine customer interactions with APIs into all major CRM systems, where the complete customer journey, history and behaviour can be easily captured and understood," stated Boraman. "The aim is to ensure that customers receive the best experience first time every time according to their needs and behaviours."
A key focus area for Tollring's R&D is expanding its omni-channel tools to include new features such as sentiment analytics around video, where Boraman sees a big opportunity. "GDPR compliance is another key investment area for us, to ensure the safe management of personal information that we hold on behalf of our SP and OEM partners and their customers," he added. "Our partners depend on us to keep them protected and ensure they meet current as well as future regulatory compliance. Tollring's ongoing development will enhance functionality and capabilities, embedding 'security by design' for GDPR compliance.
"GDPR is a huge consideration for businesses. In situations such as the contact centre where capturing and storing personal information for non-essential purposes is the norm, changes will take place over the coming months. We will be offering our partners and their customers full GDPR compliance products before the May 2018 deadline."
Having a clear sight of financial business stats and what they mean is also high on the wish list of all organisations, and Akixi Managing Director Bart Delgado is urging resellers to 'follow the money' with the launch of new features that deliver the 'dream'. "The link between company activity and fiscal results has always been one of the most desired metrics in the quest for business improvement," he said. "But this data has been too difficult or unreliable to correlate due to the disparity of information silos. Now it is becoming far easier to interact between those silos as we introduce features that highlight financial statistics and show the monetary value of calls waiting, answered and abandoned.
"It is only when resellers understand how customers make money that they can get a clear picture of the supporting business processes and customer engagement cycle. Resellers can then engage with the customer to ascertain their pinch points and challenges, before educating and working with them to define a better way of working. Of course, this also raises the question of Business Intelligence, and how by integrating and connecting customers' independent systems there is an opportunity to not only improve efficiency and productivity in the short-term, but also to inform better decision making across the customer's business in the long-term." •
Related TopicsCase study
Why apprenticeships should become company policy
Tue, 10th Oct 2017
Posted onTuesday, October 10, 2017 - 16:53Green Telecom Managing Director Steve Hayden and the Institute of Telecommunications Professionals (ITP) have called on the communications industry to prioritise the employment of young apprentices as a matter of organisational policy. Here's why...
Just talking about the skills gap in telecoms doesn't get the job done. What we really need to do is take action and inspire apprentices with the wonders of our vibrant sector, and work hand in hand with the ITP to champion bright young people and help them lay the foundation of a successful career in IT and telecoms, according to Hayden. He has called for the employment of apprentices to become compulsory, with a minimum ratio of one apprentice per ten employees. "Apprenticeships are a great opportunity to take someone into your business and train them in your ways and systems," he commented. "And they help to fill the skills gap. Qualified engineers are hard to come by in telecoms."
Green Telecom was established in 1989 by Hayden as an installer of telephone systems for other telcos. The company became a reseller in 1995 and currently employs 12 staff with a turnover of almost £2 million. Green Telecom is based in Chesham and owns its offices, and has come a long way from the double garage in Ruislip where Hayden started the business. "We believe in honesty, value and a professional but happy work environment which includes apprentices," added Hayden. "We have been involved with the ITP apprenticeship scheme since the outset and our main engineer, Aneel Ahmed (pictured right with Steve Hayden), came through the first cohort."
Hayden himself started out as an apprentice engineer with BT when he left school in 1981. He believes that the number of apprentices employed by a business is a sound indicator of its practical approach to strengthening and growing from within. Moreover, apprentices like Aneel make their career decisions according to what they find relevant to their future lives, which means they have a long-term vested interest in their employer. "My first apprentice role at Green Telecom was as a Junior Telecoms Engineer," said Aneel. "I started off by learning the basics of telecoms such as the use of Cat 5 cable and how to terminate these at a customer site, and then moved on to system installations and programming."
The ITP's role was to help Aneel settle in at Green Telecom and Coventry City College where he studied. The ITP also provided a mentor for Aneel to contact should he need help with the NVQ and its associated assignments. His role as Apprentice Telecoms Engineer lasted 18 months, the time it took for him to complete a Level 3 Diploma. "Once I had achieved my qualification I had a review meeting with Steve Hayden to discuss my future role and career ambitions," commented Aneel. "Because I was qualified my job role changed to Telecoms Engineer.
"My work colleagues were supportive with my apprenticeship assignments and NVQ, and I was given all the help I needed. I was also assigned a mentor within the workplace so I had someone to discuss, plan and complete my apprenticeship NVQ. Although studying and working together was challenging, it helped to develop my skills as I was able to put the theory I was studying into practice almost straight away."
Aneel is now a Senior Engineer and has trained as a multi-skilled employee, enabling him to help in the IT and customer service departments when required. "The apprenticeship scheme not only enabled me to develop technical skills in IT and telecoms, it also helped me to develop key employability skills such as communication, presentation and time management," he explained.
Aneel is currently studying through The Open University to achieve a foundation degree in Networking. "Once I have achieved this I aim to sit the Cisco CCNA exam and in the future look at completing other Cisco certifications," he said. "I will keep my options open for future qualifications and certifications as I think it's important to carry on learning and developing skills to keep up with future technologies in this industry."
Apprentices are more likely to be loyal to a company that has given them an opportunity to gain qualifications and practical experience in the workplace. "I would recommend all businesses to consider employing an apprentice" commented Aneel. "It provides a fantastic opportunity to train a young, willing individual and develop them into the type of employee the company requires. The apprentice can be trained in areas of the business where there is a lack of skilled employees, leading to more productivity and the freeing up of staff time to undertake other responsibilities."
Aneel's success during his apprenticeship was rewarded with an Apprentice of The Year award at the Annual ITP awards evening. "Aneel's story is a fantastic example of the power of apprenticeships and highlights the benefits apprentices bring to any business, large or small," commented Crissi Williams, CEO of the ITP. "It's a win-win situation for both the apprentice and employer, and is almost always a great learning experience for both. Green Telecom has paved the way in terms of employing and developing its apprentices, and we hope this will encourage other businesses to get on board. Even if they only employ one apprentice per year, it can have a huge impact on the bottom line."•
Related TopicsCase study
The making of HSCN: An inside view
Thu, 7th Sep 2017
Posted onThursday, September 7, 2017 - 16:15Close collaboration between the comms industry and the Public Sector has delivered a new Health and Social Care Network (HSCN) designed to help SME providers flourish in a far more competitive marketplace. Here, Adept Telecom CEO Ian Fishwick provides insights into how the new framework was created.
In tandem with his Chief Executive role Fishwick doubles up as the Commercial Director of Innopsis, the Telecoms Trade Association that advised NHS Digital on the creation of the new HSCN. He also represents the telecoms industry on the Cabinet Office SME Panel, and brings key insights into the progress made towards the new competitive marketplace for integrated networks in the health sector.
In early 2016, NHS Digital (HSCIC as it was then known) approached Innopsis for help in the creation of the new HSCN. The key questions to address were: How to replace a single supplier network (N3) that has been around for well over a decade with a vibrant competitive marketplace for the supply of health and social care data networks? How to ensure that non-NHS organisations can connect to the NHS securely? And how suppliers can be seen to be approved and operating to the same standards?
According to Fishwick, the formation of HSCN and its introduction in April this year is a shining example of how industry and the public sector can work together in answering questions such as these. And in addressing the issues at hand, Innopsis settled on three key focus areas - Commercial and Governance, Technical and Security, and Service Management. The first of these categories looked at how to create a marketplace where suppliers can compete on a level playing field. Innopsis explored ways for suppliers to become compliant and what that approval process would look like.
In terms of Technical and Security, the pressing concerns focused on how HSCN can become an interoperable 'network of networks' whereby the individual supplier networks work together seamlessly. It considered the security standards suppliers and users should follow to ensure the network is safe to use. Next, the Service Management category assessed how the 'network of networks' will be monitored and managed in-life to guarantee a high level of availability for end users.
To address the big issues outlined above each working group had joint chairs - a subject matter expert from NHS Digital and a corresponding director from Innopsis who co-ordinated the view of industry. Fishwick was the industry joint chair of the HSCN Commercial and Governance working group.
"On passing stage 1 of the HSCN Compliance process a supplier is given the blue HSCN Compliant logo so that users can see that it is authorised to sell HSCN connectivity," stated Fishwick. "Once a supplier has achieved HSCN Stage 2 Compliance they are then authorised to start installing new HSCN circuits."
Early procurements were placed under RM1045 (Crown Commercial Service's Network Services Framework). Customers could either issue tenders or choose a supplier and place direct awards from a suppliers' online catalogue. Crown Commercial Service will then issue a HSCN-specific framework because some of the HSCN Compliant suppliers did not qualify for RM1045 when it was awarded two years ago. This means there will be more suppliers to choose from.
"In order to speed up the migration from N3 to HSCN, NHS Digital will co-ordinate aggregated procurements whereby several organisations can be grouped together under a single tender," explained Fishwick. "Before a customer can install HSCN circuits they need to get the funding approved from NHS Digital. As N3 was previously funded centrally, each buyer now needs to apply for funding from NHS Digital before they commence procurement. The buyer also needs to sign a HSCN Code of Connection. This has been simplified to one code per organisation rather than one per site, making it much easier for multi-site organisations."
The migration to HSCN is planned to be completed by August 2020. It is expected to support around 35,000 digital connections across England and Wales (even more if it reaches its full potential), creating the largest public sector network infrastructure in the UK.
Adept Telecom has long been a SME provider of network services to the public sector and has a strong customer base in public and private health organisations. The company is a Crown Commercial Services supplier with the right to provide services under the CCS Network Services Framework RM1045. Adept gained approved supplier status in July 2015 for all four lots that it applied for and has since won a number of significant contracts across them.
Adept Telecom is now able to offer HSCN compliant network services to health and social care organisations. "The ultimate goal is to support better integration across health and social care organisations," added Fishwick. "But it also represents an important opportunity for health organisations to achieve significant cost savings on network spend."•
Related TopicsCase study
Ways to gain business acumen
Wed, 2nd Aug 2017
Posted onWednesday, August 2, 2017 - 12:48Resellers who set on a path towards the BI landscape will soon have the power to change the course of how businesses will operate in the future, according to Ged Cooney, Director of Legal & Commercial at TeleWare.
All case studies show that BI projects overwhelmingly benefit the end user, which is an undeniably good sign for resellers who observe with interest what is happening in the analytics market, who understand that BI solutions are essential for the future workplace and see how they can be adopted to both their own and their customers' advantage. But this means asking serious questions and facing new challenges, noted Cooney.
"The main challenges faced by businesses wanting to embark on a Business Intelligence journey are in establishing their business intelligence and analytics targets, demonstrating a significant return on investment and overcoming the perception that it is costly and resource intensive to achieve analytics goals," he stated. "Data held on numerous legacy systems makes a single source of truth difficult. A wide range of specialist skills and tools are required, such as data engineering, data science, data visualisation, Machine Learning and Cognitive API platforms. It is unlikely that many businesses will have the required expertise therefore they need partners with these skills to bridge the gap."
Resellers can help customers by partnering with companies that have the range of expertise necessary to achieve their customer's analytics goals, while helping customers understand the competitive advantages that new analytics technologies can bring in terms of increased sales, reduced costs and enhanced customer experiences. "But first they must gain a deep understanding of the customer's different business intelligence requirements, whether this be high level performance management dashboards or self-serve tools enabling specific business users to gain deep insights from their data," added Cooney. "Then, clear delivery milestones that enable project sponsors to set expectations within the business should be agreed."
It is important for resellers to engage with end user customers at all stages of deployment and adopt an agile approach that also delivers early wins, believes Cooney. Resellers should aim to deploy solutions that maximise self-service analysis tools as they work best when placed into the hands of business users rather than the IT teams. "The users are the ones who will identify the insight but they need to rely on the IT team to produce the analysis," advised Cooney.
The BI market trends of most interest to Cooney include the rise of the cloud which enables the flexible and cost-effective deployment of feature rich services; Machine Learning which promotes advanced analytics including predictive analysis; and automation techniques that allow actions to be taken following analysis with minimal intervention.
In response to these BI market opportunities TeleWare leverages expertise across a range of disciplines to deliver insights for customers. With over 50 years combined experience of BI and analytics, it has developed a simple and structured approach (see panel box). TeleWare's main target markets are retail and financial services, and Cooney cited two examples of BI in action within these sectors.
Through Stream Analytics, Azure Machine Learning and Power BI, TeleWare provided predictive analytics for a retail customer's contact centre solution that enabled it to understand the factors affecting their agent answer rates. TeleWare was able to significantly reduce the abandoned call percentage. And with Azure Machine Learning and Power BI, TeleWare developed a sales pipeline predictive analytics solution that enabled customers to target resources at the high probability opportunities. This substantially reduced the customer acquisition costs.
As we have seen, key growth areas for TeleWare include providing advanced analytics services into its financial services customers, enabling them to reduce the cost of compliance, as well as bringing the power of machine learning and predictive analytics to its retail customers enabling them to enhance their customer experience. TeleWare's current priorities also include helping its customers to realise the value from their data through the adoption of the latest Microsoft cloud technologies. "While these technologies offer some outstanding features, in order to realise the full benefit of them still requires a range of skills that are not generally available to customers," said Cooney. "Therefore the channel has a major opportunity to help customers fully realise the benefits of BI."•
Related TopicsCase study
Top marks: Partners bring fibre to the classroom
Thu, 6th Jul 2017
Posted onThursday, July 6, 2017 - 13:21Technology is reshaping the education sector and pushing the limits of learning and its delivery. Here's how one channel partnership is harnessing full fibre to remodel the future of education.
The education sector is undergoing a technological transformation and Exa Networks, CityFibre's primary education partner, is at the forefront of this digital transformation. "Education sector requirements have shifted over the last few years with schools increasingly needing higher speed connectivity to get the best out of online teaching resources," said Mark Cowgill (pictured above), Director and co-founder, Exa Networks. "Meanwhile, the emergence of academies has created a new dynamic in terms of purchasing with more opportunities for educators to seek out service arrangements that fit their particular needs."
As demand for bandwidth-intensive resources grows Cowgill expects more and more schools to introduce gigabit capacity services. "They're choosing connectivity options that offer the flexibility and capability to increase speed to match demands," he added. "Our DarkLight product is suitable for these schools, giving them the ability to increase their bandwidth within minutes at any time and for as long as needed. Schools also want secure connectivity at all times, and they're often looking for high upload speeds to make it easier to use cloud back-up services."
Andy Nash (pictured left), Head of Public Sector at CityFibre, noted that the alternative provider has been supplying dark fibre connectivity via its partners to a growing number of universities over the past year. "Demand is driven by the need for higher bandwidth of course, but it's additional benefits such as multiple fibres and full control over scalability for the future that really influence the decision making process," he explained. "We're also seeing more local authorities choosing to include schools in their procurements irrespective of the academisation programme."
Investing in dark fibre infrastructure to serve schools as well as other public sites maximises the benefits of a full fibre network investment. It also leaves schools free to focus their IT budgets on other priorities and serves to improve education across the whole region. That said, many schools are concerned with budgeting and planned cuts, which means that buying new technology isn't necessarily as much of a priority as it has been in recent years, noted Cowgill.
"Many of those wanting to introduce new technology are therefore looking for cost cutting solutions," he commented. "That could mean reducing time spent on things that could be handled quicker by technology. Or, increasingly, reducing what they're paying for various services."
ICT buyers in education face ongoing cost versus bandwidth challenges due to the relentless rise of curriculum dependencies on Internet and IT use, and a constant pressure on available budgets. This is prompting them to take a much longer-term view of ICT investment, one that will derive savings over a lifetime and make the entire school or college ecosystem more efficient.
"That's exactly what full fibre solutions can deliver," stated Nash. "By providing easy and affordable access to dark fibre CityFibre gives partners the choice and control they need to build and deploy services that are tailored to meet the needs of technologically demanding Higher and Further Education establishments, and more budget challenged primary and secondary schools. And of course, as CityFibre continues to accelerate its UK Gigabit City build, so the opportunity for digital transformation deepens right across the education and public sector as well as for businesses in those same regions."
Fibre services are more important to schools now than ever - and this will only increase, believes Cowgill. "Even before considering the high bandwidth requirements of BYOD and tablet schemes (reliant on wireless connectivity), there's an overwhelming amount of genuinely useful material for students online and we're encouraged by the number of schools that are actively working to get the best out of these resources," he added. "Over recent years connectivity has become significantly more powerful and less expensive, and we expect things to get even better with the increasing availability of dark fibre."
Future trends will also bring far more coding, applications development as well as distance and cloud-based learning, some of which will take place beyond a typical classroom environment. For these types of activities to be successful across multiple classes simultaneously, high capacity and scalable bandwidth will be increasingly essential, pointed out Nash. "The trend towards learning outside of the classroom using iPads and cloud will continue, leading to a greater dependency on ubiquity, resilience and performance of connectivity," he added.
"Wireless is a way to derive maximum use and flexibility from investments in full fibre and high capacity networks. But it also enables students to break free from the class room. This brings enrichment, flexibility and variety to learning for the benefit of all students and staff. Reliable wireless connectivity also opens the door to innovative new technologies and services that can help schools become safer, more efficient and far better managed."
A number of school districts are coming to the end of their connectivity contracts with local authorities over the coming months, so many schools will be looking to improve the services they're getting, prioritising higher speeds, increased reliability and better prices. "We also feel that there's going to be an increased focus on value added services such as content filtering, with schools looking to get the best possible offers from their providers," said Cowgill.
"Pure fibre connections, such as our DarkLight service, are a major area of opportunity for those looking to provide to schools. This technology enables the improved speeds that schools are looking for, while often allowing resellers to offer schools better pricing than other options - a real no lose situation in a lot of cases."
But getting a foothold in the education sector is a tough task for many resellers. "The main challenges generally relate to a reseller's ability to appear on key public sector framework agreements that universities and schools use to procure ICT services," said Nash. "This tends to restrict some of the smaller players as the costs and accreditations required to get a position on these frameworks can be expensive."
Cowgill also underlined the challenge faced by smaller players. "It's traditionally quite difficult for resellers to approach schools," he said. "Most schools in any given area see their contracts renew at the same time, so there's a short period of opportunity for those looking to sell to the education sector, particularly considering the relatively long contract periods involved. Beyond that, it's often difficult for schools to actually talk to an unbiased source about the advantages of the various services available to them, so sites like EduGeek are invaluable in this respect."
CityFibre has a powerful message for the education sector. "The CityFibre model is one of inward investment, the stimulation of competition into next generation gigabit capable networks and progressively making fibre solutions available to all," stated Nash. "That starts with the education sector. All of our schools should be able to benefit from the very best in connectivity and bandwidth speed. We should be equipping schools with the right infrastructure solution to support their needs.
"The JANET framework which procures dark fibre infrastructure has been successful in serving higher education requirements. We understand that this framework will be re-procured this year, potentially giving more companies the opportunity to bid for a secure position on the framework.
"We also encourage local government to procure on behalf of schools. By combining the civic estates of the local authority with the schools or higher education estate, substantial economies of scale and savings can be derived for the public sector. CityFibre has a number of examples where this shared platform proposition has been procured by local government, such as our Gigabit City projects in York, Kirklees and Edinburgh."
Related TopicsCase study
How Exponential-e's model strategy creates true value
Wed, 7th Jun 2017
Posted onWednesday, June 7, 2017 - 14:35Every reasonable business leader agrees that people are the lifeblood of a company, none more so than Exponential-e's Head of Channel Alp Kostem who infuses people-centricity into every aspect of his management style and growth strategy.
For Kostem, putting people first is not an adopted strategy, it is in his nature. It's a personal quality that dovetails with Exponential-e's championing of staff as the primary driver of growth, and this approach has given the company a remarkable hand of cards that comes up trumps every year as revealed in its impressive financial figures. Exponential-e has seen solid compound annual growth since 2002 - without a whisper of M&A activity. In its latest set of annual figures revenues were up 24 per cent to £97.5 million, with 45 per cent growth in EBITDA to over £20 million. Profit before tax was up 48 per cent at almost £10 million.
"Our goal is to hit the £200 million target within three years," said Kostem. "There's been speculation on whether the company is for sale, but that isn't the case. Creating opportunities and investment in young people is far more important to our CEO Lee Wade. His personal goal is to ensure that Exponential-e is recognised as a world class company. Growth is driven by our profits which are used predominantly to fuel research and development work. This R&D and a firm focus on investing in people is what drives the company forward."
Kostem joined Exponential-e in 2010 and his primary focus has been growing the channel and increasing revenue, gaining strength from his previous work experiences in the recruitment industry and fast growth organisations. "I focus heavily on hiring, training and re-training people to join our team," he explained. "We now have one of the biggest channel teams in the UK with 38 people. I attribute this to our channel products and offerings, how we cater for dealers, resellers, partners, wholesalers and carriers - with flexibility being key.
"We've developed our own brand of ICT products to put on top of the network, and by supplementing this with our 900-plus active channel partners we have been able to continue our momentum. Exponential-e is also a diverse company in terms of its markets - strong in the public sector, finance, broadcast and retail. Around 3,000 end users are using our products."
Exponential-e's channel sweet spot is £20-50 million revenue partners. But there are no hard and fast rules. The company also has much bigger and smaller partners which is testimony to the flexibility of Exponential-e's broad product portfolio. "We are also completely agnostic and work with any other UC or cloud offering, whatever works best for our customers," added Kostem.
His predilection to working closely with people can be traced back to a five year stint in the high pressured IT recruitment business during the Y2K dot.com bubble. The experience was a one-off, a reflection of the times and close to being torrid. But Kostem emerged with key skills he otherwise would not have picked up, and the experience lay the step stones of a career path that has always been people oriented. "It was survival of the fittest in IT recruitment around the turn of the millennium," he said. "I've not seen such a cutthroat and dynamic environment since. Not to mention the 85 to 100 hour weeks that were part and parcel of the time. But it gave me a good grounding in how to use the telephone. Knowing how to make 200 calls a day is a skill worth having."
Frustrated by the vagaries of 'selling people' Kostem decided to sell solutions which are more predictable in their nature, and worked for John Caudwell when he set up Reach Telecoms, which later became Caudwell Communications. "This was an interesting experience in how to quickly grow a market presence and make a return in a short space of time," added Kostem. "John was one of the most impressive people in business I've ever seen."
Then, start-up company V Networks beckoned. Established in 2005 V Networks grew to circa £23 million in two years. It was sold to TalkTalk Business in December 2008. "V Networks was a lean, mean channel machine," noted Kostem. "This was a completely different kind of experience and interesting to see a start-up grow to such a size in a short space of time. It was also a challenge to learn how to sell for a company that had no existing partners or references. I continued at TalkTalk for a year and a half, working on three acquisitions during my time there."
Kostem's background makes him an ideal candidate to play a key role in advancing Exponential-e's 20-plus per cent growth rate year-on-year, which is a difficult task. So Exponential-e listens to partners and end users to drive new products and services based on demand, and also responds appropriately to external forces that have an influence on the market, such as the up-coming GDPR regulation. "We are looking to target the security space and will recruit experts in the field," added Kostem. "We want to offer our own security proposition that will be separate to our other products. The GDPR regulation and the constant attacks that people are seeing keeps such issues in the public consciousness."
Aside from external regulatory and technological forces, the big challenge facing most channel organisations is how to recruit the best people. The scale of the task is most acutely felt by fast expanding companies such as Exponential-e. "We're growing fast and a big challenge is finding and matching the right people to the right positions within the company," added Kostem. "We tend to take on graduates, so we invest a lot of time, training and effort into our people. Products can be developed relatively straightforwardly, but people don't just 'happen' in the same way."
Hence the Exponential-e academy which is in its 11th year. The company takes people from all walks of life - young people, career re-starters, those with degrees and those straight from school - trains them over a six month period and places them into the appropriate department. "Many academy graduates have risen up the ranks within the business," commented Kostem. "My biggest achievement is moving from a sales focus into hiring, training and investing in young people to work in our teams. The fact that I get to empower people, see my team members buy their first house, get married and have children is a huge source of personal pride."•
Related TopicsCase study