Peter McGarahanPresident / Founder

McGarahan & Associates

“Reducing Support Costs

Without Sacrificing Service

Quality”

“Reducing Support Costs

Without Sacrificing Service

Quality”“Discipline is the bridge

between goals and accomplishments.”:

Jim Rohn

About The Speaker

12 years with PepsiCo/Taco Bell IT and Business Planning

Managed the Service Desk and all of the IT Infrastructure for 4500 restaurants, 8 zone offices, field managers and Corporate office

2 years as a Product Manager for Vantive

Executive Director for HDI

6 years with STI Knowledge/Help Desk 2000

7 years with McGarahan & Associates

2 years as Chairman, IT Infrastructure Management Association (www.itimassociation.com) 22

To provide you with actionable insights and ‘walk-aways’ in the leveraged areas of best practice process, tool workflow /

automation costing structures and important service strategies linked to

realistic benefits with a heavy emphasis on measured results communicated

effectively to a senior-level audience.

Purpose of Presentation

Create Costing Model / Show Cost Impact of Continuous Improvement Initiatives.

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A Different Perspective

Design customer-

centric services that

improve service

delivery (service level

management),

enhance the customer

experience and lower

ongoing support costs.44

Without Customers

There would be no business and

therefore no need for my services

Think / Think Differently

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Back to basics approach - Focus on what’s important.

Constantly observe, measure and report.

Measure metrics that matter to Stakeholders.

Eliminate issues / Continuously improve.

Challenging Budgets

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Get serious about reducing operational costs – Know your cost structure!

Leverage knowledge for customer self-service.

Target manual efforts for automation.

Challenging Budgets

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Take Note of ALL the band-aided processes /

bolted-on technologies / work-arounds……..

Optimize…………Take Action

Measure Financial, Operational Performance

Differentiate Your Customer Service

Map Efficient, Effective Processes

Utilize Engaged People

Automate, Integrate Tools

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Questions, Issues& Requests

Provide Knowledge/ Training

Response/ Resolution

Hold Vendor Accountable

Exiting Customers

Employees

Partners

New Customers

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Level-2Specialist

IS OPS Services

Level-2Specialist

Network & Technical Services

Level-2Specialist

QA/Security

Level-2Specialist

Web/DB/Imaging

Level-3Vendor Support

Applications

Level-2Specialist

CRM / Architecture

Level-2Specialist

Business SystemServices

Level-2Specialist

Bus. Analysis & Process Services

Level-2Specialist

Business Portal Services Level-3

Vendor SupportInfrastructure

Level-3Vendor Support

Programs

SLAOLA

UC

The Importance of Structure

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Reduce / EliminateDispatch

Reduce Escalations

IncreaseFirst ContactRes (FCR)

Call Elimination / Self-service

Exiting Customers

Employees

Partners

New Customers

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Level-2Specialist

IS OPS Services

Level-2Specialist

Network & Technical Services

Level-2Specialist

QA/Security

Level-2Specialist

Web/DB/Imaging

Level-3Vendor Support

Applications

Level-2Specialist

CRM / Architecture

Level-2Specialist

Business SystemServices

Level-2Specialist

Bus. Analysis & Process Services

Level-2Specialist

Business Portal Services Level-3

Vendor SupportInfrastructure

Level-3Vendor Support

Programs

SLAOLA

UC

Cu

sto

me

r S

up

po

rt C

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tre

1010

The Importance of Structure

Mean time to resolution

Cost

Technologist/Developers

Technologist/Developers

Categorize CallTypes in Level they are Resolved in

Categorize CallTypes in Level they are Resolved in

Escalated callEscalated call

Call EliminationCall Elimination

Automated self-service

Automated self-service

First contactresolution

First contactresolution

Cost s

avings, SLA & Cust.

Sat improvements

Cost s

avings, SLA & Cust.

Sat improvements

Level-3Self-service Level-2Level-1

Focus on the ones continually being escalated to more costlier support levels.

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$100 +$100 +

$50-$75$50-$75

$18-$23$18-$23

$5-$10$5-$10

The Shift-left Strategy

Impacting Your Cost Structure

Link Costs to Demand Know your demand for IT Services, compare it to your resource supply, utilization, SLA adherence and anticipated demand.

Reduce resource costsKnow your cost for work effort down to the transactional level. Make better fact-based decisions to implement continuous improvement initiatives.

Change operating practicesEnsure your processes / practices are aligned, delivering against business needs, adopted from industry accepted / best practices and measured for effectiveness and efficiencies.

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Know Your Call Types… by the Numbers

1313

Call Mapping Exercise

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• Call Routing• Remote Control

• Access to Knowledge • Map Process /

Workflow

• Set Expectations• Train Professionals• Implement

CusStat Surveys• Bottom-up

Accountability

• Self-service• Reduced

escalations• Increase FCR

• Call elimination

• Update Prioritization Table

• Review / update SLA

• Create OLA reporting

• Top down Accountability

improving response /

resolution

(SLA)reducing

costsimproving utilization

/ productivi

ty

improving customer satisfacti

on

Link Action to Benefits

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Analyzing FCRs for Self-service

availability

Requiring Customers to always check

the self-service repository before

calling the service desk.

Deflect

Deflect

Do you have an action plan?Do you know if it is working?If not, what are you doing about it

Take Further Action!

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Analyze incidents with no

Knowledge for RCA.

Requiring Analysts to

search the KB before

escalating to Level-2

resources.

Eliminate

Solve FCR

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Get Tactical!

Summarized, Actionable ‘Take-Aways’

1. Create a customer-centric service

strategy aligned with business

objectives and link all of your

continuous improvement efforts to

achieving your stated objectives /

benefits.

2. Meet regularly with all stakeholders

and accountable process owners to

track progress against stated goals

and objectives.

3. Always empirically know where you

stand with respects to baseline,

target and actual measurements

respective of continuous

improvement initiatives. For areas

where there are ‘gaps’ know why

and the planned corrective action.

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4. Fix your taxonomy / categorization

so it can give for you the reports,

analysis and insights you need to

take action and continuously

improve.

5. Leverage call typing along with call

characteristics (volume, handle

time, priority, work effort) to map

put a plan of action against your

Shift-left stratgy.

6. Communicate regularly and

effectively to a senior-level audience

on what’s important to them (HINT:

Include Cost-Savings) in a

storyboard format with graphs,

analysis and recommended actions.

Questions & Answers

"Being a service leader is about positively impacting the world around you! It’s not about you, it's about all that you can do to make other people successful.“

Thank You & God Bless!Pete McGarahan

McGarahan & Associatespete@mcgarahan.com

001 714 69411581919