Evolving a Knowledge-Driven Global eServices Model
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Transcript of Evolving a Knowledge-Driven Global eServices Model
Evolving a Knowledge-DrivenGlobal eServices Model
John FroniusDirector, Knowledge SystemsCustomer Support Division
May 23, 2006
MGC eServices Model, May '06 2
So…What is EDA? The Electronic Design Automation (EDA)
industry provides the design software used to create all of the world’s electronic systems.
It is time-critical technology used to design the most complex system-on-chip (SoC) semiconductors & printed circuit boards.
Mentor Graphics has been an EDA industry leader for 25 years with annual revenues over $700 million.
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EDA: A Market of Markets
Mentor Support:— 3 Support Engineers
— “Pick up the phone”
— Paper tracking forms
— Apollo workstations &
Aegis operating
systems
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$250M+ in support revenue
450+ Support Professionals
Worldwide
One Unified Global Support
Tracking and KM System
14 Support Centers in 4
Global Regions
— All SCP Certified
About Mentor Customer Support
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In the Beginning…1983
Mentor Support:— 3 Support Engineers
— “Pick up the phone”
— Paper tracking forms
— Apollo workstations &
Aegis operating
systems
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A Decade Later…1993
Mentor Support: — 187 Support Engineers
— Reactive support
— Separate systems in separate regions
— Hardcopy Customer Support Bulletin
— Beginning of Electronic Services: Modem support line & initial Web access
SupportNet E-mail
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1993 - Electronic Access
• SupportNet - Email– Open and review call logs– Query TechNotes– 3500 users
• SupportNet - Web– Retrieve patches, Support-
Bulletins, Application Notes– Transfer design data – 497 users
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Support Engineer
Customer requestsassistance
Customer
Coordinator
DirectConnectSM
1993 Support DeliveryEmphasis on Timely Phone Contact
Response
Resolution
Relationships
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1993 – 2000Focus on WW Operational Excellence
“The Only 5-Star Support in EDA”
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21st Century Business Drivers
Everything happens in “Internet Time”
Online support expectations set by B2C
Make Services a competitive differentiator
Increase mainstream revenues
Margin pressures
— Do more with same or less headcount
Globalization of the workforce
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MarginDeflection
/Prevention
Revenue Adoption
ReinvestReinvestSavingsSavings
Mentor Support Business Drivers
“SupportNet is the Engine that Creates Capacity”
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2006: Driving SupportNet 1st
SupportNet
All Customers
Preferred Path
Top AccountsOthers
SupportCenterCoordinators
Priority given toweb-opened ServiceRequests
WorldwideCAE Team
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Welcome to SupportNet!
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Search All Content Types
ProductDocumentation
How-To & TutorialMovies
KnowledgeBaseTechNotes
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3rd PartiesField/Divisions Customers
SupportNet: First Line of Support
K n o w l e d g e S y s t e m s
InfoHubwithin Products
KnowledgeBase&
Call Tracking
AppNotesWhite Papers
Partner Content
Knowledge ManagementProcesses
DocumentationHow-Tos & Tutorials
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The Self Service Mandate
Source: Customer Contact Council Research
Build it and they will come
Make self-service better and
customers will choose to use it
Drive customers to self-service
SupportNetSupportNet
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Mentor’s KM Timeline
’00-’01 ’02-’04 ’05
Phase III
LEVERAGE High
Low
Maturity
Level
Phase II
LAUNCH
Phase I
LEARNING
• Initial experimentation
• Executive sponsorship
• Startup “Project KCS”
• Acquisition of tools
• Content standard defined
• Initial publishing workflow
introduced
• Internal capture & reuse
with Primus
• Incentives to create
content
• “Solve a problem once,
worldwide”
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Mentor’s KM Timeline
’00-’01 ’02-’04 ’05
Phase III
LEVERAGEPhase I
LEARNING High
Low
Maturity
Level
Phase II
LAUNCH
• Rollout to customers
• Focus on quantity
• Maximize reuse
• Contributing Editor role
• Processes vary by team and region
• Competing priorities
• 5-Star Phone Support
• “Try to find time for KM“
• Call deflection reinvest
• Ad hoc customer feedback
• Call / KB integration
• Kanji Knowledgebase
• Google InQuira Search
• “Biggest Brain” promotion
• Additional content types
Phase I
LEARNING
• Initial experimentation
• Executive sponsorship
• Startup “Project KCS”
• Acquisition of tools
• Content standard defined
• Initial publishing workflow
introduced
• Internal capture & reuse
with Primus
• Incentives to create
content
• “Solve a problem once,
worldwide”
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Which Way is North?
SupportNet
WorldwideCAE Team
Customers
Preferred Path
Call BackAs Needed
Tom Floodeen, VP & GM
Mentor Graphics Customer Support
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Mentor’s KM Timeline
’00-’01 ’02-’04 ’05
High
Low
Maturity
Level
Phase I
LEARNING
Phase I
LEARNING
• Initial experimentation
• Executive sponsorship
• Startup “Project KCS”
• Acquisition of tools
• Content standard defined
• Initial publishing workflow
introduced
• Internal capture & reuse
with Primus
• Incentives to create
content
• “Solve a problem once,
worldwide”
Phase II
LAUNCH
• Rollout to customers
• Focus on quantity
• Maximize reuse
• Contributing Editor role
• Processes vary by team and region
• Competing priorities
• 5-Star Phone Support
• “Try to find time for KM“
• Call deflection reinvest
• Ad hoc customer feedback
• Call / KB integration
• Kanji Knowledgebase
• Google InQuira Search
• “Biggest Brain” promotion
• Additional content types
Phase III
LEVERAGE
• 5-Star Web Support
• Proactive Investment
• Create CAE capacity
• WW focus & metrics
• Individual WW Team
• Managing customer access to support
• Full-time Knowledge Managers
• The “RIGHT” content Accurate/Relevant/ Timely
• Diverse Docs, How-Tos, Tutorials, AppNotes
• Integrated KM tools
• Multi-language support
• Robust Analytics
• Direct customer feedback
• SupportNet Redesign
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Knowledge Sharing = Leverage
Content is used many times, 1:MANY TechNotes, Documentation, How-Tos & Tutorials
Creates capacity for higher value, more
proactive activities Strategic Account Support
Customer Training / Onsite Visits / CAE Learning
Proactive Product Division work
Knowledge Management
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KM Functional Roles
CAE Support Team Authors &
Reviewers
CAE Support Team Authors &
Reviewers
CAE Support Team Authors &
Reviewers
CAE Support Team Authors &
Reviewers
WWWWCSMCSM
CECE
KnowledgeKnowledgeManagersManagers
WWWWCSMCSM
WWWWCSMCSM
CECEContributingContributingEditorsEditors CECECECE
CAE Support Team Authors &
Reviewers
KnowledgeKnowledgeAnalystAnalyst
~ 25
~ 250
~ 15
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Success Measures
Deflection
Traffic and usage
Content feedback
System reliability
Survey results
Annual set of key goals
Creation of bandwidth
— Growth in revenue, flat headcount and call volume
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SupportNet Survey Worldwide - Q1 2006
“Success” means customer stated their goal for the visit was met.
Reason for Visit Success RateTroubleshoot tech problem 337 28% 64%Download update/patch/service pack 310 26% 86%Access user manuals/doc 151 13% 74%Open Service Request 119 10% 82%Other 81 7% 64%Search product info 72 6% 76%SupportPro newsletter link 58 5% 95%Find Authorization Code 40 3% 75%Review status of previous SR 35 3% 71%Find info on MGC 0 0% 0%
1,203 76%
Responses
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SupportNet Unique Visitors/Month
6,000
6,500
7,000
7,500
8,000
8,500
9,000
9,500
10,000
WW Unique Visitors 6,831 7,555 7,472 6,978 7,248 7,288 7,524 7,682 7,001 9,017 8,061 9,159 7,850
% Growth Over Jan '05 9% 20% 19% 11% 15% 16% 20% 22% 12% 44% 28% 46% 25%
% Growth Mth/Mth -8% 11% -1% -7% 4% 1% 3% 2% -9% 29% -11% 14% -14%
Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06
SupportNet Sessions/MonthKnown Users Only
18,000
21,000
24,000
27,000
30,000
WW Monthly Sessions 19,341 21,046 21,431 19,228 21,463 20,596 22,260 21,953 18,854 28,709 22,907 28,087 22,261
Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06
WW SupportNet Usage
Key Drivers of usage:• release downloads• troubleshooting• SupportPro emails
Unique Visitors
’05 Results:>29,000 Unique Visitors
>260,000 Unique Sessions
Sessions
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% of SRs Opened via SupportNet
0%5%
10%15%20%25%30%35%40%45%
Per
cen
tag
e
GOAL = 41% Opened via SupportNet by December 2006
Service Requests Opened via SupportNet
April - - 35.91%
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Mentor’s Investments are Iterative
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Mass Reg. Program
KnowledgeBase Marketing Launch:
Biggest Brain ContestMarketingProjects
SupportNetProjects >40,000
RegisteredUsers
2001 2002 2003 2004 …2006
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Critical Success Factors
Executive sponsorship and alignment
— Active change management
Focused awareness campaigns (internal & external)
Intuitive user interface, robust search (internal & external)
Integrated workflow for call tracking, capture, author, publish
Reliable infrastructure
The “Right” content: Accurate, Relevant, Timely
Success measures
— Align goals and metrics with needed behaviors, make visible
Direct feedback to teams (surveys, content ratings, analytics)
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KM Current Trends
Business model: Companies are increasingly using KM to drive margin improvement and to extend their service "reach" to a broader set of customers
People: Companies are dedicating more full-time
resources to KM functions Process: Companies are re-designing support models
from phone-centric web-based
Technology: Companies are investing in more
sophisticated platforms to facilitate self-service — deeper integration across CRM (call tracking) systems and KM
platforms — online support technologies (search, knowledgebases, case
management, feature-rich portals)
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What’s Next @ Mentor?
Actively manage customers to SupportNet
Further shift culture to make web & phone work
together to deliver a 5-Star Support experience
— Renewed support of Contributing Editors & WWCSMs
SSC eService standards development
Develop & launch new KM platform
SupportNet Redesign
Invest in the “right” content
— Leverage call data, analytics, proactive planning
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The “ART” of Knowledge Management
ACCURATE
— Content must be technically accurate
(best info that we have at the time)
RELEVANT
— Content must be relevant to the customer, in
the right context
— selective investment in highest value
TIMELY
— Customers need to know when WE know
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Focusing on the Right Content
Contributing Editor
(via WW CSM)
SR Solutions Data Mine SupportNet
Usage(InQuira Analytics,
Survey Data, Content Ratings, etc.)
Published Knowledge (Docs, Movies, TechNotes…)
Proactive Knowledge Creation
(Work across TPubs, R&D)
Focus on solutions where customer re-use is most likely. Internal re-use is a good indicator.
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SupportNet Redesign
Product-centric Experience
Task-based Design
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Our investments are working— People
— Process
— Technology
SupportNet is increasingly the 1st line of Support
We have begun to deliver 5 STAR Web Support
We are saving $, creating bandwidth, extending our reach
Results require time and persistence:
— If you haven’t started…get busy!
— If you are on your way…stay the course!
— If you are getting results…share them!
In Closing…