What is a Customer Relationship Management (CRM) Framework for Shared Services

What is a “Customer Relationship Management
(CRM) Framework ” for Shared Services and
Outsourcing Solutions?
SSON SHARED SERVICES & PROCESS IMPROVEMENT FOR HIGHER EDUCATION,
HEALTHCARE AND GOVERNMENT
Wednesday, November 13th 2013
San Diego, California

©Chazey Partners 2013

North America | Latin America | Europe | Middle East | Africa | Asia

1

Key Topics
Gain knowledge about CRM by understanding what a “CRM
framework” in support of your service delivery solution actually
means
Discuss and work through the 9 critical components of a robust
CRM framework
Discuss how it can it be a benefit in Higher Education
Discuss why CRM is so critical to sustainable success
Work through some practical, real life examples
By the end of the session build capability to design a “best practice”
Service Partnership Agreement

North America | Latin America | Europe | Middle East & Africa | Asia-Pacific

2

About Chazey Partners



3

Who We Are · Overview
Chazey Partners is a professional management advisory business,
which brings together a unique wealth of expertise in implementing
and operating world class Business Support Services and Shared
Services Organizations (SSOs) around the globe
We pride ourselves in having built, operated and turned around some of the
world’s most
Organizations

highly

commended

and

ground-breaking

Shared

Services

We have operationally delivered and consulted numerous programmes globally,
over the last 20 years, in the US, Canada, Latin America, UK, Ireland, Continental
Europe, India, Singapore, Australia, China, Middle East and Africa

We

provide an end-to-end capability, advice, guidance, support and
implementation expertise, covering strategy setting, business case production,
programme management, outsourcing assessment, implementation, process
optimization, technology enablement, training, and change management


4

Who We Are · Specialties
FINANCE & ACCOUNTING
●
HUMAN RESOURCES
●
INFORMATION
TECHNOLOGY
●
PROCUREMENT
●
TRAVEL & EXPENSES
●
GLOBAL BUSINESS
SERVICES

SHARED SERVICES
AND OUTSOURCING
−
BUSINESS
TRANSFORMATION
−
TECHNOLOGY
ENABLEMENT

PRACTITIONERS FIRST
●
ROBUST KNOWLEDGE
TRANSFER
●
EXCEPTIONAL PROJECT
PAYBACK
●
LIBERATING BUDGET
●
EXPERTS IN DELIVERY

Expertise In Both Public Sector & Private Sector


5

Who We Have Worked With
OUR CLIENTS …

WHERE HAVE WE COME FROM …



6


7

Shared Services is the organization that…
Employs a
specialist team

Clientfocused

Geographically
unconstrained

Providing services that are…
High quality

Non-core

High efficiency

Lower cost

Mission
critical

Repetitive or
professional

Achieve by leveraging…
Organizational
realignment

Technology

Best Practices

Standardization


8

Structures have Benefits & Challenges
Decentralized
Challenges


Disparate
processes



Duplication of
effort



Different
control
environments





High cost and
costs unclear
across the
business
Not scalable

Shared

Benefits

Multiple
standards



Centralized







Responsive
to Business
and
Operational
needs
Business/
Operations
control
decisions
Customized
solutions to
meet
Business/
Operational
requirements



Highly client
focused



Commercially
driven



Service
Partnership
Agreements



Flexible
delivery



Clear
understanding
of drivers and
activities





Common
systems and
support
Consistent
standards
and controls




Economies of
scale

Challenges


Remote from
business



Unresponsive
and inflexible



No Business/
Operational
control over
costs



Viewed as
central
overhead



Prevalence of
shadow
operations

Tight control
environment

Clear unit costs



Benefits


9

Shared Services vs. Centralization
ATTRIBUTE

SHARED SERVICES

CENTRALIZATION

Accountability

Business Unit

Corporate

Key Performance
Target

Service excellence
and continuous
improvement

Cost reduction and
central control

Service
Partnership
Agreements

Widespread

Rare

Classification

An independent
unit

Another corporate
function

Responsibility

Partnership

Demarcation


10

Strategic Alignment and Ambition

Time

More than cost reduction

•
•
Cost Reduction
• Focus on
cost
• Consolidate
and
Standardize
• Reduce fixed
cost base

•

•

Re-engineering and
Productivity
Enhancement
Focus on process
Reduce/eliminate
none value-added
activities
Reduce errors and
increase rework
More timeliness
and accuracy of
information

Value Creation and
Continuous
Improvement
• Focus on Value
• Leverage Shared
Services network
and expertise
• Create new
services that
enable business
transformation

Integrated Strategic
Service Delivery
• Focus on strategic
business drivers
• Create strategic
partnerships
• Ensure seamless
integration of
outsourcing
• Enable a virtual
organization

Benefit

12

Shared Services in Higher Education in US
Although shared services is not a new concept in the US much of it has been
siloed within various Federal agencies rather than organized as a single shared
service initiative across all or much of Federal Government
Higher Education on the other hand has made good inroads into adopting
shared services although it is still early days

Examples of Shared Services can be seen at many Universities across the US,
such as at Yale University, Harvard College, University of Michigan, University
of Illinois, Cornell, Indiana University and Berkeley
Most examples are single function Shared Services at present

To date not a lot of progress has been made from a multi-functional
perspective and many Universities have not started with anything yet


13

Shared Services in Further Education in US

The recession has impacted both Public and Private Universities
The recession and the accompanying revenue decline at the state
level has left less money to fund education
Increasing student fees alone has not been sufficient to close the
budget at many Universities and Colleges
Many institutions are looking to shared services to help them close
the budget gap, increase efficiencies and provide better service.
5 years ago shared services was not very developed in Higher
Education in the US but that is changing fast.


14

North American Universities by Maturity
Source SSON September 2013 from research by the
University of Kansas


15

Higher Education Shared Services Examples in Canada - 2013

British Columbia Ministry of Education

Province of Ontario

Deloitte study to identify opportunities
for cross-functional collaboration

Announced estimated savings of $10.5
million in “back-office” costs through
merging schools, while preserving individual
classrooms

Found “service delivery transformation”
could generate recurring savings of “100246 million”
NorQuest College

Toronto Catholic district School Board

Joined University of Alberta, NAIT and
Athabasca University in a major interinstitutional collaborative project using
cloud computing to change the way
schools deliver online services to students

Doing some strategic purchasing with other
Catholic School boards, but no true shared
back offices.


16

Challenges to implementing Shared Services in the Public Sector

Challenges and sector specific considerations in implementing Shared
Services in the public sector include:
A risk adverse landscape
Consensus driven decision making slowing down timelines
Fear of loss of autonomy
Competing priorities
Fewer levers to incentivise people
Longer payback period


17

Challenges to implementing Shared Services in Higher Education

Specific challenges in the education sector include:
Universities are independent, autonomous entities and operate in a
competitive environment
A direct and clear mandate for shared services has to be established
to drive the necessary cooperation
Cultural challenges have to be addressed to drive standardization
Gaining Stakeholder Support amongst a diverse array of
stakeholders
Collaborating Across Boundaries


18


19

Approach (15 Minutes)
At your table……
Designate a note taker
Define what we mean by ‘customer’
Discuss what can and does go wrong in the customer relationship
Make a list of top 5
Note taker reports to larger group


20

Operating with no “CRM” Framework
• Challenging experience
• Lack of clarity on who does what
• Dealing in “perception versus reality”
• Focus is on negative aspects of service delivery
• one way traffic
• what’s gone wrong?? – number of issues

• Strained customer relationships
• Focus on “fire fighting” and maintaining morale takes the emphasis
away from customer service
Customer Relationship Management distinguishes a Shared Services
organization from a simple act of centralization and drives a spirit of partnership
between the SSC, its customers, and all key stakeholders.

21


22

•
•
•
•
•
•

•
•
•
•
•
•
•

Customer

•
•
•
•
•

Service orientation in place
Structured way of dealing with customers
Customer satisfaction levels understood
SPAs in place
Reality versus perception
Account management

Technology
ERP implemented
Document Scanning Solution
Workflow
Automated Payments
Elimination of Side Systems
Self services tools
Automated Score Cards

•
•
•
•
•

Process
Processes documented
Standardized, controlled & repeatable activity
Recharging methodology
Benchmarking – internal/external
Metrics: Control Based; (ii) Efficiency &
Effectiveness

People
Skilled Leadership in place – do not compromise on
competencies
Team shape & stability – process shaped/spans of
control/staff – perm v temps
Team members – culture, values & behavioral competencies
assessed
Team morale, reward & retention
Working environment conducive to team working


23


24

Critical Importance of the Customer
Who is our “customer”, both internal and external?
What is the difference between a “customer” and a “consumer”?
How do we define customer satisfaction?
How do we measure customer satisfaction today?
What are the potential key benefits to our customers of transformed Common Services:
Higher levels of service (faster/better)
Lower cost of service (cheaper)
Tighter control environment (control)

Do we understand customer requirements?
How do we interact with the customer today?
Can we secure and strengthen faculty, staff and student buy-in?
How are the Service Partnership Agreements (SPAs) in place working today?
What are the key constraints/hurdles that we need to overcome in operating a
customer-focused Common Services Organization?


25


26

No Customer, No Transformation
Scenario: “Management decides to reduce the hours of their help desk for
their information technology services.” What are the key drivers behind
the decision?
Corporatization/Centralization:
Users of service must accept corporate direction
Cost containment is prioritized over performance

Transformed Common Services:
If consumers of service are unhappy, they’ll leave
Performance is prioritized over cost containment

If your organization is not focused on the customer, you either:
Do not have transformed Common Services
Will not have transformation for long (it will fail)


27

Customer Relationship Management Framework
Account
Management

Client Contact
Management

Service Partnership
Agreements

• CSO to client; via reporting,
interaction, escalation &
communication

• Client to CSO; to manage
and resolve queries and
drive learning/improvement

• SPAs are 2-way agreements
clarifying both CSO services
and client inputs

Client Feedback

Continuous
Improvement

Process Control
Database

• Client satisfaction
continuously monitored
both informally and formally

• Mechanisms to identify the
areas for improvement and
to develop solutions

• Documents end-to-end CSO
processes; highlights activity
of both CSO & client

Performance
Measurement

Performance
Reporting

Recharging
Methodology

• Comprehensive KPIs,
measures and metrics
framework, CSO & client

• Process performance will be
reviewed monthly by CSO
and client

• Define basis for charging for
CSO services to turn
consumers into clients


28


29

Approach (20 Mins)
At your table…..
Designate a note taker
Discuss the 9 component components and the relative importance
of each and why?
Feedback to group


30

Account
Management

Client Contact
Management

Service Partnership
Agreements

communication


and client inputs

Client Feedback

Continuous
Improvement

Process Control
Database




Performance
Measurement

Performance
Reporting

Recharging
Methodology


and client



31

Operating with no CRM Framework
Challenging experience
Lack of clarity on who does what
Dealing in “perception versus reality”
Focus is on negative aspects of service delivery
One way traffic
What’s gone wrong?? – number of issues

Strained customer relationships
Focus on “fire fighting” and maintaining morale takes the emphasis away
from customer service
The Customer Interaction Framework distinguishes a transformed
Common Services organization from a simple act of centralization and
drives a spirit of partnership between the CSO, its customers, and all key
stakeholders


32

Why do we need a CRM Framework?
To be able to manage the impacts on both the Upstream and downstream processes that
are not directly managed by the SSO

Upstream
Raise
Purchase
Requisition

Approve
Purchase
Requisition

Raise &
Send
PO

Receive
Goods or
Services

Downstream
Receive
Purchase
Invoice

Post
Purchase
Invoice

Approve
Purchase
Invoice

Pay
Purchase
Invoice


34

CRM Framework
Account Management


35

Account Management
Responsibilities, Activities & Interactions
KEY RESPONSIBILITIES
1. Responsible for facilitating successful client
relationships
2. Client Account Manager has “internal clients”
3. Key interface and internal escalation point
between Portfolios/Branches/Programs (Customer)
and CSO
4. Acts as the “Account Manager” and “voice of the
Customer”
5. Helps establish and manage Customer Interaction
Framework in P/B/P
SPA definition and agreement
Interaction structure implementation
Governance and reporting framework
6. Plays a key role in helping define service delivery
expectations on behalf of the Customer
7. Engages with Customer to improve upstream
process performance
8. Fosters dialogue with fact based analysis and
reporting with Customer to collaborate and drive
process improvement
9. Supports process and service harmonization
consistent with agreed process standard

ACTIVITIES AND INTERACTIONS
1. For normal day-to-day interactions a client
will contact CSO directly – in the event of
much more complex issues or service
dissatisfaction then they can “internally
escalate” to the Client Account Manager
2. The Service expectations discussions will not
just be about what CSO has to deliver but also
about what needs to happen in the
Portfolios/Branches/Programs to support
service delivery

3. A key issue with process performance is the
need to effectively manage transparency and
process compliance
4. In addition to informal and ad-hoc dialogue,
the Client Account Manager will hold a regular
meetings with the Customers to review
process performance, issues and resolution


36

Account Management
Competencies, Beliefs, Behaviours
Competencies

Beliefs

Behaviours

Customer
Focus

“By understanding the needs
of my customers, I can improve
the service I offer them’’

·
·
·

Know who our customers are and what they need
See things through our customers eyes
Go out of our way to deliver what our customers want

Accountability

“My actions and performance
directly impact the
performance of others”
“Everyone in the team has
something valuable to
contribute”
“Everything we do is open to
challenge and improvement”

·
·
·
·

Gives and receives feedback openly
Performs tasks effectively, even under time pressure
Understands & acts to support, wider business objectives
Takes collective responsibility rather than attributes
individual blame
Supports those who surface problems
Demonstrates ability to identify opportunities for
process improvements
Provides solutions, not just issues
Sees change as an opportunity and not a threat
Open to alternative approaches and working styles
Openly shares knowledge within the group
Sees each job through to completion
Completes processing in an efficient and effective
manner
Recognizes the cost implications of all actions
Is motivated to take on new challenges and develop new
skills
Shares skills and experience to build team capacity

Team
Commitment
Innovation
Flexible

‘’My way is not the only way’’

Organized

“Prioritization ensures that I
deliver my workload and still
get involved in other activities”

Learning

“My proficiency directly
impacts the ability of the SS to
deliver"

·
·
·
·
·
·
·
·
·
·
·


37

CRM Framework
Executive Management
Customer Forums

SSC: Delivering Transactional Support Services
Business
Consumers

Executives
Managers
Employees

Recruitment

Payroll

Self-Service

Front
Line
Support
Centre

Exception
Handling

Policy

Other Services


38

Governance
Governance is the means of operationalizing a successful
shared services and / or outsourcing relationship.

 A Governance and Customer Relationship Framework that clearly defines between SSC
and the Business who does what, and to what target and/or standard (SPAs, etc.)

 The SPA is the agreement between the SSO and business about “who does what in the
process and to what standard”.
 Joint ownership of efficiency targets, etc. through clearly defined responsibilities and
standards between SSC and the Business
 Relationship Management framework
This will only work through clearly defined SPAs, relevant metrics, escalation, transparency, clear
accountability and collaboration


39

Below is a poignant quote from Jan Carlson, president and CEO of Scandinavian Airline Systems (SAS)

“Nothing is more fragile than the fleeting contact between a customer in the
marketplace and an employee on the front lines. When you establish contact,
that’s when you establish SAS.”


40

Customer Contact Management
Funnel Approach
Electronic
Online
Data
Shopping
Interchange
Cart
Electronic
Authorizations

Direct Delivery
Of Mail

Purchase Cards

Customer Contact Management defines
how regular/daily interactions with
Customers are managed, how they contact
the CSO to request service, and also how
requests are managed to completion
Call Centre

Online
Query
Function

Online Portals

Transaction Processing

41

Communication to Closure
1) An employee has a
problem or needs
information

2) The employee calls
Front Line Support
explaining her problem or
submits email request

3) Front Line Support
receives the
request and
resolves the issue,
OR

5) Problem resolved and
notification made to the
customer

4) Front Line Support
registers the request and
informs the customer with:
- the deadline for conclusion
- number of her request
- If Request passed to
Exception Handling


42

Key Requirements

Requests may be Transactional, Informational, or Query
Process must be flexible enough to accommodate each request
type and each contact channel type (eg. phone, email, through a
meeting or conversation, etc.)
Each request must be captured, routed, acted upon, monitored,
and resolved
This should be enabled through Case Management software if
possible
A structured Telephony solution is preferred


43

Organizational Structure
A “Customer Interaction” and “Transaction” structure to
facilitate higher levels of service response and process
efficiency
H2R Team

Key Requirements:

H2R Manager

• The organization structure
will be process based but
will serve ALL Divisions
• In each Process Stream,
team shape will be
structured around 3 key
activities:
• Customer interaction
• Processing
• Exception handling

Payroll
Supervisor
Payroll Exception
Handling

Payroll
Administrators

HR Generalist
Supervisor
Payroll Front Line
Support

HR Exception
Handling

HR Administrators

L&D Supervisor

HR Front Line
Support

L&D Exception
Handling

L&D Assistants

L&D Front Line
Support

Manager
Process Role
Front Line Support
Exception Handling

• High levels of process
standardization required
to help facilitate this

44


45

Service Partnership Agreement
DEFINITION
The Service Partnership Agreement is an
agreement between the CSO and the
Customer that:
Is a “two-way” agreement,
recognizing that this is a partnership
Identifies the services to be provided
by the CSO to its customers
Identifies the inputs that are required
from the Customer to allow the CSO
to provide its services
Allocates responsibilities for service
delivery between the CSO and the
Division
Defines the appropriate level of
service to meet customer needs
Defines the major service
management processes

RATIONALE
•

Clarifies the relationship and expectations
between the CSO and its customers

•

Provides a framework for performance
measurement and process improvement

•

Increases the CSO and customer’s
understanding and response to customer
needs


46

Structure of an SPA
Parties to Agreement
Summary Service Provision
Communication Interaction Channels

1. Overview
2. Operating Principles
3. Scope of the SPA
4. Performance Measurement
5. Issue Resolution
6. Service Items

Spirit of cooperation
Ownership of:
- Process
- Systems
- Data

Availability - Operational Hours
AD Hoc Requests
Duration of the SPA

Performance Measurement & Reporting
Non-conformance Management
Process Improvement
Target Setting
Charging Mechanism

7. Signatures
Daily Transactions
Service Transactions
Business Critical Transactions
List of service items
- what Shared Services does
- what the Business Unit does


47

Creating Service Partnership Agreements
Identify activities & processes, services & products
provided, and output #’s and costs
costing
Quantifies activities & costs
Identifies non-value added

Resources

process

Cost Drivers

Activities

Services

Process improvement
initiatives

Outputs &
Performance
Measures

Performance Metrics,
Benchmarks, & Bal
Scorecard Data

Determines which activities/costs
support specific Business Units (e.g.,
SPAs/Chargebacks) Outsourcing
Comparisons Best Practices


48


49

Customer Feedback

Balanced
Scorecard
Creation of SPAs
Delineation of roles and
responsibilities
between SSC and other functions
/ local regions / businesses

Standardised processes and sub-processes across
all functions


50

Example Customer Communication and Feedback Mechanism

Regular
Customer
Calls
(Weekly)

Regional/
Customer
Forum
(Monthly)

Strategic
Review Forum
(Quarterly)

Communication
Mechanism
External Customer /
Supplier Survey
(Annual)

Internal Customer
Survey
(Bi-Annual)


51

Defining Customer Satisfaction
The ‘intangibles are as important as the ‘tangibles’
What’s Potentially Better

What’s Potentially Worse

Cost savings

Slow response and recovery

Standardized Processes

Inflexibility

Controllership

Risk of business unit “working for
shared services”

Common System

Lost decision rights

Consistent process metrics

Additional bureaucracy

Accessibility and Quality of
information

Disconnection from the business

Customer service Management

Lack of local personal support

Quality in the process

Local desire to “touch everything”

….initial perceptions must not become realities

52

Continuous Improvement
Operating Metrics: Focus of Rework Analysis & Dashboard

Process
Inputs

No External
Defects
No Backlogs

Value Added Activities

Right First
Time
(No Internal
Defects)

High Efficiency
& Productivity
Levels

Outputs

Low Unit Cost
per Transaction


Customers

Suppliers

SIPOC Cycle : Supplier, Inputs, Processes, Outputs, Customers

High Process
Accuracy &
Timeliness
54

Continuous Improvement (CI)

Eliminate Waste
& Retain Critical
elements

Establish Order

Governance
& Strategy

Standardization

Instil Discipline

• Leverage global methodologies
like LEAN 6-sigma a proven
method of improving business
efficiency and effectiveness
through the framework of
DMAIC
• Define
• Measure
• Analyse
• Improve
• Control
• Create a dedicated team for CI
• Senior Leader sponsorship
• Develop skill-set
• Integrated and not stand-alone


55

CRM FRAMEWORK
Process Control Database


56

How the Process will Operate
Division
Client

Sample process flow
Input Task

Shared
Services

Yes

Main Input to SSC delivered
by Business
SERVICE ITEM
Department responsibility
(included in the SPA)

System
Task

Decision
Point

Manual Task

No

Intermediate output for internal use.
This output may be shown to the client but is
not critical
Not included in the SPA

Output Task

Manual Task

Main Output of a process
performed by SSC
SERVICE ITEM
SSC responsibility
(included in the SPA)


57

How the Process will be Managed
Main Input to SSC
delivered by Business
SERVICE ITEM
Division responsibility

Customer Performance
Indicators
INPUT KPIs

Intermediate output for internal use.
This output may be shown to the customer
but is not critical
Not included in the SPA

Main Output of a process
performed by SSC
SERVICE ITEM - SSC
responsibility

Service Performance
Indicators
OUTPUT KPIs


58

Detailed Service Offerings
Function of the Service Offerings Item List:
• Identify respective responsibilities of SSC and the customer
• Identify Divisional deviations from standard services
Moves and Changes
ID

Service

Brief Description

Responsibility
Activities
Performed

SSO

Division

á
Complete
special leave
form

á
Agree
special leave
to be granted

H2R11.0

Special Leave
Request

This service covers the granting of
paid or unpaid leave outside of the
annual leave process

Emplloyee

Manager

á
Tick
relevant
payment box
and send
form to SSO
á
Form
logged by
SSO
á
Form
actioned for
payment or
deduction

b

b

H2R12.1

Holiday Request
(Staff)

This service covers the booking
and payment of annual leave

á
Complete
holiday
request form
á
Authorise
holiday and
log request
á
Send
form to SSO
á
Log
request and
scan to
COINS HR

Emplloyee

Manager

Manager
b


59


60

Input Task

Shared
Services

Customer

Performance Measurement Approach

Manual
Task

Yes

System
Task

Decision
Point

No

Output
Task

Manual
Task

How good is the quality of the
input delivered by the internal
customer ?

How effectively and efficiently is the
process organised ?

How well does the SS Unit
deliver the agreed services ?

Customer Performance
Indicators

Internal Performance
Indicators

Service Performance
Indicators

How well is the process
doing overall?


61

CRM FRAMEWORK
PERFORMANCE REPORTING


62

Contents of the service performance reporting

Performance Commentary
- Achievements past period
Service Performance Report
SSC

1

Performance Commentary

2

Key Performance Indicators

3

Appendices

- Initiatives next period
- Other commentary (e.g. main risks and issues, Process
Improvement activities, high level summary of Key Performance
Indicators,…)

Key Performance Indicators
-

Service Performance Indicators
Customer Performance Indicators
Selection of Internal Performance Measures
Root Cause and Effect Analysis
Customer Specific KPIs

Appendix Topics
Monthly

-

Process Improvement Overview
Ad-Hoc Services Delivered
Risks and Issues
Service Incidents
Backlogs


63

Dashboard Example
Monthly Performance Overview
Region 1
Italy
AP
FA
GL
HR
Switzerland
AP
FA
GL
HR
Slovenia
AP
FA
GL
HR
Austria
AP
FA
GL
HR
HO Vienna
AP
FA
GL
HR
Baltics
FYROM

SLA Adherence on Service Requests
October
November
December
98.87%
97.79%
96.22%
100.00%
98.46%
98.57%
99.63%
100.00%
100.00%
100.00%
100.00%
100.00%
October
November
December
98.01%
98.58%
89.92%
100.00%
100.00%
100.00%
99.00%
99.00%
97.96%
100.00%
100.00%
100.00%
October
November
December
100.00%
100.00%
92.86%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
96.15%
October
November
December
94.04%
94.13%
93.42%
93.48%
100.00%
98.25%
99.37%
100.00%
99.27%
100.00%
97.62%
100.00%
October
November
December
88.46%
91.67%
80.85%
100.00%
100.00%
100.00%
100.00%
100.00%
99.53%
n/a
n/a
n/a

January
96.18%
100.00%
99.59%
100.00%
January
88.71%
100.00%
96.89%
100.00%
January
81.82%
100.00%
96.77%
100.00%
January
91.54%
100.00%
98.19%
99.56%
January
72.73%
94.12%
99.19%
n/a

Difference
-0.04%
1.43%
-0.41%
0.00%
-1.21%
0.00%
-1.07%
0.00%
-11.04%
0.00%
-3.23%
3.85%
-1.88%
1.75%
-1.08%
-0.44%
-8.12%
-5.88%
-0.34%
n/a


64


65

Approach (10 minutes)
In your groups discuss the differences between an SLA and an SPA
in the following areas:
Direction
Owner of the process
Performance Measures
Principles & Values
Problem Resolution


66

Account
Management

Client Contact
Management

Service Partnership
Agreements

communication


and client inputs

Client Feedback

Continuous
Improvement

Process Control
Database




Performance
Measurement

Performance
Reporting

Recharging
Methodology


and client



67


68

Thank You
Phil Searle
Founder and CEO
Chazey Partners
Office: +1 408 402 3008
Mobile: +1 408 460 0785
philsearle@chazeypartners.com

Grant Farrell
Managing Director
Chazey Partners, US
Office: +1 866 337 4699
Mobile: +1 408 767 1285
grantfarrell@chazeypartners.com

Chas Moore
Managing Director
Chazey Partners, Canada
Office: +1 855 692 629 ext 201
Mobile: +1 250 469 4168
chasmoore@chazeypartners.com

Robert Towle
Director - East Coast
Chazey Partners, US
Office: +1 866 337 4699
Mobile: +1 862 812 7851
roberttowle@chazeypartners.com


69

Contact Us

www.ChazeyPartners.com


70

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