1. 1 © Nokia 2004 Proactive - Reactive Support, Which is More Important? Matthew Gulbranson

2. 2 © Nokia 2004 Agenda Nokia Enterprise Mobility Solutions Growth with Deep Pockets More with Less Push to become Proactive Lessons Learned What’s the Answer?

3. 3 © Nokia 2004 Exploit mobile voice Drive consumer mobile multimedia Bring extended mobility to the enterprise Moving to the New Nokia Nokia Strategy

4. 4 © Nokia 2004 Nokia Operational Model, January 1, 2004 Entities divided into units Sales & Marketing and OLS Technology Research, Venturing, Shared Support Services & Platforms Nokia Enterprise Solutions NetworksMultimedia Mobile Phones Business Groups divided into Business Units Support functions

5. 5 © Nokia 2004 EMS CARE Delivery Structure MCA Support & Prod APAC TAC PLS Reactive Services EMEA TAC Product Creation Online Self Help Tools Enterprise/Enterprise Channel Americas TAC Hardware Installation & Onsite Replacement Services PLS Proactive Services Matthew Gulbranson

6. 6 © Nokia 2004 Global Support and Services continues to play a major role in a solution sale Customers want Nokia “First Call- Final Resolution” Importance of Support in Solution Selling

7. 7 © Nokia 2004 The Deep Pocket Years 1999 – 2000: Nokia experienced extensive growth… Considerable growth in our market share Mountain View, CA TAC tripled in size Acquisition provided a TAC in Canada EMEA and APAC TAC’s were becoming operational SCP certification initiative for Mountain View, CA TAC was launched late 2000 First attempt at Proactive Services did not get off the ground

8. 8 © Nokia 2004 The Lean Years 2001 – 2002: Doing more with less… Early 2001 - Plans initiated to migrate Mountain View TAC to a Product Line Group. Infrastructure was immature making migration a slow process Support revenue and renewal increased substantially, headcount remained constant SCP Certification transferred from Mountain View to Canada TAC Canada passed certification 2002 By late 2002, Mountain View was officially operating as a PLS

9. 9 © Nokia 2004 Nokia Support Model: Early 2003… Global CRM Tool Escalation Path Transactions Decrease 25% 75% Reactive Product Line Support Engineering: Multi-Site and Multi-Vendor Global Technical Assistance Centers Hardware Replacemen t Field Service Follow-the-Sun 25% 75% Product Based Self Help Web Based Self Help

10. 10 © Nokia 2004 What’s Wrong with this Picture? Everyone is working to extinguish a bush fire when the entire forest is on fire! More fires did not equal more people! Were we (re)creating our own fires? Did we understand customer issues? Were we doing anything to prevent customer issues? Customer complaints… “Why didn’t you tell me about this problem?” “Your release notes and known problems do not contain the detail needed to understand the problem and risk!” “You’re providing me different answers to the same question!”

11. 11 © Nokia 2004 Proactive Plunge 2003: We’re lean, mean and out of touch with our customers… We needed to enhance our service: Communication Knowledge Management Process Web site consistency Feedback into product creation and support planning Early 2003 - Plans were initiated to transform Mountain View PLS into two groups; Proactive and Reactive

12. 12 © Nokia 2004 Profile of a Proactive Engineer Skill set of a Proactive engineer Technology expert- Foundation we had in place We’re already experts! Project Management Skills PMP certification is a goal for each Proactive Project Manager Process Skills Quality group has implemented training internally to address Data Analysis - Development need Have any idea’s?

13. 13 © Nokia 2004 Product Line Support Service Functions Product Management Reactive Services Proactive Services React to Customer Escalations Prevent Customer Issues Escalated cases from TAC Escalate defects to Eng. Escalate to 3 rd party Correction delivery (CAPA) Support Site Proactive Communication Knowledge Base Support Planning Tasks Engineering & 3 rd Party Customers TAC and other GSS Functions

14. 14 © Nokia 2004 Solution Support Model Product Based Self HelpWeb Based Self Help Product Line Support Reactive Services Product Engineering Escalation Path Hardware Replacement Field Service Global TAC L2 TAC Follow-the-Sun Transactions Decrease Global TAC L1 TAC Follow-the-Sun Mature Products and Solutions New Products and Solutions Partners and Key Accounts Product Based Self Help Web Based Self Help Product Line Support Reactive Services Product Engineering Escalation Path Hardware Replacement Field Service Global TAC L2 TAC Follow-the-Sun Transactions Decrease Global TAC L1 TAC Follow-the-Sun Mature Products and Solutions New Products and Solutions Partners and Key Accounts Proactive Services

15. 15 © Nokia 2004 Strategy for 2004 2004 Roll-out selective services based on customer feedback Knowledge Management Process Proactive Communication KB Search Technical Account Manager Reseller Newsletter Proactive Services Prevent customer issues Support Site Proactive Communications Knowledge Base Support Planning Tasks 1 st Half 2004 - Implement

16. 16 © Nokia 2004 Results The extra focus on both Reactive and Proactive. Priority and resource requirements now defined by organization and job responsibilities Metrics exist in areas we were ignoring (Knowledge Base Scorecard example) New processes in place to drive consistency across all products Stronger more focused relationships with important groups (Sales, Product Management, Quality, Engineering) We now have the answers - What do our customers need? How could support help improve customer experience? Do we need to wait for the phone to ring to do something?

17. 17 © Nokia 2004 Lessons Learned Defined metrics and targets are an absolute necessity – Difficult to define Implement a cross functional process to bind the two groups together We call it CAPA (Corrective Action Preventive Action) Be prepared for the challenges of organizational change management Knowledge Management is the foundation of Proactive Support! All of this takes time…Expect hard work not miracles!

18. 18 © Nokia 2004 Proactive – Reactive Support, which is more important? Both are equally important in today’s support organization Look at your organization and budget to see how you view the importance of being Proactive. Nokia Support & Services Advantage Value Success Leverage