“Triumph, Cherwell within IT and Across our Enterprise”

Jamie HoulihanJenny Craig and Curves

International

Jamie Houlihan has over 20 years of experience running IS Service Management teams at iconic consumer brands Taco Bell, Jack in the Box and Jenny Craig. She is known for her ability to build strong service teams that understand how to deliver an outstanding customer experience. Multiple times in her career she has turned poor performing teams into teams that consistently achieve high customer satisfaction ratings. Jamie does this while improving productivity and delivering improvements to the bottom line. She has experience with multiple ITSM solutions, most recently with Remedy and Cherwell. Her team implemented Cherwell in September 2013. One of the proudest moments of her career happened in 1995 when Jamie led the Taco Bell Service Desk in winning the Help Desk Institute International Excellence Award.

Triumph, Cherwell within IT and Across

our Enterprise

Agenda

• Background• Selection Process• Service Desk Reporting• Cherwell Dashboards• Scorecard – the “Perfect Service Index”• Summary• Q&A

A little about Curves & Jenny Craig• Jenny Craig started in Melbourne Australia and has been in

business for over 30 years• Over 75,000 people following the Jenny program in an average week• Jenny employs approximately 3,000 persons combined in its California-

based home office and nationwide company-owned centers• More than 600 company-owned and franchised centers in the United

States, Canada, Australia, New Zealand and Puerto Rico

• Curves first opened in 1992• Based on a 30 minute circuit workout• More than 6,000 franchise-owned clubs in the United States, Canada,

Mexico, Guatemala, Brazil, Australia, New Zealand, Netherlands, United Kingdom, Ireland, Scotland, France, Spain, Africa, China, Japan, Korea, Taiwan, Malaysia

• In November 2013 both companies joined forces when Jenny Craig was sold to North Castle LLC

A little background….pre-Cherwell

• Using 10 year old version of HEAT • IT Service was “hit or miss”• Team had a bad reputation• Customers frustrated

• No ability to measure or report anything•We knew we needed a new solution that

would enable us to improve the customer experience

Pre-Implementation Goal

Improve Service Experience and demonstrate Service Center value to Senior Management

by providing them with meaningful data

Selection Process• Evaluated 10 products and selected Cherwell in July 2013• Cherwell introduced us to Avante Solutions (Implementation

Partner)• Implemented in September 2013

• Initially only the Jenny Craig IT Service Center used system• After the merger, rolled out system to IT locations in Waco, Texas

(March 2014) and Melbourne, Australia (April 2014)• In the process of implementing the system in Customer Care,

Facilities and Supply Chain• Implementing Self-Service Portal • We continue to be asked to implement Cherwell in other areas of

the business (i.e. HR) and can’t keep up with the demand; everyone asks “When can I move to Cherwell?”

But once we went “live” the journey of Service Center

Reporting began and is still a work in progress…..

Why is Reporting Important?• Become ‘visibly’ valuable• If you can’t measure it – you can’t manage it• What is working• What is not working• Why is it not working• How we impact the business

Our experience with HEAT• No easy way to measure or report anything• One level call classification• Could not monitor open tickets• Had no idea how long tickets were open; tickets could be

“hidden” via status changes• SLA’s not defined and measured• No differentiation between incident and service request• Analyst metrics were simply “% open versus % closed”• System was a “Black Hole”

Goals for Service Center Reporting• Focus on reporting value• Produce the right level of reporting• Evaluate what was important• Report consistent, valid data• Report on the information that has the biggest impact• Define measurement goals• Tell a story

Always ask the “so what” question

We wanted to……..

Important to understand your Stakeholders

Service Center Measurements

Senior Management

Customer

Service Partners

IT Management

Service Center

Analysts

Our Approach to Reporting• Keep it simple• Don’t report on too much• Measure a few things well• Focus on trends • Identify improvement opportunities

• Design Scorecard for Senior Management and Key Stakeholders• Quick way of evaluating our overall service• Single Number that pulls everything together

Define a Reporting Cadence• Daily informal review of our data; “real time” view

of our support• Management• Service Center Team• Service Partners

• Formal monthly meetings to tell the support story• IT Management• Operations • Publish scorecard

Where did we start?• Avante Solutions provided us dashboards• Studied them and asked “so what”• Focused on a small sub-set of dashboards• We took small steps• Still evolving and learning• Continue to produce a few Excel charts due to the

complexity of the reporting• But the information is still based on data from Cherwell

Our Dashboard Categories• Service Center Management Dashboards

• View Jenny Craig and Curves Service Center team performance

• Service Center Analyst Dashboards• Provides the analysts with their data and a view of the

team’s overall statistics• Service Partner Dashboards

• Allows 3rd level support groups to understand their performance and tasks needing their attention

• Monthly Statistics Dashboards• Used to present to IT Management and Operations• Provide critical information about how well we are

supporting our customers

Cherwell DashboardsMetrics

“Perfect Service Index”Our Overall Scorecard

Establishing a Scorecard

RepeatableConsistentApplicable

1-Decide on Desired

Outcomes(s)

2 – Define Metrics

3– Set Goals4 – Baseline Performance

5 - ARM

1 - Decide on Desired Outcome(s)• A desired outcome is the end result• Does your scorecard help communicate this

goal• Example:• Measurable improvement in Customer Service

Experience

2 - Define Metrics• Use a balanced approach of both qualitative

and quantitative measurements• Ensure that you have an objective way to

measure them• Don’t pick too many

3 - Set Goals

•Without a goal, longer term measurement tends to lose momentum• Goals focus improvement action• A measurement without a goal is a journey

without a destination

4 - Baseline Performance• A baseline is a snapshot in time of current

performance• If you are going to tell an effective story you MUST

baseline• At first, this may not be as precise as you would like

but you need to be able to show a baseline so that you have a way of monitoring improvements • This baseline value may become more accurate as

your data overall becomes more accurate

5 - ARM

•Action•Re-Measure•Maintain

The “Perfect Service Index”• Our scorecard measures our service using a concept similar to

a Net Promoter Score• Single score in the form of a percentage

• Senior management uses this to gauge our service• 50% quantitative measurements and 50% qualitative

measurements• 10 total; 5 quantitative and 5 qualitative• Each measurement is equally weighted• 7 measurements are from Cherwell

• Prior to Cherwell our score was 60% and in July 2014 it has risen to 92% • Because we were able to accurately measure our service and

implement improvements

The “Perfect Service Index”

June 2014 92% 4621 25

% Abandon <7% 5 5 Courtesy Outstanding 4.51 - 5.00 5

7%-9% 4 Excellent 3.51 - 4.50

9%-11% 3 Good 2.51 - 3.50

11%-13% 2 Fair 1.51 - 2.50

Over 13% 1 Poor 0.00 - 1.50

Average speed of answer Less than 30 seconds 5 Sense of Urgency Outstanding 4.51 - 5.00 5

31-45 seconds 4 4 Excellent 3.51 - 4.50

46-60 seconds 3 Good 2.51 - 3.50

61-75 seconds 2 Fair 1.51 - 2.50

> 76 seconds 1 Poor 0.00 - 1.50

% Tickets Closed in Month >95% 5 5 Knowledge Outstanding 4.51 - 5.00 5

90%-95% 4 Excellent 3.51 - 4.50

85%-90% 3 Good 2.51 - 3.50

80%-85% 2 Fair 1.51 - 2.50

Less than 80% 1 Poor 0.00 - 1.50

Mean time to resolve Less than 24 hours 5 Quality Outstanding 4.51 - 5.00 5

P3 only 24.01-32 hours 4 Excellent 3.51 - 4.50

32.01-40 hours 3 Good 2.51 - 3.50

40.01-48 hours 2 2 Fair 1.51 - 2.50

> 48 hours 1 Poor 0.00 - 1.50

Cost Per Ticket <$15 5 5 Ownership Outstanding 4.51 - 5.00 5

$15-$20 4 Excellent 3.51 - 4.50

$20-$25 3 Good 2.51 - 3.50

$25-$30 2 Fair 1.51 - 2.50

>$30 1 Poor 0.00 - 1.50

Quantitative Qualitative

Scoring Scoring

The “Perfect Service Index”

Surveys implemented

Cherwell “go-live”

Focus on MTTR, Satisfaction, Phone

Summary• Continue asking “so what”• It is a journey• Keep it simple• Don’t get lost in the data• Develop a meaningful scorecard• Develop reporting that provides information that

focuses your organization on service improvements• What is measured is managed

Questions?

Thank you for attending!

Please complete an evaluation form