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Voxeo Summit Day 2 - The science of customer obsession
The document discusses best practices for creating a customer-obsessed culture within a company's support organization. It emphasizes that company culture and leadership buy-in are critical foundations. The support team's mission is to provide excellent customer experiences through unlocked communications, passionate problem solving and accountability. Metrics like Net Promoter Score are used to measure success and drive continuous improvement based on customer feedback.
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Voxeo Summit Day 2 - The science of customer obsession
- 1. A guide toproviding best in class service written by you! Amy Downs – Vice President Customer Experience Dan Koroscil - Vice President of Customer Obsession THE SCIENCE OF CUSTOMER OBSESSION
- 2. CULTURE – DEFINED theintegrated pattern of human knowledge, belief and behavior that depends upon the capacity for learning and transmitting knowledge to succeeding generations CULTURE IS A FEELING
- 3. CULTURE & YOURPEOPLE YOUR PEOPLE ARE: • CULTURE AMBASSADORS FOR YOUR BRAND • YOUR FAMILY • CONNECTED INSIDE AND OUTSIDE OF THE OFFICE • YOUR STORY TELLERS • THE BASIS FOR ALL YOUR SYSTEMS: • BELIEFS, VALUES, ETHICS • DRIVE CREATIVITY & INNOVATION • ARE THE BUILDING BLOCKS FOR YOUR SUCCESS
- 4. LEADERSHIP STYLES ALIGNWITH YOUR CULTURE Autocratic Bureaucratic Conforming to and upholding rules Servant Transformational Good values, ideals and ethics drive behavior
- 5. OUR CULTURE JOURNEY WHOARE WE? WHAT’S IMPORTANT TO US? HOW DO WE PERPETUATE THE GOODNESS?
- 6.
- 7. WHAT IS CUSTOMEROBSESSION?
- 8. WHAT IS CUSTOMEROBSESSION?
- 9. WHAT ARE UNLOCKEDCOMMUNICATIONS?
- 10. WHAT IS PASSIONATEPROBLEM SOLVING?
- 11. WHAT IS UNCONVENTIONALCOMMUNITY?
- 13. OUR PEOPLE –THE FOUNDATION
- 14.
- 15. NET PROMOTER SCORE(NPS)
- 16. NET PROMOTER SCORE(NPS) - RESULTS 0% 10% 20% 30% 40% 50% 60% 70% 2007 2008 2009 2010 2011 2012 14% 28% 48% 61% 56% 59%
- 17. HOW DO WEMEASURE SUCCESS? • Measures employee engagement • Engagement index • Engaged You want to be here • Not Engaged Not here • Actively Disengaged Or here • Progressive Stages • What do I get? • What do I give? • Do I belong? • How can we grow? Q12
- 18. Mission Voxeo Customer ObsessionSupport team's mission is to provide the highest standard of technical excellence by providing unparalleled customer experiences each time we interact with customers. Our goal is to isolate and resolve every technical issue in a timely and professional manner. We accomplish our mission with a derived philosophy of earning customers for life, unlocked communications, passionate problem solving, responsibility, innovation and accountability. CUSTOMER OBSESSION SUPPORT
- 19. Org Chart Customer ObsessionSupport Dan Koroscil Vice President Customer Obsession Support Tim Caputo Escalation Engineer Andree Mora Manager Customer Obsession Support Garrett King Customer Engineer II Maz Hilborn Customer Engineer II Ricardo De Biase Customer Engineer II Robert McDonald Customer Engineer II Sanjeet Sanda Customer Engineer II Brian Church Customer Engineer I Jaciel Torres Customer Engineer I Ian Hannah Customer Engineer I David Miranda Customer Engineer I Shawn McGlothlin Customer Engineer I Feras Zahid Customer Engineer I Ernest Munoz Customer Engineer Jeremy Richmond Customer Obsession Coach & Readiness Lead Jeff Kustermann Sr. Escalation Engineer Ben Shepherd Sr. Escalation Engineer James Vanslette Documentation Manager Ritika Sharma Documentation Specialist Tara Kustermann Doc Intern
- 20. Staffing shifts for24/7 support Tier 1 – 24x7x365 Tier 2 & 3 – 3am – 8pm x 5 days (M-F) + on-call (24x7)
- 21. Customer Interactions Customer ObsessionSupport 110 368 2602 7448 8128 9002 9637 11518 13288 11240 0 5000 10000 15000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Account Tickets Per Year
- 22. Which Channels isSupport offered in? Phone, web, blogs, mobile, etc. 75% of support interactions 12% of support interactions 12% of support interactions 1% of support interactions Support, Issue & Maintenance Notification Channels
- 23. Ticket resolution process 23 TicketResolution Check Points Tickets are promoted to upper tier Support Engineers Escalations alert upper management, other departments Pre Defined Ticket Promotion check points
- 24. 30 min. CARRIERS PLATFORM OPSENGINEERING VP CUSTOMER OBSESSION VP CUSTOMER EXPERIENCE VOXEO GM ESCALATION ENGINEERING RESOLUTION TEAM RESPONSE TEAMCUSTOMER ANSWER CUSTOMER QUESTION CUSTOMER OBSESSION MANAGER SOLUTIONS ARCHITECT ACCOUNT EXECUTIVE 10min. NETWORK OPS Escalation Flow CUSTOMER OBSESSION SUPPORT
- 25. What statuses dowe have? Ticket Resolution • status 0: open • status 1: assigned/pending – urgent • status 2: assigned/pending • status 2.5: assigned/fix in progress • status 3: assigned/pending - awaiting customer reply • status 5: solved - awaiting close
- 26. Leadership buy-in Customer ObsessionSupport ► If … Your leadership team supports the NPS program and employees know NPS has leadership’s support ► Then … All employees are empowered to drive organizational change on behalf of customers each and every day
- 27. If … Your leadershipteam supports the NPS program and employees know NPS has leadership’s support Then … All employees are empowered to drive organizational change on behalf of customers each and every day Leadership Buy-In CUSTOMER OBESESSION SUPPORT
- 28. 4th 2010 1st2011 2nd 2011 3rd 2011 4th 2011 1st 2012 2nd 2012 3rd 2012 4th 2012 1st 2013 2nd 2013 Promoters 160 574 467 495 505 489 490 488 417 427 224 Detractors 69 32 31 25 34 23 28 44 31 27 12 Passive 109 56 60 59 62 61 75 48 56 66 29 NPS % 27.00 82.00 77.87 81.37 78.37 81.13 78.10 75.13 76.47 76.63 79.70 0 10 20 30 40 50 60 70 80 90 0 100 200 300 400 500 600 700 NPS% #ofResponses Quarterly Transactional NPS Report CUSTOMER OBSESSION SUPPORT
- 29. YEAR TO DATE NPSFEEDBACK LOOP 80.5% Transactional NPS Promoters Detractors Passives 9’s & 10’s 7’s & 8’s 0’s - 6’s 1191 Promoters and 70 detractors
- 30. 3 NPS Fundamentals CustomerObsession Support 1 - Systematically categorize promoters and detractors in a timely and transparent fashion 2 – Create closed-loop learning and improvement processes and build them into your daily operations 3 – Leadership must treat creating more promoters and fewer detractors as mission critical
- 31. Reactive and Proactivefeedback turns into action NPS REVIEW ACTION PROACTIVE TICKET REVIEW CUSTOMER FEEDBACK NPS SCORE
- 32. It all beginsand ends with training NPS REVIEW PROCESS Ticket closure adds NPS Score/feedback Daily NPS review Review Detractors Identify corrective actions Perform customer outreach and share. Add / Update Processes Send email to Exec @ nps.voxeo.com Train support
- 33. ‘Transition to Support’approach from various entities like, developers, partners, service provider’s, direct enterprises, etc.
- 34. ‘Transition to Support’approach from various entities like, developers, partners, service provider’s, direct enterprises, etc. •Sales •Delivery Before Install •Delivery During Install •Support + Acct. Exec After Install Who owns the customer before, during, and after install?
- 35. • Dynamic additionof people from all teams during outages, major escalations, hot issues. • Multi channel war rooms (Skype, GotoMeeting, Conference room, etc) • RFI/RFO’s created, edited, approved jointly. (Support, Engineering, Network Network Operation Center Platform Operations Engineering Provisioning Bi-directional open communication • Linked tickets (Status 2.5) auto update upon completion of work. “Hosting” Departments • War Room Resolution Evolution Tracking How does Support interface with the hosting group? Weekly Meetings to plan Roll out window items and also plan for customer notifications Multi Channel notifications (Skype, Tickets/Globals, Phone, email, Automated Alerts) Template based requests ensure consistency
- 36. QUESTIONS? AMY DOWNS amy.downs@aspect.com -407-375-7747 Dan Koroscil dan.koroscil@aspect.com - 407-406-3752
Editor's Notes
- #3 Culture is a feeling that is created by people. And experiences create the emotion of feeling. It’s these experiences & the relationships that are built from them that have a lasting impact.
- #4 The most important thing to remember when setting out on your cultural journey is that your people are your culture. And your leaders and their leadership style must align with your culture.
- #5 At Voxeo, our leadership styles have a lot to do with our culture. It was important to us that we build an atmosphere & environment where people thrive. People value that to which they contribute. If you build a culture where good values, ideals and ethics drive behavior and employees are empowered to do their best each and every day, you’ve succeeded.Now, let’s talk a little about Voxeo’s journey and how we built and carry on our cool culture.
- #6 In 2010, Voxeo set out on a journey to really understand who we are and what was important to us to help us understand and preserve our culture as the company grew.
- #7 To preserve the goodness, our culture, we set out on a journey to define who were were at the core of our beings and what our company was built on. We wanted to capture the goodness.The first of our journey was to define our core values. To do this, we surveyed every employee and asked them what made Voxeo such a special place to work at and our core values were born. So what are values &why do you define them? - Values make the decision – they provide a decision making framework - Values create a self-managed organization - Values create the experience you want and the experience drives results - Values outlive goals, trends and people
- #8 The definition of culture includes transmitting knowledge to succeeding generations. Ryan Campbell was appointed to be Voxeo’s Chief Culture Officer and designed and built a training program to share with our existing employees and for any newbies (or new hires). His training used the art of story-telling. The stories captured the essence of what we stand for, backed our core values and inspired employees old and new to go do great things for customers because that’s who we are and we love that stuff!!!!And we continue to share these stories. Whether that be in the form of giving each other props for great jobs or a customer obsession award which gives folks a grand cash and a cool trophy (honestly I think folks like the trophy best), we carry on the culture by creating new stories about how we’re doing great things for customers each and every day.
- #9 But I digress … So what do our core values mean?Customer Obsession is all about treating customers the way they want to be treated. All customers are different and have different needs so our job is to work with customers in the way that makes the most sense to them.
- #10 Building open and honest relationships through communication
- #14 We spoke earlier about our people being the foundation of our company. So how do we recruit and retain top talent? Earlier I spoke about core values being what our people live by each and every day/ We surround those people with systems and process to help them be successful.Well that’s what we put in place for ensuring we hire and keep our top performers. By coupling Top Grading, Strengths Finder and Peer Reviews, we have successfully been able to hire high performers who are great culture fits! And we keep them here by providing open and unlocked communications and frequent feedback via peer reviews, keep/stop/starts, and continuous coaching, mentoring and empowerment.
- #18 For employees, we use Q12, developed by Gallup.Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Not-Engaged employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.Built on progressive stages similar to Maslow’s hierarchy of needs.We send an anonymous survey twice a year to all employees, gather data and address top employee concerns as a team.Voxeo consistently ranks in the 75th percentile in all stages which means we rank in the top 25% of all companies who report their Q12 scores to Gallup.