Improved Customer Experience through optimizing Incident Management

Transcription

1 Improved Customer Experience through optimizing Incident Management Delivering value to customer by reducing service outages and faster time to restore normalcy. Empowering customer by creating self- care channels and providing access to real time statues. Improving Business Processes with analytics and better synergies between engineering and customer care teams.

2 2 The Problem Domain Inefficient Incident Management A Tier 1 mobile operator in India was suffering from Customer Experience Management issues because of poorly defined and inefficient incident management process with respect to network and service Incidents.

3 3 What Drives Customer Loyalty to an Operator Brand Network Performance & Customer Support are the key elements for Customer Loyalty Customer Experience Management is the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between a customer (or end user) and their service provider over the life of their relationship.. [source: TM Forum] Drivers of Loyalty to Operator Brand Source : Ericsson Consumer Labs Network Performance Study

4 Transformation Objective Identified Shift from Network Centric to Customer Centric Operations BA Convention Customer Centric Operations Customer Centric CUSTOMER ASSURANCE Customer Experience Management SERVICE ASSURANCE Service Quality Management Web Browsing Voice VoD VIEW THE WORLD THROUGH THE EYES OF YOUR CUSTOMER Network Centric NETWORK ASSURANCE Network Management

5 5 How to bridge the gap between Problem and Capability to create value for Customer? Incident Management Expert Analytics based Solution Poor customer experience due to inefficient incident management process and lack of visibility on service degradation.

6 6 The Need for Structured Business Analysis Stages Approach Align to CEM objectives, Plan and Strategize for Requirement collection and As-IS process analysis. Plan and Collect Interviews and WorkshopsGaps, Options, Risks Current vs. Wanted situation GAP analysis Root causes Solution scenarios & options Risk/Sensitivity analysis Gain Consensus Agreed Future State Value Drivers Validated Requirements Agreed Use Cases Conduct extensive workshop with Service and Network operations, Customer Relations to understand the incident management process Explain and review the findings get concurrence with the participants Identify gaps in current process by comparing to standards, find pain points and establish criteria for future mode of operations New Use cases and Re-engineered Incident Management Process Normalized View of Current State Target Operating Model

7 7 Incident management AS IS state Network centric process Source: Network Event Management Prioritization Escalation Source: Service Desk Resolution Closure Blind on service degradation issues c/o skill Time to Detect hours to days Reactive Nature

8 8 Diagnosis of AS IS Study Key Findings - Time taken to analyze largely dependent on the skill of the engineer. Not enough Click visibility to edit on header the Mean Time to Resolve KPIs not adequately defined/measured SLAs were rarely achieved Detecting and determining the network issues were primarily reactive in nature. Missing Customer feedback reporting mechanism.

9 Update customer with resolution 9 Transformed Incident Management Process Bringing Customer centricity to the process Source: Network Event Management Prioritization Escalation Source: Service Desk Prioritization / Escalation Resolution Closure Breach of service KPI thresholds Receive network related complaint Detect Most Probable Cause Most Probable Cause FCR Possibl e? # of customers, segments, location & services CEM touchpoints

10 10 Driver Use Cases leading to CEM Maturity THE 4 CORNERSTONES Customer Empowerment People and Processes Best Practices and Standards Reengineered Use Cases Proactive Service Operations Predictive Customer Care Customer Analytics Device Analytics Service Analytics Roaming Analytics NOC/SOC Collaboration Knowledge Base Customer Care Centre Next Best Action

11 11 Proactive Service Operations Broad Level Use Cases Proactive service management Services & network trouble-shooting Manage QoS offer priorities/slas Post-complaint analyses Re-engineered Process Proactive Analytics Customer, Device, Service, Roaming Tool aided capabilities for End-to-end analysis Collaborated Responsibilities - Service Operations Center - Service Monitoring- Service, Service Provider, Device Network Operations Center- Network Monitoring Root Cause Analysis- Understand the root-cause What caused the issue? How are issues correlated? What do they have in common? Improve the root-cause What is the solution to the issue? Service KPI s Resource KPI s Performance Indicators

12 12 Predictive Customer Care Proactive handling of customer experience issues in Customer Care Customer Segmentation and Profiling Product and Service Usage Analysis Behavior and Trend Analysis Customer Interaction Analysis Complaint Analysis Service channel analysis Analyze 1. Predict Reason for Call Why might the customer be calling? How to resolve the call? 2. Validate the Complaint Did the customer really have an issue? If so, when and where did it happen? 3. Take Action Identify the Most Probable Cause and trigger the Next Best Action Resolve 1. Reduction of Average Handling Time. 2. Increase in First Call Resolution Rate 3. Reduced number of trouble tickets created. Benefits

13 13 Customer Empowerment and Improving the Ways of Working Empowering End Customers with better tools Self Service Tools Manage & optimize quality of experience Mobile App Base Status tracking Sms/ alerts User Experience Feedback Reporting People and Process Process Design based on Industry standards such as ITIL Prioritize actions based on business value Optimize network proactively to improve customer experience and reduce customer complaints Create, Monitor and Optimize trouble tickets

14 14 Achieve CEM Maturity through Target Operating Model Measure the KPI improvements in MTTR Define the threshold levels for service KPIs to identify potential service impacting issues Forge partnership with CEM vendors for continuous improvement Utilize CEM, driven by advanced analytics, to Identify, categorize and prioritize incidents Establish governance bodies (problem review board and change control board) for efficient and streamlined service operations Impart training on CEM such that the tools are used in issue resolution effectively Monitor service KPIs proactively Prioritize service incidents based on subscriber impact Introduce CEM driven root cause analysis and incident verification process

15 15 The CEM way of Incident Management Value Realization The Lead Indicator The Lag Indicators Value Realization Mean Time to Resolution Less Effort spent in incident resolution Working capital redeployment Reduction in TAT Reduction in # of incoming complaints Improvement in FCR Improved NPS Financial Benefits

16 16 Outcomes and Benefits Improvement in Service satisfaction and a greater customer engagement. Optimized processes, greater efficiencies Greater customer engagement and churn reduction

17 Thank You! Sagar Senthil Ganesh Learn more.