ottmar m. hoehenberger technical director d a ch, east-europe
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Ottmar M. Hoehenberger Technical Director D A CH, East-Europe. Main Title, 60 pt., U/L case LS=.8 lines. The Service Profit Chain with SCP (Service as a strategic philosophy). - PowerPoint PPT PresentationTRANSCRIPT
Ottmar Höhenberger – TRENDMICRO
Main Title, 60 pt., U/L caseLS=.8 lines
Ottmar M. HoehenbergerTechnical DirectorD A CH, East-Europe
The Service Profit Chain with SCP
(Service as a strategic philosophy)
Ottmar Höhenberger – TRENDMICRO
...who is TREND MICRO ?
TREND MICRO is one of the leading global companies for Software and Services in the area of Content Security Management:
Based in Tokio, Japan – founded 1988 in California
• Offices, worldwide 23
• Employees, worldwide 2000+, Germany 120
• Revenue 454 Million US$ in 2003
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Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
Current situation
Customer service is in a continuous change process and requires an efficient and flexible Service Management
Stability
Organizational changes
time
Stability
In-Stability
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From „Transition Management“ by Fred Nickols
Ottmar Höhenberger – TRENDMICROPage 5
• Unsatisfied external and internal customers• Not enough or unqualified resources• No productive or efficient HelpDesk system• Qualification of employees, team spirit • No efficient processes, structures, workflows• Missing SLA into back office, sustain, development• No notification, no follow up, no measurement• No responsiveness, re-active support• Missing product information, documentation
Challenges we experienced ...
Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
Changes through the IT Service Management
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TrendMicro defined customer service as a
strategic philosophy and qualified / quantified
the effectiveness of the support operation using the SCP program from
„ServiceStrategies“
Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - Trend Micro
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
The Service Profit Chain
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SCP
Customer satisfaction
Customerloyalty
Revenue,Growth, indurations
Profitability
InternalServiceQuality
Employee satisfaction
Employee productivity
Employeeretention
ExternalServicevalue
After James Heskett, from „Putting the Service profit chain to work“
ITIL MIO
Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
• SCP - ServiceCenterPractice Certification program • Six Sigma – Quality Improvement program• ISO 900x standards – Quality development
program• BS15000 – British Standard – Quality assurance• ITIL – IT Infrastructure Library - Quality assurance• 5 S – Quality development program• Quality Circle – Quality assurance• Zero defects – Quality and in time assurance• Ishikawa method – Quality circle (fishbone) • Taguchi method – Quality loss function (QLF)
Tools, Processes, Methods
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Ottmar Höhenberger – TRENDMICRO
Goal -> Customer satisfaction / loyalty
Process RulesDISC-PD0005
Internal Processes and regulations
BS-Norm15000
ITIL
• Infrastructure and concept driven • focus on IT management• internal service quality
• Customer and performance driven • focus on a total service and support management perspective and solution• real time quality measurements
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Ottmar Höhenberger – TRENDMICRO
Goal -> Customer satisfaction / loyalty
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• Infrastructure and concept driven • focus on IT management• internal service quality
• Customer and performance driven • focus on a total service and support management perspective and solution• real time quality measurements
Ottmar Höhenberger – TRENDMICRO
• Process-orientation alignment, structures • Involvement of employees, partner,
customer• Project definition
– definition capability levels– definition organizational units
• Budget, costs, ROI• Management „buy in“ – (other organizations)• Responsibilities, roles• Detailed planning, time schedule
Tools, Process-Orientation, Methods
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Ottmar Höhenberger – TRENDMICRO
ITIL Certification
CL1 CL2 CL3 CL4 CL55.2 Continuos Improvement L/F5.1 Process Change L/F4.2 Process Control L/F F4.1 Process Measurement L/F F3.2 Process Ressource L/F F F3.1 Process Definition L/F F F2.2 Work Product Management L/F F F F2.1 Process Management L/F F F F1.1 Performance L/F F F F F
Definition of the capability levels
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Ottmar Höhenberger – TRENDMICRO
ITIL Certification
Indicators: Management Practices Level 5 OptimisingPA.5.1 Process Change
MP.5.1.1 Identify Possible Changes MP.5.1.2 Assess Impact of Proposed ChangesMP.5.1.3 Define Implementation StrategyMP.5.1.4 Implement Apporved ChangesMP.5.1.5 Evaluate Effectiviness
PA.5.2 Continuous ImprovementMP.5.2.1 Define Goals MP.5.2.2 Analyse Problem SourcesMP.5.2.3 Implement ChangesMP.5.2.4 Validate Effectiviness
Level 5 OptimisingPA.5.1 Process Change
MP.5.1.1 Identify Possible Changes MP.5.1.2 Assess Impact of Proposed ChangesMP.5.1.3 Define Implementation StrategyMP.5.1.4 Implement Apporved ChangesMP.5.1.5 Evaluate Effectiviness
PA.5.2 Continuous ImprovementMP.5.2.1 Define Goals MP.5.2.2 Analyse Problem SourcesMP.5.2.3 Implement ChangesMP.5.2.4 Validate Effectiviness
Level 4 PredictablePA.4.1 Measurement
MP.4.1.1 Identify Goals & Measures MP.4.1.2 Collect Specified MesuresMP.4.1.3 Analyse Performance TrendsMP.4.1.4 Measure Capability
PA.4.2 Process ControlMP.4.2.1 Identify Measurement Techniques MP.4.2.2 Collect Measures and Identify Relevant ParametersMP.4.2.3 Use Analysis Results to Control Performance
Level 4 PredictablePA.4.1 Measurement
MP.4.1.1 Identify Goals & Measures MP.4.1.2 Collect Specified MesuresMP.4.1.3 Analyse Performance TrendsMP.4.1.4 Measure Capability
PA.4.2 Process ControlMP.4.2.1 Identify Measurement Techniques MP.4.2.2 Collect Measures and Identify Relevant ParametersMP.4.2.3 Use Analysis Results to Control Performance
Level 3 EstablishedPA.3.1 Process Definition
MP.3.1.1 Identify Standard Process MP.3.1.2 Implement & Tailor Standard ProcessMP.3.1.3 Gather Process Performance DataMP.3.1.4 Establish Process UnderstandingMP.3.1.5 Refine the Standard Process
PA.3.2 Process RessourceMP.3.2.1 Document Roles & Responsibilities MP.3.2.2 Identify Infrastructure RequirementsMP.3.2.3 Provide & Allocate ResourcesMP.3.2.4 Provide Infrastructure
Level 3 EstablishedPA.3.1 Process Definition
MP.3.1.1 Identify Standard Process MP.3.1.2 Implement & Tailor Standard ProcessMP.3.1.3 Gather Process Performance DataMP.3.1.4 Establish Process UnderstandingMP.3.1.5 Refine the Standard Process
PA.3.2 Process RessourceMP.3.2.1 Document Roles & Responsibilities MP.3.2.2 Identify Infrastructure RequirementsMP.3.2.3 Provide & Allocate ResourcesMP.3.2.4 Provide Infrastructure
Level 2 ManagedPA.2.1 Performance Management
MP.2.1.1 Identify Objectives MP.2.1.2 Plan Execution MP.2.1.3 Assign ResponsibilitiesMP.2.1.4 Manage Activities
PA.2.2 Work Product ManagementMP.2.2.1 Identify Requirements MP.2.2.2 Manage Documentation, Configuration & ChangeMP.2.2.3 Identify Work Product DependenciesMP.2.2.4 Manage Work Quality
Level 2 ManagedPA.2.1 Performance Management
MP.2.1.1 Identify Objectives MP.2.1.2 Plan Execution MP.2.1.3 Assign ResponsibilitiesMP.2.1.4 Manage Activities
PA.2.2 Work Product ManagementMP.2.2.1 Identify Requirements MP.2.2.2 Manage Documentation, Configuration & ChangeMP.2.2.3 Identify Work Product DependenciesMP.2.2.4 Manage Work Quality
Level 1 PerformedPA.1.1 Process Performance
MP.1.1.1 Identify Input and Output MP.1.1.2 Define the Scope MP.1.1.3 Implement Base Practices
Level 1 PerformedPA.1.1 Process Performance
MP.1.1.1 Identify Input and Output MP.1.1.2 Define the Scope MP.1.1.3 Implement Base Practices
Process Capability
Process attributes
Management Practices
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Ottmar Höhenberger – TRENDMICROPage 17
Service Delivery Processes
Information Security Management
Service Level Management Capacity Management
Service Continuity & Availability Management
Service Reporting
Budgeting & Accounting for
IT Services
Configuration Management
Change Management
Control Processes
Release Processes
Resolution Processes
Supplier Processes
Release Management
Incident Management
Problem Management
Business Relationship Management
Supplier Management
Service Management Processes BS 15000-1:2002
Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” from TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
Driving force and requirements
Single point of contact -SPOC-call entry management
Flexibility
Cost
Technology
Quality
Speed
Number and quality of employees (MIO-approach)
Quality assessment /quality assurance
Service concept - process guided by ITIL
Response- and Escalation-Management, call tracking
„Call owner“ (lifecycle ownership)
Information and communication management
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Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
ChangeInformation
User
IncidentManagement
Customer
Service LevelManagement
Problem Management
ConfigurationManagement
CMDBSolutionDB
KnowledgeDB
SLA
ChangeManagement
ReleaseManagement
Service Desk
Customer Relationship Management
Process-oriented working relationship
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Ottmar Höhenberger – TRENDMICRO
• Changes and growth• Active communication skills• Escalation- and relationship management• Salestraining for service people• Customer-orientation for professionals• State management• Complaints are opportunities• Process and project management
Employee qualification
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Ottmar Höhenberger – TRENDMICRO
Employee qualification
CountDown zumCompetenceCenter020521
Wachsen und Verändern – lebendige Veränderungskulturgestalten020522
Aktive Gesprächsführung leben020529
Konfliktsituationen meistern020603
Reklamationen sind Chancen020610
StateManagement -die Kunst, die denProfi vom Leihenunterscheidet020617
Kundenorientierung- Training für den Profi020624
Verkaufsprozesseaktiv gestalten020715
ProzessTermine n.n.
Auf dem Weg zum CC-Überblick
17.05.2002 - v23
Blick in die ZukunftKunde
Weiterbildung
Veränderungen
Wachsen und Verändern – Was kommt auf uns zu?
Neue Mitarbeiter integrieren – Wie funktioniert das am leichtesten?
Lern- und Entwicklungskultur – Wie wollen wir den Lern-Weg zum CC gestalten?
Wie schaffen wir unsere aktive Lernkultur?
Kommunikationsmodelle kennen lernenund deren aktive Anwendung üben
Kommunikationsfeler fermeiden
Grundregeln der Kommunikation
Was ist ein Konflikt?
Folgen von Konflikten?
Wozu sind Konflikte?
Ursachen von Konflikten?
Konfliktlösungsmodelle
Mitteilungen entschlüsseln, Abholen üben, Argumentationsketten,
Einwandbehandlung, Reklamationen kompetent aufnehmen,
Umgang mit Angriffen, Schuldzuweisungen und Verletzungen
Reklamation als Beziehungssignal
Kundenorientierung im Reklamationsfall
Umgang mit „schwierigen“ Kunden
Wer hat die Verantwortung?
Wie Denken unser Handeln beeinflusst
Methoden der persönlichen Zustandsveränderung
„ChangingStates of others“
die Kunst der Pause
Wie man den Kunden abholt - und führt.
Aktive Verkaufsphasengestaltung
Pre-Sales-Aktivitäten
After-Sales
Referenzmanangement, Beziehungsmanagement
Crosselling
Kommunikation mit dem Vertrieb
Prozessgestaltung Führungskräfte
Resümee für CC-Profis
@Mail-Training
Tel-Training
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Ottmar Höhenberger – TRENDMICRO
Fast and appropriate access for all employees to all necessary information and data
Information-Management
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Ottmar Höhenberger – TRENDMICRO
#5 Channel Support
a 0 Overall Channel Satisfaction index 85%
Monthly
94.55%
1 Average CS top 2 box percentage N/A
2 CS top 1 box percentage N/A
3 CS referal rate - refer Trend to others 85% 100.00%
4 Over all CS dissatisfied rate -bottom 2 boxes N/A
5 Average CS dissatisfied rate -bottom 2 boxes N/A
6 Average certified engineer per channel 2 0.00
b 0 “0” wait time in Channel Escalation 100%
Monthly
0.00%
1 Channel Survey - easy to escalate 100%
Monthly0.00%
2 ABR 5% Monthly 0.00%
3 Queu time 7 Monthly 0.00%
A short cutting from the BS
Balanced Scorecard
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Ottmar Höhenberger – TRENDMICRO
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Reihe1 79% 79% 79% 73% 94% 76% 72% 77% 74%
Antwort/
Lösungszeiten
Produktwissen der
Mitarbeiter
Qualität der
angebotenen
Lösungen
Zeitrahmen für
Status-InfoFreundlichkeit
Supportbezug via
Reseller/
Distributor
Zufriedenheit der
techn. Betreuung
durch Partner
zeitgerechte
Informationen üb
Updates, Patches,
Wie hilfreich sind
Ihnen die
Informationen?
0,00
20,00
40,00
60,00
80,00
100,00
120,00
07:00 bis08:00
08:00 bis09:00
09:00 bis10:00
10:00 bis11:00
11:00 bis12:00
12:00 bis13:00
13:00 bis14:00
14:00 bis15:00
15:00 bis16:00
16:00 bis17:00
17:00 bis18:00
18:00 bis19:00
19:00 bis20:00
Intensive customer- and employeesatisfaction measurementswith appropriate improvement processesafterwards
Customer and employee satisfaction
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Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles, results
• Organizational impact
Page 27
Ottmar Höhenberger – TRENDMICRO
Challenges, hurdles, results
• Support from management• Politic – it is no project which solves all the problems of other departments• Time and costs• Organization (status, existing structures, etc.)• Knowledge and qualification of employees• Coordination of all internal and external interfaces
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Ottmar Höhenberger – TRENDMICRO
• HelpDesk managed organization • Customer care and escalation service• Guaranteed response time• Qualified resources (product specialists min. level 3)• Pro-active service (newsletter, call out days, etc.)• Information and communication management• Active relationship management (service marketing)• Automated certified processes (ITIL)• Meaureable service quality• Cost controll
Achievements...
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Ottmar Höhenberger – TRENDMICRO
Agenda
• Current situation• Changes through the IT Service Management• “Best practice” - TREND MICRO
– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles and results
• Organizational impact
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Ottmar Höhenberger – TRENDMICRO
• Nationwide service and support recognition• Competitive advantages• Additional sales/revenue and customer binding• Continuous service improvement • Benchmark data provides a vehicle for comparative study• Industry benchmarking, statistics, tools• Comprehensive audit report, knowledge sharing• Trophy & certificate, acknowledgement• Press releases, listing as certified in quarterly newsletter and on web sites, etc.
What is the benefit for the organization...
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Ottmar Höhenberger – TRENDMICRO
• Service quality assurance• Enable partner effectiveness• Ensure partner and customer productivity • Transparent structures and processes• Measurable results• „Best practice“ • Continuous improvement• Cost control
Benefit for our customers
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Ottmar Höhenberger – TRENDMICRO
Thanks and god bless you...
Ottmar M. HoehenbergerTREND MICRO Deutschland GmbHTel.: +49-89-37479-601Mobil: +49-179-4786756E-Mail: [email protected]
The service profit chain with SCP
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Ottmar Höhenberger – TRENDMICRO
• MIO – Knowledge Management for the HelpDesk by Yakup Tan ISBN 372812799X (2003)
• “Putting the Service profit chain to work” by James Heskett (1994 – Harvard Business Review)
• ITIL “IT Service Management” (itSMF 2001) Ivor Macfarlane andColin Rudd ISBN 0-9524706-2-4
• SSPA research “Customer Retention” 2003• S-Business “Reinventing the Service Organization” by
JamesAlexander ISBN 1-59079-054-5
• Operation Management by Ray Wild ISBN 0-8264-4927-1• Transition Management by Fred Nickols
Good to know....
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Ottmar Höhenberger – TRENDMICRO
About the Support Center Practices (SCP) Certification Program:
The SCP Certification program provides the world-class standard for technology support organizations to:
• Increase customer satisfaction and loyalty through improvements in operational effectiveness and staff productivity
• Implement a continuous improvement program that enables them to provide world-class service to their customers
• Benchmark their support operations against industry best
www.servicestrategies.com
SCP - Delivering World Class Support
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Ottmar Höhenberger – TRENDMICRO
ITIL Certification
Certification of
IT Service Management Processes(Scope: Incident Mgt, Business Relationship Mgt.)
obtain SPICE Capability Level 4
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Ottmar Höhenberger – TRENDMICRO
In July 2003, the Trend Micro Germany Competence Centre won the Help Desk Institute Awardfor "Best internal service organisation in the German speaking region" at Help Desk World 2003 in Bremen. Trend Micro was selected over 29 competitors beating well-known brands. The Trend Micro Competence Centre achieved excellent marks in several categories, but most notably, we scored 94 percent in the "Help Desk Management and Leadership" and "Service and Customer Orientation„ categories. The jury praised our innovative people management concepts and the active participation of all members of the Trend Micro Competence Centre
The Help Desk Institute.V. is an association created to promote service culture within enterprises. The annual "Service Globe" awards external and internal service organizations in the German- speaking region. The judging process is very intense, and involves visits to the competing organizations from an independent chairman of the board. The chairman conducts various interviews on many different levels to get to know the processesand strategies. Competitors are appraised according to a standard review scheme, based on the experience of all worldwide Help - Desk institutes. The winner is the company which scores the highest marks. The awardis a big achievement for the team and an affirmation for our process-oriented concept, and demonstrates Trend Micro's customer-focused.
IT Service Management
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