1. Strategies for an Efficient & Highly Effective IT Support Organization 2. St rat egies for an Efficient & Highly- Highly- Effect ive Support Organizat ion! Creating a customer-focused Peter McGarahan President / Founder service delivery strategy McGarahan & Associates 3. Agenda • Introductions • The efficient / highly effective “Shift- • Current economic situation Left” Strategy • Areas of Opportunity • Service and support best practices • The Service-Profit Chain (seamless / including: – Resolution Ownership transparent service delivery) – First Contact Resolution • Knowing what your customers want / – Knowledge utilization expect – Team work / Proactive Support • Designing a customer-focused service – Customer satisfaction / experience / QA vision / strategy – Measurement / reporting • Alignment with business goals / • The Success tool kit objectives • Your yalue proposition • Customer-focused service structure & strategy 3 4. About The Speakers • Peter McGarahan, President McGarahan & Associates • 12 years with PepsiCo/Taco Bell IT and Business Planning • Managed the Service Desk and all of the IT Infrastructure for 4500 restaurants, 8 zone offices, field managers and Corporate office • 2 years as a Product Manager for Vantive • Executive Director for HDI • 6 years with STI Knowledge/Help Desk 2000 • Founder, McGarahan & Associates (5 years) • 2 years as Chairman, IT Infrastructure Management (www.itimassociation.com) 4 5. Current Economic Drivers • Challenging /cautious economic outlook for 2010. • “Hold tight” budgets / staff – Enjoying the profit angle. • Cost sensitive customers – Service providers cost concessions. • Projects postponed, placed on-hold or canceled. • Reevaluate budgets for cost reduction opportunities. • Evaluate services to determine the cost, benefit and value. • Renewed sense of urgency to squeeze more value out of services. 5 6. Areas of Opport unit y All Customers All Access Channels • Improve efficiency, integration and cooperation across all customer ‘touch-points”. • Provide the same customer experience across all “touch-points”. • Discontinue supporting customers through different “band-aided” processes/systems! • Automate and integrate all processes into one tightly unified, efficient system. • Anticipate the customer’s needs and be proactive. One, consolidated, streamlined, • Map training from ongoing Quality Monitoring. efficient, cost-effective and • Map the best practice processes into the tools. integrated process/tool/people 7. Service Different iat ion Without Customers there w ould be no business and therefore no need for my services • Think creatively about your daily performance. • Innovate and work hard to treat every customer like they were your only customer. • Do something for them they wouldn’t expect. 8. What ’s Your View of The World? In tough economic conditions, the focus must be on YOUR customer.... 1. The Customer experience & touch points. 2. Increase ROI & Utilization from existing investments. 3. Streamlining & continually improving service delivery for efficiency, consistency and value. The Service-Profit chain establishes the interconnected relationships among internal service quality; employee satisfaction, retention and loyalty; service value; customer satisfaction and loyalty; revenue growth; and productivity. 8 9. What t he Cust omer Want s / Expect s! • Anytime access / availability (7x24) • Immediate response • Faster issue resolution / elimination • Quality and consistent solutions • Knowledgeable Customer Service Professionals • “One click away” / Information • Easy to find, easy to use 9 10. Designed wit h t he Cust omer-in-Mind Create a seamless, transparent and WOW customer experience! Be EZ to do business with. Rapid, Efficient, Integration & Collaboration. Simplify Prioritize Measure Relevant Ensure your strategy, structure, process and people can adapt and respond quickly to changing customer preferences / market Design a customer-centric conditions / competitive threats. service strategy. 10 11. Designing a Cust omer-Focused Service St rat egy • Think differently about your services and how they are being delivered. Tools & Technologies – Processes (efficiency and effectiveness). People (Education Structure & Strategy & Staffing) – People (utilization and engagement). Service Organization – Tools and technologies (automation and integration). Customer Measurement Service – Metrics and reporting (operational and financial). & Reporting – Customer Service (differentiate and survey). Processes 11 12. Ensuring Business Alignment Service & Support Vision – The purpose is to lead, motivate and inspire. Business Strategy – Envision the end – performance metrics and A business benefits. L – Educate stakeholders and get buy-in. I Customer Strategy Supporting Strategies G – The purpose is to addresses how you will get there. N Customer-focused – Select and prioritize processes & tools. M Service Strategy – Identify key resources. E Enabling – Secure senior management support. N Strategies Critical Success Factors (Metrics) T 1 2 3 4 – Select metrics for directional purposes. • Baseline, Target & Actual. Metrics Metrics Metrics – Assess progress, directional accuracy and continuous improvement plan. The compensation plan should drive behavior. – Focus on Balanced Scorecard approach to quality, Success based on achievement of Critical performance, utilization, customer satisfaction, Success Factors (CSFs) costs, proactive measures, expanding scope of services, etc. 12 13. Customer-Focused Service St ruct ure & St rat egy Characteristics: Business-focused, Virtual, On-demand, Cost-effective, Responsive, Predictable, Consistent and Adaptive OLA Level-2 Specialist SLA Web/DB/Imaging Level-2 UC Specialist IS OPS Services New Customers Level-2 Customer Support Specialist Network & Technical Services Level-3 Vendor Support
[email protected] Level-2 Applications Specialist QA/Security Center Current Customers www.HELPME.COM Level-3 Vendor Support 1-800.HELPME Level-2 Programs Specialist Business Portal Services Level-3 Vendor Support Level-2 Infrastructure Employees Specialist CRM / Architecture Level-2 Specialist Business System Services Partners Level-2 Specialist Bus. Analysis & Process Services Commit to Response Hold Vendor accountable AL Questions, Issues and Requests Provide Knowledge / Training / Resolution time to Underpinning Contract Call elimination / Increase Reduce escalations Reduce / Eliminate Self-service First Contact Res (FCR) Level-2 Need for dispatch 13 14. Implement a “Shift -Left ” Service St rat egy Bring visibility to repetitive, costly issues, especially the ones being continually escalated to more costlier levels of support. 1. Examine all problems and escalations shifting Level-0 Level-1 Level-2 Level-3 problem resolution to the $100 + most-efficient and cost- Technologist effective support level. $35+ /Developers 2. Tracking percentage of Escalated resolved cases by group, Cost call $18-$23 levels and cost in the organization. First contact resolution $2 - $12 3. Understand which levels (groups) are resolving Automated which cases, how many self- self-service and what cost. Categorize Call Call Eliminatio Types in Level they are 4. Calculate a cost per call / Resolved in n resolution analysis. Mean time to resolution 14 15. Calculate Cost Per Call Prove Financial Impact. From all initiatives. Show Value. Compare and contrast. Justify Know you baseline. Reduce Costs. Run IT like a Business Investments. Use Financial Metrics Source: HDI 2009 Practice & Salary Survey 15 16. Reduce t he Cost of Support Know what call types Increase FCR / FLR Know what call types you escalate. Lower Cost Per Resolution. you resolve at FC. Handle all Requests / Work with L2 managers Target call types for FCR Resets / FAQs Through to provide training, access, that are currently being Self-Service Portal (L0). and knowledge articles. escalated. 16 17. Service and Support Best Pract ices First Contact Resolution – Use all of our available resources (team members, training, tools, documentation, past incidents, etc.) to provide issue resolution at first contact. Team work – Empowering the team to make front-line decisions and coordinate best practice processes. Being Proactive – Spotting trends, related issues and reoccurring issues and working to ensure that we minimize business impact, communicate appropriately and work to Link Costs to Demand learn from the situation. Know your demand for IT Services, compare it to your resource supply, utilization, SLA adherence and anticipated demand. 17 18. Service and Support Best Pract ices Total Contact Ownership – The Support Center will continue to address a customer's issue/request and follow up, validate and communicate status until the issue or question is resolved to the customer's satisfaction. Quality Ticket Documentation – Research, diagnose, prioritize and document thoroughly (it did not happen if it's not documented in the ticket). 18 19. The Benefit s of First Cont act Resolut ion Level-1 • On average, every 1% percent increase in first-contact resolution (FCR) results in a 0.64% increase in customer satisfaction. • Drive total support cost down while continuing to offer self-service solutions. • Efficiency metrics: – Resolution cost & Resource utilization. • Effectiveness metrics: – Timely closure, Quality resolution, Customer satisfaction index. Level-2 Level-3 19 20. FCR – The Ripple Effect ! As Knowledge Base Expand Services – Utilizing Same People! Utilization (KBU) increases… 70 60 50 • First contact 40 resolution. 30 20 • Customer satisfaction. 10 KB % • Productivity. 0 FCR % Januar y Febr uar y Mar ch Apr il May June • Quality/Consistency. • Average mean time to resolve. • Average talk time. • Total support costs. • Reduction in call types. 20 21. Drive Cust omer Sat isfact ion 0 1 2 3 4 5 6 7 8 9 10 No Moderate Worst Pain Pain Possible Pain 0 2 4 6 8 10 NO HURT HURTS A HURTS A HURTS HURTS A HURTS LITTLE BIT LITTLE MORE EVEN MORE WHOLE LOT WORST • Customer satisfaction MUST be a strategy. • On average, every 1% percent increase in first-contact resolution (FCR) results in a 0.64% increase in customer satisfaction. • Customer Satisfaction Index must be the ‘barometer’ for all other performance metrics. • It must be engrained in the culture and a top priority for Management. • The strategy includes baseline and transactional surveys with a focus on communicating the results and action plan to the customers. 21 22. Validat ion, Success, Closure • Resolution is the moment of truth in the customer experience. • Either you resolve the customer’s issue or you don’t. • When you do: • A resolved case is not closed until the customer tells you it has been resolved to their satisfaction. • If escalated, you can still create a win-win situation by: • Creating a clear impression that you will own the issue until resolution. • Confirming with the customer their case ID number, your name, and expected response time. • Provide regular status communication during “resolution progress” – customer preference (email / phone / both). 22 23. Ensuring Cust omer Sat isfact ion • Provides vital quality of service information to management. • It records calls/screens for scheduled evaluation. • Results are included in analyst scorecards. • Used for coach agent on areas of improvement. • Used to recognize professionals who are star performers. • Ensure consistent and professional service by: – Demonstrating the importance and linkage between customer service skills learned in training and what the customers think of your service (survey). 23 24. The Success Tool Kit • Integrated Customer Service • Remote Support Management Tool – Providing support professionals in – An integrated, out-of the box any location the ability to access, solution that enables best practice troubleshoot, diagnose, upgrade, or process for seamless, transparent fix any computing device anywhere and superior service delivery. around the world – without ever leaving their desks. – Best practice workflow engine. • Reporting/Dashboards • VoIP Solution – The ability to know where your team – Integrated voice and data to enable is performing with critical the functionality of ACD, IVR and operational metrics – real-time. CTI. • IM • Knowledge Management – IM capabilities to access the various – An integrated Knowledge data base Subject Matter Experts real –time that is supported by a KM strategy without escalation. and process. 24 25. Your Value Proposit ion • Listen to / Learn from your customer / know what’s important to them. • Ask what you are NOT doing, not just what you are doing well and not doing well. • Survey customers who are NOT using your services. • Identify and leverage customer champions (external) and senior customer sponsors (internal). • Be the “voice of the customer” / Customer Advocate. • Know why you win customers (attraction), why you lose them (defection) and what can you do to prevent losing them (loyalty, retention & profitability). 25