kcs and community: bringing them together kcs and community: bringing them together author oracle...

Copyright © 2015, Oracle and/or its affiliates. All rights reserved.

KCS and Community: Bringing Them Together

Paul Drotleff Remote Support Services Supervisor Rockwell Automation Matthew Lees Senior Principal Product Manager Oracle Service Cloud April 2, 2015


Safe Harbor Statement

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

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Agenda

Overview of Knowledge Centered Support (KCS)

KCS and Social at Rockwell Automation

KCS and Customer Communities

Q&A

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Oracle Confidential – Internal/Restricted/Highly Restricted 4


Agenda


KCS at Rockwell Automation


Q&A

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What is KCS?

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ConsortiumTM

for Service Innovation


http://www.serviceinnovation.org

• Non-profit alliance of organizations focused on innovation for the services industry.

• “Members create innovative ideas through a process of collective thinking and experience. The Consortium’s work integrates academic research and emerging business trends with members’ operational perspectives. The result is innovative operational models that improve the service experience.”

http://www.serviceinnovation.org/


Benefactors • Cisco • Hewlett-Packard • MindTouch • Sage North America • Stone Cobra

Sponsors • Alcatel-Lucent Enterprise • Autodesk • Avaya, Inc. • BMC • Dell • eBay • Ericsson • Oracle • PTC/Servigistics • Salesforce.com

Participant Plus • EMC • Global Health Exchange • Polycom • SYKES

Participants • Apollo Group, University of Phoenix • Coveo • DB Kay & Associates • Eagle Investment Systems • eGain • HDI • Knowledge Accelerators • Landmark Graphics • Lithium • RightAnswers • MathWorks • Moody’s Analytics • National Instruments • Omgeo • Progress Software • Red Hat • RightAnswers • Rockwell Automation • SDL • Venafi • Visa • ZeniMax Online


Member Organizations


5 Areas of Focus


Consortium’s Work

KCS

Intelligent Swarming

Communities, Social Networks,

and Support

Customer Success Initiative

Leadership Framework for

Service Excellence

Copyright © 2015, Oracle and/or its affiliates. All rights reserved. Oracle Confidential – Internal/Restricted/Highly Restricted 10

Defining issues from the customer perspective: “Customer Exception”

Customer Demand

Usability

Installation Configuration

Interoperability

Defects

New Functionality How To…


Three Types of Demand


Three different Support Paths

Assisted

Community

Self-Service

Assisted

Assisted Support

• Customers want to

talk to the vendor

• Phone, chat, email,

click to submit

case

• Support center,

support analysts

respond

Self Service

• Customers use

automated service

tools, help

integrated into the

product or a web

based portal/KB

Communities and

Social

• Customers want to

interact with other

users

• Ask, respond,

comment, rate, vote

• Online forums,

ideastorms, blogs,

wikis, Twitter,

Facebook, LinkedIn

Customer

Exceptions

Communities

and Social Networks


Demand for Support is Huge!

Assisted

Community

Development/

Engineering

Product

Management

Communities

And Social Networks

Self-Service

Assisted

Customer

Exceptions

Support

Center

Web

Portal

Customer

Interactions

X

30X 10X


Demand for Support is Huge!

Assisted

Community

Development/

Engineering

Product

Management

Communities

and Social Networks

Self-Service

Assisted

Customer

Exceptions As an example

X = 10,000/month

300,000/month

100,000/month

Support

Center

Web

Portal

Customer

Interactions

Total demand = 410,000/month….

10,000 (2.4%) of which comes through

the support center


Web

Portal

Customer

Interactions


Agents as Knowledge Creators

Assisted

Community

Development/

Engineering

Product

Management

Communities

and Social Networks

Self-Service

Assisted

Customer

Exceptions

Reduce demand

for support

Improve products and services

Improve user experience

• Knowledge is owned by the team

• Search first / Publish quickly

• Publish “Known” / Assist on “New”

Support

Center


KCS Double Loop Process



Supporting KCS Deployments

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http://www.thekcsacademy.net/kcs/kcs-resources


Implications and Ramifications

• Improving customer experiences requires understanding of total demand

• Customer success with self service changes the nature of the work in the funnel

– Mostly known mostly new

– Value erosion value add

• Traditional support center metrics are not always aligned with KCS

• Requirements: collaborative mindset and culture



Agenda




Q&A

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Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.

PUBLIC

PUBLIC - 5058-CO900H

KCS and the Community KCS at Rockwell Automation

Paul Drotleff

April 2nd, 2015

Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved. PUBLIC

Why KCS - Tangible Benefits

As seen within the KCS community

Operational Efficiency Increase Job Satisfaction Increased Customer Satisfaction

30-60% improved time to resolve

Increased support capacity

>100%

Improved time to proficiency –

months to weeks

Efficient creation of content to

enable web self-help

Identification/elimination of root

causes

Less redundant work

More confidence

Reduced training time

Reduced effort via self help

Consistent experience when

contacting support


KCS Knowledge Management Vision & Mission

Statements

Mission Statement

To Develop and Maintain readily available Self-Help Tools and

Resources by following a Disciplined set of KCS Methodologies to Share

Knowledge that Empowers and Encourages our Employees, Partners

and Customers to Achieve and Succeed.

Vision Statement

To be the most Valued Source of Knowledge that Empowers People.

Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved. PUBLIC 22

It’s a Journey

LAUNCH 2007

RELAUNCH 2010

REALIGNMENT 2015


Keys to Success

Executive Sponsor

Global Consistency

Coaching

Internal Training and Certification Program


KCS – A Global Effort

Milton Keynes, UK

Melbourne, AU

Cleveland, US

Milwaukee, US

Mequon, US

Sao Paulo, BR

Santo Domingo, DO

Bogota, CO

Dusseldorf, DE

Katowice, PL


KCS the Journey - Where are we today?


Collaboration – Breaking Down the Silos

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Become less of a hierarchy and more of

adaptable network.

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Allow engineers to effectively build

knowledge across multiple disciplines


KCS and the Community

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What are our legal concerns over

customers providing answers or

comments?

How much bandwidth do our

engineers have to contribute to the

community?


Rockwell Automation’s Community Approach

Enable RightNow comments on knowledge

articles in order to allow customers to provide

feedback on the information provided.


Communities

and Social Media

Development/

Engineering

Product

Management

Assisted

© 2015 Consortium

for Service Innovation

Next Step: KCS in the Community KB


Agenda




Q&A

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Agents as Knowledge Creators

Assisted

Community

Development/

Engineering

Product

Management

Communities

and Social Networks

Self-Service

Assisted

Customer

Exceptions

Reduce demand

for support







Customers as Knowledge Creators

Assisted

Community

Development/

Engineering

Product

Management

Communities

and Social Networks

Self-Service

Assisted

Customer

Exceptions

Reduce demand

for support






Team = agents + customers


Customers Want to Create and Share their Knowledge

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3 Tenets for Social Media and Support

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Community MVPs

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Worth their weight in gold

90% 4,500 Lurkers / Active Readers

9% 450 Occasional Contributors

1% 50 Active Users / Key Contributors / MVPs

90:9:1 Rule

1-2 Moderators

1 Community

Manager

5,000 Member Community


Social Support Journey Matrix

Stage 1: Traditional

State 2: Experimental

Stage 3: Operational

Stage 4: Value Expansion

Stage 5: Fully Integrated

Strategy

Customer Engagement

Employee Engagement

People Profile Management

Crisis Management

Metrics

Tools & Integration


For Support and Beyond








Strategy (governance, content, localization, business benefits and intent)

• Traditional channels of support. • Ambivalence to online conversations about brand. • Social Support not on executive radar. • Employee participation in internal SM kinds of spaces/tools may precede the external.

• Lots of dabbling in social networking and communities. Many not “owned” by company. • Asynchronous events (time bound). • Monitoring conversations in silos. • Brand promise is explicit and understood by all who interact with customers. • Brand promise is the basis for developing measures and goals.

• Social media channel focus and activities have been defined based on business strategy and goals and are explicit in the business strategy (example goals that SM might impact: improve customer sat, easy to do business with, reduce support cost). • Involves one or two key stakeholders. • Empowered SM team, with defined roles team.

• Execs have bought in and agree on goals and intent of social engagement. • Cross-functional (all stakeholders) governance and investment model. • Fully integrated content strategy (community, social and KB). • Expanded social footprint: product, geographies, functions.

• Social engagement embedded in organization's DNA and business processes (employees and customers). • Funding for SM is in run rate for budgets for each organization. • SM value and contribution is understood by all. • Employees participate in internal and external SM as part of getting their work done.


Strategy


• Traditional channels of support. • Ambivalence to online conversations about brand. • Social Support not on executive radar. • Employee participation in internal SM kinds of spaces/tools may precede the external.


• Lots of dabbling in social networking and communities. Many not “owned” by company. • Asynchronous events (time bound). • Monitoring conversations in silos. • Brand promise is explicit and understood by all who interact with customers. • Brand promise is the basis for developing measures and goals.


• Social media channel focus and activities have been defined based on business strategy and goals and are explicit in the business strategy (example goals that SM might impact: improve customer sat, easy to do business with, reduce support cost). • Involves one or two key stakeholders. • Empowered SM team, with defined roles team.


• Execs have bought in and agree on goals and intent of social engagement. • Cross-functional (all stakeholders) governance and investment model. • Fully integrated content strategy (community, social and KB). • Expanded social footprint: product, geographies, functions.


• Social engagement embedded in organization's DNA and business processes (employees and customers). • Funding for SM is in run rate for budgets for each organization. • SM value and contribution is understood by all. • Employees participate in internal and external SM as part of getting their work done.








Customer Engagement • Phone-based interactions. • Customers have to come to us (support). • No push of information to customer through social channel. • No attention given to customer interaction. • One-to-one communication. • Contract/SLA based customer engagement.

• May start with a push of information through SM or lurking (listening and not responding). • Marketing presence in SM . • Unstructured and siloed presence, use of personal accounts vs. company identity. • No strategy, policy or rules of engagement across company on SM. • Discovery potential outlets and where the majority are and the preferences.

• Establish channels based on audience, multi-use (marketing, support, product management), interaction vs. just listening/lurking. • Monitoring specific channels with purpose/intent. • Baseline engagement policies, official rules of engagement, baseline metrics established. • Meet the customers where they are.

• Recognition of value creators (super users). • Promote deeper engagement. • Bi-directional communication. • Understanding of customer implicit and explicit behaviors and preferences. • VOC becomes part of the ongoing process. • Tools might start linking a customer's accounts.

• Personalization of service based on understanding of customer implicit and explicit behaviors and preferences. • VOC is driver of the business and product strategy. • Bi-direction and cyclical communication. • Monitoring and adjust emerging outlets.


Customer Engagement








Employee Engagement • Employee participation in SM is totally separate from employee's business role. • Relationship that the employee “owns” independent of the company. • Event based, seldom spans time or numerous interactions. • No awareness, no documentation, no policy...NADA.

• Engagement in pockets or silos. • Informal process. • Pilots/trials of ways to engage. • Behavior shift starts from transaction to interaction (learning) but largely through the employee initiative vs company policy. • Rising level of awareness of SM and a need to address how to engage and the value of SM engagement.

• Subset of employees are expected to engage. • Policy and procedures developed. • Cross-functional coordination and interaction. • Training, defined roles/responsibilities to pay attention to SM. • Responsive to customer issues through SM. • Rewards and recognition for social participation emerging or ad hoc.

• Engaged and competent. • Goals established and validated; measurable value/benefits for those participating in SM. • Shift from transactions to relationships, awareness and training on SM for all employees. • Scaleability/tuning of resources focused on SM (new product). • SM participation is included in employee assessment.

• SM sensitivity and awareness is pervasive and part of the culture. • Goals constantly reevaluated to match/drive business needs. • Validated model that aligns with the business model for the company and integrates SM into day-to-day operations. • Employee contribution is driven by sense of pride (not rewards).


Employee Engagement








People Profile Management * Identity * Preference * Skills * Interests * Reputation (history of value created)

• We don't know if social participants are customers and/or internal users. • Internal users posting as an alias and customers don't know who that internal person is (other employees may not know, either!).

• If employees participating, then using personal accounts and identities. • Rights and visibility management based on people profiles. • Manual solutions to identify employees. • Superficial, limited recognition. • Manually created customer profiles include social channel identity information. • An architecture for people profiles.

• Know more about people based on information collected through social channels. • A greater ability to use automation and tools to help identify users in different systems. • A unique identifier exists for individuals that is recognized by the individual and the organization they are interacting with. • Skills are part of the people profile (maybe manual or automated).

• Identity, reputation, profiles. • Developing the ability to determine intent and needs, recognize need and act upon that need. • Using the identity of the customers to differentiate services provided based on what we know about them. Social support info is included in the profile that we have for customers. Adapting the interaction with the customers based on this information.

• Cross-platform identification possible. • Skills profile is updated based on algorithms. • Starting to take social channel information to know who they are, what they do and what would make them happy(ier), anticipating needs with a high degree of accuracy. • Provide people with a preferred view of content based on a dynamic profile.


People Profile Management








Crisis Management • Not handled in support. • Not handled via social media. • Response phone call based. • Typical escalation processes. • Alerts. • Determination of the crisis is made through standard support channels. • Internally driven through known issue. • Sales rattle the cages.

• Ad hoc responses, ad hoc monitoring. • Have social gurus who are watching and let someone know. • OR gurus don't know where to take the issue. • No process and no guidelines: no specific time to respond expectations, no real follow-up. Erratic timing and follow-up. No accountability to respond. • Inconsistency in responses.

• Established procedures and responsibilities as a process to listen and respond. • Roles are identified, with people assigned. • Understand and communicate internally customer's expectation for response. • Different LOBs define and react to crises differently. • Processes are adjusted as learning takes place. • Danger of overreaction.

• Timelines and expectations are refined and understood; targets are measurable. • Process in place to learn from crisis (post-mortem). • Able to measure sentiment during and after crisis. • Customers crises are heard and responded to regardless of channel they use. • Processes evolve as social channels evolve. • Reduction in overlap in roles.

• Engineers interact with customers from a single dashboard but into different channels. • Crises addressed earlier to avoid/reduce their number. Proactive monitoring and responding to keep the impact small. • Community participants engaged and communicating effectively about the crises at hand. • Transparency, e.g., on how it is being resolved, ETAs, etc.


Crisis Management








Metrics • Success measured in cost per interaction. • Standard escalation SLAs in place.

• Collecting a lot of customer data. • Simple activity measures (e.g., visits, page views, registrations, repeat visitors, posts, responses). • Success measures evolve to include reach. • Influence scoring might be utilized. • Desire to measure the strength of influence of participants. • Exploring influence algorithms.

• Community-resolved issues (no support center assistance). • Customer satisfaction score with experience in social support channels. • Customer engagement in social channels (e.g., VOC). • Influence scoring is used more frequently to identify how and who to communicate with. • Diagnostic measures (member and content growth). • Progress on culture shift.

• KPIs, score cards, dashboards. • Outcome-based measures. • SM measures become part of the model for the business. • Channels yielding impactful results. • Execs using SM numbers. • Predictive measures: liveliness, responsiveness. • Social Network Analysis: mapping relationships, shape of the network(s).

• Integrated and shared metrics across the org. • Metrics drive business decisions (business strategy, funding, executive commitment). • KCS and SM metric integration; able to track and use it to drive decisions. • Metrics demonstrate SM producing results. • Cross-discipline/program integration. Possible convergence of metrics, uniform reporting, shared goals.


Metrics






Stege 4: Value Expansion


Tools & Integration • No integration of tools; all separate. • Lack of awareness of social media platforms.

• Fractured tools but proliferating, social media engagement and VOC programs active but using different tools. • No structured data available or used but thinking about it. • No integration with the tools. Case management systems and social tools are separate.

• Fractured tools, but integration is starting. • Monitoring social is combining into other channels (e.g, voice, chat, email). • Social becomes a channel to push information. • Case management, KCS tools, and/or CRM start to have hooks (limited copy-paste). • Social channels become are seen as appropriate for customer engagement.

• Social, KCS, and case management systems are integrated. • As crises are encountered, issues are addressed quickly and in the right channel. • Tools have enforced processes; employees are using the tools as appropriate. Employees don't have to step out of the tool to go to another one. • A balance of qualitative and quantitative measures.

• Systems and tools

optimized. Social and case management systems are integrated. • 360◦ view of customer; data is in the right place across all the platforms. • Ability to escalate and solve issues cross-departmentally.

• Internal and external tools are integrated.


Tools & Integration


Convergence of KCS and Social

People

• Not internal vs. external…

• …but roles, skills, and tasks

Process

• Extend Solve and Evolve loops to customer-generated knowledge

Technology

• Knowledge base

• Search (co-ranked)

• Permissioning

• User profiles

• Analytics

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(1) Unify, Unify, Unify


Convergence of KCS and Social

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(2) Build Trust

http://www.flazingo.com


Oracle Service Cloud

• Focusing on knowledge creation and associated flows

• Unifying people, process, and technology

• Providing foundations for trust

• Supporting the Three Tenets for Social Support

– Monitor, Listen, Learn

– Let Social Support Social

– Improve, Inform, and Influence

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Supporting KCS Tenets


Monday’s To Do List:

Learn About KCS (Join the Consortium!) http://www.serviceinnovation.org http://www.thekcsacademy.net http://www.thekcsacademy.net/kcs/kcs-resources <-- great resources

Talk with a KCS Practitioner

Plot where you are on the Social Engagement Journey Matrix http://www.serviceinnovation.org/social-media-support <-- Social Support Journey Matrix (PDF)

Schedule a demo of Oracle Service Cloud Community Self Service

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http://www.serviceinnovation.org/

http://www.thekcsacademy.net/




http://www.serviceinnovation.org/social-media-support






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Q&A

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kcs and community: bringing them together kcs and community: bringing them together author oracle...

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