© stroma service consulng inc. - thought rock · stroma service consulng inc. itil/iso 20000 we...
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©StromaServiceConsul2ngInc.
MarkSherry
ITSM ITServiceManagementConsultant ITILServiceManager ITILExpert(v3) ISO/IEC20000Cer2fiedConsultant ITILTrainer MBA,MA,BComm.
OTHER Co‐creatorof“TheGameofThings” PartnerinStroma–AnITconsul2ngcompany PartneriniRing–AsoSwarecompanyspecializedindrillingandblas2ng OwnerofanA&W PartnerinNexco‐Anexplosivemanufacturingcompany
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WhatisaLeakyBucket?
Aleakybucketreferstocustomersthatdonotreturntoyourbusinessforonereasonoranother…everybusinessleakscustomers.
LookathowITandITSMcanhelpstemtheflow.
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FoodIndustry
2009AnnualLeakyBucketReportconductedannuallybytheRestaurantMarke2ngGroup.
160brandsacrosstheUSA. Aleakisdefinedasthe%of
customerswhoreporttheyareunlikelytoreturntoapar2culareatery.
Surveyed5,600consumersaged18to64.
Thefoodindustryaverageleaksizeis36%.
TopThree: Priceandvalue‐36% Foodquality‐25% Service‐23%
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KeepPuingMoreWaterIntotheBucket
Expensive–itismuchcheapertoretainacustomerthantofindareplacement.
Youcanonlysurvive(intheshortterm)usingthisapproachinarapidlygrowingmarket.
Study–Texasbanks. 14%akri2onperyear. AverageBank–15,000
customers. Averagecustomer‐
worth$4,200inprofit.
Needtofind2,100newclientsperyeartoreplacelostprofitof$8,820,000.
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HowDoesaBusinessLeak?
Service Price/Value Product/Quality Loca2on Compe22on ChangeinConsumer
Die Move TastesChange
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HowDoYouFixaLeak?
Keeppuingmorewaterintothebucket.
Fixtheholes. Getanewbucket.
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“Profitinbusinesscomesfromrepeatcustomers,customersthatboastaboutyourprojectorservice,andthatbringfriendswiththem.”
W.EdwardsDeming
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FixtheHoles
Service Price/Value Product/Quality Loca2on Compe22on ChangeinConsumer
Die
Move
TastesChange
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CustomerServiceHallofShame2009
PublishedbyMSMMagazine.
ZogbyInterna2onalconductssurvey’son145USleadingretailandserviceproviders.
Percentagerelatestothosecompaniesthatscored“poor.”
9outof10companiesarethesameinthetopten.
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10CommonCustomerServiceMistakes
Untrainedstaff.
Tryingtowintheargument.
Inaccessibility.
Standingbyyourpolicy.
Unfulfilledpromises.
Poorrecordkeeping.
Therunaround.
Email/onlinecopouts.
Failuretolisten.
Forgeingthebasics.
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ExcellentService–ITsRole
Answerthephone Keepdecisiontreestoa
minimum,ordon’thaveone.
Dowhatyousaidyouwilldo Deliveronyourpromises.
Listen Stopwhatyouaredoingand
listen.
Dealwithcomplaints Empoweremployees. Respond.
Behelpful Evenifitisnotyourjob.
Trainyouremployees Helpful,courteous,and
knowledgeable.
Taketheextrastep Gobeyondwhatthe
customerexpects.
Throwinsomethingextra Tellthemashortcut.
SusanWard,CypressTechnologies
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Product/Quality
Marke2ng,Sales,Opera2onsandITneedtoworkmorecloselytogetherthaneverbefore. Marke2nghaslessinfluenceincrea2ngor
maintainingbrandiden2ty.Yourcustomershavemuchmoreinfluencethantheyusedtohaveandtheirstrengthisgrowing.
Socialnetworking,socialmarke2ng,socialmedia,trustagentsorwhateveryoucallit.
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UnitedBreaksGuitars
DaveCarroll’s–$3,500‐$1,500damage. Firstsong–1.5millionviewsinthefirst4days,
8,371,349asofApril13,2010.
Unitedsharepricedropped10%aSerthefirstfourdaysthesongwasreleasedcos2ngshareholders180millionor51,000replacementsguitars.
3Songs.
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Marke2ngandIT
ITneedstohelpMarke2ng,SalesandOpera2onsunderstandandusethetechnology: Markettheproduct.
Addressproductorservicequalityissues. Newproductideas. Buildbrandloyalty. Understandchangingtastes.
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HowToDeliverQualityServices
Youneedwelldefinedprocessesthats2llallowpeopletothinkandactonthecustomersbehalf.
Buildprocesseswithcustomersinmind–whoevertheyare.
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OrderingaBurgerStandardProcess
Approach Counter
Order Burger
Pay Cashier
Want Fries
Want Drink
NO
NO
Order Fries
Order Drink YES
YES
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ServiceTimes
85%ofallordersdeliveredtothecustomerin90secondsorless.
85%ofallordersdeliveredtothecustomerin60secondsorless‐drivethru.
Spentagreatdealofefforttryingtoshavesecondsoffthe2me.
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ProcessImprovement
1. Aprocessexiststoproducequalityproducts&services.
2. ProcessisanENABLERnotadisabler.
3. Aprocesswhichinhibitsqualityisabadprocess.
4. Process,whetherdefinedorunderstood,alwaysexists.
5. Processmustevolvetobesuccessful.
MarvalProcess
Improvementprocess
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ITIL/ISO20000
Weneedtoputprocessinplace.Theprocessesmustbeasimpleandasefficientaspossible.
NoideawhyISO20000hasnotcaughtoninCanada,norwhyacompanywouldakempttoimplementITILversesISO20000eveniftheyarenotgoingfortheircer2fica2on.
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ISO/IEC20000:WHERE?
0
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Japan China India UK SouthKorea Germany USA Taiwan Czech Other
Japan
China
India
UK
SouthKorea
Germany
USA
Taiwan
Czech
Other
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IncidentandServiceRequestManagement
ITisgoodatitbutyouneedtohelptheen2reorganiza2onuseit.
Maketheprocessassimpleandquickaspossible,i.e.newstarter.
Inareasofuncertaintyempoweremployeestousetheirjudgmentinmakingadecision.
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ProblemManagement
JustasimportanttouseProblemManagementwithconsumersasitisofIT,i.e.Bose.
Consumerproac2veproblemsolvingmaynotjustbethingsthatdonotworkbutthingsthataremissing–productenhancements.
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ChangeManagement
ChangeManagementisnotabouttryingtoinhibitpeoplefrommakingchanges,itisaboutenablingchangesthatareinthebestinterestofthecustomerandthebusiness.
Organiza2onsshouldseeChangeManagementasthemechanismthatallowstheorganiza2ontoimprove.
Ifthecustomerislookingforasimplechangethentheprocessshouldbesimpleandeasytofollow.
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ServiceLevelManagement
ServiceLevelManagementisnotaboutmakingsurethelaggardsinyourorganiza2onare2edtoaworkschedule.Itisaboutprovidingexcep2onalserviceasquickasyoucan.
ServiceLevelManagementisthegaugethatlet’syouknowhowwellyouaredoingsoyoucanknowwhenchangesaremadeifitimprovesthedeliveryoftheservice.
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“Insanity:Doingthesamethingoverandoveragain
andexpec2ngdifferentresults.” …AlbertEinstein
or
“Doingdifferentthingsoverandoverandexpec2ngtogetthesameresult.”
…MarkSherry