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CCSM project establishing & optimizing social media in cs xl case study_march2012
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CCSM project establishing & optimizing social media in cs xl case study_march2012

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Establishing & Optimizing social media touch-points in Customer Service (PT XL Axiata Tbk case study), apart from Marketing Objective for social media, integrated & powerful design for social customer ...

Establishing & Optimizing social media touch-points in Customer Service (PT XL Axiata Tbk case study), apart from Marketing Objective for social media, integrated & powerful design for social customer experience in Customer Service, to reduce call volume in CC and increase social media engagement above and below the line. This project has been selected as best submission in Certification for Customer Service Management by Asia Pacific Customer Service Consortium (APCSC) in 2012.

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CCSM project establishing & optimizing social media in cs xl case study_march2012 CCSM project establishing & optimizing social media in cs xl case study_march2012 Presentation Transcript

  • 1 By Rudy A. Dalimunthe PT XL Axiata Tbk. Jakarta – Indonesia For CCSM Certification January 2012 CCSM Project 2011 “Establishing & Optimizing Social Media Touch-point in Customer Service”
  • 2 PT XL Axiata at a Glance • Establishing its commercial operation in October 1996 • The 2nd largest cellular operator in Indonesia – currently 45 million active Subscribers • GSM 900/1800/3G/3.5G services • Own 23.267 BTS (2G/3G) and covers more than 90% of population in Indonesia (from Sabang – Merauke) • Own an extensive fiber-optic backbone network in Java, Sumatra, Sulawesi, Kalimantan, and to International network • Listed in Indonesia Stock Exchange (ISE)/Bursa Efek Indonesia since September 2005 • Member of Axiata Group Company • Pioneer for low fare GSM in Indonesia • Acknowledged as Best Customer Service Organization in Indonesia • The only holder of COPC Certification in Indonesia for its Contact Center operations
  • 3 Organization Structure Chief Operating Officer (COO) Head of Corp.Comm Sr. VP – Corp. Strategy Bus. Dev and REFM GM – Customer Service VP – Service Assurance VP – Demand Organization (Field Ops & Network) VP - Infrastructure Development VP – Product Development VP – IT Development Advisor – Technology Roadmap GM – Business Control, Corp Finance & Treasury Sr. GM – Financial Accounting & Taxation GM – Revenue Assurance VP – Marketing Mobile Data Services Sr. VP – Branding VP – Marketing & Customer Experience Mgt Sr. VP – Marketing Strategy, Insight and Customer Analytics Sr. GM – Customer Lifecycle Management VP – Service Strategy & Architecture Director of Commerce Director of Marketing Director of Finance Director of Service Management Director of Technology, Content& New Business VP Enterprise & Commerce VP Regions (5 VP Regions across Indonesia ) VP Channel Development VP Channel Operation Sr. GM – Corporate Legal Corporate Secretary VP. Human Capital Development Head of Audit and Risk Management To strengthen our focus as Service Company, we established a Service Management Directorate in mid 2011 led by a C-Level VP – Strategic Business & Innovation Sr. VP Business Strategies and Partnership VP Tower Business CEO PT XL Axiata Tbk
  • 4 Our Customer Service at a Glance XL Centers Contact Center (817) IVR (818) Regular Customer Managed by 113 XLC managed by Self- service Info Walk-in Center Corresponden ce Unit (email, SNS) Calls & Emails & Social Media Managed by from Indonesia Contact Center Association 2011 on Center for Customer Satisfaction & Loyalty 2011 The Best Outsourced Contact Center 2011 CCAS Singapore Golden Ring Award 2011 - The Best Customer Service 900 Professional (450 seats) www.xl.co.id (company website) 35 Professional (35 seats) 600 Professional IVR consisted of product info, self-service channels, and customer education center CEO Blog customer can address their complaint directly to CEO (www.hasnulsuhaimi.com) 1 Corporate & Premium Service Social Media Channel 2 4 5 6 7 8 9 x Customer channels 3
  • 5 Customer Service Organization Structure GM Customer Service Regular Customer Head of Ops Contact Center Jakarta Manager Contact Center Jogjakarta Manager 1 Contact Center Jogjakarta Manager 2 Client Service and Ops Support Manager Customer Experience Helpdesk Manager TL - Call handler TL – Case handler TL – Outbound Call Mgt Specialist – Back end Analysis VMO Manager VMO Specialist Analyst- VMO Compliance and Risk Management Knowledge Management Manager Basic Module & New Hire Readiness E-System Knowledge Base & E-learning & Visual Aids Continues Learning program update, Complaint and Trouble Shooting Service Excellence Promoter CS System Development CS Operation Performance and QA Manager CS System Development & Support CS Ops Performance, CS Reporting, Human Performance Reporting Quality Assurance XLC Quality Mgt Manager XL C Quality Mgt Specialist Premium and Corporate Manager TL – Premium TL – Corporate TL - Activation Experience Center Manager Secretary Note: Regular Customer Contact Center is Outsourced to PT VADS Indonesia as Managed Service Partner Direct Report to VMO Managers
  • XL Experience Center Management Vision and Mission – Towards Strategic Business Unit Knowledge & System Support Performance & Quality Management Customer Experience Helpdesk Unit Strategy & Initiatives CS Strategy 2012 The Vision That inspires all that we say and do The Mission That unite all Customer Service in thought & deed The Promise Our pledge and challenge we embrace to delight our customer and stakeholder The Player Our key team in winning the game “Customer service XL provide the best service quality framework and create more than competitive advantage for the Company” CS Core Operations– Value provider CS Ops Supports- Value enabler The Value Chain Management Connected & sustainable improvement in people, process, and system between value creator and value enabler TM “Friendly, Warm and Smart people delivering accurate solution to customer first time every where “ “To empower our professional to deliver consistent and accurate solution in every customer touch point “ 1 “To become customer education and promotion center to support MDS & adjacencies business growth” “To become key enabler for the company to optimize & leverage managed service, consolidation, and partnership” 3 4 “To educate, liberate and leverage customer to reduce unecessary contacs “ 2 “Being the best Indonesian customer experience provider and customer’s value creator, across industries and across regions, consistently in every XL customer service touch points” “Friendly, Warm and Smart people delivering accurate solution to customer first time every where “ Mission Contact Management (Premium & Corporate CC) XLC Quality Management Vendor Management (Regular CC)
  • 7 CSQS Self Assessment - Summary Intention (0 -2) Implementation (3 - 5) Integration (6 – 10) 1. Management Responsibilities 0.18 0.62 5.79 2. Resources Management 0.00 0.00 8.00 3. Process Management 0.00 1.25 5.95 4. Performance Management 0.00 0.00 7.09 Total Average 0.0525 0.47 6.71 CSQS Total Average Score 7.20 For details, please refer to Appendix 1
  • 8 Service Promise and Waranty for not delivering the standard service quality is still in progress of preparation Escalation procedure are just being done last month and progress still 50% CSQS Self Audit (1/4) Management Responsibility 1 Organizational Leadership Intention Implementation Integration Has a mission Statement 8 Has published vision & values 8 Has promises of Quality 2 Has warranty (where applicable ) 2 Has a promise of Speed of service 8 Has published Customer satisfaction Goals 5 Has an Organizational Chart 8 Has a customer Service Director or equivalent 8 Strategy supported from CEO down 7 Subtotal 4 5 47 2 Organizational Structure Intention Implementation Integration Goals and Objectives are aligned ( requires evidence of measurements/checking) 8 Tasks and responsibilities are established 9 Relationship between other departments is established 4 Problem escalation procedures are defined 4 Able to analyze functional history 8 has published list of customer service personnel with different levels of seniority 2 Structure effectiveness is reviewed at least two times per year 5 Subtotal 2 13 25 3 Management Review Intention Implementation Integration Systems are identified that affect the customer service operation and service quality 7 Minutes of meetings relating to the customer service operation taken 7 Opportunities are identified and prioritized for continuous improvement 7 Goals are set and monitored 9 Employee feed back channels are established 9 Details of meeting findings are communicated to employees (Where appropriate ) 9 Sub total 0 0 48 4 Management Action Intention Implementation Integration Corrective Action is taken where applicable 8 Preventive measures are identified and action is taken wherever possible 8 Root cause analysis is employed 8 Employees are recognized and rewarded for performance & best practices 8 Has a steering committee established 8 Has a quality improvement program 8 Sub total 0 0 48 Published CS personnel with different skilll level currently in progress 1 2 3 : Gap identified
  • 9 Resource Management 1 Resource Planning Intention Implementation Integration Resources are identified that relate to the customer service operations , mission , vision values & customer Service Pledge 8 Staff Scheduling is utilized 8 Work force management systems exist (where applicable) 8 Accurate costing and budgeting is used for resource planning 8 Technology requirements are defined 8 Adequate training is provided for use of technology 8 Adequate training is provided for Customer Service staff 8 Resource planning is audited for validity , accuracy and necessity 8 Sub Total 0 0 64 2 Resource Deployment Intention Implementation Integration personal are assigned to relevant job duties based on their skills and competencies 8 Skill requirement and job descriptions are clearly defined 8 A suitable induction programmed is established and training is provided where applicable using best practices 8 Job descriptions are provided in writing to employees 7 A sound and solid career development program is established 8 Training opportunities are identified for new and existing employees 8 Product training, customer service training, online learning, certification required by Government , customer service certification, soft skills training, coaching , testing , checking for success and skill set monitoring (all where applicable) is provide 8 information required and or generated within the customer service operation is properly retrieved, maintained and controlled 7 Systems and resources for knowledge management customer databases knowledge categorization product information warranty records complaints VIP customer procedures and segmentation etc are in place where applicable 7 Existing resources are evaluated and audited to ensure they can fulfill the objective and promises of speed and quality of service can be delivered 8 Human and physical factors of the working environment are defined and evaluated in odder to perform customer service act ivies efficiently 8 A safe, healthy, comfortable and convenient environment is provided for both employees and customer and in accordance with local law regulation 8 Sub Total 0 0 93 3 Resource Utilization & Maintenance Intention Implementation Integration A System for measuring the utilization rates of customer service facilities, manpower , and workload of frontline customer service professional has been established 8 Details of what measure and how have been clearly defined and tested 8 Sub Total 0 0 16 4 Resource Upgrading Intention Implementation Integration Adequate planning has been executed to ensure resources are scaleable to meet with unexpected demands and or situation 8 Future technology needs have identified and budged forecasting has been considered 9 A suitable business plan has been development to address the need for upgrading all resources when necessary 9 The business plan has been endorsed by senior management 9 Sub Total 0 0 35 CSQS Self Audit (2/4)
  • 10 We do have processes for complaint in social media, but not yet optimized and leveraged, while this has been highly exposed by BoD one of high profile processes in 2012 Still related to Social media aspect, current process not yet fully addressing customer requirement and new channels for contacting new customer should be optimized As customer trend has shifted to data (voice & SMS is slowing down), social media, and other VAS, convinient channels need to be optimized and current social media channels not yet addressing those needs Process Management 1 Process Planning Intention Implementation Integration Key customer service processes and associated activities have been determined 8 Sequence of how to interactwith customers has been determined 9 Relationship between customer service process and other business processes have been determined 5 Process diagrams existfor all major processes 8 Sub Total 0 5 25 2 Standard Operating Procedures Intention Implementation Integration Clearly defined SOPs existto explain how a particular process is executed 8 The customer service manual are update where appropriate 8 Customer handling, escalation , problem reporting , telemarketing, scripting etc, all have an associated SOP where applicable 8 Sub Total 0 0 24 3 Operations Management Intention Implementation Integration Customer feedback channels exist in order to improve the delivery channels, development and introduction of new product and service 7 A focus group or similar has been established to ensure action is taken in respect to feedback 7 A customer Satisfaction survey is conducted on a regular basis to establish areas of improvement 8 The organization ensure that the day to day operation of key delivery processes meets both the key operational objective and customer requirement and expectations 8 The organization should list out factors that can affect or interrupt requirements and expectation 8 A convenient communication channel for the customer to contact the organization should be provided 5 Sub Total 0 5 38 4 Clientele Delivery and Development Intention Implementation Integration A systematic process should be established to identify business opportunities and sale leads 5 The organization ensure that the day to day operation of key delivery processes meets both the key operational objective and customer requirement and expectations 5 Appropriate communication channels for contacting new customer should be utilized 5 Sub Total 0 15 0 5 Process Analysis Intention Implementation Integration Customer service processes and activities should be periodically checked to see if the key operational performance requirements and customer requirements are met weekly 8 Sub Total 0 0 8 6 Process Improvement Intention Implementation Integration Effectiveness of the improvement plans and action are measured and ensured 8 Opportunities of the improvement are identified 8 Improvement action are planned and implemented 8 Sub Total 0 0 24 CSQS Self Audit (3/4) 4 5 6
  • 11 Performance Management 1 Performance Management System Intention Implementation Integration The organization defines and implements appropriate performance measurement, analysis and improvement system 8 Type, Location , and timing of measurement success is defined and the results are recorded based on their significance 8 The results of data analysis and improvement activities are input to the management review process 8 A satisfaction index program is established along with a quality assurance monitoring program 8 adequate support from IT is provided to ensure success of the measurement systems 8 The purpose of measuring the performance of particular unit are clearly defined 8 The subject to be measured are clearly defined 8 KPI'S 's are identified reading to the subject 8 The frequency of measurement is determined to ensure and control effective process control effective process control and quality of product and services delivered to customers though different delivery channel 8 Sub Total 0 0 72 2 Service Level Agreements Intention Implementation IntegrationThe organization has defined and implemented appropriate service level agreements (SLA's) where applicable 7 Severity levels impact to business is considered 7 Cost of implementing /serving customers is considered 7 Internal SLA's are defined to support external SLA's 7 SLA's are reviewed regularly and maintained accordingly 7 Sub Total 0 0 35 3 Analysis of Data Intention Implementation Integration Thorough data analysis is carried out in order to obtain meaning full and objective results 7 Collection , storage processing and access the security of data such as customer credit card numbers is guaranteed 9 Unauthorized access to , use of and corruption of is prevented 9 All data collection is accurate , objective and valid 8 Cross checking methodologies will be utilized to ensure data validity and accuracy 8 Methods should be determined in order to process the raw data 8 Comparative analysis is carried out both horizontally against the internal history and laterally against industry peers 8 The method of data processing , data reporting and relationship between data is documented and made available to the relevant people 8 Sub Total 0 0 65 4 Performance Benchmarking Intention Implementation Integration The current levels and trends of customer service performance is measured and benchmarked in relating to competitors and past performance 8 These measures in aggregate reflect the ability to support the key customer service processors 8 The organization has identified performance gaps internally and in the market 8 Evidence of benchmarking reports (previous) and action taken are made available for inspection to reflect ability to support key customer service processes 7 Sub Total 0 0 31 5 Managerial and Operational Uses Intention Implementation Integration The implications of the data analysis is understood and appropriate actions is taken where appropriate 8 The analysis supports business projections , daily operations and action plans should be implemented throughout the organization 8 The results are posted for all staff to see so that everyone within the company has a clear understanding of the business impacts 8 the results contain briefing summaries and action plans with areas addressed 8 Sub Total 0 0 32 CSQS Self Audit (4/4)
  • 12 Identify Low Score Area for Problem Focus Service Promise and Waranty for not delivering the standard service quality is still in progress of preparation Escalation procedure are just being done last month and progress still 50% Published CS personnel with different skilll level currently in progress 1 2 3 We do have processes for complaint in social media, but not yet optimized and leveraged, while this has been highly exposed by BoD one of high profile processes in 2012 Still related to Social media aspect, current process not yet fully addressing customer requirement and new channels for contacting new customer should be optimized As customer trend has shifted to data (voice & SMS is slowing down), social media, and other VAS, convinient channels need to be optimized and current social media channels not yet addressing those needs 4 5 6 CSQS Area Management Responsibility Resource Management Process Management Performance Management Low score Sub Section Current problem in this area 1.1. Organizational Structure 1.2 Organizational Leadership 1 2 3 4 3.1. Process Planning 3.4 Clientele Delivery & Development 3.3 Operation Management
  • 13 Clear Problem Statement Service Promise and Waranty for not delivering the standard service quality is still in progress of preparation Escalation procedure based on segmented customer with 3-priority level are just being done last month and progress still 50% Published CS personnel with different skilll level currently in progress 1 2 3 We do have processes for complaint in social media, but not yet optimized and leveraged, while this has been highly exposed by BoD one of high profile processes in 2012 Still related to Social media aspect, current process not yet fully addressing customer requirement and new channels for contacting new customer should be optimized As customer trend has shifted to data (voice & SMS is slowing down), social media, and other VAS, convinient channels need to be optimized and current social media channels not yet addressing those needs 4 5 6 Current problem from Low Score Area Problem Statement based on current situation “Out of 40% complaint in Call Center, containing 5% contact that keep questioning the case progress and resolution status of their problem, which considering a necessary contact to Call Center and lowering perception” “Almost 50% personel in Marketing, Sales, and Channel didn’t know exactly how to contact in CS whenever they want to escalate specific problems” “Different customer needs from different customer segment need to be addresses properly to set a better prioritization, historical data found that almost 10% spending on network asset, complaint handling effort, and approach didn’t meet the right customer profile based on usage and tenure” “Revenue trend has been decreasing since 2008 by 9% and SMS revenue relatively flat, while Data revenue almost doubled in 2009 and increased by 20% in 2011, Complaint trend related to Internet and Data increased by 700%, Indonesia is 2nd after US in number of FB users, and No.4 in twitter users, and we’re not yet addressing the current trend in a proper way, not yet optimizing social media channel to engage with Customers, and still have a long SLA with unclear interdepartmental SLA” This problem become our big focus and first priority to solve in order to move from implementation to integration level, as well as considering its big impact to XL Brand and Customer Satisfaction
  • 14 Root Cause Analysis Fishbone Diagram 5Why/5How’s
  • 15 Disseminating Program/Event Promo message 2 Responding to Inquiry/Complaints1 3 Offending/attacking competitors 4 Quiz/Contest 5 Responding to/Re-tweeting compliments from customers General Message/Greetings6 Overview of Social media complaint handling problem Handled by e-communication and supported by CS (indirect involvement of CS team) Objectives of the social media channel Descriptions 70%* 30% Handled by e-Communication Marketing * Load to overall activity “As major process owned by e-Comm (marketing), many complaint left abandoned and causing bad perception on CS” “Long process, SLA, and delay in resolution as CS involvement in only indirect touch to complaint, and no dedicated team for social media (still using Email team)”
  • 16 Fishbone Diagram Low Response rate in Complaint via Social Media (only 20%) Low positive mention in twitter due to slow response (only 10%) Policy/SOP Systems Process ServiceStaff 20% 30% 30%10% 10% Absence of Social Media policy High Response rate in Complaint via Social Media (above 50% ) High positive mention in twitter due to slow response (above 30%) Out of date SOP -over 1 year Not reflecting current trends Absence of listening tools to measure brand effect, socmed statistics, performance etc Absence of socmed front-end application to ease working process Long-processes which causing bad response No dedicated process, embedded in email channel No process for isolating negative mention No escalation critetia for socmed System not yet recognized twitter user Lack of social media skills Lack of selling skills High abandoned rate due to no dedicated staff for socmed High stress and workload as they also handle complaint via emails Not “One-contact resolution” as no tools to solve Not customized for social media service
  • 17 5-Why 5-How (1/5) Increasing trends in Data , customer demanding on convinient channels via social media and image for CS still LOW on this aspect Why ? Why ? Why ? Why ? Why ? Establish social media channels to cater complaint and inquiry via social media How ? How ? How ? How ? How ? Task Force has been set at End of October 2012, join team consist of CS, E-Comm Marketing, and IT, with approval from BoD to increase headcount and OPEX, and potential CAPEX from investment in Systems. Existing channel are there to cater this but the response still low whilst the trends are increasing – Lack of focus Lack of product knowledge, social media skills, and CS troubleshooting tools skills-set Knowledge, tools, skill-set, and CS capability are highly complex and owned by CS, not Marketing team Lack of direct involvement by CS team to handle social media, e-Comm is still using socmed agency in Marketing Lack of communication, strategy alignment, and mutual understanding on social media focus in 2012 Increase number of professionals to handle increasing trends and complaint via twitter and FB Establish information sharing, database, and tools to all professionals Empower the tools, train professional, and give the authority to marketing team Set dedicated team in CS to handle all social media complaint/inquiry, even engage with Socmed Customer Establish a Task Force (Join CS & Marketing) to set social media channels, SOP/Policy in Cust. Service. Policy/SOP
  • 18 5-Why 5-How (2/5) Why ? Unclear parameter to effecively measure the company’s Social media performance and published to all senior management Why ? Not representative parameters for social media measurement as well as eligible vendor to release it. Why ? No linkage to brand image and sentiment from customer that can automatically released Why ? Absence of listening tools and systems to measure brand effect, socmed statistics, internal performance etc Why ? Absence of business case to get board approval in providing such tools, as it inuccured high investment and cost Absence of valid and good measurement to reflect company’s social media performance How ? Assess all valid parameters for social media performance to be published to all senior management How ? Review and simplify the parameters based on real company obectives How ? The agreed parameters has to be linked automatically using system and technology as social media data is massive How ? Provide the listening tools to measure those parameters How ? Establish a strong business case to show the importance of that tools to be presented to Board and seek for their approval Increasing trends in Data , customer demanding on convinient channels via social media and image for CS & response rate still LOW on this aspect Systems
  • 19 5-Why 5-How (3/5) Increasing trends in Data , customer demanding on convinient channels via social media and image for CS & response rate still LOW on this aspect Why ? Long-processes which causing bad response and absence of process to isolate negative sentiment in public media (social media process) Why ? Absence of dedicated team to handle the process Why ? Different objective and goals from the exisiting process owners (Digital Marekting Dept) Why ? Absence of strategy alignment related to social media process, procedures, and policy Why ? Lack of Coordination in setting up a common goal in social media aspect to improve process and establish the dedicated team for Socmed complaint handling Build and set up a process to reflect company’s goal in improving social media handling How ? Shorten the process and set the system to isolate negative sentiments How ? Set a dedicated team to handle the Socmed complaint handling How ? Meet and closely coordinate with Marketing team for strategy alignment How ? Revising the current strategy, process, and procedures to handle social media complant How ? Establish a Task Force (Joint CS & Marketing) to set social media channels, Process & SLA with dedicated team in Customer Service. Process
  • 20 5-Why 5-How (4/5) Increasing trends in Data , customer demanding on convinient channels via social media and image for CS still LOW on this aspect Why ? Lack of high capability staff in handling the social media complaint and inquiry Why ? Currently blended with other skills such as email team and marketing team, with no specific social media skill set Why ? Absence of specific social media training related to complaint handling Why ? Absence of budget and people to be trained as dedicated team in still in progress for recruitment Why ? Absence of strong business case to escalate to higher management in asking for additional resources and training budget Set up a minimum criteria and measure it regulary based on social media quality standard How ? Absence of dedicated team to handle this type of interaction as currently blended with email team and marketing team How ? Establish a dedicated team to handle Social media complaint & inquiry How ? Set a specific training class to support and improve the social media capability How ? Expedite the recruitment procress for dedicated social media team and ask for training budget with strong business case How ? Establish a strong business case to seek for Board approval on new recruitment for Social media with specific skill-set Staff
  • 21 5-Why 5-How (5/5) Increasing trends in Data , customer demanding on convinient channels via social media and image for CS still LOW on this aspect Why ? Why ? Why ? Why ? Why ? Set up a minimum criteria for service standard in Social Media complaint handling How ? Set a specific KPI for social media handling How ? Provide and create a tools/system to empower social media team in giving a faster service and need to separate email skill set/team How ? Create a dedicated team who can be empowered with both first layer and second layer skills and tools. How ? Recruite a team with high empowerment in terms of skill, authority, and tools How ? Set this team under Customer Experience Helpdesk team who actually a second layer team, to meet the speed and authority requirement Current staff which also handling emails are not yet embedded with KPI related to service aspect in social media complaint handling No tools to effectively measure the KPI and at the end this team are not supported to accomodate the handling speed needed by social media customer and still blended with email service Team who handle this is currently first layer team which never be supported with second layer’s team tools Absence of team who can handle first layer complaint and escalation level skill set to fulfiill the speed of service Lack of organization arrangement related to Social Media team who has super power/tools in answering Social Media customer needs Service
  • 22 Solution Proposed Process/SOP: before vs. after Interdepartmental SLA
  • 23 Key Activities • Assessment on SNS possibility to be transferred to CS • Assessment on resources needed People:  People (Number of staff, Skill- set required, character/behavior) Progress & Next Steps Due Date/ Status •Agreed to set dedicated team in CS for soc. Media • Use single account @XL123 •Objective alignment •Service Timeframe • Nov 6/ Done • Nov 15/ Done current process New process Number of resources proposed: • 8 staffs for FB and twitter, 24- hours and shifting, supported by 1 person from e-Comm. (see appendix) • Covering all XL Product & Services (MDS, Post/Prepaid, Internet) • Segmented based on followers, WoM effect, etc. Skill-set required:  Interpersonal & Communications Ability to Communicate well in writings  Familiar with Social Media Up to date / well known about recent Digital Media issues & topics Know the important figures on Social Media (For prioritization) Upgraded CS skills i.e. sufficient troubleshooting skills, upgraded CEH skills, etc. (see appendix) Prioritize Implementation Solutions – The Work Plan (I/II)
  • 24 Key Activities  Tools/Systems/Application • Set the organization, mechanism, KPI, and governance to control SNS implementation, legal aspect, etc. • SNS to Go live in Customer Service Progress & Next Steps Due Date Tools and Apps identified: •6 PCs/Laptops with internet access, Socmed application •CS/CEH Support tools i.e. Clarify, VAS/BB/CEM/WebBSS, etc. •Social media listening tools (report the stats in social media) i.e. Brandtology, Radian 6, etc. •Social Media Analytics tools •Other tools required to achieve FCR. • CS Social Media Go LIVE and Launch! •Legal Department comment and recommendation • Agreed organization structure • Formalizing SOP Social Media Complaint Handling (Coordination w/BPO team) •Proposed and Seek for HR Committe and BOD approval on resources for Socmed • Recruitment, training, and simulation. •Transition process to CS and roll out • Nov 25/ Done • Nov 27/ Done • Nov 31/ Done • Dec 15/ Done • Dec 20/ Done • Jan 7, 2012/ Done • Jan 9-14/Done • January 16, 2012 Prioritize Implementation Solutions – The Work Plan (II/II)
  • 25 E-communication Cust.Service CS@xl.co.id Instant /Initial Response - Customer inquiry/complaint via SNS - DM, +/- Mention, RT Sorting and Send email to CS SNS Direct Interaction Escalation Needed Process mapping – before (many issues identified)Back-EndCustomer Define Inquiry/Complaint OCR/NOCR SNS Customer receives response Fill Complaint Form*) OCR NOCR Receive info from CS Solving Case based on SLA Create Case Case Resolved Update Resolved Case to DM Pain Points & Key Issues Delayed Response • limited resources • Rely on CS SLA Bad WOM Non Isolated Issues Lack of Records/Logs Max 10 minutes Longer steps to answer customer complaint/inquiry SLA 1x24 hours Only monitoring Facebook & Twitter No clear escalation process, SLA & prioritization to back-end Many Complaint and Inquiry left abandoned
  • 26 E-CommunicationCust.Service -Customer inquiry/complaint via SNS - DM, +/- mention, RT SNS Direct Interaction Escalation Needed Back-EndCustomer Define Inquiry/Complaint OCR/NOCR SNS Customer receives response OCR NOCR Solving Case based on SLA Create Case Case Resolved Update Resolved Case to DM Agreed Solution - Instant /Initial Response - Provide a form Max 5 minutes Max 10 minutes Refined SLA Based on Prioritization E-Comm. Corp. Comm. Product MDS Network Billing DisseminatingProgram/EventPromo message 1 Respondingto Inquiry/Complaints2 3 Offending/attackingcompetitors 4 Quiz/Contest 5 Respondingto/Re-tweeting compliments from customers General Message/Greetings6 Objectives of the social media channel      Still managed by e-communication Use single account for E-Comm. & CS @XL123 & FB XLRame Provide Form complaint (reduce WOM effect, etc.) Define level of importance based on followers, public figures, etc Assign dedicated team (comprises E- Com, CS, Corp.com, each function reps) Assess comprehensive Tool in listening virtual media Other objectives remain to be managed by e- Communication Process mapping – after (several solution agreed)
  • 27 Implementation - Define SOP's (SOP Development) This SOP is developed based on deep discussion with e-Comm team, Business Process Optimization team, and Customer Service Team
  • 28 Implementation - Interdepartmental SLA (SLA Development)
  • 29 Implementation - Interdepartmental SLA (SLA Development) This process (SOP & SLA) has been approved by VP marketing,GM Customer Service, Chief of Service Management Officer (CSMO), and Chief Operating Officer (COO)
  • 30 KeyPerformance Indicator
  • 31 Performance Management Define KPI's and Categorize • Number of Case resolved • SLA adherence • Number of info & tips shared • Increase # followers • Mystery Shopper (via Socmed) • Number of positive mention • Increase number of CS brand awareness in Social Media • Repeat Tweet or comments • Response rate (%) • Compliment on CS via Social Media/Increase on Customer perception • Sales revenue • ROI • Cost per Contact • Customer Satisfaction Index (CSAT) • Customer Loyalty Index • Net Promoting Score Customer KPI Financial KPI Staff KPI Service KPI
  • 32 Data Collection and Trend Analysis Number of Followers & Fans Number of Response Number of Compliment/CSAT Only 329,434 FB fans at the beginning of this project Only 40,436 followers at the beginning! Data can be collected directly through www.twitter.com and www.facebook.com Data can be collected directly through www.twitter.com and www.facebook.com Data can be collected using listening tools such as Radian6, Brandtology, etc (still under bidding process, so we’re using www.twittercounter.com ):
  • 33 Evaluation - Comparison before the implementation of actions Number of Followers & Fans Number of Response Number of Compliment/CSAT Before After (as per Jan 27) Only 40,436 twitter followers & 329,434 FB fans at the beginning! Low response rate, and still head to head with competitors Only below 10 per Week as response rate is very LOW 91% 89% Increasing and the highest among competitors!!! We have many compliment due to quick response!!! UP UP Customer Satisfaction Increased Significantly
  • 34 Summary 1st Phase resolution from CSQS Audit 2nd Phase resolution from CSQS Audit We have successfully solve our weakness in most aspect from “Process Management” We’re now the biggest in Social Media!! We’re currently progressing to complete our Service Promise project and Complaint Prioritization & Escalation process
  • 35 Recommendations People Process 1 2 System / Tools 3 • To improve skills to perform selling activity, specific training for all professional need to be conducted immediately • Practical social media skill also need to be enhanced to not only handling the complaint and inquiry but also engage with the Customer, and create a Customer as Customer Service in Social Media • Continous improvement in knowledge, skills, in social media team need to be set a clear curriculum, as Socmed customer require faster response and answer • Escalation and Prioritization project need to be completed immediately so that clear prioritization based on number of followers can be set within resolution line (Interdepartmental SLA) • Selling process need to be set in a clear Policy and SOP as we will avoid to do a “hard-selling” via CS Social Media, it has to be come from engagement processes, customer’s idea, etc. • Empowerment to all professional need to be set clearly and all tools allocated to second layer escalation have to be delivered to front-end professional in Socmed, so that end-to-end resolution process can be done (First Contact Resolution). • Need to assess othe process as we will expand this to Mailing List, Blog, etc. • Need to invest in Listening tools to measure accurately Social Media sentiment and statistics (positive and negative), as this become the measurement tools reported to BOD level, currently we still use Open-Source tools. • Need to have some tools and methodology to measure accurately ROI from social media i.e. Effect of call deflection, decrease of unnecessary calls, etc. • Need to have a tools/system that connect twitter and facebook, and moving forward Mailing List, Blogs, and website to Customer Service Front-end application, so that update in Customers’ follower can update Internal database automatically, as it will impact Complaint handling prioritization • Need to also invest in system to measure staff performance, as we still doing it manually, to measure number of response per professionals, SLA adherence/professionals, handling time, and also Customer feedback/satisfaction rate to each professional.
  • 36 Performance Highlight as of March 2012
  • 37 Most of root causes and targeted goal in fishbone diagram have been addressed and achieved within only 3 months Low Response rate in Complaint via Social Media (only 20%) Low positive mention in twitter due to slow response (only 10%) Policy/SOP Systems Process ServiceStaff 20% 30% 30%10% 10% Absence of Social Media policy High Response rate in Complaint via Social Media (above 50% ) High positive mention in twitter due to slow response (above 30%) Out of date SOP -over 1 year Not reflecting current trends Absence of listening tools to measure brand effect, socmed statistics, performance etc Absence of socmed front-end application to ease working process Long-processes which causing bad response No dedicated process, embedded in email channel No process for isolating negative mention No escalation critetia for socmed System not yet recognized twitter user Lack of social media skills Lack of selling skills High abandoned rate due to no dedicated staff for socmed High stress and workload as they also handle complaint via emails Not “One-contact resolution” as no tools to solve Not customized for social media service Low Response rate in Complaint via Social Media (only 20%) Low positive mention in twitter due to slow response (only 10%) Policy/SOP Systems Process Staff High Response rate in Complaint via Social Media (above 50% ) High positive mention in twitter due to slow response (above 30%) Service Positive mention as of March 2010 Response rate < 7 minute as of March 2012 Expected Results Fishbone Diagrams (p.16) • SOP & Policy has been set • New tools is being developed • Empowered with 2nd layer tools • New processes has been set • Interdepartmental SLA • Specific Socmed process • Approval from Board to hire 8 staff and 1 Spv & budget to buy new system • Dedicated Socmed staff with high skill • Full training deck for Social media team • New KPI and Quality standard for Socmed handling 0 500 1000 1500 2000 2500 3000 December January February March 1 2 20 152 2 337 750 11 2 617 2633 Fair Negative Positive 77% 63% 33% Achieved! Achieved!
  • 38 CS Social Media Team