1. Aligning Support Process & Software With Customer Communication Preferences Rusty Coleman, VP Sales & Marketing This presentation advances on mouse click or page up/down

2. About Dovetail Software Dovetail Software has been in the business of delivering cost-effective software solutions for customer service and support environments since 1995. Our expertise is providing high-value, reliable solutions that are easy to implement, customize, and support. Our software is running in numerous companies across a worldwide user base. Our success through the years has been built on three key objectives that we strive to meet without fail; Provide software that is reliable, easily customizable, and based on current industry- standard technologies Consistently execute a customer service strategy that is the highest priority of every Dovetail Software employee Constantly stay in touch with the evolving trends and requirements in customer service and support organizations and align our software offerings accordingly www.dovetailsoftware.com 512-610-5400

3. The CRM Revolution 1980 199020002009 Database Marketing & Support Pre CRM Sales Automation & Telephony CRM 1.0 Knowledge Management & Multi-Channel Communication CRM 1.5 Social Networks CRM 2.0 Customer Relationship Management (CRM) technology has evolved significantly since its inception in the mid 80s

4. The CRM Revolution Customer Relationship Management (CRM) technology has evolved significantly since its inception in the mid 80s Evolution has been more of a Revolution as many technologies have been developed and commercialized as stand-alone solutions Marketing Support SFA CTI Fax Outbound ACD & IVR ACD & IVR QM Analytics KM Email Chat/IM Self Service Self Service Text/ SMS Text/ SMS 1980 199020002009 Database Marketing & Support Pre CRM Sales Automation & Telephony CRM 1.0 Knowledge Management & Multi-Channel Communication CRM 1.5 Social Networks CRM 2.0 Social Media Social Media SM Monitor SM Monitor

5. The CRM Revolution Customer Relationship Management (CRM) technology has evolved significantly since its inception in the mid 80s Evolution has been more of a Revolution as many technologies have been developed and commercialized as stand-alone solutions Opportunities with monitoring of social networks represents a new emerging CRM technology opportunity Top 20 Social Network Sites Estimated at 698M Visits Per Month (Source: eBizMBA - May 2010) Community

6. The CRM Revolution Customer Relationship Management (CRM) technology has evolved significantly since its inception in the mid 80s Evolution has been more of a Revolution as many technologies have been developed and commercialized as stand-alone solutions Opportunities with monitoring of social networks represents a new emerging CRM technology opportunity Customer support process & software should be the focal point to ensure there is a seamless way of integrating multi-channel communications into a common application framework Customer Support CTI Fax ACD & IVR ACD & IVR KM Email Chat/IM Self Service Self Service Text/ SMS Text/ SMS

7. Traditional Call Center Model ENTERPRISE Support Rep In Person Customer WebsiteEmailIM/Chat Support Rep Internet Social Networks SFA Mktg KM Support Rep Telephony ACD / IVR / FAX / QM / CTI Call Center Voice Network Customer Support

8. Traditional Call Center Challenges Support process and software integration has been primarily focused on the telephony-based communication channels (PBX / ACD / IVR / CTI)

9. Traditional Call Center Challenges Support process and software integration has been primarily focused on the telephony-based communication channels (PBX / ACD / IVR / CTI) Communication through other channels (In person / Email / Chat / Web Self- Service / Social Media) is not part of the support process and not captured in the support software database

10. Traditional Call Center Challenges Support process and software integration has been primarily focused on the telephony-based communication channels (PBX / ACD / IVR / CTI) Communication through other channels (In person / Email / Chat / Web Self- Service) is not part of the support process and not captured in the support software database Difficult to provide a consistent process using one software application which provides a holistic view of all support activities in one common reporting system

11. Evolving Customer Communication Channels 2005 0% 100% 50% Telephone Email Web In Person Fax IM / Chat SMS Customer Service Access Preferences Source: Talisma Customer preferences are changing significantly relative to their preferred method of accessing customer support

12. Evolving Customer Communication Channels 2005 0% 100% 50% Telephone Email Web In Person Fax IM / Chat SMS Customer Service Access Preferences Source: Talisma 2008 0% 100% 50% Telephone Email Web In Person Fax IM / Chat SMS Customer Service Access Preferences Source: Various Customer preferences are changing significantly relative to their preferred method of accessing customer support Improvements in non-telephony technologies have led to an increase in computer-based communication methods (e-mail, web, IM/Chat)

13. Evolving Customer Communication Channels 2005 0% 100% 50% Telephone Email Web In Person Fax IM / Chat SMS Customer Service Access Preferences Source: Talisma 2008 0% 100% 50% Telephone Email Web In Person Fax IM / Chat SMS Customer Service Access Preferences Source: Various Customer preferences are changing significantly relative to their preferred method of accessing customer service Improvements in non-telephony technologies have led to an increase in computer- based communication methods (e-mail, web, IM/Chat) Satisfaction levels using these alternate channels have remained relatively low due to slow and/or automated response

14. Evolving Customer Communication Channels 2005 0% 100% 50% Telephone Email Web In Person Fax IM / Chat SMS Customer Service Access Preferences Source: Talisma 2008 0% 100% 50% Telephone Email Web In Person Fax IM / Chat SMS Customer Service Access Preferences Source: Various Customer preferences are changing significantly relative to their preferred method of accessing customer service Improvements in non-telephony technologies have led to an increase in computer- based communication methods (e-mail, web, IM/Chat) Satisfaction levels using these alternate channels have remained relatively low Limitations in support software to work with these alternate channels has been a contributing factor (i.e. acknowledgement, timely response & resolution)

15. Emerging Customer Communication Channels Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions

16. Emerging Customer Communication Channels Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions The awareness, capture, and incorporation of this social network information into a customer service process represents significant opportunities through technology to provide virtual customer service

17. Emerging Customer Communication Channels Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions The awareness, capture, and incorporation of this social network information into a customer service process represents significant opportunities through technology to provide virtual customer service Once automated, the understanding and targeted response capabilities will be significant and consumer impacting

18. Emerging Customer Communication Channels Web-based social interaction is exploding and creating a repository of valuable information of customer experiences and opinions The awareness, capture, and incorporation of this social network information into a customer service process represents significant opportunities through technology to provide virtual customer service Once automated, the understanding and targeted response capabilities will be significant and consumer impacting Key challenges in doing so are information security, authenticity, and ownership

19. Support Software Support Rep Customer Telephone Most CS&S software applications are still telephone-centric Aligning Process/Software with Channels

20. Support Software Support Rep Customer TelephoneSocial NW In Person Support Rep IM/Chat Most CS&S software applications are still telephone-centric Alternate channels of communication are many times connected to support representatives that work only those channels Aligning Process/Software with Channels

21. Support Software Support Rep Customer Telephone Website Email Support Rep Fax Social NW In Person Support Rep IM/Chat Most CS&S software applications are still telephone-centric Alternate channels of communication are many times connected to support representatives that work only those channels Information is captured in other applications and databases (at best) and creates a disconnected process and higher overall technology and human resource servicing costs Aligning Process/Software with Channels

22. The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application Aligning Process/Software with Channels Customer All Channels

23. The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application Integrated support process and software application provides the ability to use all communication channels within one application framework Aligning Process/Software with Channels Customer All Channels Support Process & Software

24. The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application Integrated support process and software application provides the ability to use all communication channels within one application framework Enables the ability to queue customer service requests to fewer service representatives in a timely and efficient manner for prompt response and resolution Aligning Process/Software with Channels Customer All Channels Channel Queues Support Process & Software

25. The objective should be to provide a variety of communication options to customers that works efficiently within a single CS&S software application Integrated support process and software application provides the ability to use all communication channels within one application framework Enables the ability to queue customer service requests to fewer service representatives in a timely and efficient manner for prompt response and resolution Provides seamless and similar user functionality for all communication channels transitioning customer support interactions to lower cost channels and increases customer perception value quotient Aligning Process/Software with Channels Customer All Channels Support Rep Channel Queues Support Process & Software

26. Support Rep Telephony ACD / IVR / FAX / QM / CTI Contact Center WebsiteEmailIM/ChatSN ENTERPRISE SFA Support Software Mktg KM Unified Messaging Support Rep In Person Voice Network Internet Customer Support Contact Center Model Customer

27. Key Support Software Capabilities

28. Customizable Work Space Allows for tailoring of tasks and information to specific job function

29. Integrated Email Allows for capture of all email content into one common database

30. Integrated Chat Chat content can be captured and stored in case record for later use Add to Case

31. Integrated Self-Service Case content can be captured into support process from web portal

32. Integrated Knowledge Knowledge content can be easily search for relative to case subject

33. Integrated Knowledge Knowledge can be linked to a case for future reference and reporting

34. Reporting Reporting can include variety of case information created by all channels

35. Planning the Process Assess what is possible (i.e. new modules, integration through open APIs) in your current support application relative to incorporating new communication channels

36. Planning the Process Assess what is possible (i.e. new modules, integration through open APIs) in your current support application relative to incorporating new communication channels Estimate the potential value (i.e. reducing telephone calls, increasing customer adoption) based on the volume of current or expected support activities through the additional channel(s)

37. Planning the Process Assess what is possible (i.e. new modules, integration through open APIs) in your current support application relative to incorporating new communication channels Estimate the potential value (i.e. reducing telephone calls, increasing customer adoption) based on the volume of current or expected support activities through the additional channel(s) Estimate the cost to add or integrate the channel(s) into the process

38. Evaluating the Options Assess what is possible (i.e. new modules, integration through open APIs) in your current support application relative to incorporating new communication channels Estimate the potential value (i.e. reducing telephone calls, increasing customer adoption) based on the volume of current or expected support activities through the additional channel(s) Estimate the cost to add or integrate the channel(s) into the process Develop an ROI over a period of time based on the value and the cost END OF PRESENTATION