Knowledge Management for Service & Support

Ivin SmithVice President, CustomerService and Worldwide TechSupportPITNEY BOWES

Lynn HolmgrenVice President CustomerCareWHIRLPOOL

Tim SaurSVP of Finance,Operations and ServiceDURST IMAGING

Craig BerneroGlobal Senior Director -Technical SupportInfrastructureSoftware andEnvironmentsEMC

Keith SheardownGeneral ManagerTechnology SolutionsBOMBARDIERTRANSPORTATION

Brad SmithSenior Director GlobalSupport ExperienceGroupSYMANTEC

Robert BellDirector of CustomerCare CentersMCKESSON

Mike LeSavageDirector IntegratedField ServiceBALTIMORE GAS &ELECTRIC

Jim FettermanVice President Service

FEI

Reg StumpSenior Director, Customer

Support Operations, NorthAmerica

VENTANA MEDICAL SYSTEMS

Discuss Best Practices inLeveraging InstitutionalKnowledge to EnhanceProduct Support andCustomer Support with theExpert Speaker Faculty:

Register by May 15thand save $700

KnowledgeManagement for Service and

SupportTransforming Customer and ProductSupport Data Into Revenue

Attend Knowledge Management for Service & Supportand walk-away with strategies to:

Make our speakers’ successes your own:• Bombardier: Reduce repeat work orders by 35% • Sun Microsystems: Developing a service university to increase employee morale,

customer satisfaction and corporate profits• Ventana Medical Systems: Achieving 25% average annual growth rate for the past 5

years • Pitney Bowes: Capturing incremental revenue through customized service offerings • Whirlpool: Saving $4 million by utilizing an internal knowledge sharing site and

innovation database

Sponsor: Media Partner:

August 17-19, 2009Boston, MA

TM

1-800-882-8684 | www.iqpc.com/us/knowledgemanagement

• Improve knowledge transfer from first call to delivery • Enable a consistent, integrated resolution process through web and assisted service channels• Measure what substantiates the value for which your customers pay for service• Bolster knowledge sharing in your support community to enhance the customer experience• Construct the business case to implement systems and processes that analyze direct and

indirect costs • Explore the latest web 2.0 and social networking capabilities for service and support

environments

WHO SHOULD ATTEND:• VP/Director of Service

• VP/Director Customer Service/Support • VP/Director of Field Service

• VP/Director Technical Support • VP/Director Support Call Center

• VP/Director Knowledge Management/Systems • VP/Director of IT/

• Manager of Field Technology • Document/Content Manager

From the following industries:• Medical Equipment

• Semiconductor/Production Equipment• Office Equipment

• Industrial Equipment• Telecom Equipment

• Transportation (aviation, defense,automotive)

• Energy/Utilities • Electronics • Self-service kiosks

ABOUT OUR SPONSOR:Qualtech Systems, Inc. (QSI)offers field service intelligencesolutions to OEMs and endusers in the commercial and

defense space. QSI customers haveconsistently achieved higher customersatisfaction and improved profitabilityby optimizing field service operationalmetrics such as asset uptime, leadtime to act, mean time to repair, firsttime fix rate, spares consumptionrate and work force productivity.QSI’s TEAMS® software solutionsenable optimization of productdesign for effective field service,provide timely and actionableservice intelligence in the fieldthrough real time and ondemandmonitoring and diagnostics andguide every technician to performlike an expert.Some of QSI'scustomers include Boeing, FEICompany, GE, Honeywell, NASA,Orbotech, Pratt & Whitney, Sikorsky,Thales and DoD. Website:www.teamqsi.com

SPONSORSHIP ANDEXHIBITIONOPPORTUNITIESSponsorships and exhibits areexcellent opportunities for yourcompany to showcase its products andservices to high-level, targeted decision-makers attending the KnowledgeManagement for Service and Support.

IQPC and Service Management IQ helpcompanies like yours achieve important

sales, marketing and branding objectivesby setting aside a limited number of event

sponsorships and exhibit spaces – all ofwhich are custom-tailored to assist your

organization in creating a platform tomaximize its exposure at the event.

For more information on sponsoring or exhibitingat Knowledge Management for Service and

Support, please contact Mario Matulich at212-885-2719 or [email protected].

Jonathan Massoud, responsible for all research andtopic development for IQPC’s Service Managementdivision, conducted in-depth industry research touncover the main issues and focuses that serviceorganizations are focusing their knowledgemanagement efforts on. The topics represented on ouragenda directly reflect the outcomes of that research.To better understand and envision how organizationsare utilizing knowledge management it can be brokendown to three main areas that transcend crossindustry to the heart of any service organization today.

Data Analytics: The heart of any knowledgemanagement initiative, organizations need tounderstand how to better analyze the knowledge theycapture, whether its customer or product-basedinformation. Performance management has beenapplied to various parts of a business for quite a longtime, particularly when it comes to manufacturing, andproduct development. Essentially, performancemanagement is the process of measuring progresstoward achieving key outcomes and objectives in orderto optimize individual, group, or organizationalperformance. Three elements play a critical role inmanaging service performance: data, analytics, and

metrics. Each of these is actually highly related to theothers, with data being the foundation. You cannotdefine the data and analytics you need without knowingthe metrics and you cannot leverage the metrics withoutdata and analytics. Each drives the other.

Talent and Skill Development: Service and supportexecutives all over are having difficulties in staffing andare looking for innovative ways to recruit, develop andretain top talent. As technology continues to developimprovement and process-innovation initiatives areexpected to be the most important ways to lowercosts within organizations in the short-term.

Product Support –Getting the most out of yourproducts and optimizing your current resources iseveryone’s goal as capital investments across thecountry continue to decline. For service organizationsin today’s economy this presents an opportunity todifferentiate from your competitors by providing best-in-class product support. This requires anincreased focus on effective troubleshooting, datamining, archiving and documentation to get the most out of your information and knowledge base to support new product lines and product upgrades.

KEY FINDINGS FROM OUR RESEARCH:

Knowledge Management for Service and Support TM

www.iqpc.com/us/knowledgemanagement2

P.S. Don’t miss

our pre-conference

workshops

Dear Colleague,

As we all know, after-sales service is playing a vital role in building a competitive advantage for manymanufacturers in today’s economy. There’s greater pressure to leverage existing systems in order toreduce costs and increase productivity. Considering the hesitance in investing in capital-equipmentand technology, leading organizations are further leveraging knowledge as an organizational asset tocreate economic value when it’s most needed. After all, with the current economic turmoil,businesses, have little choice but to become information-based.Knowledge Management for Service & Support is the only North American cross-industryknowledge management event that explores both customer and product-based support strategiesthat transform data into revenue. This your opportunity to network with the industries thoughtleaders in knowledge management and tackle your most difficult challenges in data analytics, talentmanagement, product support and utilizing web-based tools in highly complex environments totransform organizational assets into economic value.

Getting the most out of your products and optimizing your current resources, including your people,is everyone’s goal as capital investments across the country continue to decline. For serviceorganizations in today’s economy this presents an opportunity to differentiate from your competitorsby providing best-in-class product support. This requires not only increased focus on effectivetroubleshooting, data mining, archiving and documentation to get the most out of your informationand knowledge base to support new product lines and product upgrades, but also as utilizingknowledge management as a tool to drive workflow and process change. Join us in Boston and learn how your colleagues –the most innovative knowledge managementleaders in the industry – are evolving their service operations into fully-functioning knowledgesharing communities via technology or process improvements. Mark your calendar for August 17-19, 2009. Seats are limited so call 1-800-882-8684 to reserve yourspot today.

I look forward to meeting you in Boston!

Jonathan MassoudDirector, Service Management IQ IQPC

9:00am-12:00pm 8:45 Registration

The knowledge management landscape within service organizations is drasticallychanging. Many companies have initiatives for aggressive knowledge managementprojects, these organizations are looking to better utilize the data they collect fromproducts and customers they are finding that they are not benefitting from the expectedreturns. That is because many of them are missing a very critical component ofcustomer service and support. In this session Bob shares his expertise in turning datainto intelligence and intelligence into revenue.

During this workshop you’ll learn:• What makes Knowledge Management hard• Why do people get Content Management and Knowledge Management confused• What is the missing link in Knowledge Management• What do you look for in a complete solution• What are the typical business benefits

Bob Ticknor, VP of Business Development, Qualtech Inc.

Knowledge Management – The Missing Link A

12:15pm-3:15pm 12:00 Registration (Lunch will be served)

Case Based Reasoning, or CBR, is the process of solving new problems by using solutionsto past problems. The technology began in supporting call centers at technologycompanies. It has since been adopted by companies like Cummins Engine Co., Cisco,Polaris and Chrysler. Bombardier Aerospace began using software that utilized “CaseBased Reasoning” to aid in fault diagnosis in 2006; ROI was significant as it reduced calldemand to their Technical Support Center in Toronto. In this session Keith shares howBombardier Transportation continues to see ROI in increased vehicle availability, reliabilityand reduced material consumption. Highlights include: • Why Bombardier turned to Case Based Reasoning to improve accessibility to technical

knowledge

• Developing an initial foundation of knowledge - how to develop solutions that willhave the greatest impact on reliability and availability rolling stock; identifying systemswith the highest failure rates

• Communicating solution feedback to engineers/authors for contiuous improvement • Understanding the ROI of Case Based Reasoning 3.

Keith Sheardown, General Manager Of Business Development And Services ForNorth America Transportation, Bombardier

Turning Knowledge Management into a Profit Center- How Bombardier Turned to Case Based Reasoning to CreateValue for a Maintenance Organization

B

3:30pm-6:30pm 3:15 Registration

Challenging economic times require services organizations to focus on a key asset—theirpeople. Rather than reducing training expenditures in difficult times, best-in-classorganizations transform training expense into an investment. Sun Microsystems hasdeveloped a service learning model that enables a proactive and consistent approach toleading-edge skills and knowledge in the workplace while increasing the accountabilityof managers and employees in developing services capabilities. Sun has implemented aServices University which contributes to the long-term profitable growth of Sun byattracting, developing, and retaining high-caliber employees to services through creatinga learning environment that equips the workforce with the necessary skills to deliveragainst current priorities and future business needs. This presentation provides bestpractices for implementing a training strategy that contributes to the development of ahigh-performance culture. Key highlights include:• Developing a Service University to increase employee morale, customer satisfaction and

corporate profits• Creating partnerships between services, product development, vendors and customers

to increase training effectiveness • Combining technical, process and non-technical training into a service curriculum • Utilizing knowledge captured through service call analysis to prioritize training required• Engaging service management / employees in defining learning objectives and styles• Identifying core, fundamental and role based learning requirements of the service

organization• Exploring webcasts and interactive web-training software for usability and function • Continuing to explore diversity and employee skill development in training

Greg Trexler, Manager Service Delivery University, Sun Microsystems

Developing New Training Methods to Improve Service Performance and Profitability C

* Qualified Knowledge Management Professionalsinclude those end-user professionals involved inknowledge management, customer service, remoteservice, or knowledge transfer, or product support.Standard Pricing applies to vendors, consultants,solution providers or any third party providingservices to end-user professionals. IQPC maintains theright to qualify registration before applying discount.Discounts are taken off the standard conferenceprice. No two discounts can be combined.

** All Access Pricing includes admission to 2 mainconference days and all the workshops. Mustconfirm workshop participation at time ofregistration.

**All prices include lunches and refreshments.Contact us at 1-800-882-8684 for special dietaryrequirements.

SPECIAL DISCOUNTS*Contact Customer Service at 1-800-882-8684 forthe following discounts:• TEAM: Only one discount may be applied per

registrant.• NON-PROFIT, GOVERNMENT, ACADEMIA:

Call for more information.* Discounts cannot be combined

PAYMENT INFORMATION• A $99 processing charge will be assessed to all registrations

not accompanied by credit card payment at the time ofregistration

• MAKE CHECKS PAYABLE IN U.S. DOLLARS TO: IQPC • Details for making payment via EFT or wire transfer:

JPMorgan ChasePenton Learning Systems LLC dba IQPC: 957-097239,ABA/Routing #: 021000021

• Reference: Please include the name of the attendee(s) and theevent number: 13633.002

* CT residents or people employed in the state of CT must add6% sales tax.

PAYMENT POLICYPayment is due in full at the time of registration. Your registrationwill not be confirmed until payment is received and may besubject to cancellation. For IQPC’s Cancellation, Postponementand Substitution Policy, please visit www.iqpc.com/cancellation.

VENUEGo to www.iqpc.com/us/knowledgemanagement forupdated venue information

©2009 IQPC All Rights Reserved. The format, content andarrangement of this brochure constitute a trademark of IQPC.Unauthorized reproduction will be actionable under the LanhamAct and common law principles.

ABOUT SERVICE MANAGEMENT IQ:A division of International Quality and Productivity Center (IQPC), the Service Management division focuses on all aspects of service delivery for cross-industry service andsupport executives. By concentrating research and topic development into targeted programs such as Service Parts Management, Warranty Management, KnowledgeManagement, Service Design, Remote Service and Device Monitoring, Six Sigma and Field Workforce Optimization we can ensure our attendees are receiving the most up-to-date topics and technology discussions than anywhere else. Our unique programs are tailored to the specific needs of the service industry allowing for optimized takeaways andstrategies that can be leveraged at your organization. For more information on the Service Management division at IQPC contact Jonathan Massoud at 212-885-2787, or emailat [email protected]

Register Register Register Register Register Standard by 5/15/09 by 5/29/09 by 6/12/09 by 6/26/09 by 7/24/09 Price

Conference Only save $700 save $600 save $500 save $400 save $200$1,099 $1,199 $1,299 $1,399 $1,599 $1,799

All Access Pricing** save $1,147 save $1,047 save $947 save $847 save $747 save $447$2,299 $2,399 $2,499 $2,599 $2,699 $2,999

Workshops Only $549 each $549 each $549 each 549 each 549 each 549 each

REGISTRATION INFORMATIONQualified Knowledge Management Professional Pricing*

Pre-Conference Workshop Day: August 17, 2009

Register Register Standard by 6/26/09 by 7/24/09 Price

Conference Only save $800 save $400$1,999 $2,399 $2,799

All Access Pricing** save $1,247 save $947 save $297$3,199 $3,499 $4,199

Workshops Only $549 each $549 each $549 each

Standard Pricing

www.iqpc.com/us/knowledgemanagement 3

7:00 Registration and Coffee

8:00 Welcome Remarks

Jonathan Massoud, Director, Service Management IQ, IQPC

8:05 Chairperson’s Opening Remarks

8:15 Optimizing Knowledge Tools & Processes:Merging Two Cultures to Create a UnifiedCustomer Loyalty Strategy

Lynn Holmgren, Vice President Customer Care, WhirlpoolAfter the 2006 merger with Maytag, Whirlpool executives realizedthat cultivating loyalty is being able to provide solutions that fit yourconsumers' unique needs. Whirlpool executives also realized thatmeeting customer needs starts by engaging the people who areclosest to them, their employees. In response Whirlpool developed acomprehensive integration strategy which included guidingprinciples, continual communication, employee empowerment,training, and recognition programs.

This robust strategy has worked to motivate and empower Whirlpoolemployees to take more accountability in Whirlpool’s redefinedcustomer experience strategy. Additionally, Whirlpool has pushed theenvelope in optimizing the customer experience by utilizing socialnetworking software to track market and customer feedback toenhance product support. In this session Lynn shares her best-practices in developing a Gold Ring Promise, a Customer Bill OfRights, a Customer eXperience Center and a “Hit Me With Your BestShot” knowledge-sharing program. Session highlights include:

• Evaluating past strategies in building consistency of service managers • Identifying potential leaders in your own organization

• Developing internal training programs• Understanding the financial value chain to spend where it

matter most• Assessing skill levels of all people and ensuring they have the most

relevant assignments• Developing a knowledge repository. to structure the familiarities

9:00 Driving Incremental Revenue in Today’s Economy

Ivin Smith, Vice President, Customer Service and Worldwide Tech Support, Pitney Bowes

Most often, the company’s key performance indicators for successare: increasing incremental revenue; controlling labor costs;maintaining excellent customer service and driving profit, and yield(sales average). While service organizations have been a proponentof service as a revenue generator - the business is now mandatingthat they become sales generators. Therefore in order to capturerecurring revenue your processes to better understand customerinitiatives must be much more forward-looking than ever. In thissession Ivin shares how Pitney Bowes has offered customizedservices to help improve their customers uptime and drive revenuefor their service organization through their new offering ServicePlus. Key takeaways include:

• Identify methods to better understand your customers initiativesand what other products you can sell

• Appealing to a new customer base with different products andservices

• Offering part-time service contracts to lessen customers cost • Considering the value in offering consulting services to existing

and new clients• Providing your customers with tools to show the operational

benefits for:• Uptime• Product quality• Engineering support

• Effectively marketing the value for these added services

9:45 Morning Networking Break

10:15 Building in the Flexibility to Transform YourService Organization from Reactive to Proactive

Tim Saur Ph.D, SVP of Finance, Operations and Service, Durst Imaging

Service organizations nowadays are not only tightening their beltsin terms of investment but are also looking to provide world-classproduct support and service. In order to accomplish this many havetaken steps to become more proactive in their service deliverymodels. However, many organizations struggle with the variousforms of proactive service and their actual expected outcomesversus a reactive model. In this session Tim demonstrates show bothhow and why you need to build your organization to becomeproactive by clearly outlining key items you can deliver at differentstages of service. Key highlights include:

• Defining proactive service relative to your service operation • Exploring both reactive and proactive service models at three

levels of service• Prevention • Education • Feedback

• Demonstrating expected outcomes of each model and how theydiffer in a reactive model

• Identifying what to avoid during implementation of a proactivemodel

• Exploring potential weaknesses and successes throughout theprocess and what to avoid when implementing a proactive model

11:00 Panel Session: Identifying Your Defining MetricsThat Accommodate Customer Expectations

Jim Fetterman, Vice President Service, FEICraig Bernero, Global Senior Director - PREM CMA Support, EMCOlga Martens-Stuurman, Manager Global Support ContentOrganization, Hewlett-PackardEd Fahy, Director Field Support Services, Northrop Grumman

There are a number of key quantitative strategies you need to beaware of when accommodating your customer base. Don’t letnumerous ‘uncleansed’ data sources and quantity stop you frommeeting your customers’ expectations, as service delivery is the keycompetitive differentiator, ultimately the battle is won how well youunderstand what your customers expect from you. This interactivepanel session is your opportunity to tap into the success of ourpanelists in identifying analytical methods for service deliverytransformation. Takeaways include:

• Developing internal and external support processes to identifymetrics in need of improvement

• Identifying what substantiates the value for which your customerspay

• Defining and quantifying these metrics• Staffing an appropriate service and support environment based on

qualitative feedback and analytics • Evaluating call routing, response time and diagnosis to ensure

escalation to the appropriate technician • Analyzing customer satisfaction: How quickly did you fix the

problem, response time and parts replacement

11:45 Creating an Employee Facing Knowledge Base:Moving From Call Deflection to DecreasedResolution Time

Robert Bell, Director of Customer Care Centers, McKesson

A challenge for many organizations in technical support centers isthe lack of repeatability of calls that are received for support and

Main Conference DAY ONE: August 18, 2009


Main Conference DAY ONE: continued

resolution. McKesson has changed their game plan to avoidrewriting new articles for every work order. There’s also beendebate to the usage of online web portals or developing anemployee-faced knowledge base. In this session Rob sharesMcKesson’s methods for examining individual training andadditional tech support needs required organizations with tiered-levels of support and cross-market training initiatives.

12:30 Luncheon

1:30 Optimizing Data Capture and Analysis toEnhance Product Support and Service Intelligence

Brad T. Smith, Senior Director Global Support Experience Group, Symantec

A key component to effective service delivery optimization and top-notch product support is the access of stored technical supportinformation available in real-time to customers and partners whenthey require it. As web based self-help and the online communitiesbecome more effective, the majority of the customer supportexperience is no longer an interaction with our support people.Maintaining a robust knowledge-base for preventative care andeffective troubleshooting services will allow companies to come-outof this economy with a competitive advantage across the board.Determining which content is effective and offers true ‘value’ tosolving your customers needs is at the heart of any successfulknowledge management strategy. In this session Brad shares hislessons-learned in:

• Effectively contextualizing data outside of its original source • Verifying data sources from multiple channels and tracking

support data from the field to the system • How to leverage multiple measurements into a weighted index to

compare article effectives and determine reputation

2:15 Keep it Simple: Leveraging Knowledge, Metrics,Communications and Focus to Optimize Results

Frank Diorio, Vice President Service Operations, Pitney Bowes

A performance-driven service organization is one that has a set ofmeasurable performance standards, a pointed focus on outcomes,and clear lines of accountability—all of which are important if aservice organization wants to prove its value in today’s economy.

In today’s service business world, we must leverage every advantagepossible. Sometimes we overlook the basics and jump to thecomplicated solution thinking it will yield superior results. Instead,we should make sure our fundamental business processes are inplace to fuel the outstanding results we expect. Pitney Bowes nowhas developed a basic model that is consistently delivering resultsabove goal. In this session, Frank will take you inside this model andshare some of the proven techniques being utilized. Key take awaysinclude:

• Learn how Service Manager training has had a huge impact onresults

• Understand the power of well constructed measures anddashboards

• Discuss methods for determining which Key Initiatives can havethe greatest impact

• Review the power of simple Project Management Techniques

3:00 Optimizing Knowledge Management Processesand Skill Development

Craig Bernero, Global Senior Director - PREM CMA Support, EMC

For many service organizations, the challenge of managing theirintellectual capital is exacerbated by retiring professionals andshifting workforce demographics. In light of these dynamics,organizations must capture and distribute employees’ inherent

knowledge and experiences. To prevent further loss of valuable timeand resources, it is important that organizations evolve to becomean information-based knowledge enterprise. A process-drivenapproach to effectively managing and continually optimizingknowledge retention is vital to building a next generationknowledge enterprise. In this session Craig shares his best-practicesin creating a process-driven approach and solutions that enableEMC to align organizational goals and objectives with day-to-dayoperations. Highlights include:

• Evaluating past strategies in building consistency of servicemanagers

• Identifying potential leaders in your own organization • Developing internal training programs and providing a closed-loop

for feedback and improvement • Developing a knowledge repository to structure familiarities in

your talent pool • Supporting your organizational vision and strategic objectives

pertaining to business process performance and innovation • Defining and sustaining a strategic approach to organizing

succession planning and knowledge retention practices

3:45 Afternoon Networking Break

4:15 Closing Keynote: Dominant Service Design forKnowledge Management’s Transformation

Dr. Jay Lee, Professor of Mechanical, Industrial & NuclearEngineering within the College of Engineering, University ofCincinnati

The world's innovation landscape has changed. Innovation is notjust about new product development; it also refers to the creationof new value-added services to transform better productivity andperformance. Companies need to learn how to develop nicheexpertise with value-added innovation to compete globally. Thissession introduces the concepts and strategies for product andbusiness innovation based on a dominant innovation approach andInfotronics technologies. Infotronics technologies intertwineintelligent algorithms and electronics intelligence to predict productperformance degradation and autonomously manage and optimizeproduct service needs, ultimately synchronizing with engineeringand business systems for closed-loop decision-making.

Dr. Jay Lee highlights similar case studies and highlights how yourorganization can:• Better understand product and service systems• Develop service strategies on service innovation • Formulate product and service innovation from customer gaps • Understand the emerging infotronics technologies for smart

service system of the future

5:00 Knowledge Management Roundtable Discussions

You’ve spent the entire day listening to case studies and approachesto better leverage knowledge into your business processes. Takeadvantage of the opportunity to actively take part in focused groupdiscussions and get answers to questions you didn’t get to ask.Meet and learn from your peers while gaining new perspectives onthese critical issues. This is your opportunity to roll up your sleeves,get the answers and learn the best practices you came toKnowledge Management for Service & Support for, as well ascontribute to your colleagues’ experience.

• Table 1: Linking Product Knowledge And Customer Satisfaction ToProfitability

• Table 2: Customizing The Functionality Of Your KnowledgeManagement System

• Table 3: Reeducating Your People On The Basic Principals OfWorkforce Collaboration: Tying In Sales And Service

• Table 4: Developing A Contingency Plan To Manage Headcount InToday’s Economy

6:00 Conclusion of Day 1 and Cocktail Reception


7:30 Registration and Coffee

8:00 Chairperson’s Opening Address

8:15 Optimizing Support Operations ThroughAdvancements in Enterprise Social Networkingand Web 2.0 Applications James Glueck, Vice President of Technical Services, CustomerAdvocacy, Cisco Effective process optimization is one method Cisco TechnicalServices uses to provide the highest quality service and support toits customers. This presentation shows how Cisco is using Web-based innovations such as Webex, Telepresence, Wikis, and CSEWorkbench to radically increase productivity. Learn about the Ciscoapproach to Next Gen RMAs, which are designed to strengthen theCisco service brand by increasing contract attach rates through aclosed-loop Return Materials Authorization (RMA) process, whilesustaining operational efficiency and customer satisfaction. Learnhow Cisco is enhancing its world class support capabilities throughnew business models with partners and innovations such as SmartCare, and how the firm is changing its global footprint with itsservice supply chain. Find out how to:• Use Web 2.0 and social networking applications to radically

increase productivity• Increase contract attach rates through a closed-loop Return

Materials Authorization (RMA) process • Enhance support capabilities by using innovative new business

models

9:00 Utilizing the Web to Connect Your Customers toInstitutional Knowledge

Olga Martens-Stuurman, Manager Global Support Content Organization, Hewlett-Packard

How many times do you need to connect with your customers ondaily basis? And when you do how many times does it take to getan appropriate response from them? Wouldn’t it be ideal tochannel that communication and support over the web freeing youfrom the amount of work that gets spread among the supportteam to follow-up? The lack of data analytics to translate yourcustomer data into a web environment must be improved toeffectively connect and channel support through the web. In thissession Olga shares her strategies for:• Extending new technology (like forums and Wikis) to your

partners, workforce and customers• Making this information readily available to drive self service

• Standardizing these initiatives to manage information from newprocesses effectively

• Filtering through data of 'old' and 'new' technology andprocesses– determining what can be leveraged, simplified andoptimized

• Ensuring correct level of consistency in delivery of updatedsupport data

9:45 Morning Networking Break

10:15 Panel Session: Utilizing Web-Based Services toIncrease Customer Satisfaction While DecreasingCosts

Olga Martens-Stuurman, Manager Global Support ContentOrganization, Hewlett-PackardBrad T. Smith, Senior Director Global Support Experience Group, Symantec

One key challenge thwarting successful web-based services is thedevelopment of a centralized knowledge management database

that’s integrated into customer support and internal workflowprocesses. With the right knowledge sharing processes andstandard resolutions, your organization can significantly decrease response time and deliver consistent responses to yourcustomers daily. This panel highlights strategies for:

• Adopting a customer-centric view of effective problem resolution • implementing intelligent search technology capable of

engaging a customer in automated dialogue andunderstanding unique customer service needs

• Providing a consistent, integrated resolution process through web and assisted service channels

• Creating an interactive web experience, personalized to thecustomers needs

• Closing the loop with analytics to ensure continuousimprovements in the resolution process

• Leveraging analytics to categorize services requests by customerservice need, to identify emerging needs, and to determineresolution gaps

11:15 Implementing Knowledge Management Systems:a Business Case for Success

Reg Stump, Senior Director, Customer Support Operations, North America, Ventana Medical Systems

For many organizations, senior executive’s logic for investment,especially in today’s economy, is incontestable and seemsoverwhelming; for most organizations the real value of knowledgemanagement systems is in the benefits it brings to customersatisfaction and loyalty, as well as the bottom line. These benefitsrange from increased knowledge worker productivity, to faster time-to-market for new products and better customer service andtechnical support. In this session, Reg highlights the benefits ofsuch implementations and how operational success and 25% year-on-year growth play into the future of knowledge management.

• How Customer Support is a valued feature of any product line• What are Key Performance Indicators (KPI’s) for any support

organization• What can an effective Knowledge Management System bring to a

support organization• Customer satisfaction and loyalty!• Knowledge = Experience: Real-time information from field or

internal customer support that updates knowledge of entireorganization

• Improvements in “mean time to resolution” or “recoverytimes”

• Increased remote or phone “fix rates”• Reduction in call volumes due to root cause analysis and

remediation• What is the Quantum Leap necessary to get to the next level of

customer support and organizational growth

12:00 Luncheon

1:00 Tele-Immersion Project: Next-Level TrainingInitiatives in Complex Technical Environments

Professor Ruzena Bajcsy, University of California Berkeley

Technology has certainly improved the methods to whichorganizations can delivery training. However, the lack of technicaladvancements in delivering training and support methods for highlycomplex environments is more difficult a challenge and certainlymore time consuming in its creation and execution. Dr. RuzenaBajczy comes to share her research developments at University ofCalifornia Berkeley Tele-Immersion Project.

Tele-immersion is aimed to enable users in geographicallydistributed sites to collaborate in real time in a shared simulatedenvironment as if they were in the same physical room. This

Main Conference DAY TWO: August 19, 2009


enterprise has engaged the skills of researchers in a variety ofdisciplines, including computer vision, graphics and networkcommunications. Tele-immersion is aimed to be used in differentareas, such as 3D CAD design, ergonomics, entertainment, remotelearning and training, coordination of activities, 3D motion captureof body segments etc. Intended applications of Dr. Bajczy’s tele-immersion system include teleconferencing, distance learning,archiving and distribution of physical performances, and training forcomplex and hazardous tasks where physical visual interactions arethe key component.

Additionally it has the capability to immerse people into threedimensional (3D) cyber-spaces allowing for synchronous andinteractive activities in cyberspace. These 3D spaces provide newsets of digital options, for example, abilities to change scale,number, and background of cyberspace participants, for physicalinteractions, and to allow for remote physical interactions to takeplace in real time. In this session Dr. Bajczy provides an overview ofher research and developments and discusses practical applicationsfor the support industry.

1:45 Effectively Analyzing Performance Metrics andManaging for Profit

Leticia Leinard-Weidenhamer, Director Field Service, Cox Communications

In the service industry performance measurement metrics are criticalfor successful service chain management. Ineffective performancemeasurement will never reveal what really needs adjustmentinternally and externally in the supply chain. Many manufacturingcompanies continue to evaluate their performance and makeadjustments by focusing on financial data that looks to the pastrather than the future. In this session Leticia takes this process onestep further by addressing strategies for:

• Analyzing the value out of your senior technicians and accountingfor development costs

• Value from the tenure - do you have higher expectations forpeople whom you are paying a premium

• Creating methods to track and account field manager activitiesand assigned responsibilities

• Establishing guidelines and practices for the plateau employee:Developing a career path guideline including incentives and skilldevelopment

• Developing internal training programs• Reengineering your entire service rep program (i.e. complex

technical classes)• Assessing skill levels of all people and ensuring they have the most

relevant assignments

2:30 Knowledge Transfer: Developing UserAccessibility Across the Board

Mike LeSavage, Director Integrated Field Service, BaltimoreGas & Electric

An effective knowledge transfer initiative can bring significantproductivity benefits to your service organization. But this is nosurprise - as the challenge of dispersed and incomplete data sourcesbecomes more abundant, your ability to effectively create a skillsmatrix and identify key components and operations greatlydwindle. In this session, Mike shares his initiatives in:

• Recognizing what knowledge, and at what level it can beobtained through experience and time

• Analyzing failure trends and mechanisms of failure to evaluatepossible solutions to each resolution

• Organizing and dispatching this critical information • Making accessible from first call to delivery to support your

technicians

3:15 Afternoon Networking Break

3:45 Panel Session: Self-Service -TranslatingInstitutional Knowledge Into the CustomerExperience

Tim Saur Ph.D, SVP of Finance, Operations and Service, Durst Imaging Lynn Holmgren, Vice President Customer Care, Whirlpool

Organizations are being overwhelmed with vast amounts ofcustomer data and need to better understand their customers. Forthose companies that are going beyond traditional supportmethods and providing self-service are seeing an increase inproductivity from support staff and a decrease in operational costs.This panel session highlights lessons-learned and best practices toeffectively utilize a self-service support platform by betterunderstanding your own support data and customers. With thispanel, you will explore methods for:

• Leveraging data to know your customers product and supporthistory

• Viewing knowledge management beyond the operational aspectof information

• Customer, reporting and partner related data • Identifying tailored process improvements to better utilize your

internal knowledge base • Providing a seamless knowledge bridge and effectively

communicating the functions of the system as you initiallyintended

4:30 Improving Global Knowledge Sharing ThroughImplementing Remote Service Technologies andBest Practice Networks

Alon Sagie, Solar Service Global Field OPS Director, Applied Materials

Standardizing support methods amongst your support andengineering staff inhibits your ability to streamline global support.The key is to provide comprehensive equipment and support datacombined with standardized solutions to your workforce. For mostorganizations this is easier said than done. During the past 3 yearsthe service division at Applied Materials has developedcomprehensive service capabilities to support their Semiconductorcustomers. At the center of those capabilities is their remoteconnectivity platform which has enabled their service engineers tolog on to the equipment and their best practice network allowingfor global collaboration in real-time. In this session Alon shares howApplied Materials’ entire transition is driving the serviceorganization to a future of technology and knowledge basedoperations. Session highlights and takeaways include:

• ExpertConnect ™- Applied Materials remote service capabilities• Identifying what capabilities required for global implementation

• Deploying technologies and systems with a focused changemanagement program

• Best Practice Network- Applied Materials application foroptimization of knowledge systems for technical solutions

• Lessons learned from Applied Materials global implementationprogram

• Balancing technology, systems and the human factor to effectivelydrive change management programs in service

5:15 Conclusion of Knowledge Management forService & Support


Main Conference DAY TWO: continued

13633.002 /NP

International Quality & Productivity Center535 5th Avenue, 8th FloorNew York, NY 10017YES! Please register me for

❑ Conference Only ❑ Workshop(s) Only ❑ All Access Pass

Choose Your Workshop(s): ❑ A ❑ B ❑ C

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Name__________________________________ Job Title ________________________

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Web: www.iqpc.com/us/knowledgemanagement

Call: 1-800-882-8684

Email: [email protected]

Fax: 1-646-378-6025

Mail: IQPC535 5th Avenue, 8th Floor, New York, NY 10017

This Year’s SpeakersInclude:

Ivin Smith, Vice President, CustomerService and Worldwide Tech SupportPITNEY BOWES

Lynn Holmgren, Vice PresidentCustomer CareWHIRLPOOL

Tim Saur, SVP of Finance,Operations and ServiceDURST IMAGING

Craig Bernero, Global SeniorDirector - Technical SupportInfrastructure Software andEnvironmentsEMC

Keith Sheardown,General ManagerTechnology SolutionsBOMBARDIERTRANSPORTATION

Brad Smith, SeniorDirector GlobalSupport ExperienceGroupSYMANTEC

Knowledge Management for Service and Support TM

Register by May 15thand save $700

KnowledgeManagement for Service and

SupportTransforming Customer and ProductSupport Data Into Revenue

August 17-19, 2009Boston, MA

TM

www.iqpc.com/us/knowledgemanagement