ithin the greater enterprise, the local job and labor force. 2. Customer expectations. 3. Competitors' behavior. 4. Vendor relations. Although we may think of a Call Center as an independent entity, it does not operate in a vacuum. Businesses where the sole function revolves around Call Center activity (example: retail catalog sales) are the exception, not the majority. Increasingly, Call Center functionality is being incorporated into the general business environment (i.e.: service desk, help desk, account in- quiries, telemarketing). Thus, the relationship between the Call Center and the other operating units becomes an issue. Ideally, Call Center personnel have access to all appropriate corporate databases and telecommunications facilities. Network- ing must be addressed, along with questions of interoperability and administration and management of the various systems in use throughout the enterprise. The integrated approach to enterprise wide communica- tions, including voice communications, data communications, local area networks and wide area network access is appeal- ing to Call Center managers who appreciate the impact of their role within the larger organizational structure. In addition, managers of other operating units may want access to the cus- tomer communication center's real-time information. Activity levels by group, product or function should be available at any time to any manager who needs it. The customer support Call Center must be an integral part of the enterprise network. Ideally, all communications services within an enterprise will be available to all users. Information can flow freely to and from every desktop. This unified approach enables work- ers to do their jobs at the same time that it facilitates system administration and management. 92 35 The Telecom Handbook CHAPTER 4 The Call Center Approach to Designing Office Telephone Systems Many business people are beginning to view their entire com- pany or certain departments as Call Centers, and would like them to have similar functi