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Transcript of The Evolution of Support A Demand Based View of Support Consortium for Service Innovation Greg Oxton...
The Evolution of Support
A Demand Based View of Support
Consortium for Service Innovation
Greg Oxton
www.serviceinnovation.org
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
2
Agenda
• What is the Consortium? • Developing some context
– The dynamics of the big picture
• Knowledge and connectivity changes everything!
• A value proposition for customer support• A recommendation for multivendor support
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
3
What is the Consortium?
• An alliance of support organisations
• Focused on improving the customer’s
service experience
• Member funded, not for profit
• The members are the Consortium
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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Board of Directors
• LaVeta Gibbs – Cisco
• Rob Schauble - HP
• Kurt Samuelson – Microsoft
• Mike Lyons – Novell
• Brad Smith - Openwave
• Sallee Peterson – VeriSign
• Mike Runda – Symantec
• Greg Oxton – the Consortium
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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Our Work…
• Knowledge-Centered Support (KCS)– Demand driven, just-in-time knowledge creation
and maintenance
• Betty (aka the Adaptive Organisation)– Knowledge enabled networks– Improving the relevance of interactions– Organisational learning
• Articulating the value of support– A leadership model– A simulator; a holistic view (the bigger picture)
• Collaborative support model– Dealing with multivendor and open source
support issues
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
9
An exception is anything that inhibits or prevents the user from getting their job done.
Exceptions include issues with:• Usability• Installation• Configuration• Interoperability• Defects
CustomerExceptions
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Level 1
Level 3
Level 2
To handle exceptions we have built the
Support Center
DevelopmentEngineering
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Level 1
Level 3
Level 2
To handle exceptions we have built the
Support Center
DevelopmentEngineering
Each Level Solves 80%And Escalates 20%
10,000
2,000
400
80
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Level 1
Level 3
Level 2
Support Center
10,000
2,000
400
80DevelopmentEngineering
Assisted Support
Create A Knowledge Base (KCS)
KCS dramatically Improves the operational efficiency of the funnel . . . And, creates web consumable content.
Fix it once use it often
Knowledge Base
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Level 1
Level 3
Level 2
Support Center
10,000
2,000
400
80DevelopmentEngineering
Assisted Support
Self-help
Customer Access to the KB
10,000 +30,000
Customers will use a good web site for more exceptions than they ever called us about…
…A lot more!
Knowledge Base
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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Product Management
CustomerExceptions
Level 1
Level 3
Level 2
Support Center
10,000
2,000
400
80DevelopmentEngineering
Assisted Support
Self-help
Closing the Loop with Development
Now Development and Product Management have a more complete view of the customer experience.
10,000 +30,000
Knowledge Base
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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Product Management
CustomerExceptions
Level 1
Level 3
Level 2
Support Center
10,000
2,000
400
80DevelopmentEngineering
Assisted Support
Self-help
Customer Success on the Web Changes the Funnel
10,000 +30,000
5,000
Success on the web removes many of the known exceptions from the funnel.
The mix of work in the funnel changes – from mostly known to mostly new!
Knowledge Base
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Support Center
DevelopmentEngineering
Assisted Support
Product Management
KnowledgeBase
Self-help
Product Management
Move From Streaming to Swarming
Most Problems have to be escalated to be resolved
The tiers of support become ineffective
Level 1
Level 3
Level 2
10,000
2,000
400
5,000 Knowledge Base
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Support Center
DevelopmentEngineering
Assisted Support
Product Management
KnowledgeBase
Self-help
Product Management
Move From Streaming to Swarming
We still need generalists and specialists
Collaboration replaces escalation
The KB has content and profiles of people
5,000 Knowledge Base
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Support Center
DevelopmentEngineering
Assisted Support
Product Management
Self-help
Product Management
Acknowledge the User Community
CommunityConversations
Community
Knowledge Base
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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CustomerExceptions
Support Center
DevelopmentEngineering
Assisted Support
Product Management
Self-help
Product Management
Integrate the User Community
CommunityConversations
Community
Knowledge BaseA network that
connects people with content and people
with people
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
20
CustomerExceptions
DevelopmentEngineering
Assisted Support
Product Management
KnowledgeBase
Self-help
Product Management
The Real Customer Experience = 70,000 Exceptions!
CommunityConversations
Community
10,000 +30,000 +30,000
ImprovedProducts &Environmen
t
User
Experience
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
21
CustomerExceptions
Support Center
80DevelopmentEngineering
Assisted Support
Product Management
KnowledgeBase
Self-help
Product Management
Integrate the User Community
CommunityConversations
Community
Knowledge Assets• Solutions• People profiles• Systems/products• Customer profiles
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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The Role of Support Changes
• Support’s role: – Resolution experts for new, complex problems– Collaborators instead of escalators– Facilitators of relevant connections
• Connect people to content
• Connect people to people– Based on: Context, Need, Legitimacy (identity and
reputation)
• The knowledge base is the enabler– Content (the collective experience)– People profiles, identity, reputation
Support is the Network
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
23
Value Proposition for Support…
• How much demand is there?
• How much demand can we satisfy?
• How efficiently can we satisfy it?
• In what ways can we contribute to reducing demand?
–Learning and improving
• And, how much should the company care about
support demand?
–Impact of demand satisfaction on customer loyalty?
The Value Support Creates is not Realized in the
Support Center!
It is realized in;• Customer success and productivity• Customer loyalty• Better products – more usable, more relevant• Company profitability
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
25
Emerging Support Metrics• Loyalty; customers, partners and employees
– link to revenue & profit?
• Support cost as % of total company revenue• $/Exception• Channel mix (demand)
– % assisted, % self-help, % community
• % New Vs Known in the assisted channel • Diversity of source - enabling contribution
– % from internal, % partners, % customers
• Time to solve (customer view)• Time to cure (remove source of issues once known)
– Updates available to customers
• Time to adopt– Customer adoption of new releases or products
• Time to stability (after new release)
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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Support’s ContributionChange the Ratio of
Support Cost to Revenue
$
Total Revenue
Time
Actual Support Costs
Expected Support Costs
AdditionalProfit
Customer Experience and Better Products
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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Critical Success Factors
• Knowledge management practices in the funnel (KCS)– Internal efficiency – solve it once, use it often– JIT publishing of content to the web (in minutes)
• Excellent web based self help– Satisfy pent-up demand– Support center shifts from mostly known to mostly new
• Nurturing the user community– Knowing who your power users are
• Persistent learning– Closed loop processes and metrics– From a more complete view of customer demand– Patterns and trends from the web use and user community
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
28
Critical Success Factors (continued)
• Leadership model that is focused on:– Alignment to a compelling purpose – The value proposition– People as human beings (Vs resources);
people are the creators of value:• Relationship, knowledge, innovation
– Process and technology as people enablers– The health of the knowledge and the
network that creates it• Collaboration and learning• New metrics
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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You Know you are “Doing KCS” When . . .
• Time to publish for 90% of customer consumable content is measured in minutes
• Customer use of and success on the web is 80%+– Timely content in the customer’s context– Good portal design
• The work shifts from mostly known to mostly new– Perceived incident complexity in the support center
increases
• Support process evolves to a non-linear, collaborative network (no more tiers)
• Support analysts morale is at an all time high– Turn over rate is at an all time low– Analysts don’t tolerate their peers messing up the KB
@copyright 2004-2006 Consoritum for Service Innovation www.serviceinnovation.org
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You Know you are “Doing Betty” When . . .
• Interactions are highly relevant– Context, need and legitimacy drives connections
• Interactions cross traditional organizational boundaries– Customers, partners, employees
• “People” loyalty is at an all time high– Customers, partners, employees
• Metrics are about;– The creation of value (loyalty and relationships)– The health of collaboration – The speed of learning– The customer experience drivers
• Direct cause and effect is elusive
The Consortium for Service Innovation
www.serviceinnovation.orgGreg Oxton
+1.650.596.0772