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Ottmar M. Hoehenberger Technical Director D A CH, East-Europe

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Presentation on theme: "Ottmar M. Hoehenberger Technical Director D A CH, East-Europe"— Presentation transcript:

1 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)

2 ...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 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 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 Current situation Customer service is in a continuous change process and requires an efficient and flexible Service Management Organizational changes In-Stability Auslöser für Veränderungsprozesse: neue Produkte neue Kunden neue Systeme neue Policies neue Prozesse Merger/Allianzen usw. Stability Stability time From „Transition Management“ by Fred Nickols Page 4

6 Challenges we experienced ...
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 Page 5

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

9 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 After James Heskett, from „Putting the Service profit chain to work“
SCP Customer satisfaction loyalty Revenue, Growth, indurations Profitability Internal Service Quality Employee satisfaction productivity retention External value ITIL MIO After James Heskett, from „Putting the Service profit chain to work“ Page 9

11 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 Tools, Processes, Methods
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) Page 11

13 Goal -> Customer satisfaction / loyalty
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 BS- Norm 15000 Process Rules DISC-PD0005 ITIL Internal Processes and regulations Page 12

14 Goal -> Customer satisfaction / loyalty
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 13

15 Tools, Process-Orientation, Methods
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 Page 14

16 Definition of the capability levels
ITIL Certification Definition of the capability levels Page 15

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

18 Service Delivery Processes
Service Management Processes BS :2002 Service Delivery Processes Information Security Management Service Level Management Capacity Management Service Reporting Budgeting & Accounting for IT Services Service Continuity & Availability Management Control Processes Configuration Management Release Processes Change Management Supplier Processes Resolution Processes Business Relationship Management Supplier Management Release Management Incident Management Problem Management Page 17

19 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 Driving force and requirements
Number and quality of employees (MIO-approach) Service concept - process guided by ITIL Flexibility Cost Technology Quality Speed Single point of contact -SPOC-call entry management „Call owner“ (lifecycle ownership) Response- and Escalation-Management, call tracking Quality assessment /quality assurance Information and communication management Page 19

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

23 Employee qualification
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 Page 22

24 Employee qualification
Page 23

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

26 Balanced Scorecard A short cutting from the BS Page 25
#5 Channel Support a Overall Channel Satisfaction index 85% Monthly 94.55% 1 Average CS top 2 box percentage N/A 2 CS top 1 box percentage 3 CS referal rate - refer Trend to others 100.00% 4 Over all CS dissatisfied rate -bottom 2 boxes 5 Average CS dissatisfied rate -bottom 2 boxes 6 Average certified engineer per channel 0.00 b “0” wait time in Channel Escalation 100% 0.00% Channel Survey - easy to escalate ABR 5% Queu time 7 Page 25

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

28 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 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 Achievements... 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 Page 29

31 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 What is the benefit for the organization...
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. Page 31

33 Benefit for our customers
Service quality assurance Enable partner effectiveness Ensure partner and customer productivity Transparent structures and processes Measurable results „Best practice“ Continuous improvement Cost control Page 32

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

35 Good to know.... 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 Page 34

36 SCP - Delivering World Class Support
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 Page 35

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

38 IT Service Management 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. Page 37


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