24 Oktober • Frankfurt - ServiceNow€¦ · Ian Ashby - Personal Intro Senior VP, Global Support EpicCare project leader and Exec Sponsor Customer Service Transformation Experience

24 Oktober • Frankfurt

And the Epicor StoryCustomer Service Transformation

Ian AshbyDirectorCustomer Service Transformation EMEA

3 © 2018 ServiceNow, Inc. All Rights Reserved. Confidential. | #Know18

Agenda

Personal introduction

Customer Service Transformation

What is it?

What are the building blocks/steps in the journey ?

The Epicor Story

Why I joined ServiceNow


Personal Introduction


Ian Ashby - Personal Intro

Senior VP, Global SupportEpicCare project leader and Exec Sponsor

Customer Service Transformation Experience

Education & Other Experience

Personal & Interests

Chief Executive,Exony

Vice President,Western Europe

VP Sales & Marketing, NextiraOne Europe

Degree in Chemical Engineering

Master’s in EngineeringDivisional CEO, Novar Head of Group Strategy Strategic Business Consultancy Prod’n/Drilling Engineer

Married (30 years), 4 kids aged 19-26 Cycling (UK Coast-to-Coast) Skiing (Whistler, Canada) Hockey (Reading HC Vets)


Customer Service Transformation (I)What is it ?


Customer Service Transformation – What is it (I) ?A definition (From Accenture) :

• Improve customer satisfaction at the transactional and relationship levels

• Get the right answer to the right customer through the right channel at the right time

• Develop cost-efficient service delivery that balances value to the customer with enterprise value

• Enable a differentiated service proposition across the entire value chain and customer life cycle

• Source: Accenture: https://www.accenture.com/gb-en/service-customer-service-strategy-transformation


Customer Service Transformation - What is it (II) ?Ian’s Perspective

• Customer Service Transformation is a Digital Transformation

• Driven from a Business Issue/Business Driver– There are specific business outcomes (KPIs, metrics) that are desired/required

• Investment is needed to deliver it: Money and Resource

• Choosing the right underlying enabling Technology Platform is vital, but People and Process issues are also extremely important


A number of ‘models’ availableTransforming Your Customer Service Operations

Forrester Customer Service Maturity Model

© Forrester, 2018


Common Transformation Themes

• Improved Customer Satisfaction (NPS)• Move to Omni Channel– Customer Preference/Choice– Cost per Channel

• Mitigate/Reduce/Eliminate Support Cases– Increased Self-Service (incl. KCS)– Repeat work, Root Cause Analysis

• SLAs, OLAs• Legacy System Consolidation– Business Risk/Burning Platform– Cost & Efficiency– Employee Satisfaction, Retention– Management Information

• Connecting the Wider Organization– Customer Service as a Team Sport– Removing/Reducing Silos– Improved Visibility

• Assets and Entitlements• IoT (Internet of Things)– Connected Assets: Status & Alerts– Auto-Alarming

• AI (Artificial Intelligence)– Machine Learning & Big Data Analysis

(Prevention)– Resolution Suggestions/Automation

• Real-time Information and Insight• Business Agility


Customer Service Transformation (II)What are the building blocks/steps in the journey ?


Ten Steps for Customer Service Transformation ProjectsAKA ‘Ten Steps to Heaven’

1. Current Status

2. Business Driver(s) (Turning Point)

3. Desired Business

Outcome(s)

4. Research, Assess, Select

Solution

5. Business Case &

Approvals

6. Implement Design,

Test7. Go-Live(s),

Roll-out(s)8.

Stabilization9. Continuous (Incremental) Improvement

10. BusinessValue

Realization


Each Customer Situation is Slightly DifferentThe CST Ten Steps – Some Example Elements

1. Current Status 2. Business Driver(s) (Turning Point)

3. Desired Business Outcome(s)

4. Research, Assess, Select Solution

5. Business Case & Approvals

6. Implement Design,

Test7. Go-Live(s),

Roll-out(s) 8. Stabilization9. Continuous (Incremental) Improvement

10. BusinessValue

Realization

• Case Volumes• Channel Mix• Costs, Margins• Resources• CSat

• CSat: Renewals• Cost/Profit’y• Business Risk• Connect Assets• Competition

• Increased NPS• Cost/Contact• IoT Alerts, AI• Omni Channel• Self-service

• Platform Vendor• Implementer• Internal:

Sponsor, Governance, Resources

• ROI, budget• Cost of doing

nothing• Cost of delay• Board approvals

• Data cleanse• Configuration• Customisations• UAT, Training,

Comms

• Phases• Go/No Go• War Room• Learnings

• Bug fixes• Customer

Feedback• Employee

Feedback

• Change Control• Prioritization• KPIs & Metrics• Knowledge

• Expected Results ?

• Unexpected Results ?

• Next priority ?


The Epicor StoryOutstanding Success with ServiceNow CSM


Epicor at a Glance

20,000 customers

3,800employees

150countries

$850mrevenue

70+products

• The World’s 5th largest ERP software provider


Epicor Support Overview

• Support and maintenance fees @ 50%+ of total company revenues

• 70+ products• 700+ employees across 16 main

support centers• Providing support in 21 languages• Handling 500,000 support contacts

p.a.• Supporting customers and partners• ‘Support’ consistently the no. 1 area

of concern


Epicor Drivers for Change (Business Issues and Problems)• Declining Customer Satisfaction– Multiple systems: No single view, inconsistent experience– Limited self-service/portal capabilities– Time lag (replication)– Customer expectations/new competitors

• Leading to increased customer churn– Each 1% of churn costing $4m p.a.

• Operating Costs/Efficiency– Multiple systems: resources, support costs, burning platforms– Cost & complexity of change– Repeat work (no RCA)– Management overhead (e.g. escalations)

• Lack of Management visibility to aid-decision making• Financial performance impacting ability to sell the company


15+ support systems…

The Challenge!

…and 50+ Customer Portals!


CRM versus CSM

2

3

1 Resolve issues for complex productsNative ITIL-based processes for complex product support.

Orchestrate tasks across systems and peopleAutomated workflows to deliver recurring customer requests, deliver RCA

IoT: Monitor and react to status of product or service in real-time“Service-aware” CMDB to track status and reduce outages.

CRM solutions are focused solely on Customer Engagement, whilst true CSM solutions apply Service Management principles to optimize the end-to-end service process of both Customer Engagement and Service Operations. With CSM, it’s not just about omni-channel customer engagement and logging Cases, it’s also about resolving Cases and proactively preventing Cases.

Key CSM Differentiators:


The EpicCare Project

• EpicCare: Epicor Board approval to make a major investment into a Digital Transformation project to deliver a single support platform for all customers, all products, globally, driven by desire to improve customer satisfaction and with it financial performance– Phased global roll-out– Enterprise-wide (beyond support)– Consistent global support model, based on ITIL/ITSM– Tightly managed customizations– Exec Sponsorship & Governance– Communications plan– People & Change Management– Training/on-boarding

• To Partner with ServiceNOW to deliver the EpicCare platform using the ServiceNow CSM product


EpicCare Phase 1

• 6 months from contract signature to start of roll-out

• Phased roll-out over 7 ‘waves’, replacing 1-2 legacy platforms each wave• Gold Standard consistent system config. and process model• Strong Program Management

• Stretch target of completed global roll-out in 12 months– ACHIEVED ! : All Customers & Partners, all Products, World-Wide, live on the EpicCare

platform by March 2017 (replacing 15+ legacy systems and 50+ legacy portals)• Significantly reduced requirement for the ‘War Room’ after wave 3• Weekly Enhancement Release process• Global Command Center for platform operation, development, reporting & analytics• Operational KPI review cadence


• Demonstrable commitment to customer satisfaction: Internal & External• 10 point improvement in NPS in first 12 months; further improvement in year 2• Support renewals +2%, improved reference-ability: US$8m+ annual revenue benefit• Portal traffic increasing at 1-2 pp per month

• Other cost reductions: report production, platform maintenance• Improved business agility (platform changes and enhancements)• Unexpected benefits – e.g. white-space analysis, live version tracking, etc.• Board-level visibility: ‘Epicor’s most successful project’• External recognition: ‘Stevie’ Awards for Customer Service Dept. of the Year

in 2017 and again in 2018• Epicor successfully sold to KKR for US$3.3bn in late 2016

Enabled by ServiceNow CSMEpicCare Project Results


EpicCare Phase 2

• Phase 1: Global Roll-out, replacement of 15+ legacy systems, etc.

• “The End of the Beginning”

• Phase 2: Move to Knowledge CenteredSupport (KCS)

• Process and Incentives

• New KPIs and Metrics

• 8-10% like-for-like reduction in support cases


Why did I join ServiceNow ?AKA ‘why am I here’ ?


Why I joined the ServiceNow CST team

1. Immensely proud of the transformation we went through at Epicor

2. Want to leverage my experience to assist multiple companies/organizations (not just one) do their own ‘customer service transformation’

3. So impressed with ServiceNow – the CSM product, the platform, the people, the company, the culture – that I wanted to join !

Ian Ashby

Director, Customer Service Transformation EMEA

[email protected]

+44 7764 959 439 (m)

Thank You

Documents

24 Oktober • Frankfurt - ServiceNow€¦ · Ian Ashby - Personal Intro Senior VP, Global Support EpicCare project leader and Exec Sponsor Customer Service Transformation Experience