Download - TOPdesk Magazine 2009 Issue 2
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7/31/2019 TOPdesk Magazine 2009 Issue 2
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July 2009, Issue 2, Volume 11
Leadership Amidst a Storm: Steering a Different Course/
Module in the Spotlight: Long-term Planning / Client in Focus: McDonald's
STEERING THE RIGHT COURSE
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In my rst year of secondary school I had an unexpected French test. I hadnt
prepared, so there was nothing else to do but, very inconspicuously, glance
over my neighbours shoulder to see what he had jotted down. My discretion
was obviously not enough: the teacher grabbed the piece of paper from my
desk and gave me an F.
When youre out of school, 'borrowing' from your neighbour is suddenly
allowed. In fact, its even encouraged. Stories on best practices are often
the central focus of conferences and books all of them from people and
companies who say Look, we do things this way. And if you think its useful,
youre free to copy our approach. What if you are uncertain about a new tool
you're thinking of purchasing? Then you only have to visit a fellow branch
who will show you in detail how they use the tool.
Now its your turn to borrow from your neighbour. The motto of this
magazine is Steering the right course, in which we elaborate on
benchmarking and leadership under changing conditions.
Furthermore, we will take you behind the scenes of the worlds most famous
hamburger chain.
Have fun and be inspired!
Niek Steenhuis
TOPdesk Magazine, a service management
platform, discusses subjects that are topical
in the world of professional service desksin IT, facilities and other service providing
organizations. TOPdesk Magazine is intended
for managers, service desks employees, facilities
organizations and electronic city councils
- anyone who is involved with supporting
customers on a daily basis. This concerns both
the processes and the technology behind these
services.
Want to comment? Go to
www.topdeskmagazine.com
COLOPHON
TOPdesk Magazine is a TOPdesk publicationtel: +31 15 270 09 00email: [email protected]
Editorial board Amanda Dirkse, Niek SteenhuisEditors Arjenne Bastiaansen, Brenda Heeringa,Carrie Brandt, Claudia Funk, Fenneke Gonggrijp,Henrieke Korten, Jelle Draijer, Johanna Kirn,Joop Bindels, Nicola van der Velde, Patrick Mackaaij,Robbert PettersonTranslators Carrie Brandt, Clare Donald,Nicola van de VeldeLay-outDutch Designers CollectiveBeatriz Fernndez Garca,Cathy van den Berg,Jimmy GoedhartWebsite David Blom, Erik Pols, Ted Erkkila
Borrowing from yourneighbour
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4 News
5 Column: Benchmarking
6 Module in the Spotlight:
Long-term Planning
7 Client in Focus: McDonald's
9 Leadership Amidst a Storm:
Steering a Different Course
12 Time-Savers
Module: Mail Import
14 Trends: Who Will Be Your New Boss?16 Tips + Tricks
Contents July 09
9
14
7
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TOPdesk attends London Shows
On 28 and 29 April, TOPdesk attended the Service Desk
& IT Support Show in Earls Court, London. TOPdesk
UK was also present at Earls Court for GC live the
UKs leading event for Public Procurement on 9
and 10 June. The Service Desk & IT Support Show
focuses mainly on the latest service management
technologies and visitors were given tips by ITIL
experts and resource management specialists. GC
live gives visitors the opportunity to see the latest
products and solutions from hundreds of suppliers
ranging from IT to the energy and property sectors,
as well as discuss the needs of their organizationface to face. Members of the TOPdesk team who
attended the shows not only had the chance to meet
new (potential) clients, and introduce them to the
capabilities of TOPdesk software, but also greet existing
ones. Overall, the shows were both successful and
enjoyable for TOPdesk. If you missed seeing TOPdesk
at this years shows, make sure you attend next
years to nd out the latest in the world of TOPdesk,
service management and public procurement.
TOPdesk UK relocates to brandnew London Bridge premises
Due to the continued expansion of TOPdesk UK,
the team has left their Hammersmith ofce behind
for a larger, more suitable one in the impressive
surroundings of London Bridge. As of Monday, 15
June, you will be able to nd TOPdesk UK at:
61 Southwark Street
SE1 0HL London
Telephone (for general enquiries): +44 (0) 20 7803 4200
Support: +44 (0) 20 7803 4210
Fax: +44 (0) 20 7803 4215
Please also note our new phone number.
TOPdesk attends French showSISEG 2009
SISEG 2009, the international show for Facilities
Management and Procurement, took place from 31March to 2 April in Paris. SISEG attracts in excess of
10,000 visitors annually, from across all areas of facilities.
This year, TOPdesk made its debut at the show, which
offers information on the most important aspects of
the facilities sector. Visitors to the TOPdesk stand were
shown how TOPdesk can be implemented to support
facilities processes. The positive reactions offer good
perspectives for our FMIS on the French market.
TOPdesk Hungary
On 1 May of this year, the newest TOPdesk ofce
TOPdesk Hungary opened in Budapest. The
Hungarian ofce is currently in the midst of setting
up a team of developers and getting sales activities
underway. The team in Hungary is collaborating
with the development teams in the Netherlands and
Germany to work on the continued development of
TOPdesk software. Two members of the development
team in Hungary have completed their training
in the Netherlands and are now applying their
knowledge to developing new features of TOPdesk
and improving existing ones. The team occupy abeautiful, historic building in the centre of Budapest.
News
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Is the lunch any good? It was a
very instructive example of how
to organize a client day. I was
actually so busy with all the lunch
and badge details that I didnt
even focus on the content of the
presentations. At the end of the
day, I left with a page full of notes.
The desire to compare yourself
with others is also something
that concerns our clients.
They want to learn from other
organizations and see how their
own business measures up. This
process has a more common
name: benchmarking. As a
result, you can develop plans for
making improvements within
your own organization. We are
currently using benchmarking fora new service desk presentation
in which we use results from a
survey we sent to all our clients.
Benchmarking also played a
signicant role in the Symposium.
Consultant Auke Hover gave a
presentation on the ins and outs of
benchmarking. Participants of this
benchmark were evaluated by our
panel of judges and had a chance
at winning one of the Service
Management Awards. It was agreat end to a great day. ADP's
client day went off with a big bang
with a performance by illusionist
Hans Klok. Now it was our turn to
use the benchmarking theory and
live up to our own expectations.
Come and see for yourself at
one of our TOPdesk shows!
On 18 June, TOPdesk Netherlands
organized the eighth edition of
the Symposium a day on which
we invited business relations of
TOPdesk in Holland to attend an
informative day about service
management. Back in the day, it
was a meeting of around twenty
clients in the assembly hall ofDelft University, but has now
expanded into a full-scale service
management event for 800 visitors.
Something that has not changed
over the years, however, is the way
TOPdesk operates. As you may
already know, our organization is
all about doing things in-house.
The same goes for organizing
events. Some of our colleagues,
who normally work as consultantsor account managers, were
transformed into part-time event
organizers. By the time the show
approached, they were even
committed full-time. So why do we
do everything ourselves? We learn
from taking on new challenges.
An added plus is that it turns
out that we are actually good at
organizing professional events.
Drawing inspiration from other
companies is always important. Afew months ago, for example, we
attented a client day of a TOPdesk
client (ADP: a software supplier
for payroll and HR). It was a great
opportunity for us to see how
they organized such an event.
How do they handle logistics?
How are the badges distributed?TEXT: ARJENNE BASTIAANSEN
BenchmarkingColumn:
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Long-term Planning
Graphic overviewsThe Long-term Planning module
gives you clear insight into the
life cycles of your investments,
ensuring that you know what to
expect and when to expect it.
Easy-to-use graphic overviews
give you the opportunity to record
maintenance and replacement
plans for your organizations
property and equipment. You can
make these planners as exible as
you wish and edit them at the clickof a button. Costs are automatically
adjusted based on the changes
you make, ensuring that you can
immediately see the nancial
consequences of your changes. This
module enables you to take control
of the life cycles of your assets
and formulate a realistic budget.
TEXT: NIEK STEENHUIS
As a sensible facilities manager, you want to keep your property in a good state of repair
in order to maintain the value of your organizations assets and do so within budget, of
course. That requires some careful planning and decision-making: just how often should your
buildings be inspected for structural abnormalities? How often should the interior and exterior
be painted? And when does it become economically prudent to replace a piece of equipment
as opposed to continuing to repair it? TOPdesk will help you nd answers to these questions.
ScenariosThe true nancial consequences of
long-term maintenance planning
only become evident when multiple
options are compared. For that
reason, the Long-term Planning
module enables you to draft
multiple scenarios for maintenance
planning. In each scenario you can
determine which activities should
take place, when they should take
place and how much they will
cost. One glance at the end resultwill reveal which scenario is the
most optimal for your situation
and should be made the active
scenario on which your long-
term maintenance is planned.
Put your plans into actionThe planning you create in the Long-
term Planning module can be easily
put into action with the Operations
Management module from TOPdesk.
The Activity card in the Long-term
Planning module can be easilyturned into an activity in Operations
Management. Data are copied
into the new card, enabling you
to schedule, execute and monitor
operational activities quickly and
efciently. A straightforward to do
list gives you a quick overview of all
scheduled maintenance activities.
Integration
To make your long-termmaintenance plans as efcient and
accurate as possible, the Long-
term Planning module integrates
seamlessly with other TOPdesk
modules. Thanks to integration with
Asset (Conguration) Management,
you will always know precisely
which assets need to be repaired
or inspected from the parking
lot and inventory to hardware and
network components. In addition,
integration with the Property
Management module gives youclear insight into the maintenance
plans for your various sites and
their interiors, including elements
such as oors, walls, windows
and other equipment. Such
detailed information will ensure
that your planning and budget
remain as realistic as possible.
In theSpotlight:
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by a TOPdesk Account Managerhere in Munich. Callers, operators
and administrators are all able
to navigate the system easily
right from the start. Every last
detail in TOPdesk has been well
thought through! As for satisfying
requirements for standards such
as ISO, SOX and ITIL in particular,
TOPdesk is simply unbeatable.
Half SaaS for McDonaldsMcDonalds decided to purchase
TOPdesk instead of optingfor the Software as a Service
(SaaS) version. However, the
hamburger chain contracts the
administration and maintenance
of the server and software out
to TOPdesk because they do not
want to spend any resources on
this aspect which is one of the
more signicant advantages ofSaaS. According to Mller and his
colleagues, one of the conditions
of using SaaS was that the server
authentication occurred through
a secure LDAP connection.
In addition to the standard
Incident Management and
Conguration Management
modules, McDonalds also uses
the Change Management and
Stock and Order Management
modules. Mller explains how heand TOPdesk consultant Arndt
Oberhffken congured TOPdesk:
We entered all of our restaurants,
the headquarters in Munich, and
ve regional branches with 700
callers in TOPdesk. During the ne-
tuning of the set up, we took care
of our user interface and created
Every last detailA change in groupware whichmandated a new call registration
system was what brought
about the professionalization of
IT support with TOPdesk. Mller
explains the reasoning behind the
choice for TOPdesk: The multi-
user license model, which is based
on the number of callers, really
sparked our interest. It enables
us to expand our service desk
with extra specialists as we see
t, but without extra costs. Sincewe outsource part of our support,
and our partner company uses a
different help desk application,
the linking options are very
important to us. Furthermore,
the user-friendliness of the entire
system really impressed me
during the demo that was given
The HauptServiceCenter, a division of McDonalds
Germany, is located in Munich. From there, a team
of approximately forty employees maintains the
IT infrastructure of the fast food giant, which,
at the time of publication, encompasses 1,346
restaurants nationwide. The IT Service & Support
department has been using TOPdesk since April
2008. Raik Mller, IT Manager, is enthusiastic aboutthe application: TOPdesk was the breakthrough
that turned us into a professional service desk.
By using the application, our bunch of specialized
groups now forms a cohesive team.
TOPdesk They're Lovin' It!
TEXT: JOHANNA KIRNRaik Mller
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the necessary links between eldsso that we could begin logging
calls as soon as possible.
Software links withexternal service providersMcDonalds outsources rst line
support for its restaurants to an
IT service provider. A link with
the external help desk software
generates incidents in TOPdesk,
which are then sent to second
line operators via a mail import.
They either process the incidents
or send them back to the external
support team. Mller has divided
the operators into three groups:Restaurant Support, Ofce Support
and a Supporting Files group.
Additionally, there are other
employees not afliated with our
department that are involved in
support. For example, our partner
companies in software development
take over the third line support.
Mllers next step will be making
the Self Service Desk available to the
700 employees at the headquarters
and regional branches. After the
test phase is complete and everyone
is accustomed to the new manner
of logging calls, Mllers teamwill be able to devote more time
to processing calls as opposed
to registering them. Finally,
after approximately a year of
experience with TOPdesk, we
can say that the application has
fullled all of our requirements
and expectations, declares
Mller. The excellent support we
received during the consultancy
days, the implementation and
the later training phase was
unique and something that
I have never before had the
pleasure of experiencing.
By using the application, our bunch of specialized groups now
forms a cohesive team.
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different actions. For something
to be done fast, all the crew
members must work together.
The captain had to give them
clear instructions and plot a new
course to reach the harbour safely.
As we speak, the world is also
amidst a storm. Many countries
have been hit hard by the credit
crunch. Not only is the nancial
world experiencing problems,
but more and more organizations
from other sectors have landed
in hot water. Jobs are being cut,
budgets have been decreased
and, consequently, good ideas or
projects are often being mothballed.
Furthermore, managers are left to
deal with difcult decisions: How
will their organization survive the
storm undamaged? Will the loss be
substantial? Is reorganization an
option? People start fearing for the
loss of their jobs when the future
of their organization is unclear. Will
The calm sea swelled into massive
waves that crashed into the side
of the boat. The crew was getting
nervous. Fishing was their expertise,
but surviving a storm was an
entirely different game. Could the
ship escape the storm in one piece?
Would the hard fought-for catch
of the day be lost? Or even worse,
what if a crew member were to fall
overboard? The captain realized
that an entirely new situation was
at hand a situation that required
TEXT: ROBBERT PETTERSON
Leadership Amidst a Storm:
Steering a Different CourseIt was going to be a beautiful
and calm day at sea. The crew
had worked hard all day and the
ships hold was lled to the brim
with fresh sh. The captain was
satised with the routine and
efciency with which his men
had worked. He was just going
to haul the dragnet one last time
before heading home. But then
suddenly the sky became overcast.
There is a difference between successful leadership in stable situations
and in changing conditions.
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they be swept overboard? Somebody
must take the lead and set the right
course in these times of change.
Transactional andtransformational leadershipWhat kind of leadership is necessary
for the ship and crew to make it
through the storm? This article
discusses two types of leadership
that can both be successful,
depending on the situation. The rst
type works ne in stable situations.
However, when big changes occur
and a lot of uncertainty is involved
(reorganization, for example),
a different type of leadership is
necessary. James Burns, who isspecialized in research on leadership
in American politics, was the rst
to describe the difference between
successful leadership under stable
situations and changing conditions.In 1978, he drew a distinction
between transactional leadership
and transformational leadership.
Bernard Bass, a professor emeritus
from Binghamton University of New
York, has incorporated Burns ideas
to develop a well-known model
within theories on leadership.
In smooth waters everythingis under controlTransactional leadership is all about
exchange. In a stable situation, aleader can set up a reward structure
to inuence the behaviour of his
or her people. An example is a
bonus for salespeople who reach
their targets. Another example
of a transaction is a mother who
negotiates with her child about
the amount of TV he or she is
allowed to watch after doing his
or her homework. Transactional
leadership then leads to expected
results by using a reward system.
Individual needs are subordinate
as it is in everybodys best interest
to work towards the goals of the
leader. Transactional leadership
works really well in smooth waters.
Heavy storms changeeverythingA heavy storm changes the situation
entirely. The future is no longer
certain and a reward structure
will no longer sufce. In order to
survive the storm, a leader with
strong values must step forwardto motivate his or her people
effectively and exceed expectations.
Leaders should transform their
employees by making them raise
their own standards with whichthey surpass their self-interest.
Making them aware of the moral
values of the organization will
further increase their interest in
the common goal. This strengthens
both their motivation and the
bond they have with each other.
Transforming the group in such a
way enables them to anticipate the
uncertainties of a heavy storm. This
process of motivating employees is
called transformational leadership.
The United States is a good
example of how this process
works in practice. George W. Bush
put the US in two wars, created
an enormous budget decit and
incited a bad image in the rest of
the world. Then Obama was chosen
for president. He promised change.
Not only did he raise awareness
on US ideals, but he also gave
hope of working together to solve
problems. He wants to transform
people and overcome the crisis.
The four componentsBernard Bass points out four
components of transformational
leadership: charisma, inspired
motivation, intellectual
stimulation and compassion.
The rst component is charisma.
Charismatic leaders are
characterized by self-condence
and high ethical standards. Theyare deeply respected and trusted
by their people. They offer their
people a vision of an attractive,
realistic and believable future.
Furthermore, charismatic leaderscan state their vision and aims
very clearly. The captain can lead
his crew to a safe harbour if he
has a clear vision of how to escape
the storm and communicate
this with self-condence. For
example, a manager who wants
to improve the service delivery
of their service desk should draw
up a clear plan and communicate
this to their employees.
The second component oftransformational leadership
is inspirational motivation. A
leader inspires and motivates
their people by communicating
high expectations and conveying
condence that they will live
up to these expectations. The
leader will often use symbols and
A manager could give one employee a lot of freedom, while other
employees require a high amount of structure.
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play on emotions. During the
Obama inauguration, the world
was given hope by a powerful
speech, music and the American
ag in the background.
The third component is intellectual
stimulation. Employees are
stimulated into considering the
problems that an organization
might face. The leader will
challenge his or her people to
generate creative and innovative
solutions. An example is a manager
who lets his or her service desk
employees come up with ways to
be even more customer-friendly.
Component number four is
described by Bass as compassion,
or being sympathetic towards
people. This means that leaders
are focussed on the needs of their
people and propel them to further
achievement. They also give people
more responsibility and realize
that each person must be treated
individually. A manager could give
one employee a lot of freedom,
while other employees mightrequire a high amount of structure.
Steering a different courseTransactional leadership is based
on a relationship of exchanging
valuable resources, while
transformational leadership is
more about changing people. If
the future is precarious, you need a
group of people who work towards
a common goal. There must be a
leader who motivates and inspires
people into generating solutionsand is attentive to each individual.
While transactional leadership may
be successful in a stable situation,
changing conditions call for
transformational leaders who will
steer a different course and lead
their people to a safe harbour.
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In practice, you would probably
prefer that end users log their
incidents using the Self Service
Desk module. Often enough
this does not happen and
incidents come in through email.Unfortunately, copying these
incidents into TOPdesk takes a
lot of time. These are the actions
you would take in such a case:
1. Open the (department)
mailbox;
2. Decide whether the email
message is an incident;
3. If this is the case, create a
new incident in TOPdesk;
4. Enter the caller;
5. Select the emailoption at 'Entry';
6. Copy the text from the email;
7. Paste the text in the
request eld in TOPdesk;
8. Finally, save the incident
card in TOPdesk.
If the email message contains
attachments, you must
take the following steps
for every attachment:
9. Save the attachment, for
example, on your desktop;10. Open the Notes tab
in TOPdesk;
11. Click on the Upload button;
12. Finally, search for the
attachment and send
it to TOPdesk.
You can process these email
messages faster and more
efciently in TOPdesk with the
Mail import module; only the
rst two steps of the process
remain. If you decide to treatthe email as an incident in
step two, you should drag the
message to a subfolder with, for
example, the name 'To TOPdesk'.
If you wish to import all email
messages in your inbox as
incidents in TOPdesk, you do
not have to create a subfolder.
If the mailbox is spam free and
does not contain messages you
do not wish to import, you can
use the Mail import moduleto automate the process.
Tip: TOPdesk can insert more
details, such as a standard
operator. When using TOPdesk 4
Enterprise, you can even import
emails from multiple mailboxes.
Setting up the Mailimport moduleThe Mail import module is astandard accessory in TOPdesk 4.
In your role as supervisor, you can
use the Settings menu to setup the
module through the web interface.
TOPdesk 3 also contains the Mail
import module. In order to use
Module: Mail Import
TEXT: PATRICK MACKAAIJ
Patrick Mackaaij is the team leader of one of our
consultancy teams. When visiting clients, he noticed
that many of them could get more out their TOPdesk
application. Putting the free Mail import module to
use is a good example, as it can save you a lot of time.
The only investment is one hour of installation time.
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the module, you must have the
web interface at your disposal. In
the past, TOPdesk did not always
include the required license le
'mailimportservice.license'. If this
le is absent in your license les,
TOPdesk Support can generate the
license le for you. For this, you
will need to log an incident via
TOPdesk Extranet, with which you
upload one of the other license
les from the web interface.
You can set up the Mail import
module via the console of the
TOPdesk ApplicationServer.
TOPdesk has based thedevelopment of the Mail import
module on the generic protocol
IMAP. This enables the import of
email messages from the Microsoft
Exchange Server, but also from,
for example, Novell Groupwise
or Lotus Domino. TOPdesk does
not, however, have any expertise
regarding these mail servers. You
can contact TOPdesk Support with
your functional questions or ideas.
Tip: TOPdesk displays error
messages in the 'log' folder of
the TOPdesk ApplicationServer.
If changing the settings does
not have any effect, you can nd
possible error messages from the
mail server there. Using telnet, you
can test a basic connection even
faster by opening a mail server
connection from within TOPdesk.
IMAP trafc runs by default via
port 143. When the mail server
responds, you can test your login
data with the following command:
? login ,username>
Further information can be foundon the Microsoft website:
http://support.microsoft.com/
default.aspx?scid=kb;en-us;189326
Draw your end usersattention to the SelfService DeskEvery outgoing email offers you the
opportunity of bringing the Self
Service Desk to the attention of an
end user. In your role as supervisor,
you can set up the textual content
of outgoing email messages with
TOPdesk settings management.
You can even choose to use a
specic text for incidents that have
not yet been logged via the Self
Service Desk. It is important that
the TOPdesk Application manager
chooses an Event on Time taken
(one minute after date/time of
creation by the mail import) and
an Event for creating a Card.
As an example, our client, ActiVite,
uses the following text:
With the TOPdesk Self ServiceDesk you can log your calls 7 days a
week, 24 hours a day. You can also
use the Self Service Desk to follow
the progress of your call(s), respond
to calls and inform your colleagues
about (the status of) a call.
In the TOPdesk Self Service Desk,
you will also nd a Knowledge base
which contains user instructions,
FAQs and useful tips.
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tips +tricksTips from our users
TOPdesk users share tips with us on a regular basis.
Below, you will nd a selected few, which will help
you to work more efciently with TOPdesk. Perhaps
you will discover new ways of working with the
software that you never thought were possible.
From the Hardware card, it is possible to display
helpful overviews of the website of the supplierusing an http request. This could be, for instance,
an overview of available downloads for a specic
computer or information on warranties.
Displaying graphs on process pages is
a functionality used frequently within
TOPdesk Enterprise. For example, you can
show a trend graph of the number of open
incidents within a certain month or you
can calculate the number of incidents that
have been logged within a given month.
Each time you create login data for new users
for the Self Service Desk, you can email these
details to the user directly. This is a useful
functionality when automatically generating
login data for multiple persons simultaneously.
Working efciently with
categorizations
Several useful tools are available in the system
settings to help you set up the categorizations
in TOPdesk Enterprise by practical means.
For every sub-heading under the heading
Categorization you can indicate in which
module you wish to use the category or
subcategory. You can do this simply by ticking
Incident management, Problem management,Operations management and/or SLA contract.
In the Search words eld you can enter keywords
for each subcategory. This enables you to
determine whether a word that you type in the
search eld in TOPdesk Enterprise should always
be included in a particular category. You can also
link a specic operator to a similar category for
which he or she will always be responsible. In
this way, you can ensure that certisain calls are
automatically transferred to the second line.
TOPdesk UK limitedt +44 (0)20 7803 4200e [email protected] www.topdesk.co.uk
TOPdesk Netherlandst +31 (0)15 270 09 00e [email protected] www.topdesk.nl
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