[8] 2002 e-business-strategies-for-virtual-organizations

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e-business strategies in the virtual organization 10.6 Cosset the customer – web-based call centres Before the Internet, we saw two major call centre technologies in operation. The first was the interactive voice response (IVR) system which gave limited self-service to customers who used buttons on touch-tone telephones to navigate the customer service centre where they searched for answers to queries. By means of the other technology, computer telephony integration (CTI), the caller – as well as information about his or her account history – was directed by computer to the selected call centre representative. Now, however, for many customers, the Internet is the preferred channel of interaction with a business. Because of this, and because of the efficiencies involved, it is time to consider webenabled call centres to provide multiple contact points through which Internet users can access customer service at your company. The modern web-enabled call centre includes a variety of vital functions: in particular, call back; automated e-mail response; interactive chat; voice over IP; and shared browser sessions. Let’s see how these work out in operation. 10.6.1 Interactive chat The caller dials up the company website and uses a link on the browser to join up for an interactive chat session. The call is routed through the call centre to the appropriate service representative – identified by such factors as language, product/ model and/or history of site navigation. He or she then types into an appropriate chat session. Each service representative deals with many users, each of whom sees themselves as having a one-on-one chat with the representative. 10.6.2 Voice over internet protocol (VoIP) Again dialling up the website, and linking through the browser, the caller indicates that they want to join a voice session and is equipped for this purpose with a microphone and headset plugged into the computer. This starts a voice over IP call (meaning that the cost of long distance rates is forgotten and the call is merely charged at local Internet link rates). Typically, information about the caller and the last web pages visited on the site are displayed on a screen to the receiving service 217
e-Business Strategies for Virtual Organizations 218 handler. Replacing expensive dialup long distance, international or 1–800 numbers, this facility can be widely used. 10.6.3 Shared web browser sessions To use this service, the caller dials in as above, using VoIP, and the service agent and user communicate by VoIP. The service representative then synchronizes the customer’s browser so that both parties are seeing the same screen in front of them, and the service agent leads the user to specific website pages while communicating with him or her by voice. How far a company chooses to put in place one or more of these solutions depends on business strategy, products and the needs/preferences of customers. These solutions are typically layered, with visitor call-back often occurring as the starting point. For example, a customer service function that offers automated e-mail response would want to offer call-back as an option as well. Companies that have resources to support shared web browser sessions also support the remaining four solutions. 10.6.4 The benefits Moving to a web-based call centre is more a long-term decision than a tactical one for several reasons. It determines the face that an enterprise presents to the public. It needs an awareness and decision on the management strategy toward managing two of a company’s most important assets – its prospects and its customers. A web-based call centre will have wide-ranging impact on the technology infrastructure. It should call for a broad segment of the organization to take part in serving customers. We suggest that this will certainly be used to competitive advantage – by you or your competitors. The value proposition to be made for the web-enabled call centre and its major components include: minimizing lost sales, transforming information gatherers into shoppers, increasing the size of the average sale, and increasing long-term customer value. Visitors arrive at your website to buy or to obtain information by which they can compare your product value to that of your competitors. There will be an increasing number of customers who prefer to interact with your company through Internet channels for speed, convenience and cost considerations. There
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e-Business Strategies for Virtual O
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e-Business Strategies for Virtual O
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Contents Computer Weekly Profession
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Contents 6 Globalization and e-busi
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Contents 11.6 The increasing power
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Computer Weekly Professional Series
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Authors’ Preface There are dozens
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Authors’ Preface model will there
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Authors’ Preface alliances, bette
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1 e-business and the virtual organi
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e-business and the virtual organiza
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Figure 1.2 e-business and the virtu
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1.5 e-business e-business and the v
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Figure 1.3 e-business and the virtu
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Figure 1.4 Virtual objects, Scholz
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Characteristics of the virtual orga
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Figure 2.1 Formation of business al
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� empowerment of staff; Character
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e-business models for virtual organ
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3.4 Models of efficient response e-
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Figure 3.4 Star alliance model e-bu
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Figure 3.6 Market alliance model Fi
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Figure 3.10 Virtual alliance framew
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Figure 3.11 Virtual organizational
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References e-business models for vi
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IS planning strategies for emerging
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Figure 4.1 The evolution of IS/IT p
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Figure 4.3 A framework for SISP (Wa
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Figure 4.4 Planning adopts a busine
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Figure 4.5 Interconnected ecologies
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Figure 4.6 The interrelationships b
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4.8 Conclusion IS planning strategi
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References IS planning strategies f
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Moving from e-business to i-busines
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Globalization and e-business strate
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Adoption and deployment of online i
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Table 6.1 Online business models On
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Figure 6.2 VIM strategy Globalizati
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7 Developing knowledge-based strate
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Developing knowledge-based strategi
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Page 186 and 187: 8 Evaluating strategies for e-busin
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Page 218 and 219: Figure 9.2 Outsourcing, partnering
Page 220 and 221: 9.9 Summary Outsourcing, partnering
Page 222 and 223: References Outsourcing, partnering
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Page 242 and 243: 10.10 Summary e-business strategies
Page 244 and 245: 11 Creating virtual cultures for gl
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Page 266 and 267: References Creating virtual culture
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[8] 2002 e-business-strategies-for-virtual-organizations

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