strategies for delivering a truly global support...

Strategies for Delivering a Truly Global Support Experience

Greg OxtonExecutive DirectorConsortium for Service Innovation

Moderator:Jenny Forcé Sophie Hurst

Director, Product MarketingSDL

Agenda

Introduction“Thoughts on Dealing with the Content Explosion”

The Customer ExperienceThe Content ExplosionThe Content Framework

Global Information Management as a solution

Greg OxtonConsortium for Service Innovation

Thoughts on Dealing with the Content Explosion

What is the Consortium?

An alliance of support organizations

Focused on innovationImprove the customer’s experienceIncrease customer productivity While managing the cost of support

Member funded, not for profitFor the benefit of the members

The members are the Consortium40 Member companiesStaff; 2 full time, 1 part time employee

Some Facts…

There is no correlation between customer satisfaction and financial performance (growth or profitability), there is a correlation between loyalty and financial performance

Firms in the top quartile, in terms of strength of their relationship with customers, achieve loyalty levels three times higher than bottom quartile brands

Companies with higher levels of brand loyalty achieve price/earnings ratios twice those of average companies

Even in an economic downturn, 50% of consumers will pay more for a better customer experience

Sources: used with the permission of Smith+co1) Carlson Marketing Group Relationship Builder Survey2) Satmetrix Systems Customer Loyalty survey3) Customer Experience Impact Report. RightNow Technologies

Profit and

revenue growth

Profit and

revenue growth

Premise

ContentCustomerLoyalty

CustomerExperience

SupportExperience

Content is KingLanguage is critical

Customer Loyalty “Experience Management Staircase”

Products

Experiences

Services

Functional

Valuable

Emotional

Source: Shaun Smith

In High Tech, Support is a Key Driver of the Customer Experience and therefore….

Loyalty

Greg OxtonConsortium for Service Innovation

Three different Support PathsThree different Support Paths

Support Perspective …Three “Types” of Demand

Assisted

CommunityCommunities

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 and knowledge base

Communities• Customers want

to interact with other users

• Ask, respond, comment, rate, vote

• Online forums, ideastorms, blogs, wikis

Customer Exceptions

Satisfying the Demand

Assisted

Community

Development/Engineering

ProductManagement

CommunitiesSelf-Service

Assisted

Customer Exceptions

SupportCenter

WebPortal

Web Groups

Demand for Support is Huge!

Assisted

Community

Development/Engineering

ProductManagement

CommunitiesSelf-Service

Assisted

Customer Exceptions

SupportCenter

WebPortal

Web Groups

As an example10,000/month

300,000/month100,000/month

Total demand = 410,000/month….10,000 (2.4%) of which comes through

the support center

The Customer Experience?

Indirect support modelNot with the support centerWeb based self-serviceOn-line user communitiesLargely interactions with content not people

How do we manage the customer support experience in the “indirect model”?

We can’t, we can only influence itContent is critical

The Content Explosion!

The amount of content is growing exponentially

It’s not in English

(wait…. what?)

All content is not created equal

A content framework can help you build a content strategy

Build a matrixTypes of content across the topAttributes of content down the side

Wikipedia

Global Markets Driving the Need for Translation

Sources of laborNon-English speaking or English as a second language

Sources of revenue (growth markets)Non-English speaking orEnglish as a second language

Content ContinuumCo

nver

satio

ns

Instan

t Mes

seng

er

Diag

nostic

Guides

Foru

ms

Email

Tech

Not

es

Supp

ort K

nowledg

e

(KB

solutio

ns)

Prod

uct M

anua

ls

Conf

igur

ation

Guides

InformalDynamic

FormalStatic

Case

s/In

cide

nts

Wikis/

Blog

s

Sales Do

cs

The Framework

Content

Attrib

utes

Types

Examples of Content Attributes

PurposeAudience(s)Media (text, audio….)Author(s)Source (input from)Feeds (output to)Translation requirement

Fee/FreeShelf lifeComplexityFrequency of updateAccessConfidence factorArchive policy

Use of the Content Framework

Understand the landscape

Identify flows, gaps and overlaps

Manage what you can….

Influence what you can’t

Support better decision making

So What?

Develop a “content strategy” from the customer’s point of viewCreate a content framework

Identify types of content and their attributesFor what you create, identify “preferred types” for specific attributesFor what others create develop an influence strategy

Listen, learn and influence Co-opt your power usersReputation model for content and peopleMonitor toneHave to have multi-lingual capability

Profit and

revenue growth

Profit and

revenue growth

Premise

ContentCustomerLoyalty

CustomerExperience

SupportExperience

Not having a content strategy is …Like not having customer support

Content is King – Language is Critical

Greg OxtonThe Consortium for Service Innovation goxton@serviceinnovation.org

References• Managing the Customer Experience by Shaun Smith and Joe

Wheeler• Loyalty Rules and The Ultimate Question by Frederick F

Reichheld, www.netpromoter.com• The Only Sustainable Edge by John Hagel and John Seely

Brown, www.edgeperspectives.com• The Support Economy: Why corporations are failing individuals

and the next episode of capitalism by Shoshana Zuboff and James Maxmin, www.thesupporteconomy.com

• Outside Innovation by Patricia Seybold

www.serviceinnovation.org

Global Information Management as a Solution

Sophie HurstDirector, Product MarketingSDL

Three trends will influence customer service initiatives through 2012: Creating positive customer experiences while cutting costs, consumers turning to peers online for information, and the need for intelligent contact center applications and processes.

Gartner, February 2009

Trends in After-sales Support

The Challenge and the Opportunity

ChallengesNeed to reduce after sales support costs and increase first time resolutions

Need to improve the customer experience

Need to provide better multilingual after sales support and drive up self service online but

It is expensive and complex, with tight budgetsThere are large volumes of contentIt takes time to deliver the content to the customer that needs it

Personnel challenges mean it is difficult to find people with both language skills and technical expertise

OpportunityIncrease customer satisfaction by driving more global customers online

Reduce support center costs dramatically by deflecting calls

Increase market expansion by increasing the coverage of languages with the same budget

Publish knowledge base articles more quickly to the global customers that need them

Communicate via e-mail and chat with customers who do not speak the same language

Automate the process of putting articles into different languages

What is the Solution?

Use automation to support more content in more languages at less cost

Integrate instant translation into e-mail, chat and websites to communicate with customers in their language

Manage and automate the complete localization process to improve efficiency

The Future of Translation?

Integrating Automation in Support

Improve customer communications and translate content on the website that might never have been translated before

Speak with customers in different languages directly with instant translation integrated in e-mail and chat

Use the same engine to have high-quality content that has been post-edited by a human

End-to-end Process for Global Information Management

The world's largest manufacturer of agricultural equipment

Revenues: $18 billion

Dealers: 11,400

Countries: 160+

Case Study: Customer Experience

Profile

Drive up self-service levels for dealer support

Drive down cost and time to localize technical support knowledge

Translate over 2 million words into 6 languages

Integrate with KnovaService Resolution Management solution

Executive Mandate

Dealer success rate with self-service increased from less than 20% to over 80%

Reduced costs by $15m annually

GIM costs reduced by 40%

Integrated system for translation of different types of support content

Results

“Through our partnership with SDL, we provide support to our global dealers at 40% lower costs with significantly faster turnaround times. This provides solutions to their technical issues every hour of every day of the year, whilst significantly reducing the workload on support centres.” Joe Pstrak, Director of Dealer e-Business Services

We help corporations drive global revenues and reduce costs by providing the software and

services to deliver global content

Our Mission

SDL – A Global Presence

Publicly traded company with $250m annual revenuesOver 2000 employees in 50 offices across 32 countries

Award-winning and profitable with long term financial stability 80%+ of the global translation supply chain use SDL software500+ deployments of enterprise technologies

sdl.com sdltridion.com sdltrisoft.com lspzone.com translationzone.com click2translate.com freetranslation.com

Recognized Leader in Global Information Management

41 of the 50 Top Global Brands*

*Source: Interbrand, 2008

Learn More!

Visit the SDL Knowledge Center to download case studies and whitepapers: www.sdl.com/knowledgecenter

CNH Case Study you heard todayWhitepaper: Any language you want - so long as it's English

Learn more about the Consortium for Service Innovation:www.serviceinnovation.org

Contact our speakers:Sophie Hurst, SDL: shurst@sdl.comGreg Oxton, Consortium for Service Innovation: grego@serviceinnovation.org

Follow us:@sdltechnologies@sdlservices

Join our LinkedIn Group: Executive Forum: Strategies for Managing Global Information