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S B C003 Martin 091807

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Full session information and video available on successforce.com.

Full session information and video available on successforce.com.

Published in: Economy & Finance, Business

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  • 1. force Running a World-Class B2C Call Center with : IIey€)rce~ Track 12 Becoming Customer Centric Monique Bender, Program Manager, GMAC Bank David Corken, Operations Director, Cars. com
  • 2. Safe Harbor Statement "Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This press release contains forward-looking statements including but not limited to statements regarding our expected future revenue, GAAP diluted earnings per share, expected tax rate, anticipated shares outstanding, and concerning the potential market for our existing service offerings. All of our fonrvard looking statements involve risks, uncertainties and assumptions. it any such risks or uncertainties materialize or if any of the assumptions proves incorrect. our resutts could differ materially from the resutts expressed or implied by the forward-looking statements we make. The risks and uncertainties referred to above include - but are not limited to - risks associated with pcssiile fluctuations in our operating results and cash flows. rate of growth and anticipated revenue run rate. errors. interruptions or delays in our service or our Web hosting, our new business model. our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate. our relatively limited operating history, our ability to hire. retain and motivate our employees and manage our growth. competition. our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services. unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates. Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. Including our Form 10-K for the fiscal year ended January 31. 2007. These documents are available on the SEC Filings section of the Investor Information section of our website at www. salesforce. comIlnvestor. Salesforcecorn. inc. assumes no obligation and does not intend to update these forward-looking statements. except as required by law.
  • 3. Moderated By: Azita Martin Senior Director Product Marketing Service and Support Product Line Monique Bender Program Manager, GMAC Bank David Corken Operations Director, Cars. com J/ i'>rL'. c{}' 7 __
  • 4. Salesforce Solution for Customer Service gilegfirce" on demand applications Customer Service Solution @1168 orCe' @1165 rce" call center ctstomer portal
  • 5. GMAC Bank Monique Bender Program Manager, GMAC Bank Monique. Bender@gmacrescap. com
  • 6. About GMAC Bank Established in 2001, GMAC Bank is an FDIC-insured intemet bank, offering consumer banking services online, by phone and by mail. By combining the security and stability of a traditional bank with the speed and convenience of the internet, we offer our customers the best of both worlds. Our products include high-yield Money Market Savings Accounts and Certificates of Deposit that are flexible, secure and convenient. In addition, we offer a Private Education Loan program for undergraduate, graduate, and continuing education students. GMAC Bank is a Member FDIC and an Equal Housing Lender. INDUSTRY: Banking EMPLOYEES: 64 GEOGRAPHY: Global # USERS: 206 PRODUCT(S) USED: SFA, Service & Support, 1 AppExchange, 1 API Connection for Data Feed
  • 7. Key Challenges Business Challenges GMAC Bank required a customer service and workflow solution to streamline its outsourced operations and illuminate its call center data ' Previous tool did not provide insight into the status of customer requests ' Reports and benchmarks were difficult to produce Cases/ Work Requests were routed manually, often resulting in errors and time delays Limitations of Previous Tool No data mining capability and no physical reports on open cases, aged items and where they lived in the organization No functionality to re-open an existing case No capability to link the customers entire case history ' Limited security controls and was costly to customize ' No inherent ability to seamlessly upgrade the client server application No ability to load information from the system of record 1:. l ’, ,.’. ‘., r; i 'l’’: ?; . i ‘ )[[‘)r(‘c ; '
  • 8. Summary of Challenges High Cost ” _, 5 king. -w ‘I "<]J Q Inefficient & inflexible ' * Poor customer service by vendor _, ;; _‘_ 7' " No Management reporting Outdated technology with no easy upgrade available / l‘)! '(. C(‘)7 r_
  • 9. The Solution - GMAC Bank Call Centers Allows GMAC Bank Call Centers to seamlessly handle 10,000: cases per month Allows 105 agents to route the case to the right place immediately Acts as a Knowledge Management tool to assist CSRs in providing the correct answers to our Customers Serves as a corporate notes system allowing any CSR to see the status of any case regardless of queue or ownership / t‘): 'L'. c(‘}'7 r_
  • 10. The Solution - Management I System is being used to Work, Track and Manage all customer service contacts with each customer I Corporate Workflow Tool allows us to measure call center requests I Administrator Tool allows identification of bottlenecks in the workflow process and ability make changes in the production application immediately to improve efficiency
  • 11. The Solution - Deployment Total deployment time was 3 months 200 users at GMAC Bank using the system Created over a hundred work flows that assigns each case to the right agent or team Migrated 100,000+ customer records from Fidelity 7 GMAC and 2 SFDC PS on the implementation team Developed a nightly batch file that contains on average 400 1 records. Updates SSS with key account information from the system of record
  • 12. The Solution - Deployment Created several hundred work flows to route cases to the right queue or person 12 Escalation Rules - ensure that customer issues are resolved in a timely manner I 40 Assignment Rules — ensure that cases are handled by the appropriate specialist Receive a nightly file from the Fidelity system of record to update customer database in Salesforce 205 Total Users I In bound Call Center Reps — 80 I Correspondence Specialists — 15 Out bound Call Center Reps — 25 I Executive — 3 I Customer Support/ Management — 15 I Back offioe Support -15 I Operations Specialists — 30 I Help Desk Support - 20 I System Administrator — 2 '. c.. r ; «»f.1g. 'i, '.7”r. I 9 fi”"*‘~‘C" “ 7-
  • 13. Customization Was Easy Created Custom “Quick Case" Screen I For calls that CSRs close while still on the phone with a customer <3, fjtcr I Enables agents to quickly capture once and done calls I Allows us to capture and store as much customer information as possible for future marketing . i. campaigns Customized the basic case layout I Switched the intemal comments field with the description field All of our customizations took a total of just a few weeks , , _ , . , ,;s- ‘l. ("r’, ‘}. '1“’l)“'l 4 I4 '- | l'¢ .41 ‘r I. '~r. l‘rgr . .- 3.. .» . / l‘)! 'L'. C(‘)7 r_
  • 14. Best Thing About Running aCal| Centerwith Salesforce Getting customer requests to the right place the first time I Led to quick and efficient handling I Decreased the number of customer call backs I Improved overall customer satisfaction I Decreased average handle time of calls I Improved ease of agent training I Accelerated agent adoption We have become an agile and dynamic organization and can respond quickly to business changes System Administrators can implement changes immediately into the Production environment, when necessary
  • 15. Measuring Results I Reporting Tool allows us to: I Balance our workforce I Identify bottlenecks in our workflow processes I Highlight improvement areas for training and development I Management Tool measures metrics such as: I Average Cases Handled Per Day I Average Cases Escalated Per Day I Average Cases Routed Correctly Per Day Executive Management Dashboards provide birds-eye view at the enterprise level focused on what lives in the organization and how old the items are D. lVl"1fIL' - u r to o 0 I'll I"', ‘T7‘l I‘ rv---cum-u---v an my": no.1 vg. -uv o-iu~o~v van-ucmu
  • 16. Results Successfully manage and resolve 10,000: cases per month and improved customer experience Case Routing- 2_5% reduction in time to send c_ase_, based on preformatted templates Case Routing- 50% reduction in time to send case, based on intelligent routing schematics ” Case Routing- 60% reduction in error ratio of getting case to right place the first time, based on intelligent routing schematic Average Handle Time of calls decreased by 54 seconds per call Average age_of_case, has dec[eased_fr_o_r_n_5_days_tog1_days Dashboards and service metrics enable GMAC Bank to better manage outsourced resources Ti. l ’, ,.’. ‘., r; l'l’}, ?; . ’‘ )[[‘)r(‘cG' ‘’ ; '
  • 17. 1, . ., I ,3‘ H, i’V, ’_’. i. l’l( ,1‘ It ‘ . . David Corken Operations Director, Cars. com dcorken@cars. com J/1' )i'L'. L'{ J‘ 7" __
  • 18. All About Cars. com C‘? I Cars. com is the most comprehensive, fastest-growing online automotive marketplace for buyers, dealers and private-party sellers. We are part of Classified Ventures. a joint venture between leading media companies Belo Corporation, Gannett Company, The McC| atchy Company, Tribune Company and The Washington Post Company. INDUSTRY: Online Classified Advertising EMPLOYEES: 500 GEOGRAPHY: National # USERS: 300 PRODUCT(S) USED: SFA, Service & Support, Email-to-Case, 1 downloaded AppExchange application, API for data integration
  • 19. Key Business Challenges 40% year over year customer growth and support requests annually High tumover exceeding 25% Response times 2 to 3 times SLA’s Limited visibility into workload, capacity, and activity metrics Exclusive dependence on email for assigning owners to incidents, escalating, and tracking progress Updating and referencing customer data across disparate systems Low percentage of incidents resolved by a single owner B2B and B20 support model Poor reputation with our customers , . , . , ;;-5' /4i’r, ’_’. i., ’l , .". 4 I4 C. iiw~ C, » . .. cl . = v. E‘. k .5: V I” h‘r'. ::'~. Il igfd ‘.2 11 5:, . I, : j" u-s‘~. . -. - . . _. . . _.. i _g‘; I -r " . . v . .. » . - _, ,_ _. .». .. . .. . .. .. .. I t‘4.. ..a. I‘ I V - i- , .""’. ‘.‘. ‘ . _.. .i- , , I -. .. --. ... . " ' ‘ . .. _ . ‘ ‘; Q19 __ i-. . . . *_~__'. ‘ ‘. . _. . . . ... . - . _ . , ‘hr I. . . r . . _. ;-~‘-= .—. _r . r_. _ , t.. .. .‘S , , _ __ . _.. .n. . L_n. ... _._. .. _ . . . n._. ». .z. ._L J? ’ -1" ____ M . ... ._. .. . _.. _._i. .. . .. _ . - . .. ..- . -j r3.-. -- -- ”“ -. ... ... . I-.3 " _I I-; ;'- .1’; -I'I‘—I‘I -. . . ... .. . , ,., _ _. . . - _ ‘: . . _ O. “‘ . V. .. .. . ... .. . ... 4- . ... ... - - u . .‘. 'n'. . . _i - _. ;.. ... _.. _.. '-' ' .13 "'. ’.: 's: CL“ . . - , . _. .-i. -. -4 / t‘)! '(. L( I ;
  • 20. Key Technology Challenges Limited technology resources to maintain and improve applications No established technology release schedule Outlook, spreadsheets, and tick sheets for reporting 40+ hours per month manually creating reports ‘ Architecture didn't support a centralized view of the customer / i‘): 'L'. c(‘}'7 r_
  • 21. The Solution - @1168 O1‘C€‘ call center I SFA and Service 8- Support in June '05 Partnered with Model Metrics Custom fields, workflow and page layouts Email-to-case Dashboards and reports Parent — Child “Sub-cases" > 1 account per case I Integrated with an Oracle-based data warehouse I Customer, order history, customer activity, and fulfillment data I Leveraged the Apex Web Services API I 90 Users - Initial deployment I 20 Frontline agents I 5 Management and QA I 65 Sales
  • 22. The Solution — 15 Week Deployment 15 week deployment in conjunction with SFA Deployment team 5 Core business SMEs (25% — 50%) 3 Technology resources (50% - 75%) 2 Model Metrics consultants (50%) Two tier 1 support teams 20 workflow rules and email alerts Email-to-case feeding 5 support email accounts into 4 queues. Dozens of custom fields and objects, S-controls, reports, dashboards, email templates Nightly updates of customer data from the data warehouse / i‘): 'L'. c(‘§'7 7_
  • 23. How are we using the System (cont. ) Email-to-Case - i Gag}: Exchange public Sewers Folders alesforce. co 4 I Case I Eliminate duplicates I Filter unwanted emails I Prioritize "To" address E I Store attachment locally Accounts I Create or attach case , -. Email
  • 24. How are we using the System (cont. ) Data Warehouse Integration CO Peoplesoft @ Proprietary Applications @ Third Party Applications , . , . , ;;-5' /4i’r, ’_’. i., ’l , .". 4 I4 ‘I Data Warehouse (Oracle) Integration Codel Salesforce. com Webservices Error Logs V , IlI Salesforcecom Administrator > alesforce. co / i‘): 'L'. c(‘}'7 r_
  • 25. How are we using the System 300 Users June ‘07 Y I 45 Frontline agents g. "I‘j_; ~,, _ . - «-4; : —a, »r) 20 Tier 2 escalation - - ‘ xv) 10 Management and QA ' W 225 Sales Fm-3-. -_ 25,000 Cases per month A Dashboards and reporting Supervisor and team dashboards display productivity numbers and motivate agents and provide supervisors real-time visibility into the "pulse" of the team. Building and running reports is easy and has reduced the effort to produce monthly reports from 40+ hours to < 4 hours. Solutions The internal knowledge database simplifies training, provides a quick reference while the customer is on the phone, and speeds up resolution of common issues. : ,m, }., ‘,, (;‘, ‘., )r'fI; ' ‘, y I/ l‘)! '(. CQ‘r‘; __
  • 26. How Are We Using the System (cont. ) Case and Workflow Management I Ease of customization has allowed us to create different processes within B2B and B2C support. I Email-to-case populates work queues and allows agents to send/ receive messages from within the Salesforce. com's environment: - 16 tier 1 and tier 2 emaii accounts I Automatic routing and task alerts for email on existing cases I Saves attachments locally I Prioritization and de-duplication I New case work queues I New Feature: "sub-cases" and primary and secondary accounts on cases enables us to support our multi-tiered customer structure.
  • 27. How Are We Using the System (cont. ) Case and Workflow Management Workflows escalate cases to/ from tier 1, tier 2, and supervisors and alert them that they need to take action. With custom objects and workflow, our agents get immediate QA feedback after a case is reviewed. Web-to-case enables customers to submit cases via web form that creates cases directly in our work queues. We are able to control the fields a user sees and their read/ write capabilities by using different record types, page layouts, sharing rules and security profiles for different user groups.
  • 28. Delivering World Class Customer Service Improved agent efficiency, visibility for supervisors and the customer experience " All communication with the customer and actions by the agent are captured in one place. ‘ -'1’—I " Quicker Case Resolution: Email-to-case enables a significantly higher percentage of cases resolved by a 1- ? ——-"1' single owner ‘ Improved Response time: As our agents became more efficient our response times improved dramatically, agent capacity increased and we began offering more proactive outbound support services I 18 months with response times better than SLA’s I Custom page layouts, automatic escalation, email templates I Outbound calling services for issues resolution and market intelligence gathering. / i‘): 'L'. c(‘}'7 r_
  • 29. Delivering World Class Customer Service Improved agent efficiency, visibility for supervisors and the customer experience Our QA program scoring and reporting are embedded in Salesforce. com meaning agents get immediate , feedback and supervisors can address performance ‘ if r. : issues quickly. l r In less than 4 weeks, we rolled out integration with Cisco IPT giving us contact and case screen pops (automatically pops up the case that the customer already has open) 2007 CRM Magazine Service Excellence Award 1) . [tilt/ I. ’. ’ri. ’l"', .". .. I / i‘): 'L'. c(‘}'7 r_
  • 30. Best Thing About Running aCa| l Centerwith @1151‘ ICC’ . call center Moves at the speed of our fast growing business. I We can tweak the system and create new customer processes within hours and days instead of months and quarters. Gives us more visibility into the details of our business that we've never had before. I We can quickly identify performance and training needs and issue trends. Releases new functionality based on input directly from its customers. Improved customer satisfaction and helped us regain the trust of our customers!
  • 31. How we Measure Operations Q, ’I_- -_e -, T Dashboards Operations team and agent level productivity and quality metrics Tier 2 productivity metrics Extract data Communicate response metrics 3 times per day Weekly QA summaries for supervisor/ agent review Monthly reports for senior management , . ,4 , ;;-5' /4i’r, ’_’. r.. ’l , .".
  • 32. Dramatic Improvement in Email response Time 10C’ 9c» » Hi} i P3C> -‘C' . Business Hours 2C I ll} . . Jun«L‘l5 . l.ll«O5 1) . ., I ,3‘ H, i’V, ’_’. i4 l’l( ,1‘ It ‘ . . Aug-l: .». 2-; .;p. clr~ Oct-05 4.. NOV-U5 Dev: -05 J ai'r06 l‘I. IbID€i BZC Email Response Times I Hly 0!. 4 J J1‘: -Cf} A J. l| 06 l l: .r. l'J7 T‘ 8‘ 3 5 ‘o’ 8 S 8 S B L‘. E E - -5 s u r: Li I. - < E 2 5 3 o 2 3 2 ¢ 2 E’ : . General feedback Queue — SLA 24 hrs Sell it yourself customers — SLA 16 hrs J/ i': rL'. c{}'7;'_
  • 33. Business Results I Improved agent productivity by as much as 50% I From 6 cases/ hour -> 9 cases/ hour I Decreased case-handling time by 26% Enhanced the efficiency of the dealer support team by as much as 33% I Increased support capacity from 600 dealers/ agent to 800 dealers/ agent I Reduced response times by more than 65% I Consistently beating SLAs by more than 50% Created greater visibility into support metrics for motivating agents, allocating resources. and calculating staffing needs Significantly increased percentage of cases resolved by a single case owner Improved overall customer service experience with quicker single-owner resolution
  • 34. QUESTION 8: ANSWER SESSION P u - rCe. COmg: .E1 Azlta Martin . Q3.. . Senior Director Product Marketing - -I _, T "Ac Monique Bender Program Manager, GMAC Bank David Corken Operations Director, Cars. com J/ t‘Jf'L'. C(w __