Transcript Kein Folientitel - Service Strategies

Ottmar M. Hoehenberger
Technical Director
D A CH, East-Europe
Main
Title,
The Service Profit Chain with SCP
60 pt.,(Service
U/Lascase
a strategic philosophy)
LS=.8 lines
Ottmar Höhenberger – TRENDMICRO
...who is TREND MICRO ?
TREND MICRO is one of the leading global companies for
Software and Services in the area of Content Security
Management:
Based in Tokio, Japan – founded 1988 in California
• Offices, worldwide 23
• Employees, worldwide 2000+, Germany 120
• Revenue 454 Million US$ in 2003
Ottmar Höhenberger – TRENDMICRO
Page 1
Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
Page 2
Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
Page 3
Current situation
Customer service is in a continuous change process and
requires an efficient and flexible Service Management
Organizational
changes
In-Stability
Stability
Stability
time
From „Transition Management“ by Fred Nickols
Ottmar Höhenberger – TRENDMICRO
Page 4
Challenges we experienced ...
• Unsatisfied external and internal customers
• Not enough or unqualified resources
• No productive or efficient HelpDesk system
• Qualification of employees, team spirit
• No efficient processes, structures, workflows
• Missing SLA into back office, sustain, development
• No notification, no follow up, no measurement
• No responsiveness, re-active support
• Missing product information, documentation
Ottmar Höhenberger – TRENDMICRO
Page 5
Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
Page 6
Changes through the IT Service Management
TrendMicro defined customer service as a
strategic philosophy and qualified / quantified
the effectiveness of the support operation
using the SCP program from
„ServiceStrategies“
Ottmar Höhenberger – TRENDMICRO
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Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - Trend Micro
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
Page 8
The Service Profit Chain
Revenue,
Growth,
indurations
Employee
retention
Internal
Service
Quality
External
Service
value
Employee
satisfaction
ITIL
Customer
satisfaction
Customer
loyalty
MIO
SCP
Employee
productivity
Profitability
After James Heskett, from „Putting the Service profit chain to work“
Ottmar Höhenberger – TRENDMICRO
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Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
Page 10
Tools, Processes, Methods
•
•
•
•
•
•
•
•
•
•
SCP - ServiceCenterPractice Certification program
Six Sigma – Quality Improvement program
ISO 900x standards – Quality development program
BS15000 – British Standard – Quality assurance
ITIL – IT Infrastructure Library - Quality assurance
5 S – Quality development program
Quality Circle – Quality assurance
Zero defects – Quality and in time assurance
Ishikawa method – Quality circle (fishbone)
Taguchi method – Quality loss function (QLF)
Ottmar Höhenberger – TRENDMICRO
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Goal -> Customer satisfaction / loyalty
• Infrastructure and concept driven
• Customer and performance driven
• focus on IT management
• internal service quality
• focus on a total service and support
management perspective and solution
• real time quality measurements
BSNorm
15000
Process Rules
DISC-PD0005
ITIL
Internal Processes and regulations
Ottmar Höhenberger – TRENDMICRO
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Goal -> Customer satisfaction / loyalty
• Infrastructure and concept driven
• Customer and performance driven
• focus on IT management
• internal service quality
• focus on a total service and support
management perspective and solution
• real time quality measurements
Ottmar Höhenberger – TRENDMICRO
Page 13
Tools, Process-Orientation, Methods
• Process-orientation alignment, structures
• Involvement of employees, partner, customer
• Project definition
– definition capability levels
– definition organizational units
• Budget, costs, ROI
• Management „buy in“ – (other organizations)
• Responsibilities, roles
• Detailed planning, time schedule
Ottmar Höhenberger – TRENDMICRO
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ITIL Certification
Definition of the capability levels
5.2
5.1
4.2
4.1
3.2
3.1
2.2
2.1
1.1
CL1 CL2 CL3 CL4 CL5
Continuos Improvement
L/F
Process Change
L/F
Process Control
L/F F
Process Measurement
L/F F
Process Ressource
L/F F
F
Process Definition
L/F F
F
Work Product Management
L/F F
F
F
Process Management
L/F F
F
F
Performance
L/F F
F
F
F
Ottmar Höhenberger – TRENDMICRO
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ITIL Certification
Indicators: Management Practices
Process Capability
Level 3
PA.3.1
Management Practices
PA.1.1
MP.1.1.1
MP.1.1.2
MP.1.1.3
Process Change
PA.4.1
MP.4.1.1
MP.4.1.2
MP.4.1.3
MP.4.1.4
Identify
Goals & Measures
PA.5.2
Continuous Improvement
Collect
Specified
Mesures
MP.5.2.1
Define
Goals
Analyse
Performance
Trends
MP.5.2.2
Analyse
Problem Sources
Measure
Capability
MP.5.2.3
Implement Changes
Predictable
Established
Process Definition
MP.5.2.4
Validate Effectiviness
PA.4.2
Process
Control
MP.3.1.1
Identify Standard Process
MP.4.2.1& Tailor
Identify
Measurement
MP.3.1.2
Implement
Standard
Process Techniques
MP.4.2.2
Collect
Measures
MP.3.1.3
Gather Process Performance Dataand Identify Relevant
Parameters
MP.3.1.4
Establish
Process Understanding
MP.4.2.3
Use Process
Analysis Results to Control
PA.2.1
Performance
Management
MP.3.1.5
Refine
the Standard
Performance
MP.2.1.1
Identify
ObjectivesProcess Ressource
PA.3.2
MP.2.1.2
Plan Execution
MP.3.2.1
Document Roles & Responsibilities
MP.2.1.3
Assign Responsibilities
MP.3.2.2
Identify Infrastructure Requirements
MP.2.1.4
Manage Activities
MP.3.2.3
Provide & Allocate Resources
Process
Performance
PA.2.2
Work
ProductProvide
Management
MP.3.2.4
Infrastructure
MP.2.2.1
Identify Requirements
Identify
Input and Output
DefineMP.2.2.2
the Scope Manage Documentation, Configuration
& Change
Implement
Base Practices
MP.2.2.3
Identify Work Product Dependencies
MP.2.2.4
Manage Work Quality
Level 2
Level 1
PA.5.1
Optimising
MP.5.1.1
Identify Possible Changes
MP.5.1.2
Assess Impact of Proposed Changes
MP.5.1.3
Define Implementation Strategy
MP.5.1.4
Implement Apporved Changes
Measurement
MP.5.1.5
Evaluate Effectiviness
Level 4
Process attributes
Level 5
Managed
Performed
Ottmar Höhenberger – TRENDMICRO
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Service Management Processes BS 15000-1:2002
Service Delivery Processes
Information Security
Management
Service Level
Management
Service Continuity &
Availability Management
Capacity
Management
Service
Reporting
Budgeting &
Accounting for
IT Services
Control Processes
Configuration Management
Release
Processes
Release
Management
Change Management
Resolution
Processes
Incident Management
Problem Management
Supplier Processes
Business Relationship
Management
Supplier Management
Ottmar Höhenberger – TRENDMICRO
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Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” from TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
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Driving force and requirements
Number and quality of employees (MIO-approach)
Flexibility
Cost
Technology
Service concept - process guided by ITIL
Single point of contact -SPOC-call entry management
„Call owner“ (lifecycle ownership)
Quality
Response- and Escalation-Management, call tracking
Speed
Quality assessment /quality assurance
Information and communication management
Ottmar Höhenberger – TRENDMICRO
Page 19
Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
Page 20
Process-oriented working relationship
Customer
SLA
Service Level
Management
User
Service
Desk
Incident
Management
SolutionDB
KnowledgeDB
CMDB
Problem
Management
Configuration
Management
Customer Relationship Management
Change
Information
Change
Management
Release
Management
Ottmar Höhenberger – TRENDMICRO
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Employee qualification
•
•
•
•
•
•
•
•
Changes and growth
Active communication skills
Escalation- and relationship management
Salestraining for service people
Customer-orientation for professionals
State management
Complaints are opportunities
Process and project management
Ottmar Höhenberger – TRENDMICRO
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Employee qualification
Prozessgestaltung Führungskräfte
Prozess
Termine n.n.
Resümee für CC-Profis
CountDown zum
CompetenceCenter
020521
@Mail-Training
Blick in die Zukunft
Tel-Training
Mitteilungen entschlüsseln, Abholen üben, Argumentationsketten,
Einwandbehandlung, Reklamationen kompetent aufnehmen,
Umgang mit Angriffen, Schuldzuweisungen und Verletzungen
Reklamation als Beziehungssignal
Kundenorientierung im Reklamationsfall
Umgang mit „schwierigen“ Kunden
Wer hat die Verantwortung?
Wie Denken unser Handeln beeinflusst
Methoden der persönlichen Zustandsveränderung
„ChangingStates of others“
die Kunst der Pause
Wie man den Kunden abholt - und führt.
Wachsen und Verändern –
lebendige Veränderungskultur
gestalten
020522
Reklamationen sind Chancen
020610
StateManagement die Kunst, die den
Profi vom Leihen
unterscheidet
020617
Wachsen und Verändern
– Was kommt auf uns zu?
Neue Mitarbeiter integrieren
– Wie funktioniert das am leichtesten?
Lern- und Entwicklungskultur
– Wie wollen wir den Lern-Weg zum CC gestalten?
Wie schaffen wir unsere aktive Lernkultur?
Auf dem Weg zum CC-Überblick
17.05.2002 - v23
Aktive Gesprächsführung leben
020529
Kundenorientierung
- Training für den Profi
020624
Aktive Verkaufsphasengestaltung
Pre-Sales-Aktivitäten
After-Sales
Referenzmanangement, Beziehungsmanagement
Crosselling
Kommunikation mit dem Vertrieb
Verkaufsprozesse
aktiv gestalten
020715
Kunde
Weiterbildung
Veränderungen
Konfliktsituationen meistern
020603
Kommunikationsmodelle kennen lernen
und deren aktive Anwendung üben
Kommunikationsfeler fermeiden
Grundregeln der Kommunikation
Was ist ein Konflikt?
Folgen von Konflikten?
Wozu sind Konflikte?
Ursachen von Konflikten?
Konfliktlösungsmodelle
Ottmar Höhenberger – TRENDMICRO
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Information-Management
Fast and
appropriate
access for all
employees to
all necessary
information
and data
Ottmar Höhenberger – TRENDMICRO
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Balanced Scorecard
A short cutting from the BS
a
#5
Ch
an
nel
Su
ppo
rt
0
Overall Channel Satisfaction index
85%
1
Average CS top 2 box percentage
N/A
2
CS top 1 box percentage
N/A
3
CS referal rate - refer Trend to others
85%
94.55%
100.00%
Monthly
4
Over all CS dissatisfied rate -bottom 2 boxes
N/A
5
Average CS dissatisfied rate -bottom 2 boxes
N/A
6
Average certified engineer per channel
2
0.00
Monthly
b
0
“0” wait time in Channel Escalation
100%
0.00%
Monthly
1
Channel Survey - easy to escalate
100%
2
ABR
5%
3
Queu time
7
0.00%
Monthly
Monthly
0.00%
0.00%
Ottmar Höhenberger – TRENDMICRO
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Customer and employee satisfaction
120,00
100,00
80,00
60,00
40,00
20,00
100%
0,00
07:00 bis
08:00
90%
08:00 bis
09:00
09:00 bis
10:00
10:00 bis
11:00
11:00 bis
12:00
12:00 bis
13:00
13:00 bis
14:00
14:00 bis
15:00
15:00 bis
16:00
16:00 bis
17:00
17:00 bis
18:00
18:00 bis
19:00
19:00 bis
20:00
80%
70%
60%
50%
40%
30%
20%
10%
0%
Reihe1
Ant wort /
Produkt wissen der
Lösungszeit en
Mit arbeit er
79%
79%
Qualit ät der
angebot enen
Lösungen
79%
Zeit rahmen f ür
St at us-Inf o
73%
Freundlichkeit
94%
Support bezug via
Zuf riedenheit der
zeit gerecht e
Wie hilf reich sind
Reseller/
t echn. Bet reuung
Inf ormat ionen üb
Ihnen die
Dist ribut or
durch Part ner
Updat es, Pat ches,
Inf ormat ionen?
76%
72%
77%
74%
Intensive customerand employee
satisfaction
measurements
with appropriate
improvement
processes
afterwards
Ottmar Höhenberger – TRENDMICRO
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Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles, results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
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Challenges, hurdles, results
• Support from management
• Politic – it is no project which solves all the problems
of other departments
• Time and costs
• Organization (status, existing structures, etc.)
• Knowledge and qualification of employees
• Coordination of all internal and external interfaces
Ottmar Höhenberger – TRENDMICRO
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Achievements...
• HelpDesk managed organization
• Customer care and escalation service
• Guaranteed response time
• Qualified resources (product specialists min. level 3)
• Pro-active service (newsletter, call out days, etc.)
• Information and communication management
• Active relationship management (service marketing)
• Automated certified processes (ITIL)
• Meaureable service quality
• Cost controll
Ottmar Höhenberger – TRENDMICRO
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Agenda
• Current situation
• Changes through the IT Service Management
• “Best practice” - TREND MICRO
–
–
–
–
–
The service profit chain
Tools, process-orientation, methods
Driving force and requirements
Qualification and skills of the employees
Challenges, hurdles and results
• Organizational impact
Ottmar Höhenberger – TRENDMICRO
Page 30
What is the benefit for the organization...
• Nationwide service and support recognition
• Competitive advantages
• Additional sales/revenue and customer binding
• Continuous service improvement
• Benchmark data provides a vehicle for comparative study
• Industry benchmarking, statistics, tools
• Comprehensive audit report, knowledge sharing
• Trophy & certificate, acknowledgement
• Press releases, listing as certified in quarterly
newsletter and on web sites, etc.
Ottmar Höhenberger – TRENDMICRO
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Benefit for our customers
•
•
•
•
•
•
•
•
Service quality assurance
Enable partner effectiveness
Ensure partner and customer productivity
Transparent structures and processes
Measurable results
„Best practice“
Continuous improvement
Cost control
Ottmar Höhenberger – TRENDMICRO
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The service profit chain with SCP
Thanks and god bless you...
Ottmar M. Hoehenberger
TREND MICRO Deutschland GmbH
Tel.: +49-89-37479-601
Mobil: +49-179-4786756
E-Mail: [email protected]
Ottmar Höhenberger – TRENDMICRO
Page 33
Good to know....
• MIO – Knowledge Management for the HelpDesk by Yakup Tan
ISBN 372812799X (2003)
• “Putting the Service profit chain to work” by James Heskett (1994 –
Harvard Business Review)
• ITIL “IT Service Management” (itSMF 2001) Ivor Macfarlane and
Colin Rudd ISBN 0-9524706-2-4
• SSPA research “Customer Retention” 2003
• S-Business “Reinventing the Service Organization” by James
Alexander ISBN 1-59079-054-5
• Operation Management by Ray Wild ISBN 0-8264-4927-1
• Transition Management by Fred Nickols
Ottmar Höhenberger – TRENDMICRO
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SCP - Delivering World Class Support
About the Support Center Practices (SCP) Certification Program:
The SCP Certification program provides the world-class standard for technology support organizations to:
• Increase customer satisfaction and loyalty through improvements in operational effectiveness and staff productivity
• Implement a continuous improvement program that enables them to provide world-class service to their customers
• Benchmark their support operations against industry best
www.servicestrategies.com
Ottmar Höhenberger – TRENDMICRO
Page 35
ITIL Certification
Certification of
IT Service Management
Processes
(Scope: Incident Mgt, Business
Relationship Mgt.)
obtain
SPICE Capability Level 4
Ottmar Höhenberger – TRENDMICRO
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IT Service Management
In July 2003, the Trend Micro Germany Competence Centre won the Help Desk Institute Award
for "Best internal service organisation in the German speaking region" at Help Desk World 2003 in
Bremen.
Trend Micro was selected over 29 competitors beating well-known brands. The Trend Micro
Competence Centre achieved excellent marks in several categories, but most notably, we scored 94
percent in the "Help Desk Management and Leadership" and "Service and Customer Orientation„
categories. The jury praised our innovative people management concepts and the active participation
of all members of the Trend Micro Competence Centre
The Help Desk Institute.V. is an association created to promote
service culture within enterprises.
The annual "Service Globe" awards external and internal service
organizations in the German- speaking region. The judging process
is very intense, and involves visits to the competing organizations from
an independent chairman of the board. The chairman conducts
various interviews on many different levels to get to know the processes
and strategies. Competitors are appraised according to a standard review
scheme, based on the experience of all worldwide Help - Desk institutes.
The winner is the company which scores the highest marks. The award
is a big achievement for the team and an affirmation for our processoriented concept, and demonstrates Trend Micro's customer-focused.
Ottmar Höhenberger – TRENDMICRO
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