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Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
Best Practices for the Service Cloud
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Best Practices for the Service Cloud

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  • Now we
  • Employees need to get help from several departments within a typical company. When you think of an internal helpdesk, most people think of an IT Helpdesk – this is where employees go when they have issues with their PC. But employees also need help from human resources to make a benefits change or check their vacation balance. Or they to work with someone in Finance to change their 401K allocation. These questions are usually handled by different departments. The IT HD is usually the most formal and structured helpdesk within a company, other helpdesks are very informal or may not exist at all. This means it’s not clear where employees should go to get help. Creates confusion and can be problem for an employee that is looking to solve an issue. And the service agent behind the helpdesk has similar challenges. They can get lots of different requests and don’t know how to answer the questions or resolve the issues. Often it’s not clear who the best person is to work on a given issue. An IT agent will get an HR request. Or a facilities person will get an IT question. They don’t know the answer and usually don’t know how to find the person that has the answer. All of this creates confusion for employees and leads to poor response times from the Helpdesk Question for Ross: what are the different dept’s that make up your helpdesk?
  • Comprehensive forrester survey, 2K participants Shows that employees are not satisfied across a number of criteria
  • And here’s the problem.. Disjointed processes within your company, totally difficult to manage… so Ross, is this what it was like at Plum Benefits before Salesforce. Also expensive – different systems to manage these apps, expensive to integrate Also, process is broken, need to make it faster
  • Ross actually likes the walls slides. This is exactly the problem that Plum has Even for a small company, it’s still a challenge And it allow you to report and get health of the system (mgmt) All tickets don’t have to go through IT, you handle this through routing. Don’t have to have a single service desk, can route to hr, IT, etc.
  • Highlight each of the sections This is what we’re going to explore in the rest of the presentation.. Each of these will tie to best practices.
  • Now we
  • Before – no accountability, loss in productivity, didn’t know who to contact – talk more about the benefits After – are able to track and measure performance, etc. Key components that were fantastic: centralized all the knowledge, implemented routing… start to mention best practices. Employees didn’t know who to contact, inefficient – employees didn’t know who to turn to help Plum Benefits breaks it out similar to slide 4: 90% is IT related (Help with computer issue, also feedback that website is broken or customer is having a problem) Gets routed to different people HR (payroll, benefits, PTO) Office Mgmt (I need something in the kitchen, need new supplies)
  • And the results that we’ve seen from measuring is the following ROI..
  • So we’ve taken best practices from Plum Benefits and several other customers and compiled these for this webinar.. Here are the 7, we’re going to go through them now Take them back to the initial painpoints that we talked about at the beginning..
  • Need to document a standard process Also, need to customize for different dept’s, processes are different based on needs (implement in our system) Need test the processes And train the agents Once you have standardized resolution process, you can have company wide metrics: response time, age of open issues, etc. Having a standardized process allows your metrics to be comparable from dept to the next.
  • *** also talk about email templates – makes it very productive, easy to proactively train your agents about how to respond to issues, saves a ton of typing and works very well.
  • Using project mgmt app from AppExchange – tickets come in and get assigned out to projects Make your process consistent with ITIL standards Salesforce is flexible enough that you can build the system to be correct with yoru process and fit w/ the ITIL standards.
  • Question for Ross: how do you maximize the productivity of your agents They have created different views of their tickets (my assigned, could show this Also use dashboards so that the team can see what’s assigned to them. Ross will send Brad screnshots At salesforce we are not phone centric, so everything done at web portal. Other companies that are phone centric CTI is another way to make it a productive env’t for your agent. The time it takes to enter informatin when you get a phone call is decreased by orders of magnitude.
  • Plum Benefits doesn’t use solutions, don’t have time and resources to build solutions. Doesn’t have a formal knowledge base or solutions. As they grow and have the resources, they may do this. Not tracking assets right now. And the easier it is to sell your employees on self service (if you have a good KB)
  • Self Service Portal Deflect Calls to online Enable 24 x 7 service Provide service at customer’s convenience - Plum Benefits has a unique situation – they have all
  • Could tie back to standard process – this allows for good metrics across your depts. What metrics does Plum use? Potentially remove this slide and just have Plum’s dashboard Metrics that Ross uses: Look at # of tickets submitted Open time and close time, amount of time Who’s closing Who’s not closing
  • Our key metrics from Plum are… Assigned items by person Where they are: assigned Gross closed over time Slipped items – these are things we’ve committed to closeing out but that have Talk about how easy it is to build the reports Here’s what we hear from our other customers
  • Brad does this one, this is one way of extending your app, unless they have done a good appx app Talk about Sarbannes Oxley compliance Providing evidence to SOX compliance
  • This is plum’s reasons for outsourcing, what does Plum outsource and why What, why, savings And that’s one of reasons why we chose the on-demand model – it took Plum Benefits two days to implement, couldn’t have done this with an on-premise solution, we don’t have to worry about the infrastructure Good transition to Brad for next slide They are on a total outsource model They don’t do anything they are good at They do IT and development (engineering work) All of tickets with exception of IT are insourced Outsourced specific part of IT Admin (user PC support) Remainder of helpdesk is handled inside (HR not outourced) When an item requires development, we ask if we can do it in-house, if yes, they do it as one of their projects, otherwise they will outsource to their development partner.
  • Have to buy, software, hardware, consultants, etc With on-demand it’s immediate
  • Transcript

    • 1. Best Practices in an On-Demand Helpdesk Brad Harrington Senior Product Manager Ross Bauer VP, Product Development
    • 2. Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our quarterly report on Form 10-Q filed on August 19, 2005 and in other filings with the Securities and Exchange Commission. These documents are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
    • 3. Our Speakers Today Ross Bauer Vice President, Product Development Brad Harrington Senior Manager, Helpdesk Applications
    • 4. Complete CRM View of Every Customer Complete CRM Solution Service & Support Use Cases
    • 5. Plum Benefits Introduction
        • Leading Provider of Employee Perks Programs
        • Broad User of Salesforce:
      22,000 Corporate Clients Hundreds of Entertainment Events
    • 6. Challenges With Help Desks Today
    • 7. Formal and Informal Employee Service Desks Service Agents Employees “ I’ve heard that question a thousand times…” “ That’s on the intranet…” “ John can help you with that…” “ Maternity leave questions…” “ Computer broken…” “ Need software…” “ New employee starting…” “ What’s a 401k?” “ Who do I call?”
    • 8. Employees Not Satisfied with Helpdesk Results Courteous Help Ability to Reach Staff Promptness of Service Expertise of Staff Timely Resolution Ability to Resolve on First Call Percentage of Respondents Satisfied Neutral Not Satisfied … but only half of employees are satisfied Courteous… Level of Satisfaction with IT Helpdesk Base: 2,138 users in U.S. companies Source: Forrester Research, Inc., “Business Technographics March 2005 United States Technology User Benchmark Study
    • 9. Isolated Helpdesks Hurt Satisfaction and Increase Costs Difficult to share information across boundaries Traditional Approach to Employee Helpdesks
      • Challenges :
        • Fragmented Processes and Data
        • Can Not Work Across Boundaries
        • Waste Time for Experts
        • High Cost of Escalation & Improper Escalation
      Example: Hiring a new employee does not trigger processes across departments IT - Hardware IT - Applications Human Resources Finance
    • 10. The Solution: Employee Service Desk
        • Greater Employee Satisfaction and Productivity
        • Reduced Costs
        • Improved Resolution Time
      Consolidated Helpdesk
    • 11. Employee Service Desk Key Requirements Employee Assets Intelligent Knowledge Base Help Desk Platform Agent Experience Analytics Integration User Security & Sharing Customization Ticket Management/ Escalation Employee Experience Self Service Portal Email Phone Agent Desktop Helpdesk Capabilities
    • 12. Success with Employee Service Desk
    • 13. Plum Benefits Deploys Salesforce for Employee Service Desk
        • Managing employee inquiries and needs was taking too much time!
        • Employees didn’t know who to contact for help
        • Poor response times, little visibility
        • Manual routing of cases, spreadsheets
        • Outsourcing was not working
        • Examined on-premise software applications, too expensive
        • Employees contact central helpdesk, cases routed appropriately
          • IT (75% of issues)
          • Employee feedback
          • Human Resources (Payroll, etc.)
          • Office Management
        • Successfully outsourcing 90% of IT
        • Visibility to helpdesk performance
        • Significant cost savings
          • Implementation Time: 2 Days
      Before Salesforce After Salesforce
    • 14. Plum Benefits Achieves Fast ROI
      • Key Sources of Savings
        • Significant reduction in coordination time
        • Save time for experts
        • Save IT time with On-Demand
        • Save employees time with single source of service
        • Outsource IT team arrived onsite prepared to handle issues
        • Saved individual 3-4 hours per week
        • 770 hours per year total savings
        • 1/3 to ½ cost of having an IT team
        • Outsourcing also saves time
    • 15. Best Practices for Employee Service Desks
        • Create Consistency in Process Resolution
        • Establish a productive agent environment
        • Centralize information
        • Centralize access for employees through a portal
        • Develop success metrics & use dashboards to monitor
        • Customize & extend your service desk
        • Outsource what you can
      Best Practice #1 Best Practice #2 Best Practice #3 Best Practice #4 Best Practice #5 Best Practice #6 Best Practice #7
    • 16. Create Consistency in Process Resolution
        • Escalations and Routing
        • Incident Severity
        • Communication Channels
        • Incident Closure
      Standardization of Resolution Process Best Practice #1 Decide Act Close
    • 17. Plum Benefits Standard Resolution Process 1 2 3 Best Practice #1
    • 18. Consistent Communications with Employees Employee Communications Best Practice #1
    • 19. ITIL is the Standard for IT Management Information Technology Infrastructure Library (ITIL) Framework Configuration Management Incident Management Problem Management Change Management Release Management Service Desk Customers Best Practice #1
    • 20. Create a Productive Environment for Agents Agent Desktop Best Practice #2 Customized Information Reportable Results
    • 21. Centralizing Information Speeds Up Resolution Computer Equipment Health Benefits 401k Info Personal Information Payroll and Financial Centralized Employee Asset Management Centralized Knowledge Management IT Solutions Benefits Solutions Accounting Solutions HR Solutions Finance Solutions More complete view of employee Broader access to solutions Centralize Information Best Practice #3
    • 22. Centralize Access for Employees through Portal View Case Status Log New Cases Find Solutions
        • Offload High-Cost Channels to Online Self-Service
        • Faster Resolution with Online Knowledge Base
        • Let Employees Work on Their Schedule 24x7
      Employee Portal Best Practice #4
    • 23. Measure the Right Metrics for Your Business
      • Continual Analysis for Improvement
        • Problems Not Being Resolved Quickly
        • Escalation Analysis
        • Root Cause Analysis
      Best Practice #5
        • Tickets submitted by month
        • Average case duration
        • Average Response Time
        • Tickets Closed by Agent
      Tickets by Month Closed Tickets by Agent
    • 24. Use Dashboards to Measure Real Time Status Best Practice #5 Business Users Customize with Clicks Real Time Data Track Key Metrics for Your Business
    • 25. Let Business Users Customize Best Practice #6
      • Customize with Clicks not Code
        • Custom Apps
        • Custom Layouts
        • Custom Fields
        • Custom Workflow
        • Custom Reports & Dashboards
        • Customize Anything!
      Maintain Customizations through Upgrades Read report on why app availability is #1. Put trust slide next??
        • Dependant Picklists
        • Routing Rules
      Need some customization specifics from Plum
        • Task Assignments
        • Adding new categories
    • 26. Easy-to-Add Helpdesk Extensions
      • Help Desk Add-on Applications
        • Survey
        • Desktop Management
      Help Desk Community Ratings and Reviews Live demo and test drive Install with Clicks
        • IT Resource Management
        • Call Scripting
        • Online Training
        • Dashboards
        • Many more…
      Best Practice #6
    • 27. Easy-to-Add Helpdesk Extensions Best Practice #6 Project Management App These help desk items submitted by our users that require long-term development
    • 28. Outsource Your Non-Competencies Best Practice #7 What Savings IT Administration (90%) Why Limited Resources Lower Cost Many, Simple Incidents IT Infrastructure (100%) Need Fast Results IT Overburdened Lower Cost Limited Internal Expertise Lower Cost 1/3 to ½ cost of having an IT team 770 hours per year savings Engineering (75%) Saved individual 3-4 hours per week
    • 29. On-Demand Delivers Fast Time-to-Value ROI Time Go Live ~ 12 Months Risk 27 month Breakeven Time Go Live ~ 6 Weeks Value to Customer Source: Gartner, Customer Surveys Risk Client/Server Software ROI 6 month Breakeven
    • 30. Salesforce.com: Leader in On-Demand Source: IDC, Worldwide On-Demand Customer Relationship Management Applications Market 2004 Vendor Analysis, August 2005, rounded to nearest full percent. Salesforce.com Customer and Subscriber data as of January 31, 2006. 50% 7% All others 14% 7% salesforce.com 18% 4% #2 #3 #4 #5 #1 On-Demand CRM Market Share #1 On-Demand Systems Supplier 24,800 customers 501,000 subscribers Highest Levels of Customer Satisfaction
    • 31. Special Offer for IT Asset Management + 50% off * Asset Discovery and Management * 50% Off Everdream Asset Discovery and Management expires December 31,2006 Available at www.appexchange.com
    • 32. Special Offer for Helpdesk Implementation + xx% off * * xxx% Off expires December 31,2006 Call 800-xxx-xxxx
    • 33. Questions? Ross Bauer Vice President, Product Development [email_address] Brad Harrington Senior Manager, Help Desk Applications [email_address]

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