Business Relationship Management and the Service Desk


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Why the service desk must build business relationships if it wants to prosper? Get insights on Business Relationship Management and the Service Desk.

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  • Suppliers, partners and customers; successful service desks manage these relationshipseffectively and professionally. Learn how your service desk can shape the customerexperience by providing and maintaining excellent business relationships.
  • Business Relationship Management (BRM) is an advocate for customers, but has a role which exists internally within the service provider.This role is generally embraced by key players in the IT Department: Service Delivery/Service Managers or the Service Desk teamBRM can exists inside and outside the IT Department.It isn’t just the IT industry that relies on business relationships.
  • What ties us together? – The common goal, the services provided and supported.What’s in it for me? – Services used are the most appropriate for those using them there are no disruptions, service providers and supporters seen as friends not enemies, part of the same teamIt can be applied to interactions between service desk and the customers.
  • SR: Traditionally people who delivered service were known to their customers.They expected to interact with the same person the next time they needed service and over time they developed a history of shared interactions.SE: The service providers are functionally equivalent and therefore interchangeable, so in principle it makes no difference which provider delivers the service.
  • Service Providers recognise their customers’ need for relationships, so they try to fake it:Call them by their first namesIf the interaction happens over the phone they will smile and carefully use a certain tone of voiceThis does not replace the true shared interactions which lead to real relationships. Customers may view this fake relationship with contempt.
  • The Oatmeal, who is one of my favourite comic strip creators shared the following cartooninfographic on his webpage which started with a strong statement.
  • How to stay real – practising BRM is about being natural, straightforward and honest. Just like in your personal relationships.
  • Empower the service desk to be confident, to recognise their role in BRM.
  • A change can happen as a result:of new members arriving or old members leaving the team changing customer base, changing business requirements,changing business awarenessthe complaints or negative result to customer satisfaction surveys
  • Make them understand that even one instance of negative customer interaction leaves a bad mark on the Service Desk profile. This can severely impact the business relationship.Give the team clear roles in the BRM process. If possible send them out to the business. Make their role desk-side not phone support one.We will always remember how people made us feel.
  • Business Relationship Management and the Service Desk

    1. 1. Business Relationship Management & the Service Desk Why the service desk must build business relationships if it wants to prosper Copyright © 2014 Tata Consultancy Services Limited
    2. 2. Agenda Business Relationship Management and ITIL Personal Relationships Service Interactions Rather being punched than call customer services? BRM is like being in a relationship The Service Desk’s role in BRM Real life examples SITS 13
    3. 3. Content ‘At some point in our lives we can all be both customers and service providers.’ Andrea Kis Takeaways •Understand business relationship management from a non-process structured point of view •How to improve customer satisfaction by building relationships •Advice for empowering service desk staff so they build relationships -2- SITS 13
    4. 4. Business Relationship Management “Business Relationship Management aims to maintain a positive relationship with customers. ITIL Business Relationship Management identifies the needs of existing and potential customers and ensures that appropriate services are developed to meet those needs. “ ITIL v2011 -3- SITS 13
    5. 5. The Theory of Personal Relationships The categories of personal relationships: What ties us together? What’s in it for me? The focus must be on the relationship from the viewpoint of the customer rather than the service supplier or supporter. -4- SITS 13
    6. 6. The Two Types of Service Interaction Traditional: Service Relationship People went to the same butcher, the same barber, the same doctor and the Newer form: Service Encounter same bank teller when Takes places between two they needed service. strangers who do not expect to interact in the future. -5- SITS 13
    7. 7. The Hybrid Service Interaction Hybrid model: Pseudo relationship Don’t fall into the trap of ‘fake relationships’ -6- SITS 13
    8. 8. Rather being punched than call customer services? Result of a ‘fake relationship’ -7- SITS 13
    9. 9. BRM is like being in a relationship Take responsib ility, regardles s of the outcome Treat your customer s right Be fair and honest with them, buil d their trust Be open about your mistakes Listen to your customer s Show them their feedback & opinion matters. Show them you care Help them to understand life on the Service Desk Treat them like a valued partner -8- SITS 13
    10. 10. The Service Desk’s role in BRM Empower the SD Define their role in the BRM process The Service Desk Manager should lead by example – influence BRM Make them help the business to understand life on the Service Desk Good BRM requires understanding and effort from both parties (the Service Desk and customers/the business). Provide them with the right tools for their trade Prepare them for encounters anywhere at anytime Prepare the team to become the ambassadors of a service provider Prepare the SD for the changing customer needs/business requirements Provide them training on customer/business awareness -9- SITS 13
    11. 11. The Evolving BRM and the Service Desk Customer relationships can evolve and change over time, just as the Service Desk can change and evolve too. The Service Desk plays a vital role in this change An Individual or team‟s behaviour determines the relationship Service Desk = IT (Support Provider) in the eyes of the Business - 10 - SITS 13
    12. 12. Summary - The Service Desk plays a vital role in BRM TRAIN GIVE THEM THE RIGHT TOOLS COAC EMPOWER H LET THEM LEAVE THEIR DESKS LET THE TEAM BUILD REAL RELATIONSHIPS BRM is easy, it is a natural behaviour we practice without thinking about it in our personal lives. - 11 - SITS 13
    13. 13. BRM examples from those working on the Service Desk “There is nothing quite like ensuring that the team is aware of what the business does to ensure that our customers know we understand what they do. Recently I have sent Service Desk Technicians out to our mobile information units (buses) for the day. This gives us a real insight into the issues experienced by them and the customers value being „listened to‟ by the Service Desk.” “Building that relationship with the customer starts from the time a Service Desk Technician picks up the phone. Yet it seems to be one of the areas that is not always addressed. Listening/silent monitoring calls identified that some technicians were very good at engaging with customers. It became clear that comprehensive training was required for all technicians to ensure that the customer experience when contacting the Service desk was always of a high standard now referred to „Customer Etiquette‟. One of the examples is that we don‟t always assume that the customer is available to talk to us when we call. I truly believe you can get more out of the customer if you have made the effort to understand your customer and your customer needs.” Lena Gaston, Service Desk Manager – Macmillan Cancer Support - 12 - SITS 13
    14. 14. BRM examples from those working on the Service Desk “When I worked for a major New Zealand broadcaster, I initiated a new Service Desk team, replacing the existing team with people from a non-technical background with people with customer facing skills. They ranged from an ex-desktop support engineer, through to an ex-Vodafone CSR to an ex-repo man. The repo man was excellent in the fact that he was able, through his training and experience, to diffuse difficult situations and bring irate customers back "onside". The new team were also good at keeping customers / users (if Rob England is watching, then he will have a view on whether these are customers or users :-) ) informed and updated. Visibility and communication are more important in a way than speedy resolution times. Although the latter is important too.” “The other example was with a NZ energy provider where I mentored the SD manager, and explained to her the benefits of getting out and talking to the business more. I encouraged her to go to the power station, go and talk to the trading teams and build relationships, and get to understand what they wanted from the SD. One thing I didn't mention was the fact that by building these relationships, when things did go wrong, they knew that the SD understood and cared, so they were more tolerant.” James Gander , Gander Service Management Ltd. - 13 - SITS 13
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