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©StromaServiceConsul2ngInc.
©StromaServiceConsul2ngInc.
MarkSherry
ITSM ITServiceManagementConsultant ITILServiceManager ITILExpert(v3) ISO/IEC20000Cer2fiedConsultant ITILTrainer MBA,MA,BComm.
OTHER Co‐creatorof“TheGameofThings” PartnerinStroma–AnITconsul2ngcompany PartneriniRing–AsoSwarecompanyspecializedindrillingandblas2ng OwnerofanA&W PartnerinNexco‐Anexplosivemanufacturingcompany
©StromaServiceConsul2ngInc.
“Itisnotnecessarytochange.
Survivalisnotmandatory.”
…W. Edwards Deming
©StromaServiceConsul2ngInc.
WhatisaLeakyBucket?
Aleakybucketreferstocustomersthatdonotreturntoyourbusinessforonereasonoranother…everybusinessleakscustomers.
LookathowITandITSMcanhelpstemtheflow.
©StromaServiceConsul2ngInc.
FoodIndustry
2009AnnualLeakyBucketReportconductedannuallybytheRestaurantMarke2ngGroup.
160brandsacrosstheUSA. Aleakisdefinedasthe%of
customerswhoreporttheyareunlikelytoreturntoapar2culareatery.
Surveyed5,600consumersaged18to64.
Thefoodindustryaverageleaksizeis36%.
TopThree: Priceandvalue‐36% Foodquality‐25% Service‐23%
©StromaServiceConsul2ngInc.
KeepPuingMoreWaterIntotheBucket
Expensive–itismuchcheapertoretainacustomerthantofindareplacement.
Youcanonlysurvive(intheshortterm)usingthisapproachinarapidlygrowingmarket.
Study–Texasbanks. 14%akri2onperyear. AverageBank–15,000
customers. Averagecustomer‐
worth$4,200inprofit.
Needtofind2,100newclientsperyeartoreplacelostprofitof$8,820,000.
©StromaServiceConsul2ngInc.
HowDoesaBusinessLeak?
Service Price/Value Product/Quality Loca2on Compe22on ChangeinConsumer
Die Move TastesChange
©StromaServiceConsul2ngInc.
HowDoYouFixaLeak?
Keeppuingmorewaterintothebucket.
Fixtheholes. Getanewbucket.
©StromaServiceConsul2ngInc.
“Profitinbusinesscomesfromrepeatcustomers,customersthatboastaboutyourprojectorservice,andthatbringfriendswiththem.”
W.EdwardsDeming
©StromaServiceConsul2ngInc.
FixtheHoles
Service Price/Value Product/Quality Loca2on Compe22on ChangeinConsumer
Die
Move
TastesChange
©StromaServiceConsul2ngInc.
Service‐DepartmentStoreStories
LargeCanadianRetailer
©StromaServiceConsul2ngInc.
CustomerServiceHallofShame2009
PublishedbyMSMMagazine.
ZogbyInterna2onalconductssurvey’son145USleadingretailandserviceproviders.
Percentagerelatestothosecompaniesthatscored“poor.”
9outof10companiesarethesameinthetopten.
©StromaServiceConsul2ngInc.
10CommonCustomerServiceMistakes
Untrainedstaff.
Tryingtowintheargument.
Inaccessibility.
Standingbyyourpolicy.
Unfulfilledpromises.
Poorrecordkeeping.
Therunaround.
Email/onlinecopouts.
Failuretolisten.
Forgeingthebasics.
©StromaServiceConsul2ngInc.
ExcellentService–ITsRole
Answerthephone Keepdecisiontreestoa
minimum,ordon’thaveone.
Dowhatyousaidyouwilldo Deliveronyourpromises.
Listen Stopwhatyouaredoingand
listen.
Dealwithcomplaints Empoweremployees. Respond.
Behelpful Evenifitisnotyourjob.
Trainyouremployees Helpful,courteous,and
knowledgeable.
Taketheextrastep Gobeyondwhatthe
customerexpects.
Throwinsomethingextra Tellthemashortcut.
SusanWard,CypressTechnologies
©StromaServiceConsul2ngInc.
©StromaServiceConsul2ngInc.
Product/Quality
Marke2ng,Sales,Opera2onsandITneedtoworkmorecloselytogetherthaneverbefore. Marke2nghaslessinfluenceincrea2ngor
maintainingbrandiden2ty.Yourcustomershavemuchmoreinfluencethantheyusedtohaveandtheirstrengthisgrowing.
Socialnetworking,socialmarke2ng,socialmedia,trustagentsorwhateveryoucallit.
©StromaServiceConsul2ngInc.
UnitedBreaksGuitars
DaveCarroll’s–$3,500‐$1,500damage. Firstsong–1.5millionviewsinthefirst4days,
8,371,349asofApril13,2010.
Unitedsharepricedropped10%aSerthefirstfourdaysthesongwasreleasedcos2ngshareholders180millionor51,000replacementsguitars.
3Songs.
©StromaServiceConsul2ngInc.
GameofThings
©StromaServiceConsul2ngInc.
GameofThings
©StromaServiceConsul2ngInc.
GameofThings
©StromaServiceConsul2ngInc.
Marke2ngandIT
ITneedstohelpMarke2ng,SalesandOpera2onsunderstandandusethetechnology: Markettheproduct.
Addressproductorservicequalityissues. Newproductideas. Buildbrandloyalty. Understandchangingtastes.
©StromaServiceConsul2ngInc.
LargeTelecomCompany
©StromaServiceConsul2ngInc.
HowToDeliverQualityServices
Youneedwelldefinedprocessesthats2llallowpeopletothinkandactonthecustomersbehalf.
Buildprocesseswithcustomersinmind–whoevertheyare.
©StromaServiceConsul2ngInc.
OrderingaBurgerStandardProcess
Approach Counter
Order Burger
Pay Cashier
Want Fries
Want Drink
NO
NO
Order Fries
Order Drink YES
YES
©StromaServiceConsul2ngInc.
ImprovedProcess
Approach Counter
Order a “Teenburger” Meal
Pay Cashier
©StromaServiceConsul2ngInc.
ServiceTimes
85%ofallordersdeliveredtothecustomerin90secondsorless.
85%ofallordersdeliveredtothecustomerin60secondsorless‐drivethru.
Spentagreatdealofefforttryingtoshavesecondsoffthe2me.
©StromaServiceConsul2ngInc.
ProcessImprovement
1. Aprocessexiststoproducequalityproducts&services.
2. ProcessisanENABLERnotadisabler.
3. Aprocesswhichinhibitsqualityisabadprocess.
4. Process,whetherdefinedorunderstood,alwaysexists.
5. Processmustevolvetobesuccessful.
MarvalProcess
Improvementprocess
©StromaServiceConsul2ngInc.
ITIL/ISO20000
Weneedtoputprocessinplace.Theprocessesmustbeasimpleandasefficientaspossible.
NoideawhyISO20000hasnotcaughtoninCanada,norwhyacompanywouldakempttoimplementITILversesISO20000eveniftheyarenotgoingfortheircer2fica2on.
©StromaServiceConsul2ngInc.
ISO/IEC20000:WHERE?
0
10
20
30
40
50
60
70
80
90
100
Japan China India UK SouthKorea Germany USA Taiwan Czech Other
Japan
China
India
UK
SouthKorea
Germany
USA
Taiwan
Czech
Other
©StromaServiceConsul2ngInc.
ISO/IECScope
ISO/IEC 20000
©StromaServiceConsul2ngInc.
HomeBuildingBoxStore
©StromaServiceConsul2ngInc.
IncidentandServiceRequestManagement
ITisgoodatitbutyouneedtohelptheen2reorganiza2onuseit.
Maketheprocessassimpleandquickaspossible,i.e.newstarter.
Inareasofuncertaintyempoweremployeestousetheirjudgmentinmakingadecision.
©StromaServiceConsul2ngInc.
ProblemManagement
JustasimportanttouseProblemManagementwithconsumersasitisofIT,i.e.Bose.
Consumerproac2veproblemsolvingmaynotjustbethingsthatdonotworkbutthingsthataremissing–productenhancements.
©StromaServiceConsul2ngInc.
ChangeManagement
ChangeManagementisnotabouttryingtoinhibitpeoplefrommakingchanges,itisaboutenablingchangesthatareinthebestinterestofthecustomerandthebusiness.
Organiza2onsshouldseeChangeManagementasthemechanismthatallowstheorganiza2ontoimprove.
Ifthecustomerislookingforasimplechangethentheprocessshouldbesimpleandeasytofollow.
©StromaServiceConsul2ngInc.
ServiceLevelManagement
ServiceLevelManagementisnotaboutmakingsurethelaggardsinyourorganiza2onare2edtoaworkschedule.Itisaboutprovidingexcep2onalserviceasquickasyoucan.
ServiceLevelManagementisthegaugethatlet’syouknowhowwellyouaredoingsoyoucanknowwhenchangesaremadeifitimprovesthedeliveryoftheservice.
©StromaServiceConsul2ngInc.
“Insanity:Doingthesamethingoverandoveragain
andexpec2ngdifferentresults.” …AlbertEinstein
or
“Doingdifferentthingsoverandoverandexpec2ngtogetthesameresult.”
…MarkSherry
©StromaServiceConsul2ngInc.
Ques2ons?
