strategies for delivering a truly global support...
TRANSCRIPT
Strategies for Delivering a Truly Global Support Experience
Greg OxtonExecutive DirectorConsortium for Service Innovation
Moderator:Jenny Forcé Sophie Hurst
Director, Product MarketingSDL
Agenda
Introduction“Thoughts on Dealing with the Content Explosion”
The Customer ExperienceThe Content ExplosionThe Content Framework
Global Information Management as a solution
Greg OxtonConsortium for Service Innovation
Thoughts on Dealing with the Content Explosion
What is the Consortium?
An alliance of support organizations
Focused on innovationImprove the customer’s experienceIncrease customer productivity While managing the cost of support
Member funded, not for profitFor the benefit of the members
The members are the Consortium40 Member companiesStaff; 2 full time, 1 part time employee
Some Facts…
There is no correlation between customer satisfaction and financial performance (growth or profitability), there is a correlation between loyalty and financial performance
Firms in the top quartile, in terms of strength of their relationship with customers, achieve loyalty levels three times higher than bottom quartile brands
Companies with higher levels of brand loyalty achieve price/earnings ratios twice those of average companies
Even in an economic downturn, 50% of consumers will pay more for a better customer experience
Sources: used with the permission of Smith+co1) Carlson Marketing Group Relationship Builder Survey2) Satmetrix Systems Customer Loyalty survey3) Customer Experience Impact Report. RightNow Technologies
Profit and
revenue growth
Profit and
revenue growth
Premise
ContentCustomerLoyalty
CustomerExperience
SupportExperience
Content is KingLanguage is critical
Customer Loyalty “Experience Management Staircase”
Products
Experiences
Services
Functional
Valuable
Emotional
Source: Shaun Smith
In High Tech, Support is a Key Driver of the Customer Experience and therefore….
Loyalty
Greg OxtonConsortium for Service Innovation
Three different Support PathsThree different Support Paths
Support Perspective …Three “Types” of Demand
Assisted
CommunityCommunities
Self-Service
Assisted
Assisted Support• Customers want
to talk to the vendor
• Phone, chat, email, click to submit case
• Support center, support analysts respond
Self-Service• Customers use
automated service tools, help integrated into the product or a web based portal and knowledge base
Communities• Customers want
to interact with other users
• Ask, respond, comment, rate, vote
• Online forums, ideastorms, blogs, wikis
Customer Exceptions
Satisfying the Demand
Assisted
Community
Development/Engineering
ProductManagement
CommunitiesSelf-Service
Assisted
Customer Exceptions
SupportCenter
WebPortal
Web Groups
Demand for Support is Huge!
Assisted
Community
Development/Engineering
ProductManagement
CommunitiesSelf-Service
Assisted
Customer Exceptions
SupportCenter
WebPortal
Web Groups
As an example10,000/month
300,000/month100,000/month
Total demand = 410,000/month….10,000 (2.4%) of which comes through
the support center
The Customer Experience?
Indirect support modelNot with the support centerWeb based self-serviceOn-line user communitiesLargely interactions with content not people
How do we manage the customer support experience in the “indirect model”?
We can’t, we can only influence itContent is critical
The Content Explosion!
The amount of content is growing exponentially
It’s not in English
(wait…. what?)
All content is not created equal
A content framework can help you build a content strategy
Build a matrixTypes of content across the topAttributes of content down the side
Wikipedia
Global Markets Driving the Need for Translation
Sources of laborNon-English speaking or English as a second language
Sources of revenue (growth markets)Non-English speaking orEnglish as a second language
Content ContinuumCo
nver
satio
ns
Instan
t Mes
seng
er
Diag
nostic
Guides
Foru
ms
Tech
Not
es
Supp
ort K
nowledg
e
(KB
solutio
ns)
Prod
uct M
anua
ls
Conf
igur
ation
Guides
InformalDynamic
FormalStatic
Case
s/In
cide
nts
Wikis/
Blog
s
Sales Do
cs
The Framework
Content
Attrib
utes
Types
Examples of Content Attributes
PurposeAudience(s)Media (text, audio….)Author(s)Source (input from)Feeds (output to)Translation requirement
Fee/FreeShelf lifeComplexityFrequency of updateAccessConfidence factorArchive policy
Use of the Content Framework
Understand the landscape
Identify flows, gaps and overlaps
Manage what you can….
Influence what you can’t
Support better decision making
So What?
Develop a “content strategy” from the customer’s point of viewCreate a content framework
Identify types of content and their attributesFor what you create, identify “preferred types” for specific attributesFor what others create develop an influence strategy
Listen, learn and influence Co-opt your power usersReputation model for content and peopleMonitor toneHave to have multi-lingual capability
Profit and
revenue growth
Profit and
revenue growth
Premise
ContentCustomerLoyalty
CustomerExperience
SupportExperience
Not having a content strategy is …Like not having customer support
Content is King – Language is Critical
Greg OxtonThe Consortium for Service Innovation [email protected]
References• Managing the Customer Experience by Shaun Smith and Joe
Wheeler• Loyalty Rules and The Ultimate Question by Frederick F
Reichheld, www.netpromoter.com• The Only Sustainable Edge by John Hagel and John Seely
Brown, www.edgeperspectives.com• The Support Economy: Why corporations are failing individuals
and the next episode of capitalism by Shoshana Zuboff and James Maxmin, www.thesupporteconomy.com
• Outside Innovation by Patricia Seybold
www.serviceinnovation.org
Global Information Management as a Solution
Sophie HurstDirector, Product MarketingSDL
Three trends will influence customer service initiatives through 2012: Creating positive customer experiences while cutting costs, consumers turning to peers online for information, and the need for intelligent contact center applications and processes.
Gartner, February 2009
Trends in After-sales Support
The Challenge and the Opportunity
ChallengesNeed to reduce after sales support costs and increase first time resolutions
Need to improve the customer experience
Need to provide better multilingual after sales support and drive up self service online but
It is expensive and complex, with tight budgetsThere are large volumes of contentIt takes time to deliver the content to the customer that needs it
Personnel challenges mean it is difficult to find people with both language skills and technical expertise
OpportunityIncrease customer satisfaction by driving more global customers online
Reduce support center costs dramatically by deflecting calls
Increase market expansion by increasing the coverage of languages with the same budget
Publish knowledge base articles more quickly to the global customers that need them
Communicate via e-mail and chat with customers who do not speak the same language
Automate the process of putting articles into different languages
What is the Solution?
Use automation to support more content in more languages at less cost
Integrate instant translation into e-mail, chat and websites to communicate with customers in their language
Manage and automate the complete localization process to improve efficiency
The Future of Translation?
Integrating Automation in Support
Improve customer communications and translate content on the website that might never have been translated before
Speak with customers in different languages directly with instant translation integrated in e-mail and chat
Use the same engine to have high-quality content that has been post-edited by a human
End-to-end Process for Global Information Management
The world's largest manufacturer of agricultural equipment
Revenues: $18 billion
Dealers: 11,400
Countries: 160+
Case Study: Customer Experience
Profile
Drive up self-service levels for dealer support
Drive down cost and time to localize technical support knowledge
Translate over 2 million words into 6 languages
Integrate with KnovaService Resolution Management solution
Executive Mandate
Dealer success rate with self-service increased from less than 20% to over 80%
Reduced costs by $15m annually
GIM costs reduced by 40%
Integrated system for translation of different types of support content
Results
“Through our partnership with SDL, we provide support to our global dealers at 40% lower costs with significantly faster turnaround times. This provides solutions to their technical issues every hour of every day of the year, whilst significantly reducing the workload on support centres.” Joe Pstrak, Director of Dealer e-Business Services
We help corporations drive global revenues and reduce costs by providing the software and
services to deliver global content
Our Mission
SDL – A Global Presence
Publicly traded company with $250m annual revenuesOver 2000 employees in 50 offices across 32 countries
Award-winning and profitable with long term financial stability 80%+ of the global translation supply chain use SDL software500+ deployments of enterprise technologies
sdl.com sdltridion.com sdltrisoft.com lspzone.com translationzone.com click2translate.com freetranslation.com
Recognized Leader in Global Information Management
41 of the 50 Top Global Brands*
*Source: Interbrand, 2008
Learn More!
Visit the SDL Knowledge Center to download case studies and whitepapers: www.sdl.com/knowledgecenter
CNH Case Study you heard todayWhitepaper: Any language you want - so long as it's English
Learn more about the Consortium for Service Innovation:www.serviceinnovation.org
Contact our speakers:Sophie Hurst, SDL: [email protected] Oxton, Consortium for Service Innovation: [email protected]
Follow us:@sdltechnologies@sdlservices
Join our LinkedIn Group: Executive Forum: Strategies for Managing Global Information