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Ottmar Höhenberger – TRENDMICRO Main Title, 60 pt., U/L case LS=.8 lines Ottmar M. Hoehenberger Technical Director D A CH, East-Europe The Service Profit.

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Presentation on theme: "Ottmar Höhenberger – TRENDMICRO Main Title, 60 pt., U/L case LS=.8 lines Ottmar M. Hoehenberger Technical Director D A CH, East-Europe The Service Profit."— Presentation transcript:

1 Ottmar Höhenberger – TRENDMICRO Main Title, 60 pt., U/L case LS=.8 lines Ottmar M. Hoehenberger Technical Director D A CH, East-Europe The Service Profit Chain with SCP (Service as a strategic philosophy)

2 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 Page 1

3 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 Page 2

4 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 Page 3

5 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 Page 4 From Transition Management by Fred Nickols

6 Ottmar Höhenberger – TRENDMICRO Page 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...

7 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 Page 6

8 Ottmar Höhenberger – TRENDMICRO Changes through the IT Service Management Page 7 TrendMicro defined customer service as a strategic philosophy and qualified / quantified the effectiveness of the support operation using the SCP program from ServiceStrategies

9 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 Page 8

10 Ottmar Höhenberger – TRENDMICRO The Service Profit Chain Page 9 SCP Customer satisfaction Customer loyalty Revenue, Growth, indurations Profitability Internal Service Quality Employee satisfaction Employee productivity Employee retention External Service value After James Heskett, from Putting the Service profit chain to work ITILMIO

11 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 Page 10

12 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 Page 11

13 Ottmar Höhenberger – TRENDMICRO Goal -> Customer satisfaction / loyalty Process Rules DISC-PD0005 Internal Processes and regulations BS- Norm 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 Page 12

14 Ottmar Höhenberger – TRENDMICRO Goal -> Customer satisfaction / loyalty Page 13 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

15 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 Page 14

16 Ottmar Höhenberger – TRENDMICRO ITIL Certification Definition of the capability levels Page 15

17 Ottmar Höhenberger – TRENDMICRO ITIL Certification Indicators: Management Practices Level 5Optimising PA.5.1Process Change MP.5.1.1Identify Possible Changes MP Assess Impact of Proposed Changes MP Define Implementation Strategy MP Implement Apporved Changes MP Evaluate Effectiviness PA.5.2Continuous Improvement MP.5.2.1Define Goals MP Analyse Problem Sources MP Implement Changes MP.5.2.4Validate Effectiviness Level 5Optimising PA.5.1Process Change MP.5.1.1Identify Possible Changes MP Assess Impact of Proposed Changes MP Define Implementation Strategy MP Implement Apporved Changes MP Evaluate Effectiviness PA.5.2Continuous Improvement MP.5.2.1Define Goals MP Analyse Problem Sources MP Implement Changes MP.5.2.4Validate Effectiviness Level 4Predictable PA.4.1Measurement MP.4.1.1Identify Goals & Measures MP Collect Specified Mesures MP Analyse Performance Trends MP Measure Capability PA.4.2Process Control MP.4.2.1Identify Measurement Techniques MP Collect Measures and Identify Relevant Parameters MP Use Analysis Results to Control Performance Level 4Predictable PA.4.1Measurement MP.4.1.1Identify Goals & Measures MP Collect Specified Mesures MP Analyse Performance Trends MP Measure Capability PA.4.2Process Control MP.4.2.1Identify Measurement Techniques MP Collect Measures and Identify Relevant Parameters MP Use Analysis Results to Control Performance Level 3Established PA.3.1Process Definition MP.3.1.1Identify Standard Process MP Implement & Tailor Standard Process MP Gather Process Performance Data MP Establish Process Understanding MP Refine the Standard Process PA.3.2Process Ressource MP.3.2.1Document Roles & Responsibilities MP Identify Infrastructure Requirements MP Provide & Allocate Resources MP.3.2.4Provide Infrastructure Level 3Established PA.3.1Process Definition MP.3.1.1Identify Standard Process MP Implement & Tailor Standard Process MP Gather Process Performance Data MP Establish Process Understanding MP Refine the Standard Process PA.3.2Process Ressource MP.3.2.1Document Roles & Responsibilities MP Identify Infrastructure Requirements MP Provide & Allocate Resources MP.3.2.4Provide Infrastructure Level 2Managed PA.2.1Performance Management MP.2.1.1Identify Objectives MP Plan Execution MP Assign Responsibilities MP Manage Activities PA.2.2Work Product Management MP.2.2.1Identify Requirements MP Manage Documentation, Configuration & Change MP Identify Work Product Dependencies MP.2.2.4Manage Work Quality Level 2Managed PA.2.1Performance Management MP.2.1.1Identify Objectives MP Plan Execution MP Assign Responsibilities MP Manage Activities PA.2.2Work Product Management MP.2.2.1Identify Requirements MP Manage Documentation, Configuration & Change MP Identify Work Product Dependencies MP.2.2.4Manage Work Quality Level 1Performed PA.1.1Process Performance MP.1.1.1Identify Input and Output MP Define the Scope MP Implement Base Practices Level 1Performed PA.1.1Process Performance MP.1.1.1Identify Input and Output MP Define the Scope MP Implement Base Practices Process Capability Process attributes Management Practices Page 16

18 Ottmar Höhenberger – TRENDMICRO Page 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 :2002

19 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 Page 18

20 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 Page 19

21 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 Page 20

22 Ottmar Höhenberger – TRENDMICRO Change Information User Incident Management Customer Service Level Management Problem Management Configuration Management CMDB SolutionDB KnowledgeDB SLA Change Management Release Management Service Desk Customer Relationship Management Process-oriented working relationship Page 21

23 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 Page 22

24 Ottmar Höhenberger – TRENDMICRO Employee qualification Page 23

25 Ottmar Höhenberger – TRENDMICRO Fast and appropriate access for all employees to all necessary information and data Information-Management Page 24

26 Ottmar Höhenberger – TRENDMICRO #5 Ch an nel Su ppo rt a0Overall Channel Satisfaction index85% Monthly 94.55% 1Average CS top 2 box percentageN/A 2CS top 1 box percentageN/A 3CS referal rate - refer Trend to others85%100.00% 4Over all CS dissatisfied rate -bottom 2 boxesN/A 5Average CS dissatisfied rate -bottom 2 boxesN/A 6Average certified engineer per channel20.00 b0 0 wait time in Channel Escalation 100% Monthly 0.00% 1Channel Survey - easy to escalate 100% Monthly 0.00% 2ABR 5% Monthly 0.00% 3Queu time 7 Monthly 0.00% A short cutting from the BS Balanced Scorecard Page 25

27 Ottmar Höhenberger – TRENDMICRO Intensive customer- and employee satisfaction measurements with appropriate improvement processes afterwards Customer and employee satisfaction Page 26

28 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

29 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 Page 28

30 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... Page 29

31 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 Page 30

32 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... Page 31

33 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 Page 32

34 Ottmar Höhenberger – TRENDMICRO Thanks and god bless you... Ottmar M. Hoehenberger TREND MICRO Deutschland GmbH Tel.: Mobil: The service profit chain with SCP Page 33

35 Ottmar Höhenberger – TRENDMICRO MIO – Knowledge Management for the HelpDesk by Yakup Tan ISBN X (2003) Putting the Service profit chain to work by James Heskett (1994 – Harvard Business Review) ITIL IT Service Management (itSMF 2001) Ivor Macfarlane and Colin Rudd ISBN SSPA research Customer Retention 2003 S-Business Reinventing the Service Organization by James Alexander ISBN Operation Management by Ray Wild ISBN Transition Management by Fred Nickols Good to know.... Page 34

36 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 SCP - Delivering World Class Support Page 35

37 Ottmar Höhenberger – TRENDMICRO ITIL Certification Certification of IT Service Management Processes (Scope: Incident Mgt, Business Relationship Mgt.) obtain SPICE Capability Level 4 Page 36

38 Ottmar Höhenberger – TRENDMICRO In July 2003, the Trend Micro Germany Competence Centre won the Help Desk Institute Award for "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 processes and 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 award is a big achievement for the team and an affirmation for our process- oriented concept, and demonstrates Trend Micro's customer-focused. IT Service Management Page 37


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