Transcript Document

Proactive - Reactive Support,
Which is More Important?
Matthew Gulbranson
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© Nokia 2004
Agenda
• Nokia Enterprise Mobility Solutions
• Growth with Deep Pockets
• More with Less
• Push to become Proactive
• Lessons Learned
• What’s the Answer?
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© Nokia 2004
Moving to the New Nokia
Drive consumer
mobile
multimedia
Exploit
mobile
voice
Nokia Strategy
Bring
extended
mobility to
the enterprise
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© Nokia 2004
Nokia Operational Model, January 1,
2004
Sales & Marketing
and OLS
Technology
Research,
Venturing, Shared
Support Services &
Platforms
Mobile
Phones
Multimedia Networks Enterprise
Solutions
Business Groups divided into
Business Units
Entities divided
into units
Support functions
Nokia
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© Nokia 2004
EMS CARE Delivery Structure
Enterprise/Enterprise Channel
Online Self Help Tools
Americas
TAC
EMEA
TAC
MCA
APAC
TAC
Support &
Prod
Hardware Installation & Onsite Replacement Services
PLS Reactive Services
Product Creation
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© Nokia 2004
Importance of Support in Solution Selling
Customers want
Nokia “First Call- Final Resolution”
Global
Support and
Services
continues to
play a major
role in a
solution sale
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© Nokia 2004
The Deep Pocket Years
• 1999 – 2000:
Nokia experienced extensive growth…
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Considerable growth in our market share
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Mountain View, CA TAC tripled in size
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Acquisition provided a TAC in Canada
EMEA and APAC TAC’s were becoming
operational
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SCP certification initiative for
Mountain View, CA TAC was
launched late 2000
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First attempt at Proactive Services did
not get off the ground
•
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© Nokia 2004
The Lean Years
• 2001 – 2002:
Doing more with less…
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© Nokia 2004
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Early 2001 - Plans initiated to migrate
Mountain View TAC to a Product Line Group.
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Infrastructure was immature making
migration a slow process
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Support revenue and renewal increased
substantially, headcount remained constant
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SCP Certification transferred from
Mountain View to Canada TAC
• Canada passed certification 2002
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By late 2002, Mountain View was
officially operating as a PLS
Nokia Support Model: Early 2003…
Product Based Self Help
75%
25%
Global
Technical
Assistance
Centers
Follow-the-Sun
Reactive Product Line
Support
Engineering: Multi-Site and
Multi-Vendor
Global CRM Tool
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© Nokia 2004
Field
Service
75%
25%
Transactions Decrease
Escalation Path
Hardware
Replacemen
t
Web Based Self Help
What’s Wrong with this Picture?
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Everyone is working to extinguish a bush fire
when the entire forest is on fire!
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More fires did not equal more people!
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Were we (re)creating our own fires?
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Did we understand customer issues?
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Were we doing anything to prevent customer
issues?
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Customer complaints…
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“Why didn’t you tell me about this problem?”
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“Your release notes and known problems do not
contain the detail needed to understand the
problem and risk!”
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“You’re providing me different answers to the same
question!”
© Nokia 2004
Proactive Plunge
• 2003:
We’re lean, mean and out of touch with our
customers…
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We needed to enhance our service:
• Communication
• Knowledge Management Process
• Web site consistency
• Feedback into product creation and
support planning
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Early 2003 - Plans were initiated to
transform Mountain View PLS into two
groups; Proactive and Reactive
© Nokia 2004
Profile of a Proactive Engineer
• Skill set of a Proactive engineer
• Technology expert- Foundation we had in place
• We’re already experts!
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Project Management Skills
• PMP certification is a goal for each Proactive Project Manager
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Process Skills
• Quality group has implemented training internally to address
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Data Analysis - Development need
• Have any idea’s?
© Nokia 2004
Product Line Support Service Functions
Reactive
Services
Proactive Services
Knowledge Base
Escalated cases from TAC
Support Site
Escalate to 3rd party
Proactive
Communication
Escalate defects to Eng.
Support Planning Tasks
Correction delivery (CAPA)
React to
Customer
Escalations
Prevent
Customer
Issues
Customers
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© Nokia 2004
Engineering & 3rd Party
Product Management
TAC and other GSS Functions
Solution Support Model
New Products and Solutions
Partners and Key Accounts
Mature Products and Solutions
Product
Product
Based
Based
Self Self
HelpHelp
Escalation Path
Hardware
Replacement
New Products and Solutions
Web
Based
Self
Help
Weband
Based
Self Help
Partners
Key
Accounts
Global TAC
Field
Service
L1 TAC
Follow-the-Sun
Global TAC
L2 TAC
Follow-the-Sun
Reactive
Services
Product Line
Support
Proactive
Services
Product Engineering
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© Nokia 2004
Transactions Decrease
Mature Products and Solutions
Strategy for 2004
• 2004
Support Site
Proactive
Communications
Knowledge Management Process
Support Planning Tasks
Prevent
customer issues
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© Nokia 2004
Reseller
Newsletter
Knowledge Base
KB Search
Proactive Services
Technical Account
Manager
Roll-out selective services based on customer feedback
Proactive
Communication
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1st Half 2004 - Implement
Results
• The extra focus on both Reactive and Proactive. Priority
and resource requirements now defined by organization and
job responsibilities
• Metrics exist in areas we were ignoring (Knowledge Base
Scorecard example)
• New processes in place to drive consistency across all
products
• Stronger more focused relationships with important groups
(Sales, Product Management, Quality, Engineering)
• We now have the answers - What do our customers need?
How could support help improve customer experience? Do
we need to wait for the phone to ring to do something?
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© Nokia 2004
Lessons Learned
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Defined metrics and targets are an absolute
necessity
– Difficult to define
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Implement a cross functional process to
bind the two groups together
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We call it CAPA (Corrective Action
Preventive Action)
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Be prepared for the challenges of
organizational change management
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Knowledge Management is the foundation
of Proactive Support!
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All of this takes time…Expect hard work
not miracles!
© Nokia 2004
Proactive – Reactive Support, which is
more important?
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Both are equally important in today’s support organization
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Look at your organization and budget to see how you view the
importance of being Proactive.
Value
Nokia
Support & Services
Advantage
Success
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© Nokia 2004
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