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A guide to providing best in classservice written by you!
Amy Downs – Vice President Customer ExperienceDan Koroscil - Vice President of Customer Obsession
THE SCIENCE OF CUSTOMER OBSESSION
CULTURE – DEFINED
/ˈkəlC
Hər/
the integrated pattern of human knowledge, belief and behavior that depends upon the capacity for learning and transmitting knowledge to succeeding generations
CULTURE IS A FEELING
CULTURE & YOUR PEOPLE
YOUR PEOPLE ARE:• CULTURE AMBASSADORS FOR YOUR BRAND• YOUR FAMILY
• CONNECTED INSIDE AND OUTSIDE OF THE OFFICE
• YOUR STORY TELLERS• THE BASIS FOR ALL YOUR SYSTEMS:
• BELIEFS, VALUES, ETHICS
• DRIVE CREATIVITY & INNOVATION• ARE THE BUILDING BLOCKS FOR YOUR
SUCCESS
LEADERSHIP STYLES ALIGN WITH YOUR CULTURE
AutocraticBureaucratic
Conforming to andupholding rules
Servant Transformatio
nal
Good values, ideals and
ethics drive behavior
OUR CULTURE JOURNEY
WHO ARE WE?
WHAT’S IMPORTA
NT TO US?
HOW DO WE
PERPETUATE THE GOODNE
SS?
HOW WE DO IT
WHAT IS CUSTOMER OBSESSION?
WHAT IS CUSTOMER OBSESSION?
WHAT ARE UNLOCKED COMMUNICATIONS?
WHAT IS PASSIONATE PROBLEM SOLVING?
WHAT IS UNCONVENTIONAL COMMUNITY?
WHAT IS UNCONVENTIONAL COMMUNITY?
OUR PEOPLE – THE FOUNDATION
THE SCIENCE
NET PROMOTER SCORE (NPS)
NET PROMOTER SCORE (NPS) - RESULTS
2007 2008 2009 2010 2011 20120%
10%
20%
30%
40%
50%
60%
70%
14%
28%
48%
61%56% 59%
HOW DO WE MEASURE SUCCESS?
• Measures employee engagement
• Engagement index• Engaged You want to be here • Not Engaged Not here• Actively Disengaged Or here
• Progressive Stages• What do I get?• What do I give?• Do I belong?• How can we grow?
Q12
MissionVoxeo Customer Obsession Support team's mission is to provide the highest standard of technical excellence by providing unparalleled customer experiences each time we interact with customers. Our goal is to isolate and resolve every technical issue in a timely and professional manner.
We accomplish our mission with a derived philosophy of earning customers for life, unlocked communications, passionate problem solving, responsibility, innovation and accountability.
CUSTOMER OBSESSION SUPPORT
Org Chart
Customer Obsession Support
Dan KoroscilVice President
Customer Obsession Support
Tim CaputoEscalation Engineer
Andree MoraManager Customer Obsession Support
Garrett KingCustomer Engineer
IIMaz Hilborn
Customer Engineer II
Ricardo De BiaseCustomer Engineer
II
Robert McDonaldCustomer Engineer
II
Sanjeet SandaCustomer Engineer
IIBrian Church
Customer Engineer I
Jaciel TorresCustomer Engineer
I
Ian HannahCustomer Engineer
I
David MirandaCustomer Engineer
I
Shawn McGlothlinCustomer Engineer
IFeras Zahid
Customer Engineer I
Ernest MunozCustomer Engineer
Jeremy RichmondCustomer
Obsession Coach & Readiness Lead
Jeff KustermannSr. Escalation
Engineer
Ben ShepherdSr. Escalation
Engineer
James VansletteDocumentation
Manager
Ritika SharmaDocumentation
Specialist
Tara KustermannDoc Intern
Staffing shifts for 24/7 support
Tier 1 – 24x7x365 Tier 2 & 3 – 3am – 8pm x 5 days (M-F) + on-call (24x7)
Customer Interactions
Customer Obsession Support
Which Channels is Support offered in? Phone, web, blogs, mobile, etc.
75% of support interactions
12% of support interactions
12% of support interactions
1% of support interactions
Support, Issue & Maintenance Notification Channels
Ticket resolution process
23
Ticket Resolution Check Points
Tickets are promoted to upper tier Support Engineers
Escalations alert upper management, other departments
Pre Defined Ticket Promotion check points
New Ticket CE1-Fast Response
Team
< 48hr Resolve Ticket > 48hr
Promote Ticket
CE2 – Comprehensive Technical
Response Team
Critical Issues,
Outages, Production impacting
Escalation Engineer –
High Priority Resolution
Team
Escalate to Senior
Management
War Room resolution
30 min.
CARRIERS
PLATFORM OPS ENGINEERINGVP CUSTOMER OBSESSIONVP CUSTOMER EXPERIENCE
VOXEO GM
ESCALATIONENGINEERING
RESOLUTION TEAM
RESPONSE TEAMCUSTOMER ANSWER
CUSTOMER QUESTION
CUSTOMER OBSESSION MANAGER SOLUTIONS
ARCHITECT
ACCOUNT EXECUTIVE
10min.
NETWORK OPS
Escalation Flow
CUSTOMER OBSESSION SUPPORT
What statuses do we have?
Ticket Resolution
• status 0: open
• status 1: assigned/pending – urgent
• status 2: assigned/pending
• status 2.5: assigned/fix in progress
• status 3: assigned/pending - awaiting customer reply
• status 5: solved - awaiting close
Leadership buy-in
Customer Obsession Support
► If … Your leadership team supports the
NPS program and employees know NPS has leadership’s support
► Then … All employees are empowered to
drive organizational change on behalf of customers each and every day
If …
Your leadership team supports the NPS program and employees know NPS has leadership’s support
Then …
All employees are empowered to drive organizational change on behalf of customers each and every day
Leadership Buy-In
CUSTOMER OBESESSION SUPPORT
4th 2010
1st 2011
2nd 2011
3rd 2011
4th 2011
1st 2012
2nd 2012
3rd 2012
4th 2012
1st 2013
2nd 2013
4th 2010
1st 2011
2nd 2011
3rd 2011
4th 2011
1st 2012
2nd 2012
3rd 2012
4th 2012
1st 2013
2nd 2013
Promoters
160 574 467 495 505 489 490 488 417 427 224
Detractors
69 32 31 25 34 23 28 44 31 27 12
Passive
109 56 60 59 62 61 75 48 56 66 29
NPS %
27 82 77.8666666666667
81.3666666666667
78.3666666666667
81.1333333333332
78.1 75.1333333333332
76.4666666666667
76.6333333333332
79.7
50
150
250
350
450
550
650
51525354555657585
Quarterly Transactional NPS Report
# o
f R
esponses
NP
S %
CUSTOMER OBSESSION SUPPORT
YEAR TO DATE
NPS FEEDBACK LOOP
80.5% Transactional NPS
PromotersDetractorsPassives
9’s & 10’s
7’s & 8’s
0’s - 6’s
1191 Promoters and 70 detractors
3 NPS Fundamentals
Customer Obsession Support
1 - Systematically categorize promoters anddetractors in a timely and transparent fashion
2 – Create closed-loop learning and improvement processes and build them into your daily operations
3 – Leadership must treat creating more promoters and fewer detractors as mission critical
Reactive and Proactive feedback turns into actionNPS REVIEW
ACTION
PROACTIVE
TICKET REVIEW
CUSTOMER
FEEDBACK
NPS SCORE
It all begins and ends with trainingNPS REVIEW PROCESS
Ticket closure adds
NPS Score/feedba
ck
Daily NPS review
Review Detractors
Identify corrective actions Perform
customer outreach and share.
Add / Update Processes
Send email to Exec @
nps.voxeo.com
Train suppor
t
‘Transition to Support’ approach from various entities like, developers, partners, service provider’s, directenterprises, etc.
‘Transition to Support’ approach from various entities like, developers, partners, service provider’s, direct enterprises, etc.
• Sales• Deliver
yBefore Install
• Delivery
During Install
• Support + Acct. Exec
After Install
Who owns the customer before, during, and after install?
• Dynamic addition of people from all teams during outages, major escalations, hot issues.
• Multi channel war rooms (Skype, GotoMeeting, Conference room, etc)
• RFI/RFO’s created, edited, approved jointly. (Support, Engineering, Network Operations, Platform Operations)
Network Operation CenterPlatform OperationsEngineeringProvisioning
Bi-directional open communication
• Linked tickets (Status 2.5) auto update upon completion of work.
“Hosting” Departments
• War Room Resolution
Evolution Tracking
How does Support interface with the hosting group?
Weekly Meetings to plan Roll out window items and also plan for customer notifications
Multi Channel notifications
(Skype, Tickets/Global
s, Phone, email,
Automated Alerts)
Template based
requests ensure
consistency
