Ottmar Höhenberger – TRENDMICRO Main Title, 60 pt., U/L case LS=.8 lines Ottmar M. Hoehenberger...

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)


...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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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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Agenda




Page 3


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

Page 4

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 ...


Agenda




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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“


Agenda

• Current situation• Changes through the IT Service Management• “Best practice” - Trend Micro



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The Service Profit Chain

Page 9

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


Agenda




Page 10


• 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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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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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


• 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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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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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


Agenda

• Current situation• Changes through the IT Service Management• “Best practice” from TREND MICRO



Page 18


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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Agenda




Page 20


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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• 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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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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Fast and appropriate access for all employees to all necessary information and data

Information-Management

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#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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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

Page 26


Agenda


– The service profit chain– Tools, process-orientation, methods– Driving force and requirements – Qualification and skills of the employees – Challenges, hurdles, results


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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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• 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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Agenda




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• 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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• 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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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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• 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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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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ITIL Certification

Certification of

IT Service Management Processes(Scope: Incident Mgt, Business Relationship Mgt.)

obtain SPICE Capability Level 4

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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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Ottmar Höhenberger – TRENDMICRO Main Title, 60 pt., U/L case LS=.8 lines Ottmar M. Hoehenberger...

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