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Similar to Parature Presentation Gaming August 2010
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Parature Presentation Gaming August 2010
- 1. World-class customer servicefor Gaming Companies
- 2. Virtual Worlds, MMOs, and F2Ps
- 3. Kids and Casual / Social
- 5. Console, middleware, hardware, and payments
- 7. Ticket response time reduced from 1-2 weeks to only a few hours
- 9. 57% of logged tickets are solved by auto-responders
- 12. Monitor posts for auto-removal, ticket creation, flagging
- 15. Configure service and business requirements.
- 17. Review utilization and adoption reports—benchmark for comparison.
- 18. Configure reports for further customization.
- 20. Optimize your service as needed.
- 23. Engage in service renewal.
- 26. Single sign-on
- 27. Troubleshooter
- 28. Forums
- 29. Dynamic “Most Popular Topics”
- 30. Provide automation and enable your support reps to “do more with less”
- 31. Reduce or eliminate manual ticket assignment
- 33. Minimize customer effort through ease-of-use support processes and techniques
- 34. Increase issue deflection through self-service functionality
- 35. Promote game-stickiness through faster response and resolution times
- 37. Aggregate and partitioned reporting
- 40. Front-end flexibility Multiple channels for self-service and deflection; reduce inbound issues
- 41. Beyond initial self-service: easy ticket process, view and search
- 42. Access other systems through widgets
- 43. Back-end automation Greater efficiencies with automation, Mass Action capability, and realtime feedback visibility
- 44. Automated and Detailed Reporting and Metrics
- 46. Live Chat Robust chat that provides deflection, routing, automation, multi and internal chats
- 47. Customizable and flexible system Create and report on any field
- 48. Customer Prioritization (Time Sensitive Alerts/SLA’s)
Editor's Notes
- Before launching into the slides, I suggest framing the conversation and setting an agenda. Thank you for your time and consideration this morning / afternoon. Before we begin, I want to confirm how much time we have together – do we still have 30, 60, 90 minutes? Terrific. As I mentioned in my e-mail – there are 3 objectives I have for today’s call:Profile a handful of findings amongst our most progressive companies and how their insights have helped shape our product development effortBetter understand the key priorities within the customer support function at XYZ CompanyIf your priorities align with Parature capabilities – profile how we can influence your customer baseDoes this sound reasonable? Anything you want to add? Great…we’ll let me get into slide 2.
- As a result of the shifting economic landscape, the changing management priorities, and the evolving preferences of our customers – we’re seeing an expanded set of responsibilities for the customer support function. In fact we’re seeing 4 key responsibilities emerge – let me take you through the 4 and then take a deeper dive into the pieces of what we believe make up each of the responsibilities. I’ll be curious to understand which of these resonate with you.As you can imagine the cost mandate continues to present – the theme of doing more with less certainly wasn’t lost in the recent recession.As you look towards the right of the page you’ll notice sales strategy. It’s been interesting across the past several quarters to understand the use cases where we’re beginning to help some of our portfolio companies influence their overall sales strategy and impact top-line revenue.Towards the bottom of the page you’ll see the third key responsibility - customer loyalty…or said differently the customer experience. The loyalty or experience a customer has with your product and / or service has proven a direct correlation to repeat purchase behavior. And as you can image making this all visible through enhanced metrics and reporting has become a basic expectation. The way in which we this ‘monopoly board-like tool” – is to help our customers and prospects identify the key areas that represent the greatest potential business impact (drive top-line revenue or lower the cost base) balanced by an organization’s readiness to implement. In other words what I’d first like to ask you to do is quickly read the components of each responsibility…1-15 and identify which areas are of greatest interest and the second understand how they stack up against your organization’s ability to execute. Once we identify the top 2-3 priorities – I’d be happy to profile how we’re aligning with other organizations to help impact their organization.I’ll give you a minute to read each of the components – let me know if you need any clarification?Are there any missing initiatives you’re pursuing that aren't represented on this board?
- As a result of the shifting economic landscape, the changing management priorities, and the evolving preferences of our customers – we’re seeing an expanded set of responsibilities for the customer support function. In fact we’re seeing 4 key responsibilities emerge – let me take you through the 4 and then take a deeper dive into the pieces of what we believe make up each of the responsibilities. I’ll be curious to understand which of these resonate with you.As you can imagine the cost mandate continues to present – the theme of doing more with less certainly wasn’t lost in the recent recession.As you look towards the right of the page you’ll notice sales strategy. It’s been interesting across the past several quarters to understand the use cases where we’re beginning to help some of our portfolio companies influence their overall sales strategy and impact top-line revenue.Towards the bottom of the page you’ll see the third key responsibility - customer loyalty…or said differently the customer experience. The loyalty or experience a customer has with your product and / or service has proven a direct correlation to repeat purchase behavior. And as you can image making this all visible through enhanced metrics and reporting has become a basic expectation. The way in which we this ‘monopoly board-like tool” – is to help our customers and prospects identify the key areas that represent the greatest potential business impact (drive top-line revenue or lower the cost base) balanced by an organization’s readiness to implement. In other words what I’d first like to ask you to do is quickly read the components of each responsibility…1-15 and identify which areas are of greatest interest and the second understand how they stack up against your organization’s ability to execute. Once we identify the top 2-3 priorities – I’d be happy to profile how we’re aligning with other organizations to help impact their organization.I’ll give you a minute to read each of the components – let me know if you need any clarification?Are there any missing initiatives you’re pursuing that aren't represented on this board?
- I started to not like the maturity arrow curve in the chart you sent because eventually it plateaus…the straight growth arrow in this slide implies more immediate return and opportunity for continuous improvement.