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Beyond Strategy: the Practice of Community-Based Support
 

Beyond Strategy: the Practice of Community-Based Support

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Autodesk started "discussion groups" on Compuserve back in the early 1990s. Over the years Autodesk's user base has grown, with varying levels of involvement by the company. From those early days of ...

Autodesk started "discussion groups" on Compuserve back in the early 1990s. Over the years Autodesk's user base has grown, with varying levels of involvement by the company. From those early days of the Internet, the ability for customers to interact with one another has exploded. Social customer service, social CRM, social support--the names change but the reality is clear: This is not a new fad or trend but is now a permanent part of the landscape of customer support. New forum platforms enable companies to significantly scale product support and customer service while keeping staff levels in check. Brian Kling will share Autodesk's process and lessons learned migrating to a 21st century forum solution: designing a reputation system to identify and reward customer contributions; initiating NPS surveys to measure customer loyalty and satisfaction, and collect feedback; wrestling with what key metrics demonstrate success; engagement models for support staff. ROI will also be covered.

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    Beyond Strategy: the Practice of Community-Based Support Beyond Strategy: the Practice of Community-Based Support Document Transcript

    • What is practice? An ongoing process of consistent improvement 1
    • For 2 years? 5? 10? Longer?How many planning to launch community? 2
    • Setting the Stage, Who we areFY11 numbers• Most Products are higher end in complexity• B2C starting – Sketchbook, TimeFX, Homestyler, Tinkerbox, etc.• Big Investment in students from K-12 to Universities• Customer Service & Product Support separate BU’s, but close partners• 6800 Employees in 95 locations WW 3
    • The Untended Garden•Forums 15+ years old, started on Compuserve•Support Forums on products•Organic Growth – 183 forums, many not used or could be merged•Weak tools, difficult to measure participation•No sustained engagement programs, but have had high-level policymoderation•No sustained internal commitments for participation – users expectwhen you host a community!•NNTP issue – no longer supported, message to historic usersBut not all negatives:•Thriving•Random clusters are strong, “self-sowing”•Customers committed to interaction 4
    • In Contrast, we don’t want a Baroque Garden:•High overhead to maintain•Homogenized•Tight control – doesn’t allow for organic evolution, natural growthHet Loo Palace, Apeldoom, Netherlands 5
    • The funnel…Laying the foundation• Participation• Feedback & Measurements• Rank/ReputationEach point has an internal and an external component:1. Participation models for both internal staff and forum community2. Collecting feedback and measuring success both from internal process and employee engagement as well as thriving community with measurable success/ROI criteria3. Rank/Reputation can serve to motivate both internal and external participants 6
    • 7
    • Trim Tab story from Franklin Covey -http://www.franklincovey.com/blog/trim-tab-work.htmlParticipation pre-Lithium – make a test• Migrating in June• Create Playbook• Internal SLA• Staff commitments• Support from “bottom” – mostly unanswered posts 8
    • History:• Installation key pain point for customers• Uplevel content on .com/support site• Specific page for Installation issues• pre-existing forum “Networking & License Management” renamed “Installation & Licensing,” relaunched on March 2010Marketing messaging Across .com and Subscription Center Action bars Content + links Promo boxes Banners Forums In other product forums, directing users to the Install & Licensing forum To social media channels Autodesk External To Partners 9
    • Tested waiting 24 hours to respond, give Superusers a chance first, proved that itworks, growth increased with lower participation rateMoved from 35th to 5th in overall forums• Not just answering but growing• Customer surprise at Autodesk involvement• Gauging response times• Staff commitmentI&L was the trimtab to prove our initial engagement model, created the story – firstROI effort is to prove growth/movement/success 10
    • Moving down the longtail 11
    • For Product Support moderated forums – massive growth, in Unique Visitors… (axisnumbers removed) 12
    • And Pageviews (axis numbers removed) 13
    • 14
    • Critical with massive growth to launch SuperUser Engagement ProgramTighten and optimize workflow & commitments for Staff 15
    • 16
    • • NPS, developed by Fred Reichheld• Net Promoter % - Net Detractor % = NPS score• Consistent measure, can use across all customer touchpoints 17
    • Survey – what, frequency, who, how oftenKey Driver chartAsking additional questions 18
    • TSIA Self-Serve benchmark, 40% in 2009, 39% in 2010http://www.coveo2.com/medias/pdf/TSIA_Customer-Information-Access_2011.pdf 19
    • Keep it basic & actionableDifferent KPIs depending on level – measure results not actions on upper levelsFrequency – monthlyMoving to Qlikview 20
    • Hypothetical numbers for ROI calc.Items 2 & 3 from survey (slide 19)Subs Customer = our support model, must purchase Subscription Contract for direct1:1 supportHard ROI, conservative, not capturing true value, but a start 21
    • • For Autodesk, first setting up the structure, get the processes in place, don’t need complete ROI upfront, had to use existing staff efficiencies and reduce 1:1 volume, Channel efforts and moving How Tos to forums• Now we are ready for the next stage, expansion of community by rank/rep, targeted growth of SuperUser base 22
    • • Gamification – mystery and rewards are proven motivators to participate & advance (for 10% of your community on average based on 90-9-1 rule)• Rewards – money not a key motivator (per Dan Pink from book Drive), instead simple things: avatars, permissions, capabilities, access • Outreach to current SuperUsers • AU conference passes • Phone interviews • Results• Let the system tell you who your Stars are• In the upper stages, these Stars rise by community-assigned value• Don’t forget the incentive on internal staff as well!• You then have solid basis for SuperUser engagement – building out a program to capitalize on their value, knowledge but also listening to their input (co-creation)• Also serves as foundation for an MVP program, base is solid measure of value as perceived by other customers• Can evolve across other customer touchpoints and add to Advocate/Influence from social media – Question: have any of you solved this issue or what are your current thoughts/efforts, how to make system span across input channels? 23
    • • Choose Ranks by the behavior you want to encourage• Tree and branches – “trunk” is post count, branches are other behaviors, time is the regulator (determines rate of activity)• Names should resonate with your community• Designing algorithms • Dr. Wu’s blog (see “Ranks Designed to Flow”) http://lithosphere.lithium.com/t5/Building-Community-the-Platform/bg- p/MikeW • Book, Building Web Reputation Systems (online Wiki http://buildingreputation.com/doku.php)• Don’t share it all with users, keep some mystery/surprise 24
    • 25
    • 26
    • The “Ideal” Community Garden…•Looks natural, but is mostly planned•Blend complimentary characteristics•Understand its nature, work with it•Allow surprises•ExperimentAnne Hathaway’s (Shakespeare’s wife) cottage at Shottery, just outside Stratford uponAvon 27
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