INSIGHTS PAPER DRIVING CUSTOMER SATISFACTION FROM SUPPLIER CONSOLIDATION AND MANAGEMENT. Prepared by: Steve Hayes, Service Management Consultant
|
|
- Alban Cole
- 6 years ago
- Views:
Transcription
1 INSIGHTS PAPER DRIVING CUSTOMER SATISFACTION FROM SUPPLIER CONSOLIDATION AND MANAGEMENT Prepared by: Steve Hayes, Service Management Consultant 60 Lombard Street London EC3V 9EA T: +44 (0) E:
2 1. EXECUTIVE SUMMARY Businesses everywhere proclaim themselves as Customer focused and publish statements in their corporate brochures emphasising their commitment to a customer-centric service delivery model, both externally and internally. However, many of these companies have yet to back these statements up by investing in the core capabilities, processes and systems necessary to maximise the opportunity to deliver real customer value. At icore we believe that good Supplier Management and associated Relationship Management is key to ensuring there is effective and efficient delivery throughout the Supply Chain. A key element of this is to regularly ensure that suppliers are reviewed regularly to ensure they are providing value for money and also looking at options of consolidating the supplier base, establishing right-term contracts and leveraging spend potential. It is also absolutely critical to customer satisfaction that each supplier who represent the touch point with a customer is customer focused. Each customer touch point, in the supply chain, presents a marketing and differentiation opportunity for the business. The aim of this paper is to identify the key areas that IT Service Delivery teams could improve supporting the overall business aim and ensuring that best practices are being employed to give, not only customer satisfaction, but value for money and ensuring supplier performance is measured effectively and efficiently. It also gives the reader the necessary insight into how to manage suppliers to bring best of breed to your organisation. 2. INTRODUCTION It costs five times as much to win a new customer than to keep a current one. However, customers are not loyal by nature and research shows that emotion influences purchase decision six times more than rationale. Connecting to your customers on an emotional level is the key to establishing a lasting relationship with your brand. You must go beyond simply delivering your product, and develop strong bonds with your customers. It is essential that you provide a unique customer experience by proactively anticipating your customers needs and expectations and meeting or exceeding them, every time. Service excellence should be an attitude engrained in every department and it begins and ends with the people involved in the service delivery to the customer, from the first to the last interaction of each service transaction your customer experiences. Invariably within the world of IT, service delivery partners or suppliers are used in part or wholly to deliver services on the behalf of an organisation. So it is key to ensure that icore 2014 P a g e 1
3 your suppliers are delivering service excellence to your customers through both internal delivery teams and from suppliers. A consistent level of service should visible. 3. YOUR SUPPLIERS AND YOUR CUSTOMERS As part of a continual service improvement plan these questions should always be challenged within the IT service delivery organisation:- Do I know who all of my suppliers are, and who are they are delivering services to? Do I know if they are delivering service excellence to my customers, are my customers satisfied? Do I regularly meet with my suppliers and customers to discuss service performance? Do I receive and distribute regular service reporting information? Do I know what services my suppliers are delivering? Do I know what my supplier capabilities are? Do I know what commercial terms I have in place with my suppliers and customers? Do I know how valuable and critical the service is to my customers? If you couldn t honestly answer yes to all of the above questions, then work is required on the overall Service Management provision within your organisation, primarily around the Supplier Management function. In turn, this would bring benefit and control to your overall service provision. The customer s perception is your reality Kate Zabriskie Author of: Customer Service Excellence: How to Deliver Value to Today s Busy Customer There are a number of areas within the service delivery organisation that need to be managed to ensure there is control around the services. These are identified below and will be broken down into further detail in subsequent sections in this white paper. Service Portfolio What services are you offering to the customer base? Customer Base/Customer Satisfaction What services are being delivered where and how are you doing Cost Models - How much are you charging? Supplier Base What suppliers are you using to deliver these services? Supplier Commercial Agreements What contracts are in place with each supplier and the under what terms? Supplier Consolidation Who are you using? Supplier Management How are you managing each supplier? icore 2014 P a g e 2
4 4. SERVICE PORTFOLIO IT Service Delivery organisations should be able to clearly articulate the services they are delivering to their customer base and ensure that the customer understand what services they are receiving, an enabler of this, is the Service Portfolio. This gives the ability of the IT Service Delivery organisation to outline the makeup of their services being delivered and how these are being delivered to the business. In a more mature model, the service catalogue can be used for decision making as it can be used to measure demand and fulfilment requirements, which can lead to decisions such as retiring a low used service or to enhance or develop a high demand service. The typical components of a service catalogue should contain the following information about each service: Internally delivered Externally delivered (outsourced) Co Sourced (mixture of internally and externally delivered services) Managed Service It should also cover items such as Service Description, policies, SLA s and pricing. The catalogue does not need to be sophisticated. It can be setup in various guises, from a basic excel spreadsheet through to a fully integrated CRM solution. The catalogue not only describes the services available but the information also assist with the support of those services, in conjunction with for example the s the Configuration Management Database (CMDB), brings value to the business by improving Incident, Problem, Change and Service Level Management. 5. CUSTOMER BASE/CUSTOMER SATISFACTION What customers do you have? It is no surprise that not all service organisations within a company have a full picture of all of their customers. This can be very frustrating for the customer and for the sales and service teams when a customer phones the Service Desk for the first time, and there is no record of them. First impressions count, and from that initial call, the customer has a poor perception of service and the service organisation is then placed on the back foot for the current and future interactions. Whether it is an internal customer within your own organisation or an external end user customer, without customers there is no service. Without satisfied customers there is no customer retention and stability within the company or authorised material to reference. icore 2014 P a g e 3
5 Commonly used approaches such as Customer Satisfaction Questionnaires, Customer Service Review Meetings and customer telephone calls will give an indicator of how well you are performing as a service organisation, and where the key areas of focus should be. Invariably, if these customer feedback events are not performed regularly or indeed too regularly, the customer will become disengaged and could be inclined to consider other suppliers if they are not feeling valued by your services organisation. Don t be surprised with the feedback you receive, it is what you do with the feedback and how you act on it that counts. If you are in regular communication with your customer then invariably the relationship will be stronger. Clearly, there will be difficult times such as major service outages, but if you are already fully engaged, then these are resolved in a more positive and collaborative way. From a customer perspective it is important that the engagement level and the information provided is structured and formalised, so it is clear that the customer knows exactly what to expect from you and your service organisation. It should be clearly documented in either the service schedule or within the service definition documentation what the customer can expect. Items would include: Service Review Meetings Frequency, attendees and content of the meeting - What will be covered Service Reporting What to expect Service Contacts Who they can contact Escalation Management Who to contact when things go wrong Continual Service Improvement Plans Joint plans between you and your customer 6. COST MODELS Unsurprisingly, in a vast majority of service organisations, structured formal cost models do not exist. Each opportunity is invariably costed individually, with no economy of scale and therefore margins can vary widely. By introducing cost models, services can be costed with more exacting detail, correctly costing all elements of service provision per opportunity and therefore realising the true margin potential, rather than off the cuff cost base versus sale price which the sales organisation will put to the customer to win the business. The cost model ownership is retained within the services organisation and therefore gives greater control over how services are sold and signed off for bids and existing services. For not for profit organisations, it is still important to understand the cost base and have the ability to measure this in the marketplace to ensure services are cost effective. Cost models should take into account all service elements, not just supplier costs, but internal service cost overheads should also be included as there will always be engagement on any service from various departments to deliver the service. Fixed costs such as your internal service management team and the cost to manage icore 2014 P a g e 4
6 suppliers are the cost of doing business which needs to be taken into account rather than an invisible overhead. 7. SUPPLIER BASE Where there are a number of suppliers delivering services on your behalf, the key items to consider are: What suppliers are being used? What commercial terms are in place? Are there Operating Level Agreements (OLA s) in place for internal suppliers? How are they performing? Using the service catalogue, suppliers can be mapped onto the services delivered, adding another piece to the jigsaw of the overall service delivery model for your organisation. There will need to be engagement with your commercial/contracts teams to understand what suppliers are in place, and to understand the commercial terms with each supplier. Once these are established, they can be added to the service catalogue so it is clear as to which services the suppliers align to with regards to capability and service provision to your services organisation. Where you have internal service providers delivering services you will need to have a level of contractual management over these suppliers, these have historically taken the form of Operating Level Agreements (OLA s), these determine the relationships among the internal support groups of an organisation working to support the overall SLA delivered to your customers. The objective of the OLA is to present a clear, concise and measurable description of the service provider's internal support relationships. Invariably, where there is lack of control over suppliers and the management of supplier organisations this will lead to a silo ed approach to service delivery using many suppliers. This can lead to multiple suppliers delivering the same services to different customers. These type of occurrences are very common where there is no central management of suppliers and will lead to poor cost control, poor service delivery and poor customer retention. 8. SUPPLIER COMMERCIAL AGREEMENTS The first step before engaging with an existing supplier is to ensure you have reviewed the commercial terms of the agreement your organisation has signed up with them. This will give you visibility of any potential pitfalls in commercial or contractual negotiation with them before engaging with them on a service perspective. This is important from both a contract renewal perspective more appropriately, to discuss any poor performance. There is little point going down a path of setting up specific detailed service improvement plans, if you have only signed up for their most basic of service offerings. icore 2014 P a g e 5
7 Commercial agreements should include the specific service details that have been signed up as part of the overall agreement, these are normally detailed as service schedules and are appended to the commercial terms, these service schedules will detail the exact nature of the service provision and service levels agreed between you and the supplier. Key to this is ensuring all signed agreements are in place and categorised through the service catalogue. Where there aren t signed agreements in place, then a plan of action will need to be setup with your commercial team to remedy. Without these, your organisation is at the mercy of your suppliers own T&C s which invariably gives you little room for improvement. From this point, discussion with the suppliers regarding service delivery is much easier and a stronger position can be taken. 9. SUPPLIER CONSOLIDATION The commercial agreement and service schedules for each supplier will give a breakdown of the costs by service of each supplier. This will help in benchmarking your costs against competition, it will also help to look at what suppliers are charging and where there is room for commercial discussions to drive costs down. Often, where there is lack of control, there will be local agreements in place that may not be as cost effective based on the service being offered and the costs for delivery of the services, these will need to be addressed with the commercial teams. Using customer satisfaction feedback, you can then identify each supplier s service delivery performance and the impact this is having on your contract base. Given that potentially, you could have a poor performing supplier who is delivering a large proportion of your services which will directly impact both yours, and their, annuity based revenue streams. It is therefore important that you have knowledge of the customer experience being delivered by your suppliers to ensure you understand the landscape of performance from your supplier base. This puts you in a stronger commercial position to derive best value for money and compare suppliers against services and satisfactory service delivery. Where unintended duplicate service provision from different suppliers is observed, your aim should be to assess the commercial makeup of each supplier and the scale and potential service delivery capability with a view to choosing to move services from one supplier to another. This can be performed in conjunction with the commercial teams to ensure that any contractual obligations on your part are covered and you are not financially exposed in the termination process. Consolidating services to a smaller supplier base will give greater control of service provision to your customers and will enable a greater level of engagement with your suppliers. This, in turn, will lead to better customer satisfaction from an overall service delivery perspective. Having a large number of active suppliers operating at low capacity can be a drain, both on the suppliers, and on the businesses they are icore 2014 P a g e 6
8 supplying. Supplier consolidation is one way to combat the problems caused by such a situation. Some of the benefits include: Risk avoidance - Risks associated with utilising a large number of low capacity suppliers Lower prices - Supplier consolidation offers other benefits, both to your organisation and to the surviving suppliers. Greater integration Brings streamlined business processes and related costs, fewer contracts to administrate, vendors to manage, invoices to pay, and resources associated with all of these items. Improved accountability With fewer suppliers and reduced finger-pointing between what was too many suppliers. Security - Reducing the number of individuals with access to a company s systems and data, and confining access to a select group of cross-trained technicians. When performing supplier consolidation, the following risks also need to be taken into account: Eliminating some suppliers may also eliminate a certain amount of competition, giving the customer less choice. In the long term, suppliers eliminated during supplier consolidation may not be in business if or when additional suppliers are once again needed. 10. SUPPLIER MANAGEMENT Regardless of supplier consolidation, there is the need to ensure you are managing your suppliers effectively. Engagement with your preferred suppliers is crucial to ensure you are in control of overall end to end service provision, and you have a clear plan of activity to improve services where they are failing, and to ensure that reporting on all aspects of the service are documented and defined. The key to supplier management is ensuring the right level of relationship is formed, the right people in place within your services organisation that understand the principles of supplier management, and can demonstrate effective delivery of key areas such as Incident, Problem, Change, Release Management and Service Introduction and Transition. You need to trust your suppliers to do their job and empower them to deliver to you, as previously stated, if they are not engaged and brought into the party, then their service will deteriorate and ultimately you will lose your end user customers and icore 2014 P a g e 7
9 consistently be chasing escalations internally where your internal customers are receiving poor service. Where you implement processes that cross into your suppliers do not make them too detailed, as this will cause disconnects. There is great potential and major benefits from a structured supplier management function within your organisation such as: Improved and consistent supplier service quality that delivers against your requirements Commercial terms in place and agreed with clear deliverables stated within the agreements Regular Service Review meetings Joint Continual Service Improvement Plans (CSIP) Structured Service Level Management Reporting information Greater transparency of costs between the organisations Reduction in risk to service delivery due to a more engaged supplier Bringing greater stability to annuity based contract revenue and leading to a greater level of engagement into other areas of the supplier ultimately a higher level of goodwill between organisations. The size of your organisation may dictate the type of Supplier Management you will adopt. The function does not necessarily mean you have to hire a number of staff just to manage your suppliers, it can be carried out by specific individuals within your services organisation as long as the same methodology is used across the board. Suppliers will also need to categorised into their criticality to your organisation for the services they deliver on your behalf. This is focused more on how the supplier is positioned to deliver services, as the perspective of the relationship between you and your suppliers will not always match up. It could be that the supplier sees your organisation as low spend and therefore low importance, whereby you will see them as high cost and possibly high importance, so it is key for the supplier management function to ensure that the supplier does not adopt a take it or leave it approach which will not benefit either organisation. Once your suppliers are fully engaged and on-board with you, the benefits you can achieve from this newly found partnership can lead into other business opportunities that your suppliers can deliver from their previously unknown portfolio. icore 2014 P a g e 8
WHITE PAPER GETTING THE RIGHT SERVICE INTEGRATION AND MANAGEMENT MODEL USING SFIA
WHITE PAPER GETTING THE RIGHT SERVICE INTEGRATION AND MANAGEMENT MODEL USING SFIA Prepared by: Ken Scott, Service Management Consultant Steve Ingall, Head of Consultancy 60 Lombard Street London EC3V 9EA
More informationWhat s happened CUSTOMER LOYALTY? And 5 Steps You Can Take To Get It Back
What s happened to CUSTOMER LOYALTY? And 5 Steps You Can Take To Get It Back What s happened to CUSTOMER LOYALTY? A business without customers is just a hobby, and loyal customers are the most important
More informationDelivering Success Together. Westcon-comstor brochure
Delivering Success Together Westcon-comstor brochure COMMITTED TO YOUR SUCCESS We are Westcon-Comstor we strive to be your preferred global technology distributor. With partnerships built on trust, we
More informationSECURING VALUE FOR MONEY IN OUTSOURCED CONTRACTS How Local Authorities Can Deliver Their Cost Reduction Remit
SECURING VALUE FOR MONEY IN OUTSOURCED CONTRACTS How Local Authorities Can Deliver Their Cost Reduction Remit Roger Warner, ISG ISG WHITE PAPER 2014 Information Services Group, Inc. All Rights Reserved
More informationService Business Plan
Service Business Plan Service Name Information Technology Service Type Internal Service Owner Name Christine Swenor Budget Year 2017 Service Owner Title Service Description Director of IT Services An internal
More informationBank of Ireland. Service Integration as a means to govern a multivendor. 11 th October 2013
Bank of Ireland Integration as a means to govern a multivendor IT estate 11 th October 2013 Gerry Flanagan (Accenture) Sharon Donnelly (Bank of Ireland) Agenda Introductions What is Introduction and why
More informationA Guide to HR Shared Services
A Guide to HR Shared Services Contents Why Introduce an HR Shared Service Centre? The new HR Delivery Model Including the right processes in the HRSSC Role of technology Planning for HR Shared Services
More informationService Strategy Quick Reference Guide
Service Strategy Quick Reference Guide To enable service providers to think and act in a strategic manner to achieve strategic goals or objectives through the use of strategic assets Value Creation through
More informationGovernance in a Multi-Supplier Environment
Governance in a Multi-Supplier Environment This paper provides advice and guidance for organisations faced with governing a multi-supplier environment. 1. The Need for Governance ISACA, the global IT governance
More informationITIL Foundation Examination
Sample Paper D Answers and rationale EN_ITIL_FND_2011_SamplePaperD_Rationale_ V2.1 1 For exam paper: ITIL_FND_2011_EN_SamplePaperD Q A Syllabus Ref Book Ref Rationale 1 C FND01-1 SS 2.1.7 Best practice
More informationImproving The Customer Experience
Inspiring service desks to be brilliant Improving The Customer Experience Member Report September 2017 About the Author Contents The author of this report is SDI s Industry Analyst Scarlett Bayes. Scarlett
More informationRun IT Like a Business with Financial Visibility
Run IT Like a Business with Financial Visibility Understand overall IT spending, its business value, and how much you re investing in innovation Start What will you tell the CFO about IT costs? She wants
More informationIntroducing a hosted CRM system designed exclusively for telecoms, fixed-line & IT resellers. ordering
thelayer.com thelayer.com Introducing a hosted CRM system designed exclusively for telecoms, fixed-line & IT resellers Platform Introduction The Layer takes advantage of everything that is unique about
More informationBritish Gas Report to Ofgem in response to Ofgem s open letter on Supplier Complaints Handling dated 26th September 2014
British Gas Report to Ofgem in response to Ofgem s open letter on Supplier Complaints Handling dated 26th September 2014 britishgas.co.uk 1. Introduction from Ian Peters Managing Director British Gas One
More informationHOW CLOSE TRACKING AGAINST SERVICES CONTRACTS CAN INCREASE PROFITABILITY
HOW CLOSE TRACKING AGAINST SERVICES CONTRACTS CAN INCREASE PROFITABILITY 01 Improve tracking, increase profits The first step to building better customer retention is to set client expectations early.
More informationSupplier Management. Global control of your learning supplier lifecycle and a streamlined procurement process
Supplier Management Global control of your learning supplier lifecycle and a streamlined procurement process Our Vision Build a strong, engaged global supplier Our VISION is a world where business network
More informationDriving strategy through customer-centricity
BSG CAPABILITIES FEATURES: IT STRATEGY & ADVISORY CAPABILITY Driving strategy through customer-centricity Introduction: BSG is a consulting and technology company with offices in Johannesburg, Cape Town
More information2014 new ITIL Foundation exam (2011 syllabus) Practice sample questions (220+) PDF file download
2014 new ITIL Foundation exam (2011 syllabus) Practice sample questions (220+) PDF file download Number: EX0-117 Passing Score: 800 Time Limit: 120 min File Version: 12.5 2014 new ITIL Foundation exam
More informationHOW CLOSE TRACKING AGAINST SERVICES CONTRACTS CAN INCREASE PROFITABILITY.
HOW CLOSE TRACKING AGAINST SERVICES CONTRACTS CAN INCREASE PROFITABILITY www.sagex3.com 01 Improve tracking, increase profits The first step to building better customer retention is to set client expectations
More informationits measurement and impact
A POINT OF VIEW PAPER First call resolution its measurement and impact relationship management First Call Resolution: its Measurement and Impact First call resolution is the new service level. ~ Keith
More informationAppendix A - Service Provider RACI Model
Portfolio es: R A C / I P.1 Portfolio Strategy Centralized management of one or more portfolios (major programs), which includes identifying, prioritizing, authorizing, managing, and controlling projects,
More informationContinuous customer dialogues
Infor CRM Continuous customer dialogues Strategies for growth and loyalty in multi-channel customer-oriented organizations Table of contents Overview... 3 The continuous customer dialogue vision... 4 Create
More information1. You should attempt all 40 questions. Each question is worth one mark. 3. The pass mark for this exam is 26 out of 40 (65%).
The ITIL Foundation Examination Sample Paper D Question Booklet Multiple Choice Examination Duration: 60 minutes Instructions 1. You should attempt all 40 questions. Each question is worth one mark. 2.
More informationEGI.eu IT Service Management Service Management Plan
EGI.eu IT Service Management Service Management Plan Abstract: The purpose of this Service Management Plan is to provide clear direction and to include all aspects of ITSM processes, plans, and roles and
More informationIT Management & Governance Tool Assess the importance and effectiveness of your core IT processes
IT & Governance Tool Assess the importance and effectiveness of your core IT processes STRATEGY& GOVERNANCE IT & Governance Framework APPS EDM01 ITRG04 DATA &BI ITRG06 IT Governance Application Portfolio
More informationMSP Purpose, Value & ROI
PERSPECTIVE ARTICLE MSP Purpose, Value & ROI A Comprehensive Look at Today s Global Managed Service Provider Programs In this perspective article, Bartech an industry professional services firm delivering
More informationEstimating the Cost of Enterprise Software System Implementations: It s Often Buyer Beware. White Paper. Ben Harrison, MAVERICK Technologies
Estimating the Cost of Enterprise Software System Implementations: It s Often Buyer Beware White Paper Ben Harrison, Introduction... 3 Cost of Ownership...3 Software Price, Discounting and Maintenance...4
More informationManager Service Performance & Integration
Manager Service Performance & Integration Technology Services & Solutions (TSS), Shared Services Branch (SSB) The Manager Service Performance and Integration (SP&I) is accountable for ensuring the seamless
More informationThe 2013 catalyst to growing your bottom line
Whitepaper The 2013 catalyst to growing your bottom line The 7 part guide to success About the guide Achieving 20% growth year on year is the hallmark of a high growth business (www.growthaccelerator.com).
More informationGlobal mobility shared service centres That s the bottom line
Global mobility shared service centres That s the bottom line September 2014 Contents Introduction 1 Why consider it? 2 How would we do it? 3 Who to contact 8 Introduction Most, if not all companies, are
More informationDrive Your Business. Four Ways to Improve Your Vendor Risk Program
Drive Your Business Four Ways to Improve Your Vendor Risk Program Introduction Risk-management professionals often find the creation of a vendor risk management (VRM) program to be a challenging task,
More informationEXIN ITIL Exam Questions & Answers
EXIN ITIL Exam Questions & Answers Number: ITIL Passing Score: 800 Time Limit: 120 min File Version: 37.4 http://www.gratisexam.com/ EXIN ITIL Exam Questions & Answers Exam Name: ITIL V3 Foundation Exam
More informationi-fm Technology in FM Awards Miworld mitie s management information tool
i-fm Technology in FM Awards Miworld mitie s management information tool Introduction Mitie s submission to the 2016 i-fm Technology in FM Awards is Miworld, a holistic approach to data and management
More informationSupplier Relationship Management Study: Summary of Findings
Supplier Relationship Management Study: Summary of Findings Copyright 2016 by Vantage Partners, llc. All rights reserved. Supplier Relationship Management Study: Summary of Findings By Ashley Hatcher and
More informationThe 5 Building Blocks of a CAPA Solution. Managing Corrective Actions/Preventive Actions for the Consumer Products Industry
The 5 Building Blocks of a CAPA Solution Managing Corrective Actions/Preventive Actions for the Consumer Products Industry 1 Table of Contents 3 Introduction 5 Tackling Quality Issues & Incidents 8 Five
More informationPROCUREMENT STRATEGY & ACTION PLAN. April 2012 March 2015
PROCUREMENT STRATEGY & ACTION PLAN CONTENTS Page 1 Executive Summary 2 2 Strategic Context 2 3 Scope 3 4 Values 3 5 Structure and Responsibilities 5 6 Aims, Objectives and Initiatives 6.1 Sustainability
More informationLOST YOUR CRM DIRECTION?
LOST YOUR CRM DIRECTION? THIS 5-STEP ROADMAP CAN HELP The better an organisation understands its customers and their needs and their expectations, the greater opportunity it has to satisfy those needs
More informationService Model: A War Story
Service Model: A War Story David Llewellyn Jones Lucid IT Pte Ltd - All rights reserved version 1.0 1 The Business Context A Managed Service Provider Grown rapidly through a number of acquisitions We had:
More informationWhat kind of relationship do you have with your supplier? developing good supplier relationships for acquisitions librarians
What kind of relationship do you have with your supplier? developing good supplier relationships for acquisitions librarians Annette Hugill, Vendor Relationships Team Leader, Auckland City Libraries Andrew
More informationEAST SUSSEX FIRE AUTHORITY Job Description
EAST SUSSEX FIRE AUTHORITY Job Description Job Title: Supplier Service Manager Job Family: JF6 Specialist/Technical Manager Reporting to: ITG Manager Responsible for: 1 direct report (Support Officer,
More informationThe Customer Complaints X-Ray
The key to customer retention and loyalty via customer complaints handling Qaalfa Dibeehi, Chief Operating and Consulting Officer Zhecho Dobrev, Consultant http://www.beyondphilosophy.com/ Contents Executive
More informationReengineering your core processes and service layer A critical digital ecosystem enabler
Reengineering your core processes and service layer A critical digital ecosystem enabler Stéphane Hurtaud Partner Cybersecurity Leader Deloitte Jesper Nielsen Director Technology & Enterprise Application
More informationITIL Intermediate Lifecycle Stream:
ITIL Intermediate Lifecycle Stream: SERVICE DESIGN CERTIFICATE Sample Paper 1, version 6.1 Gradient Style, Complex Multiple Choice ANSWERS AND RATIONALES Page 1 of 13 Answer Key: Scenario Question Correct:
More informationThe Five Critical SLA Questions
STERLING COMMERCE WHITE PAPER The Five Critical SLA Questions What you need to know before you define your managed file transfer service level agreements Introduction A Service Level Agreement (SLA) is
More informationWhite paper. Getting better business results from your CRM
White paper Getting better business results from your CRM Table of contents: Introduction...1 Customer relationship management continues to grow...1 Poor quality CRM data and its impact on an organization...1
More informationITSM Process Description
ITSM Process Description Office of Information Technology Service Catalog Management ITSM Process Description Service Catalog Management Page 1 Table of Contents Table of Contents 1. Introduction 2. Service
More informationTechnical Systems & Delivery
Job title Job family Principal Service Manager Technical Systems & Delivery Proposed band D Job purpose The Principal Service Manager is recognised as a role model and leader both inspiring and building
More informationHead of IT Operations
Principles Vision Purpose Statement Head of IT Operations healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the Northern
More informationMAXIMIZE PROFITS VAR BUSINESS
HOW TO MAXIMIZE PROFITS IN A LOW MARGIN VAR BUSINESS Introduction With each passing day, VAR business is getting more and more competitive. As a result, margins have shrunk considerably which has reduced
More informationPart 3: Recommended role model
Edition 2016 Version 2.2 This work is licensed under a Creative Commons Attribution 4.0 International License. http://www.fitsm.eu/ Document control Document Title Part 3: Recommended role model Document
More informationQ&A. ISO/IEC 20000: A higher standard for your business. CSE Global (UK) shows the way
Q&A ISO/IEC 20000: A higher standard for your business CSE Global (UK) shows the way This report is based on an exclusive interview with CSE Service Director Kate Stead, talking about the process in detail,
More informationDelight Your Customers with HVAC Field Service Management
Delight Your Customers with HVAC Field Service Management Delight Your Customers with HVAC Field Service Management HVAC -- or heating, ventilation, and air conditioning -- is an industry within field
More informationOracle Field Service Cloud for Facilities Management Organizations. Providing Profitable Customer Service
Oracle Field Service Cloud for Facilities Management Organizations Providing Profitable Customer Service 2 Maintaining contract margins means you will grow and profit When customers have choices, exceptional
More informationHow to Sell Marketing Automation to Executives
How to Sell Marketing Automation to Executives 1 MODERN MARKETING IS POWERED BY MARKETING AUTOMATION You know you can t excel at marketing using email blasts and spreadsheets. You need marketing automation.
More informationLIES, DAMNED LIES and KPIs A White Paper on Key Performance Indicators By Mark Sykes Principal Consultant Fox IT
LIES, DAMNED LIES and KPIs A White Paper on Key Performance Indicators By Mark Sykes Principal Consultant Fox IT Fox IT SM Resourcing Ltd 2013 Page 1 of 8 Lies, Damned Lies and KPIs Benjamin Disraeli is
More informationInformation and Communication Technologies Strategic Plan 2016/ /20
Information and Communication Technologies Strategic Plan 2016/17 2019/20 Foreword Mike Russell Chief Information Officer We must continue providing the infrastructure and vital support systems to keep
More informationThe Vendor Management Disconnect: Why Credit Unions are Unhappy with their Vendor Management Program
The Vendor Management Disconnect: Why Credit Unions are Unhappy with their Vendor Management Program Results from Abound Resources 2010 Survey: Vendor Management in Credit Unions Table of Contents Executive
More informationProfessional Services Automation
Professional Services Automation Professional Services Automation Operational effectiveness through 360 degree visibility of projects, streamlined business processes and tight cost management across the
More informationBusiness Process Management Overview of BPM. Marek Zborowski PhD.
Business Process Management Overview of BPM Marek Zborowski PhD. BUSINESS PROCESS MANAGEMENT We will learn in this area: The benefits of BPM Critical success factors for implementing BPM Pitfalls to avoid
More informationSQS Performance Testing
SQS Performance Testing Service Overview sqs.com Your reputation, growth and compliance elevated IT change is more complex than ever; SQS performance test services reduce exposure to your risks, increasing
More informationITIL Foundation Examination
Sample Paper D Answers and rationale For exam paper: ITIL_FND_2011_EN_SamplePaperD Q A Syllabus Ref Book Ref Rationale 1 C FND01-1 SS 2.1.7 Best practice in the public domain, Figure 2.3, Sources of best
More informationCIO s View of Application Performance Management
CIO s View of Application Performance Management Introduction Based on 2011 TRAC survey results Prepared for Dell As the CIO s role in the modern enterprise has become increasingly complex and dynamic,
More information5 steps to rid your small business of payroll stress
5 steps to rid your small business of payroll stress Introduction The demands of payroll are only getting worse, with mounting risks and costs Human resources are crucial to any business success. As a
More informationOutsourcing Field Service
Astea Whitepaper: Outsourcing Field Service Outsourcing Field Service WHITEPAPER An Astea International White Paper 1 Introduction Outsourcing part (or all) of a company s field service operations is not
More informationBest Practice Guide to Co-creation
Best Practice Guide to Co-creation In association with Bulbshare BCMA 6th Floor, Charlotte Building 17 Gresse Street London, W1T 1QL www.thebcma.info @thebcma Co-creation: The future for brands The co-creation
More informationThe four steps to Service Management Exellence. White Paper.
The four steps to Service Management Exellence White Paper Table of Contents Executive Summary Introduction Stage One: The Primary Role of Service Management Stage Two: The Operational Role of Service
More informationOpen the door and unlock opportunities with the Cisco Services Icebreaker Program. What s hidden in your Cisco Installed Base? TD Azlan, Services
What s hidden in your Cisco Installed Base? Open the door and unlock opportunities with the Cisco Services Icebreaker Program Your Personalised Business Case - prepared for TD Azlan, Services Your Personalised
More informationService Management in a Complex Multi- Sourced Environment: The ATO Experience. Geoff Robinson, Kassandra Singh, Shane Johnson.
Service Management in a Complex Multi- Sourced Environment: The ATO Experience Geoff Robinson, Kassandra Singh, Shane Johnson Agenda Background IT Multi-Source Model The Evolved IT Multi-Source Model The
More informationPROCUREMENT TRANSFORMATION PROGRAMME FUTURE OPERATING MODEL FREQUENTLY ASKED QUESTIONS FOR SUPPLIERS
PROCUREMENT TRANSFORMATION PROGRAMME FUTURE OPERATING MODEL FREQUENTLY ASKED QUESTIONS FOR SUPPLIERS Please note that this is an evolving document that will be updated periodically. This document was last
More informationEXIN ITIL Exam Questions & Answers
EXIN ITIL Exam Questions & Answers Number: ITIL Passing Score: 800 Time Limit: 120 min File Version: 37.4 http://www.gratisexam.com/ EXIN ITIL Exam Questions & Answers Exam Name: ITIL V3 Foundation Exam
More informationIt s time for the Active Risk Manager. Successful Organizations have World-Class Risk Management
It s time for the Active Risk Manager Successful Organizations have World-Class Risk Management Strengthen your business by Embracing the Management of Risk and Opportunity with Active Risk Manager No
More informationHow Technology is driving great customer service - The future of customer feedback
How Technology is driving great customer service - The future of customer feedback 2015-2020 What we set out to achieve: Review of existing processes and practices What else is out there? Gap analysis
More informationServiceMax Field Service Management Imagine service delivery that drives revenue growth, and not just satisfies customers, but delights them
ServiceMax Field Service Management Imagine service delivery that drives revenue growth, and not just satisfies customers, but delights them Field service is a massive and growing industry, powered by
More informationAchieving Application Readiness Maturity The key to accelerated service delivery and faster adoption of new application technologies
WHITE PAPER Achieving Application Readiness Maturity The key to accelerated service delivery and faster adoption of new application technologies Achieving Application Readiness Maturity Executive Summary
More informationANNEX 2 DESCRIPTION OF MANAGED SERVICES AND QUESTIONNAIRE
ANNEX 2 DESCRIPTION OF MANAGED SERVICES AND QUESTIONNAIRE 1 Contents I. Rationale for Managed Services... 3 II. Managed Services... 4 2.1. Service Desk... 4 2.2. Request Fulfilment... 4 2.3. Incident Management...
More informationA Vision of an ISO Compliant Company by Bruce Hawkins, MRG, Inc.
A Vision of an ISO 55000 Compliant Company by Bruce Hawkins, MRG, Inc. ISO 55000 refers to a series of three standards outlining the purpose, requirements, and implementation guidance for an Asset Management
More informationPASS4TEST IT 인증시험덤프전문사이트
PASS4TEST IT 인증시험덤프전문사이트 http://www.pass4test.net 일년동안무료업데이트 Exam : ISO20KF Title : ISO / IEC 20000 Foundation Vendors : EXIN Version : DEMO Get Latest & Valid ISO20KF Exam's Question and Answers from
More informationGet your services up to speed
Get your services up to speed Say hello to our Enterprise Changing Service Management Solutions Service Excellence Reinvented Fujitsu are helping organisations around the world accelerate their digital
More informationa program that does more
a program that does more What if you could get more? Think about the current state of your purchasing. Do you know exactly where your budget is being spent? Are you satisfied with your ordering system?
More informationB6: Designing an ICT strategy to drive cost reductions within a housing organisation
B6: Designing an ICT strategy to drive cost reductions within a housing organisation Speakers: Steve Smith Genesis Way Programme Director Genesis Housing Association Rob Sproule Head of ICT Genesis Housing
More informationWHITE PAPER: Giving customers what they want. A blueprint for creating a single, consistent customer experience
WHITE PAPER: Giving customers what they want A blueprint for creating a single, consistent customer experience FOREWORD A well-designed user experience is much more than aesthetic design; Service Designers,
More informationPart 0: Overview and vocabulary
Edition 2016 Version 2.4 This work is licensed under a Creative Commons Attribution 4.0 International License. www.fitsm.eu Document control Document Title Part 0: Overview and vocabulary Document version
More informationDespite an improving UK economy, the 2008 recession has created a cautious business culture that s here to stay.
Despite an improving UK economy, the 2008 recession has created a cautious business culture that s here to stay. The economic crash provided a wakeup call and businesses are now more cautious than ever
More informationService Management Analyst
Principles Vision Purpose Statement Service Management Analyst healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the Northern
More informationWhat is Castleton P2P?
P2P Datasheet About us Castleton is the only truly integrated IT housing solutions provider in the industry. We deliver an unrivalled portfolio of market leading, cutting edge software and infrastructure
More informationAustralia and New Zealand Testing Board. Testing as a Service. Carol Cornelius ANZTB Capital Quality Consulting
Testing as a Service TaaS Carol Cornelius ANZTB Capital Quality Consulting Testing as a Service - Forrester Sourcing professionals are moving away from their historic emphasis on staff augmentation in
More informationImplementation of ITIL within Royal London Group. Stephanie Addison
Implementation of ITIL within Royal London Group Stephanie Addison Background Royal London Group (RLG) and IT - then and now. My career within RLG - from Service Management consultant to Service Manager.
More informationCloud Guide Book. Reaching the Cloud Summit and Seizing the Market Opportunity
Cloud Guide Book Reaching the Cloud Summit and Seizing the Market Opportunity PlumChoice Cloud Playbook 1 The cloud services opportunity. IDC is forecasting that the cloud market will reach $277 billion
More informationITIL Foundation v V1. Module 4: Service Transition. Reader s Note QAI India Ltd. I
Reader s Note 2 Reader s Note 3 Reader s Note 4 Reader s Note 6 7 A configuration record is a set of attributes and relationships about a CI. Configuration records are stored in a configuration management
More information2017 Human Resource Outsourcing (HRO) Trends Report. Industry Trends for HR Service Providers, PEOs and ASOs
2017 Human Resource Outsourcing (HRO) Trends Report Industry Trends for HR Service Providers, PEOs and ASOs INDEX 3 INTRODUCTION 4 HR OUTSOURCING ORGANIZATIONS HR Service Provider Size Number of Payroll
More informationMarch Combining Utility Customer Analytics with Smart Implementation
March 2017 Combining Utility Customer Analytics with Smart Implementation EXECUTIVE SUMMARY Combining Utility Customer Analytics with Smart Implementation to Dramatically Improve Utility Program Metrics
More informationEXIN.ITIL _by.getitcert.com Mine Modified
EXIN.ITIL.2012-08-24_by.getitcert.com Mine Modified Number: 000-000 Passing Score: 800 Time Limit: 120 min File Version: 1.0 http://www.gratisexam.com/ Getitcert.com can help you get IT certified without
More informationCreating Technology Financial Accountability. IT Financial Management and Cost Transparency White Paper
Creating Technology Financial Accountability IT Financial Management and Cost Transparency White Paper CREATING FINANCIAL ACCOUNTABILITY FROM IT ACROSS THE ORGANIZATION Insight into IT Costs and Services
More informationRisks and Leverage the Power of the Cloud
White Paper How to 14/18pt Mitigate Regular subtitle the Month Year Risks and Leverage the Power of the Cloud Table of Contents The time to move to the cloud is now...3 Cost benefits of a cloud-based approach...3
More informationMeeting Customer Expectations: Rehabilitating the Sales Experience to Drive Revenue Growth for Healthcare Manufacturers
Meeting Customer Expectations: Rehabilitating the Sales Experience to Drive Revenue Growth for Healthcare Manufacturers CONTENTS Introduction 2 Determining Today s Revenue Drivers 5 Improving Customer
More information[ know me ] A Strategic Approach to Customer Engagement Optimization
[ know me ] A Strategic Approach to Customer Engagement Optimization A Verint and KANA White Paper Table of contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical
More informationWhy it s time to move to online accounting software
7Game Changing Trends: Why it s time to move to online accounting software Brought to you by: 7 Game changing trends: Why it s time to move to online accounting software The past decade has brought extraordinary
More informationSenior Business/Implementation Analyst
Principles Vision Purpose Statement Senior Business/Implementation Analyst healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services
More informationStrengthen your business by Embracing the Management of Risk and Opportunity with Active Risk Manager
It s time for Active Risk Manager Successful Organizations have World-Class Risk Management Strengthen your business by Embracing the Management of Risk and Opportunity with Active Risk Manager No matter
More informationReduce the cost of trading. with your suppliers
trade simple provides comprehensive purchasing control and ensures all the process and pain of online ordering is handled for you. We would recommend it to anyone in the hospitality industry. Colin Simpson,
More information