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Salman chaudhary

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    Salman chaudhary Salman chaudhary Presentation Transcript

    • How Knowledge Management can help Enterprises Improve Customer Experience and Reduce Costs Salman Chaudhary© 2011 Oracle Corporation – Proprietary and Confidential 1
    • Why is Knowledge Management critical in today’s enterprise environment? • Faster changes in the market driven by increased competition • More products/services and more complex products/services • Shorter product release cycle times • More content/data/knowledge published in increasing quantities • Increasing Customer Expectations • Customers expect to have information to serve themselves • Want information delivered from a customer centric viewpoint and not a company- centric siloed viewpoint • Globalization and diverse geographies • Customers are located across countries and expect localized information on their terms • Work teams are also dispersed across geographies and time zones • Integration and Collaboration drive value • Knowledge is dispersed, needs to be captured from Employees, Partners and Customers • Departmental silos and multiple systems reduce speed, efficiency and effectiveness© 2011 Oracle Corporation – Proprietary and Confidential 2
    • Customer Experience is More Important than Ever Before Service experience is increasingly being viewed as a primary differentiator – 60% of customers will pay more for better service * Ease of switching vendors And – delivering great Cost cutting & staff consolidation Customer Service is harder than ever Multi-skilling and Virtual Contact Centers before… Offshoring and outsourcing Faster product / service innovation More products/services and more complex products/services Increasing customer sophistication Growing web & social channel adoption* Harris Interactive, 2009 CustomerExperience Impact Report Explosion in information volume and diversity © 2011 Oracle Corporation – Proprietary and Confidential 3
    • The Problem is Compounded Across Channels Web Static Case Content Web Pages FAQ Data PhoneEverychannel ispowered bya differentsilo Frequent User Standard Phrases Context Response Chat Social Email© 2011 Oracle Corporation – Proprietary and Confidential 4
    • As a result the Customer Experience suffers How do I make an international wire transfer?© 2011 Oracle Corporation – Proprietary and Confidential 5
    • And the cost of a poor Customer Experience is 86% of Customers will stop doing business with an organization after 1 bad experience, and 82% told their friends about it * The experience you deliver to your customers every day, through every transaction, either builds value for your brand or destroys it.© 2011 Oracle Corporation – Proprietary and Confidential 6 * Harris Interactive, 2009 Customer Experience Impact Report
    • Knowledge Management can help Enterprises differentiate on Customer Experience and Reduce Costs Knowledge Management systems should help connect people to answers across all customer channels including the Web, Contact Center, and Social Communities. KM systems should enable companies to… Dramatically improve the customer experience Increase productivity in the contact center Drive significant value from social channels Substantially lower support operating costs© 2011 Oracle Corporation – Proprietary and Confidential 7
    • Knowledge Drives a Better Customer Experience and Positively Impacts Profitability • Delivery of the right knowledge, at the right time, drives a better Customer Experience • Enables website conversion increasing revenues and profits H Employee Productivity • And Improves Productivity and Profitability L • Makes employees more productive and effective • Improves first call resolution reducing costs L H and increasing customer sat Customer Satisfaction • Let‟s your Customer‟s move to self-service support© 2011 Oracle Corporation – Proprietary and Confidential 8
    • Key Characteristics of Knowledge • Tacit • “You don‟t know what you know until you‟re asked” • In people‟s heads and not formally documented until an interaction makes it available • People won‟t take the time to document this unless triggered via an interaction • AND with the right incentives and controls • AND if it‟s really easy • AND is part of everyday normal work process • Granular • Typically an adjunct to formal documentation • May have a combination of Tips, How-To‟s, FAQ‟s, Solutions, Short Documents • Time critical • Knowledge has a shelf-life; needs to be authored and captured quickly • E.g. Insurance companies suspended writing new policies in Southern California in October „07© 2011 Oracle Corporation – Proprietary and Confidential 9
    • Key Characteristics of Knowledge• Distributed • Contribution/Authorship • Knowledge and expertise are distributed; multiple sources including customers can contribute • E.g. Your customer may be more knowledgeable about your legacy products than your support Marketing engineer Product • Delivery/Consumption Partners Engineers • Users of information are also distributed so they need information that is appropriate to them • E.g. Customers, Partners, Support personnel Customers Knowledge Support (Level 1 vs. Level 2), Employees Application • E.g. We have a customer who has three separate products acquired from three separate companies, serving three customer segments, but each article has to have its own branding and context• Business Purpose • Drives a specific business process and purpose Answers • E.g. customer service, sales, marketing & Action© 2011 Oracle Corporation – Proprietary and Confidential 10
    • Comparing Content Management and Knowledge Management • Knowledge is tacit, granular, time-critical. Characteristic CM KM Contributors Limited number Large numbers Granularity / Contributors of authors of authors KMS H Granularity of Documents or Small to Medium Content Web Pages Articles L CMS Frequency of Periodic – Frequent – Updates Quarterly, Weekly, Daily, Monthly Hourly Dynamicity L H Frequency of Updates Dynamicity© 2011 Oracle Corporation – Proprietary and Confidential 11
    • What are the Key KM Capabilities that will Improve Customer Experience and Reduce Costs? • Findability – Search and Browse •Intelligent and Natural Language Search Contact Deflection •Understanding Customer Intent - rules-based results: not just articles or pages Online Conversions • Personalized, Relevant and Context Sensitive Experience • Consistent Answers across all channels First Time Resolution • Search across multiple sources both inside the KM Average Handling Time Repository and from external sources – Data Escalations Repositories, Websites, Social Forums…. • Intelligent Troubleshooting Flows • Proactivity Time to Competency • Alerts and notifications on feeds and user based Training Time (Multi- subscriptions • Easy and Intuitive Content Creation – Fast Content skilling) Publishing cycles by business (non-technical) staff • Integrated with Case Management / CRM, Chat, Content Maintenance Social and other Customer Interaction Systems • Harness social content effort (over time) • Integrated Measurement System Ability to Scale  Measure content gaps and operational efficiencies Ability to Gain Insight  Report on customer feedback and ratings on User Behaviour  Provide insight on customer behaviour© 2011 Oracle Corporation – Proprietary and Confidential 12
    • Differentiating on Customer Experience - Understanding the Intent of Customer Requests Support “Did I pay my bill last month?” Intent based Intelligent Search comprehends Research that these requests “What are the options represent three to pay my bill?” different intents Purchase [Pay] “Pay my bill” 13© 2011 Oracle Corporation – Proprietary and Confidential 13
    • Differentiating on Customer Experience - Understanding the Intent of Customer Requests Support “Did I pay my bill last month?” 14© 2011 Oracle Corporation – Proprietary and Confidential 14
    • Differentiating on Customer Experience - Understanding the Intent of Customer Requests Research “What are the options to pay my bill?” 15© 2011 Oracle Corporation – Proprietary and Confidential 15
    • Differentiating on Customer Experience - Understanding the Intent of Customer Requests Purchase [Pay] “Pay my bill” 16© 2011 Oracle Corporation – Proprietary and Confidential 16
    • Differentiating on Customer Experience – A Single KM Platform powers interactions across all Channels Web FAQ Phone Chat Social Email Dynamic response across channels, Consistent Communication, Superior Experience, Lower Support Costs, Scale with Growth© 2011 Oracle Corporation – Proprietary and Confidential 17
    • Poor Customer Experience can lead to lost sales opportunities or Customers No Answers Not Relevant Results No Feedback No Offers Best Case - Poor Experience Worst Case - Lost Sale / Customer© 2011 Oracle Corporation – Proprietary and Confidential 18
    • Differentiating on Customer Experience – Relevant Answers and Promotions Improve Online Conversions Targeted Promotion Understands & Clarifies Intent Immediate and Relevant Results – Driving Sales Ratings and Feedback© 2011 Oracle Corporation – Proprietary and Confidential 19
    • Differentiating on Customer Experience – Manage the Experience and Leverage Multiple Content Sources Clarify and Understand Customer’s Intent Manage The Experience Categorized Answers - Product Guide Diagnostic Wizards Knowledge powering all channels… Harvest Community Knowledge© 2011 Oracle Corporation – Proprietary and Confidential 20
    • Differentiating on Customer Experience – a Single KM Platform powering all customer channels 16,000 Agents 100 countries 11 Languages 1M daily web inquiries Over 2M at peak retail iLog / iDesk – Agents iKnow – Support AOSS – Online Store Genius Bar – Stores Internal HR Portal© 2011 Oracle Corporation – Proprietary and Confidential 21
    • Differentiating on Customer Experience – Integrating with KM and Harnessing Social Content • Discussion Forums are just another self service channel • Deflect Posts by automatically searching the KB when Post is created • Treat Discussion Forums as another content source for users searching for answers • Harness user generated content back into KM workflow and made available to other channels© 2011 Oracle Corporation – Proprietary and Confidential 22
    • Reducing Costs – Intelligent Search and Proactivity reduce Research time, AHT, and Escalations in Contact Centers© 2011 Oracle Corporation – Proprietary and Confidential 23
    • Reducing Costs - KM Integrated with CRM reduces AHT and provides content usage analytics • Integrated Knowledge - Immediate access to the information needed to resolve customer inquiries in a single integrated desktop. • One-Click Answers – Agents can leverage Siebel service request information and with one-click retrieve relevant best answers from InQuira’s knowledge base • Smart Excerpts – Search terms and concepts are highlighted and displayed as intelligent summaries, helping to reduce research time. • SR Attachments – With just one click, agents can attach knowledge context and versioned online article links into any service request. • Service Transcripts– Agents can send customers service transcripts for detailed article information or promote future self- service interactions for call deflection strategies.© 2011 Oracle Corporation – Proprietary and Confidential 24
    • Differentiating on Customer Experience – Identify Content Gaps Rapidly through Analytics Report identifies a surge in poor answer quality Drill down reveals the cause: Although the bank provides tax planning services, it does not have income tax related information.© 2011 Oracle Corporation – Proprietary and Confidential 25 25
    • Introduction – Why Companies Invest in KM Service Transformation – Drive Margins – Cost Take Out Customer Experience – Better Self Service Call Deflection – Minimize calls and escalations Drive Revenue – Up Sell and Cross Sell Agent Proficiency – Better call handling Cross Channel Delivery – Relevant Content Agent Training and Turnover– Accelerated training© 2011 Oracle Corporation – Proprietary and Confidential 26
    • Knowledge Management - Implementation Best Practices • It‟s about People, Process and Technology • Get high level sponsorship and broad based buy-in • Create a Learning Organization • Make Knowledge Creation part of the process • Use Reputation Models to find and define your experts • Reward them, formally and informally • Select the right application and implement it alongside KM processes • Define and make the business case and drive the right initial investment • Ensure ongoing support, care and feeding • Dynamic Publishing • Keep knowledge up-to-date • Monitor feedback and workflow for bottlenecks • Measure • Be diligent about measuring usefulness and culling what isn‟t useful© 2011 Oracle Corporation – Proprietary and Confidential 28
    • © 2011 Oracle Corporation – Proprietary and Confidential 29