24 Oktober • Frankfurt
And the Epicor StoryCustomer Service Transformation
Ian AshbyDirectorCustomer Service Transformation EMEA
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Agenda
Personal introduction
Customer Service Transformation
What is it?
What are the building blocks/steps in the journey ?
The Epicor Story
Why I joined ServiceNow
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Personal Introduction
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Ian Ashby - Personal Intro
Senior VP, Global SupportEpicCare project leader and Exec Sponsor
Customer Service Transformation Experience
Education & Other Experience
Personal & Interests
Chief Executive,Exony
Vice President,Western Europe
VP Sales & Marketing, NextiraOne Europe
Degree in Chemical Engineering
Master’s in EngineeringDivisional CEO, Novar Head of Group Strategy Strategic Business Consultancy Prod’n/Drilling Engineer
Married (30 years), 4 kids aged 19-26 Cycling (UK Coast-to-Coast) Skiing (Whistler, Canada) Hockey (Reading HC Vets)
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Customer Service Transformation (I)What is it ?
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Customer Service Transformation – What is it (I) ?A definition (From Accenture) :
• Improve customer satisfaction at the transactional and relationship levels
• Get the right answer to the right customer through the right channel at the right time
• Develop cost-efficient service delivery that balances value to the customer with enterprise value
• Enable a differentiated service proposition across the entire value chain and customer life cycle
• Source: Accenture: https://www.accenture.com/gb-en/service-customer-service-strategy-transformation
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Customer Service Transformation - What is it (II) ?Ian’s Perspective
• Customer Service Transformation is a Digital Transformation
• Driven from a Business Issue/Business Driver– There are specific business outcomes (KPIs, metrics) that are desired/required
• Investment is needed to deliver it: Money and Resource
• Choosing the right underlying enabling Technology Platform is vital, but People and Process issues are also extremely important
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A number of ‘models’ availableTransforming Your Customer Service Operations
Forrester Customer Service Maturity Model
© Forrester, 2018
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Common Transformation Themes
• Improved Customer Satisfaction (NPS)• Move to Omni Channel– Customer Preference/Choice– Cost per Channel
• Mitigate/Reduce/Eliminate Support Cases– Increased Self-Service (incl. KCS)– Repeat work, Root Cause Analysis
• SLAs, OLAs• Legacy System Consolidation– Business Risk/Burning Platform– Cost & Efficiency– Employee Satisfaction, Retention– Management Information
• Connecting the Wider Organization– Customer Service as a Team Sport– Removing/Reducing Silos– Improved Visibility
• Assets and Entitlements• IoT (Internet of Things)– Connected Assets: Status & Alerts– Auto-Alarming
• AI (Artificial Intelligence)– Machine Learning & Big Data Analysis
(Prevention)– Resolution Suggestions/Automation
• Real-time Information and Insight• Business Agility
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Customer Service Transformation (II)What are the building blocks/steps in the journey ?
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Ten Steps for Customer Service Transformation ProjectsAKA ‘Ten Steps to Heaven’
1. Current Status
2. Business Driver(s) (Turning Point)
3. Desired Business
Outcome(s)
4. Research, Assess, Select
Solution
5. Business Case &
Approvals
6. Implement Design,
Test7. Go-Live(s),
Roll-out(s)8.
Stabilization9. Continuous (Incremental) Improvement
10. BusinessValue
Realization
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Each Customer Situation is Slightly DifferentThe CST Ten Steps – Some Example Elements
1. Current Status 2. Business Driver(s) (Turning Point)
3. Desired Business Outcome(s)
4. Research, Assess, Select Solution
5. Business Case & Approvals
6. Implement Design,
Test7. Go-Live(s),
Roll-out(s) 8. Stabilization9. Continuous (Incremental) Improvement
10. BusinessValue
Realization
• Case Volumes• Channel Mix• Costs, Margins• Resources• CSat
• CSat: Renewals• Cost/Profit’y• Business Risk• Connect Assets• Competition
• Increased NPS• Cost/Contact• IoT Alerts, AI• Omni Channel• Self-service
• Platform Vendor• Implementer• Internal:
Sponsor, Governance, Resources
• ROI, budget• Cost of doing
nothing• Cost of delay• Board approvals
• Data cleanse• Configuration• Customisations• UAT, Training,
Comms
• Phases• Go/No Go• War Room• Learnings
• Bug fixes• Customer
Feedback• Employee
Feedback
• Change Control• Prioritization• KPIs & Metrics• Knowledge
• Expected Results ?
• Unexpected Results ?
• Next priority ?
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The Epicor StoryOutstanding Success with ServiceNow CSM
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Epicor at a Glance
20,000 customers
3,800employees
150countries
$850mrevenue
70+products
• The World’s 5th largest ERP software provider
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Epicor Support Overview
• Support and maintenance fees @ 50%+ of total company revenues
• 70+ products• 700+ employees across 16 main
support centers• Providing support in 21 languages• Handling 500,000 support contacts
p.a.• Supporting customers and partners• ‘Support’ consistently the no. 1 area
of concern
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Epicor Drivers for Change (Business Issues and Problems)• Declining Customer Satisfaction– Multiple systems: No single view, inconsistent experience– Limited self-service/portal capabilities– Time lag (replication)– Customer expectations/new competitors
• Leading to increased customer churn– Each 1% of churn costing $4m p.a.
• Operating Costs/Efficiency– Multiple systems: resources, support costs, burning platforms– Cost & complexity of change– Repeat work (no RCA)– Management overhead (e.g. escalations)
• Lack of Management visibility to aid-decision making• Financial performance impacting ability to sell the company
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15+ support systems…
The Challenge!
…and 50+ Customer Portals!
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CRM versus CSM
2
3
1 Resolve issues for complex productsNative ITIL-based processes for complex product support.
Orchestrate tasks across systems and peopleAutomated workflows to deliver recurring customer requests, deliver RCA
IoT: Monitor and react to status of product or service in real-time“Service-aware” CMDB to track status and reduce outages.
CRM solutions are focused solely on Customer Engagement, whilst true CSM solutions apply Service Management principles to optimize the end-to-end service process of both Customer Engagement and Service Operations. With CSM, it’s not just about omni-channel customer engagement and logging Cases, it’s also about resolving Cases and proactively preventing Cases.
Key CSM Differentiators:
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The EpicCare Project
• EpicCare: Epicor Board approval to make a major investment into a Digital Transformation project to deliver a single support platform for all customers, all products, globally, driven by desire to improve customer satisfaction and with it financial performance– Phased global roll-out– Enterprise-wide (beyond support)– Consistent global support model, based on ITIL/ITSM– Tightly managed customizations– Exec Sponsorship & Governance– Communications plan– People & Change Management– Training/on-boarding
• To Partner with ServiceNOW to deliver the EpicCare platform using the ServiceNow CSM product
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EpicCare Phase 1
• 6 months from contract signature to start of roll-out
• Phased roll-out over 7 ‘waves’, replacing 1-2 legacy platforms each wave• Gold Standard consistent system config. and process model• Strong Program Management
• Stretch target of completed global roll-out in 12 months– ACHIEVED ! : All Customers & Partners, all Products, World-Wide, live on the EpicCare
platform by March 2017 (replacing 15+ legacy systems and 50+ legacy portals)• Significantly reduced requirement for the ‘War Room’ after wave 3• Weekly Enhancement Release process• Global Command Center for platform operation, development, reporting & analytics• Operational KPI review cadence
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• Demonstrable commitment to customer satisfaction: Internal & External• 10 point improvement in NPS in first 12 months; further improvement in year 2• Support renewals +2%, improved reference-ability: US$8m+ annual revenue benefit• Portal traffic increasing at 1-2 pp per month
• Other cost reductions: report production, platform maintenance• Improved business agility (platform changes and enhancements)• Unexpected benefits – e.g. white-space analysis, live version tracking, etc.• Board-level visibility: ‘Epicor’s most successful project’• External recognition: ‘Stevie’ Awards for Customer Service Dept. of the Year
in 2017 and again in 2018• Epicor successfully sold to KKR for US$3.3bn in late 2016
Enabled by ServiceNow CSMEpicCare Project Results
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EpicCare Phase 2
• Phase 1: Global Roll-out, replacement of 15+ legacy systems, etc.
• “The End of the Beginning”
• Phase 2: Move to Knowledge CenteredSupport (KCS)
• Process and Incentives
• New KPIs and Metrics
• 8-10% like-for-like reduction in support cases
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Why did I join ServiceNow ?AKA ‘why am I here’ ?
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Why I joined the ServiceNow CST team
1. Immensely proud of the transformation we went through at Epicor
2. Want to leverage my experience to assist multiple companies/organizations (not just one) do their own ‘customer service transformation’
3. So impressed with ServiceNow – the CSM product, the platform, the people, the company, the culture – that I wanted to join !
Ian Ashby
Director, Customer Service Transformation EMEA
+44 7764 959 439 (m)
Thank You