Best Practices in Measuring Critical Support Metrics Mike Ferris, Astadia  Cheral Stewart, CallSource Chet Chauhan, Salesf...
Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This pr...
Michael Ferris Sr. Project Manager [email_address]   Former Director of Service Technology Enterasys Networks  Global Tech...
Topics <ul><li>Demonstrating Value in CRM  </li></ul><ul><li>5 Hurdles to Service and Support Benchmarking </li></ul><ul><...
Demonstrating Value in CRM Recent research indicates 55% of all CRM deployments are  service and support related -- Partne...
5 Hurdles to Service & Support Benchmarking <ul><li>Define corporate goals </li></ul><ul><li>Build clear demarcation point...
What is the purpose of your service organization? <ul><li>Goal = Loyalty? </li></ul><ul><ul><li>Percentage of Revenue from...
Operational Tactics  <ul><li>Efficiency  </li></ul><ul><ul><li>Cost per incident/Cost per Case (complex/difficult to measu...
About Enterasys Networks  <ul><li>Leading manufacturer of enterprise networking equipment </li></ul><ul><li>Award winning ...
Key Challenges  <ul><li>Business Challenge </li></ul><ul><ul><li>Enhance the customer voice within engineering and sales  ...
Enterasys Success Story  – The Solution  <ul><li>How did Enterasys address the challenges? </li></ul><ul><ul><li>Comprehen...
Global Technical Assistance Center Hold Time (Minutes) Q2 FY06 Abandon Rate (%) Talk Time (Minutes) 1 st  Contact Closure ...
<ul><li>Global Technical Assistance Center </li></ul><ul><li># Users: 60 of 590. Additional 100 in system and design engin...
What Were The Results?  <ul><ul><li>1,033% increase in new self service cases reflecting the personalized information they...
Cheral Stewart CRM Administrator CallSource [email_address]
Excited about Complaints? <ul><li>Statistics suggest that when customers complain, business owners and managers ought to g...
Company Introduction <ul><li>Call-tracking and analytics technology that measures response to advertising and direct-marke...
CallSource Key Support Challenges 2005 <ul><li>Business Challenges </li></ul><ul><ul><li>Chaotic trouble-ticketing system ...
Some Metrics That Were Important to Us Metric Before Calls were resolved during the initial call (One and Done Rate) 15% E...
CallSource Case Record Type List
Case Report
Case and Solution Dashboard
CallSource Internal Customers <ul><li>Added Case Record Types, Queues and Solutions for Internal Customers: </li></ul><ul>...
Solution Categories
CallSource Case Process Flow
Case/Solution Rollout  <ul><li>Primary Departments: Customer Care, Engineering </li></ul><ul><li>Primary Users: 62, Total ...
Results Metric Before After Calls were resolved during the initial call (One and Done Rate) 15% 45% E-mails per day 300 e-...
Results  <ul><li>Went from 15 trouble tickets, escalated from Customer Care to NOC per day, down to 3.  </li></ul><ul><li>...
Mike Ferris Cheral Stewart CallSource Chet Chauhan salesforce.com QUESTION & ANSWER SESSION Astadia
Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvemen...
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Best Practices in Measuring Critical Support Metrics

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  • PS. It's on slide 10m 'agent moral' (sic).
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  • Nice presentation. However, the word I believe you want to use is 'morale', not 'moral'. With the final 'e', morale means one's mood and attitude. Without the 'e', [a] moral is a personal value, also called an ethic. There is a big difference, and misspelling it will be caught by persons with secondary education, which I suspect is your target audience.
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  • hi, can you pls forward me this presentation in any format. email: maverick_vish@yahoo.com...many thanks in advance.
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Transcript of "Best Practices in Measuring Critical Support Metrics"

  1. 1. Best Practices in Measuring Critical Support Metrics Mike Ferris, Astadia Cheral Stewart, CallSource Chet Chauhan, Salesforce.com Track: Service and Support
  2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results 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. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with salesforce.com, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; 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 CRM service; 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. </li></ul><ul><li>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, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor . </li></ul><ul><li>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 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, except as required by law. </li></ul>
  3. 3. Michael Ferris Sr. Project Manager [email_address] Former Director of Service Technology Enterasys Networks Global Technical Assistance Center
  4. 4. Topics <ul><li>Demonstrating Value in CRM </li></ul><ul><li>5 Hurdles to Service and Support Benchmarking </li></ul><ul><li>Metric Based Goals – How to predict future success? </li></ul><ul><li>The Enterasys Success Story </li></ul>
  5. 5. Demonstrating Value in CRM Recent research indicates 55% of all CRM deployments are service and support related -- Partner with Sales & Finance Set Benchmark Targets Early in the Program Link Cause & Effect Relationships Increase Execution Velocity Choose Metrics Relevant to Strategic Objectives
  6. 6. 5 Hurdles to Service & Support Benchmarking <ul><li>Define corporate goals </li></ul><ul><li>Build clear demarcation points into the customer experience. </li></ul><ul><li>Consolidate customer interaction into a single reporting database. </li></ul><ul><li>Use concise indicators tailored to each level of the organization </li></ul><ul><li>Adjust measurement techniques to create linkages </li></ul>
  7. 7. What is the purpose of your service organization? <ul><li>Goal = Loyalty? </li></ul><ul><ul><li>Percentage of Revenue from existing customers </li></ul></ul><ul><ul><li>Service Contract Renewal Rates </li></ul></ul><ul><ul><li>Corporate and Service Organization Reference-ability </li></ul></ul><ul><ul><li>Drivers of Customer Satisfaction </li></ul></ul><ul><li>Goal = Profitability? </li></ul><ul><ul><li>Percentage of Support Revenue compared to all products </li></ul></ul><ul><ul><li>Service Products Mix </li></ul></ul><ul><ul><li>Service Revenue and Margin by customer by region/vertical </li></ul></ul><ul><ul><li>Service Sales Penetration with new pursuits </li></ul></ul><ul><ul><li>Win Rate </li></ul></ul>* Illustrations are not Enterasys specific
  8. 8. Operational Tactics <ul><li>Efficiency </li></ul><ul><ul><li>Cost per incident/Cost per Case (complex/difficult to measure) </li></ul></ul><ul><ul><li>Financial ROI’s ($ value for removal of legacy systems, headcount stabilization/reduction) </li></ul></ul><ul><ul><li>Electronic Interaction Success Rate </li></ul></ul><ul><ul><li>Agent Utilization </li></ul></ul><ul><ul><li>Backlog per Interval </li></ul></ul><ul><li>Effectiveness </li></ul><ul><ul><li>24 hour Closure Rates </li></ul></ul><ul><ul><li>Time to Respond (Hold Time / First Qualified Response) </li></ul></ul><ul><ul><li>Time to Resolve (based on complexity of the interaction or Service Tier) </li></ul></ul><ul><ul><li>Transactional Satisfaction Percentage (Surveying with calculation of dissatisfaction areas and rates) </li></ul></ul><ul><ul><li>Mean Time to Identify and Escalate </li></ul></ul>
  9. 9. About Enterasys Networks <ul><li>Leading manufacturer of enterprise networking equipment </li></ul><ul><li>Award winning Secure Networks product portfolio </li></ul><ul><li>Technical Assistance Center provides 7x24 support services for 17 product families around the globe. Call Center headquarters and remote offices process thousands of interactions per month. (B2C) </li></ul>INDUSTRY: Network Equipment Manufacturer EMPLOYEES: ~850 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support # USERS: ~600 Unlimited Edition “ Nothing is more important than our customers” –Mike Fabiaschi, CEO
  10. 10. Key Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Enhance the customer voice within engineering and sales </li></ul></ul><ul><ul><li>Present call agents with an effective desktop to manage customer interactions </li></ul></ul><ul><ul><li>Forecast technical support satisfaction through metrics management </li></ul></ul><ul><ul><li>Respond, manage, and escalate faster </li></ul></ul><ul><ul><li>Preserve service revenue and margin </li></ul></ul><ul><ul><li>Gain a more complete customer view of product quality. </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Consolidate system efforts with minimal capital investment </li></ul></ul><ul><ul><li>Must have integration capabilities to connect legacy systems </li></ul></ul><ul><li>Increase customer satisfaction </li></ul><ul><li>Lower headcount and cost </li></ul><ul><li>Protect service revenue </li></ul><ul><li>Improve agent moral & corporate status </li></ul><ul><li>Connect remote geographies </li></ul>
  11. 11. Enterasys Success Story – The Solution <ul><li>How did Enterasys address the challenges? </li></ul><ul><ul><li>Comprehensive automation of the customer interaction model </li></ul></ul><ul><ul><li>Applied benchmark scorecards based on industry standards </li></ul></ul><ul><ul><li>Created repeatable customer experiences with easy to follow business processes and automated responses </li></ul></ul><ul><li>Email-to-Case, Self Service Case Management, Web-to-Case, Executive dashboards, Skill based assignment, workflow alerts, sForce API </li></ul><ul><li>Approximately (60) Call Agents & Escalation Engineers, (40) SQA & Development Engineers, (80) System Engineers worldwide </li></ul><ul><li>Custom links to; SAP and RMA Product Details </li></ul><ul><li>Data warehouse for Avaya Call Management Monthly Summary and Educational Services training certifications </li></ul><ul><li>Deployed into; Call Center, Support Engineering, Design Engineering, Sales, IT, Educational Services, Field Service </li></ul><ul><li>Unlimited Edition for Premium Support and Increased Number of Custom Applications </li></ul>DEPLOYMENT DETAILS
  12. 12. Global Technical Assistance Center Hold Time (Minutes) Q2 FY06 Abandon Rate (%) Talk Time (Minutes) 1 st Contact Closure (24hrs.) (%) Operational Performance Metrics Case Closure Post 24 Hours (Days) Escalation Duration (Total Days) 0.42 5.8% 49% 11.2 47 Percentage of Cases Resulting in RMA 15.6% Cases by Origin – Electronic Contact 12,944 3,622 Q1 FY06 42% 10% 36 13,321 2,796 5.4% 12 0.50 Cases by Origin – Phone Customer Satisfaction (Transactional Surveys) 15 18 Escalation Mean-Time-to-Identify, MTTI (Days) 10 10.3 FY06 Targets 2 4.2% 13 55% 7 <90 10 <20% - 40% of Contact Volume        Q3 FY06 0.44 5.8% 53% 12.3 29 13% 11,855 4,783 16 11.3 85% 91.2% 90.1% 92.0% * Illustrations are not Enterasys specific
  13. 13. <ul><li>Global Technical Assistance Center </li></ul><ul><li># Users: 60 of 590. Additional 100 in system and design engineering. </li></ul><ul><li>Key Requirements </li></ul><ul><ul><li>Document and measure all customer interactions with Technical Support and SQA Engineering </li></ul></ul><ul><ul><li>Improve agent esteem and execution velocity </li></ul></ul><ul><ul><li>Expand communications with stakeholders </li></ul></ul><ul><li>Key Benefits </li></ul><ul><ul><li>Growth in Customer Satisfaction </li></ul></ul><ul><ul><li>Better product and service quality </li></ul></ul><ul><ul><li>Elimination of silo systems and support processes </li></ul></ul><ul><ul><li>Lower operational costs </li></ul></ul>* Illustrations are not Enterasys specific
  14. 14. What Were The Results? <ul><ul><li>1,033% increase in new self service cases reflecting the personalized information they receive from the portal. </li></ul></ul><ul><ul><li>102% increase inbound electronic communications from customers (email, web forms, and self service). 216% increase in outbound </li></ul></ul><ul><ul><li>18.8% increase in call deflection rate </li></ul></ul><ul><ul><li>Customer satisfaction with Technical Support increased from 88% to 92%. Call Center held a 92% average for 12 consecutive months </li></ul></ul>
  15. 15. Cheral Stewart CRM Administrator CallSource [email_address]
  16. 16. Excited about Complaints? <ul><li>Statistics suggest that when customers complain, business owners and managers ought to get excited about it. The complaining customer represents a huge opportunity to get more business. Zig Ziglar </li></ul>
  17. 17. Company Introduction <ul><li>Call-tracking and analytics technology that measures response to advertising and direct-marketing campaigns. Provides ROI information and cost-per-lead data; captures callers’ name, phone and address; records every call </li></ul><ul><li>Sales and operations training (Distance Learning and in-person) </li></ul><ul><li>Lead-generation technologies to convert web visitors to callers and callers to buyers </li></ul><ul><li>5K client companies, 30% Annual Growth rate </li></ul><ul><li>114 SF users with Created Integrated Marketing Management using AppExchange </li></ul><ul><li>PRM Partner Portal User </li></ul><ul><li>Custom trouble ticket system reducing escalated trouble tickets from 15 to 3 per day </li></ul>INDUSTRY: Marketing Performance Analytics EMPLOYEES: 130 GEOGRAPHY: North America # USERS: 114, 88% login rate PRODUCT(S) USED: SFA, service & support, nine downloaded AppExchange applications. One created AppExchange.
  18. 18. CallSource Key Support Challenges 2005 <ul><li>Business Challenges </li></ul><ul><ul><li>Chaotic trouble-ticketing system </li></ul></ul><ul><ul><li>Lack of transparency and accountability into trouble tickets and requests </li></ul></ul><ul><ul><li>Need for assessment of customer use practices </li></ul></ul><ul><ul><li>Growing Auto vertical that demands faster response time to problems </li></ul></ul><ul><li>Inefficiency affecting customer service and retention </li></ul><ul><li>Employee frustration </li></ul><ul><li>Too many phone calls </li></ul><ul><li>Time-wasting, irrelevant emails </li></ul><ul><li>Not everyone could view trouble tickets </li></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>Too many separate systems </li></ul></ul><ul><ul><li>Telecommuters needing real-time access. </li></ul></ul>
  19. 19. Some Metrics That Were Important to Us Metric Before Calls were resolved during the initial call (One and Done Rate) 15% E-mails per day 300 e-mails Percentage of Cases closed in 48 hrs Unknown No. of calls from internal staff to Customer Care Unknown
  20. 20. CallSource Case Record Type List
  21. 21. Case Report
  22. 22. Case and Solution Dashboard
  23. 23. CallSource Internal Customers <ul><li>Added Case Record Types, Queues and Solutions for Internal Customers: </li></ul><ul><ul><li>New Employee </li></ul></ul><ul><ul><li>Departing Employee </li></ul></ul><ul><ul><li>PC Support </li></ul></ul><ul><ul><li>Media Snapshot Analysis </li></ul></ul><ul><ul><li>Salesforce.com Requests </li></ul></ul><ul><ul><li>Suggestion Box </li></ul></ul>Total Cases created by Person Ken L. 734 Louis L. 369
  24. 24. Solution Categories
  25. 25. CallSource Case Process Flow
  26. 26. Case/Solution Rollout <ul><li>Primary Departments: Customer Care, Engineering </li></ul><ul><li>Primary Users: 62, Total Users: 114 </li></ul><ul><li>Key Requirements </li></ul><ul><ul><li>Good teamwork up front </li></ul></ul><ul><ul><li>Understand your processes clearly. Map them out. </li></ul></ul><ul><ul><li>Use Internal and External Solutions! </li></ul></ul><ul><ul><li>Utilize hands-on training and role-play prior to rollout. </li></ul></ul><ul><li>Key Benefits </li></ul><ul><ul><li>Increased Client satisfaction </li></ul></ul><ul><ul><li>Lets employees focus on fixing the issue, not managing the process. </li></ul></ul><ul><ul><li>Real-time oversight and accountability </li></ul></ul>
  27. 27. Results Metric Before After Calls were resolved during the initial call (One and Done Rate) 15% 45% E-mails per day 300 e-mails 30-50 e-mails Percentage of Cases closed in 48 hrs Unknown 62% No. of calls from internal staff to Customer Care Dropped by approx 50%
  28. 28. Results <ul><li>Went from 15 trouble tickets, escalated from Customer Care to NOC per day, down to 3. </li></ul><ul><li>Previously we had no ability to measure start to finish Case time, now we are able to pull reports showing areas of excellence and problems. </li></ul><ul><li>Visibility by all 114 Users. </li></ul><ul><li>Improved Accuracy of information– but only as good as our oversight. </li></ul><ul><li>Higher customer satisfaction. Absolutely improved! The Solution Knowledgebase allows a brand new CC Rep or a Sales Team member to swiftly look up the common problems while on the phone with the customer. Seamless customer service. </li></ul><ul><li>Market share improvements – at recent tradeshows, our customers were bringing new prospects to our booth, telling them about our great service. We are very happy when customers do the selling for us! </li></ul>
  29. 29. Mike Ferris Cheral Stewart CallSource Chet Chauhan salesforce.com QUESTION & ANSWER SESSION Astadia
  30. 30. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) on the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>Save time! Use your cell phone or mobile device to send Feedback via SMS/Text Messaging! Send a message to 26335 In the message body: Session 145, #### For example, “ Session 145, 5555 ” Session ID: 145 Session ID # Scores for 4 categories SMS Voting powered by:

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