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Voxeo Summit Day 2 - The science of customer obsession
1. A guide to providing best in class
service written by you!
Amy Downs – Vice President Customer Experience
Dan Koroscil - Vice President of Customer Obsession
THE SCIENCE OF
CUSTOMER OBSESSION
2. CULTURE – DEFINED
the integrated pattern of human
knowledge, belief and behavior that
depends upon the capacity for learning
and transmitting knowledge to
succeeding generations
CULTURE IS A FEELING
3. CULTURE & YOUR PEOPLE
YOUR PEOPLE ARE:
• CULTURE AMBASSADORS FOR YOUR BRAND
• YOUR FAMILY
• CONNECTED INSIDE AND OUTSIDE OF THE
OFFICE
• YOUR STORY TELLERS
• THE BASIS FOR ALL YOUR SYSTEMS:
• BELIEFS, VALUES, ETHICS
• DRIVE CREATIVITY & INNOVATION
• ARE THE BUILDING BLOCKS FOR YOUR
SUCCESS
4. LEADERSHIP STYLES ALIGN WITH YOUR CULTURE
Autocratic
Bureaucratic
Conforming to and
upholding rules
Servant
Transformational
Good values, ideals and
ethics drive behavior
17. HOW DO WE MEASURE SUCCESS?
• Measures employee engagement
• Engagement index
• Engaged You want to be here
• Not Engaged Not here
• Actively Disengaged Or here
• Progressive Stages
• What do I get?
• What do I give?
• Do I belong?
• How can we grow?
Q12
18. Mission
Voxeo Customer Obsession Support team's mission is to
provide the highest standard of technical excellence by
providing unparalleled customer experiences each time
we interact with customers. Our goal is to isolate and
resolve every technical issue in a timely and professional
manner.
We accomplish our mission with a derived philosophy of
earning customers for life, unlocked
communications, passionate problem
solving, responsibility, innovation and accountability.
CUSTOMER OBSESSION SUPPORT
19. Org Chart
Customer Obsession Support
Dan Koroscil
Vice President Customer
Obsession Support
Tim Caputo
Escalation Engineer
Andree Mora
Manager Customer
Obsession Support
Garrett King
Customer Engineer II
Maz Hilborn
Customer Engineer II
Ricardo De Biase
Customer Engineer II
Robert McDonald
Customer Engineer II
Sanjeet Sanda
Customer Engineer II
Brian Church
Customer Engineer I
Jaciel Torres
Customer Engineer I
Ian Hannah
Customer Engineer I
David Miranda
Customer Engineer I
Shawn McGlothlin
Customer Engineer I
Feras Zahid
Customer Engineer I
Ernest Munoz
Customer Engineer
Jeremy Richmond
Customer Obsession
Coach & Readiness Lead
Jeff Kustermann
Sr. Escalation Engineer
Ben Shepherd
Sr. Escalation Engineer
James Vanslette
Documentation Manager
Ritika Sharma
Documentation
Specialist
Tara Kustermann
Doc Intern
20. Staffing shifts for 24/7 support
Tier 1 – 24x7x365 Tier 2 & 3 – 3am – 8pm x 5 days (M-F) + on-call (24x7)
22. Which Channels is Support offered in?
Phone, web, blogs, mobile, etc.
75% of support interactions
12% of support interactions
12% of support interactions
1% of support interactions
Support, Issue & Maintenance
Notification Channels
23. Ticket resolution process
23
Ticket Resolution Check Points
Tickets are promoted to upper tier
Support Engineers
Escalations alert upper
management, other departments
Pre Defined Ticket Promotion check
points
25. What statuses do we have?
Ticket Resolution
• status 0: open
• status 1: assigned/pending – urgent
• status 2: assigned/pending
• status 2.5: assigned/fix in progress
• status 3: assigned/pending - awaiting customer reply
• status 5: solved - awaiting close
26. Leadership buy-in
Customer Obsession Support
► If …
Your leadership team supports the NPS
program and employees know NPS has
leadership’s support
► Then …
All employees are empowered to drive
organizational change on behalf of customers
each and every day
27. If …
Your leadership team supports the NPS program
and employees know NPS has leadership’s
support
Then …
All employees are empowered to drive
organizational change on behalf of customers
each and every day
Leadership Buy-In
CUSTOMER OBESESSION SUPPORT
29. YEAR TO DATE
NPS FEEDBACK LOOP
80.5% Transactional NPS
Promoters
Detractors
Passives
9’s & 10’s
7’s & 8’s
0’s - 6’s
1191 Promoters
and 70
detractors
30. 3 NPS Fundamentals
Customer Obsession Support
1 - Systematically categorize promoters and
detractors in a timely and transparent fashion
2 – Create closed-loop learning and
improvement processes and build them into
your daily operations
3 – Leadership must treat creating more
promoters and fewer detractors as mission
critical
31. Reactive and Proactive feedback turns into action
NPS REVIEW
ACTION
PROACTIVE
TICKET
REVIEW
CUSTOMER
FEEDBACK
NPS
SCORE
32. It all begins and ends with training
NPS REVIEW PROCESS
Ticket closure
adds NPS
Score/feedback
Daily NPS review
Review
Detractors
Identify corrective
actions Perform
customer outreach and
share.
Add / Update
Processes
Send email to
Exec @
nps.voxeo.com
Train
support
33. ‘Transition to Support’ approach from various entities
like, developers, partners, service provider’s, direct
enterprises, etc.
34. ‘Transition to Support’ approach from various entities
like, developers, partners, service provider’s, direct
enterprises, etc.
•Sales
•Delivery
Before
Install
•Delivery
During
Install
•Support +
Acct. Exec
After Install
Who owns the customer before, during, and after install?
35. • Dynamic addition of people from all
teams during outages, major
escalations, hot issues.
• Multi channel war rooms
(Skype, GotoMeeting, Conference
room, etc)
• RFI/RFO’s
created, edited, approved jointly.
(Support, Engineering, Network
Network Operation Center
Platform Operations
Engineering
Provisioning
Bi-directional open communication
• Linked tickets (Status 2.5)
auto update upon completion
of work.
“Hosting” Departments
• War Room Resolution
Evolution
Tracking
How does Support interface with the hosting group?
Weekly Meetings
to plan Roll out
window items and
also plan for
customer
notifications
Multi Channel notifications
(Skype, Tickets/Globals, Phone,
email, Automated Alerts)
Template
based
requests
ensure
consistency
Culture is a feeling that is created by people. And experiences create the emotion of feeling. It’s these experiences & the relationships that are built from them that have a lasting impact.
The most important thing to remember when setting out on your cultural journey is that your people are your culture. And your leaders and their leadership style must align with your culture.
At Voxeo, our leadership styles have a lot to do with our culture. It was important to us that we build an atmosphere & environment where people thrive. People value that to which they contribute. If you build a culture where good values, ideals and ethics drive behavior and employees are empowered to do their best each and every day, you’ve succeeded.Now, let’s talk a little about Voxeo’s journey and how we built and carry on our cool culture.
In 2010, Voxeo set out on a journey to really understand who we are and what was important to us to help us understand and preserve our culture as the company grew.
To preserve the goodness, our culture, we set out on a journey to define who were were at the core of our beings and what our company was built on. We wanted to capture the goodness.The first of our journey was to define our core values. To do this, we surveyed every employee and asked them what made Voxeo such a special place to work at and our core values were born. So what are values &why do you define them? - Values make the decision – they provide a decision making framework - Values create a self-managed organization - Values create the experience you want and the experience drives results - Values outlive goals, trends and people
The definition of culture includes transmitting knowledge to succeeding generations. Ryan Campbell was appointed to be Voxeo’s Chief Culture Officer and designed and built a training program to share with our existing employees and for any newbies (or new hires). His training used the art of story-telling. The stories captured the essence of what we stand for, backed our core values and inspired employees old and new to go do great things for customers because that’s who we are and we love that stuff!!!!And we continue to share these stories. Whether that be in the form of giving each other props for great jobs or a customer obsession award which gives folks a grand cash and a cool trophy (honestly I think folks like the trophy best), we carry on the culture by creating new stories about how we’re doing great things for customers each and every day.
But I digress … So what do our core values mean?Customer Obsession is all about treating customers the way they want to be treated. All customers are different and have different needs so our job is to work with customers in the way that makes the most sense to them.
Building open and honest relationships through communication
We spoke earlier about our people being the foundation of our company. So how do we recruit and retain top talent? Earlier I spoke about core values being what our people live by each and every day/ We surround those people with systems and process to help them be successful.Well that’s what we put in place for ensuring we hire and keep our top performers. By coupling Top Grading, Strengths Finder and Peer Reviews, we have successfully been able to hire high performers who are great culture fits! And we keep them here by providing open and unlocked communications and frequent feedback via peer reviews, keep/stop/starts, and continuous coaching, mentoring and empowerment.
For employees, we use Q12, developed by Gallup.Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Not-Engaged employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.Built on progressive stages similar to Maslow’s hierarchy of needs.We send an anonymous survey twice a year to all employees, gather data and address top employee concerns as a team.Voxeo consistently ranks in the 75th percentile in all stages which means we rank in the top 25% of all companies who report their Q12 scores to Gallup.