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Stáhnout celý tento materiálIBM IDC Brno
CSC -VUT FIT 2.3.2007 ©2006 IBM Corporation
CSC –Customer Service Center
(Service Desk)
Vladimír Neudert
IBM IDC Brno
©2003 IBM Corporation2 CSC -VUT FIT 2.3.2007
OVERVIEW
circle6 SERVICE DELIVERY
circle6 IT DELIVERY STRUCTURE
circle6 IBM CSC STRATEGY
circle6 CSC WORKLOAD
circle6 ENVIRONMENT
circle6 MEASUREMENTS
circle6 GLOSARY
circle6 BREAK
circle6 TOOLS –STAFFING
circle6 TOOLS –TELEPHONY
circle6 TOOLS –CALL HANDLING, KNOWLEDGE BASIS
circle6 TOOLS –REPORTING
circle6 QUESTIONS
IBM IDC Brno
©2003 IBM Corporation3 CSC -VUT FIT 2.3.2007
SERVICE DELIVERY TRIPOID
Service
Quality
Compliance
I/T Security Cost
About Customer Loss
square4 1% of customers die
square4 3% move to another location
square4 4% like to change suppliers
square4 5% change on a friend's advice
square4 9% buy it cheaper somewhere else
square4 10% are chronic complainers
square4 68% leave because the company
representatives
theydeal with are indifferent to their needs
Reasons for customers leaving a
company’s products or services
IBM IDC Brno
©2003 IBM Corporation4 CSC -VUT FIT 2.3.2007
IT DELIVERY STRUCTURE
Outsourcing of IT Services
means to provide complex
IT services for customer
CSC :::is customer oriented
unit strongly supported by
other competencies knowledge.
Main role isto be interface with
customer needs and play key
role information flow inside IBM
SSO, NSD, DCS, OIS, ITSec
are strongly technical oriented
competencies. Their main role
is to provide proffesional
service to customer –IT
Specialist, Solution Architects,
…
CSC
SHARED SERVICES
SSO NSD ITSec OIS DCS
CUSTOMER
ITC SERVICE DELIVERY UNIT
IT Outsourcing Model:
IBM IDC Brno
©2003 IBM Corporation5 CSC -VUT FIT 2.3.2007
IBM CSC STRATEGY
IBM’s model for managing CSC operations is highlighted in
the chart on this page. The model centres on having skilled
Customer Service Representatives that will answer the vast
majority of calls over the phone (or via Web/e-mail) with the
customer. In a very small percentage of cases, the CSR will
need to pass the call to another group for resolution.
However, the IBM model is focused on keeping and resolving
a maximum muber of calls theough the CSC.
The Customer Service Representative will receive calls from
3 primary sources [Phone, Web or E-Mail] as illustrated
below. On most accounts, the CSR will use a web-based or
Lotus Notes knowledge base to query the customer’s
problem and find an appropriate solution. These knowledge
bases may vary slighty from account to account but the
principle remains the same.
Through the use of the knowledge base system, the CSR will
be in a position to resolve most customer queries.
As the CSR is speaking to the customer, he/she will also be
documenting the details of the call in a ticketing system. The
most common system in use is e-ESM. Each ticket will
contain some basic customer details and machine
information, problem description and steps taken to revolve
the query. Once again, there may be slight variations from
account to account.
CSRs
Other
Groups
PHONE E-MAILWEB
VRU
Base
Knowledge
Typical CSC Workflow
IBM IDC Brno
©2003 IBM Corporation6 CSC -VUT FIT 2.3.2007
CSC WORKLOAD
CSC Call Distribution -vs- Staffing [EN]
0
20
40
60
80
100
120
140
07:00 07:30 08:00 08:30 09:00 09:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30
Time Segment
C a
l l
V o
l u
m
e
Call Volume Staffing
SAMPLE CALL ARRIVAL PATTERN
As ever eventuality cannot be forecast [e.g.
Virus], the CSC calls for flexibility in it’s staff in
order to respond to changing call patterns.
Therefore, on a given day, slight adjustments
may need to be made to schedule to respond to
incoming customer queries.
WEB ::: IBM encourages the use of the web as a
means of raising a query with the CSC. The
web interface is often coupled with some self
help options as these are designed to
encourage users to search for responses
themselves before calling the CSC.
The CSC typically receives work through a number of different sources : Phone, Web and E-Mail.
From account to account there can be some additional sources, however these tend to be the
main ones.
PHONE CALLS ::: Phone calls constitute the vast majority of the workload of a call centre. In order to
manage these calls effectively, CSCs develop call arrival patterns through the use of historical data.
This shows the times when customers are most likely to call –see the chart below for a sample of how
calls can arrive throughout the day on a specific account.This data is then used to build the schedules.
This is to ensure that the CSC has the optimum number of staff available at the appropriate times to
answer the call. In order to ensure that accurate planning can be completed, there will always be an
optimum call length that CSRs will need to achieve. This is fundamental to the principles of CSC
Operations.
IBM IDC Brno
©2003 IBM Corporation7 CSC -VUT FIT 2.3.2007
CSC WORKLOAD
The advantage of the web is that the CSC Operation can respond to these queries when there is a
period of low phone call volume. This means there is less scheduling challenges. The disadvantage is
that the CSR does not have the opportunity to ask the customer detailed problem determination
questions (as he/she would over the phone) that may be required to resolve the issue. As a result,
there may be insufficient information available to the CSR to answer the query. The net result of this is
that the CSR may often be forced to get in contact with the customer to clarify details before the
problem can to resolved.
E-MAIL :::E-mails are broadly similar to web-based queries in terms of submission by the customer and
pickup by the CSR. The disadavanatge is that while the web-based solution can force the customer
supply some critical information, the e-mail solution rarely does so. Furthermore, it is very diffcult to
measure the effectiveness of the CSC Operation in managing e-mail requests. Therefore, IBM will try to
encourage customers to use a combination of Web and Phone for raising queries with the CSC.
IBM IDC Brno
©2003 IBM Corporation8 CSC -VUT FIT 2.3.2007
ENVIRONMENT
While the CSRs are usually grouped into Teams which are approximately 15 in size, the individual will
perform most of his/her tasks alone. The call will be received, the CSR will work with the customer 1:1
and query the knowledge base as appropiate to retrieve the answers to customer queries. Should the
query require the intervention of another group, the ticket is usually transferred electronically by the
CSR.
As previously mentioned, the CSC Operation is planned in great detail. Therefore, there is a requirement for
each individual CSR to adhere very strictly to the pre-defined schedule. Therefore, punctuality is of
utmost important for all team mebers.
With the CSC being a stats-driven environment, each CSR will be measured againts several targets. These
include punctuality, call duration, call quality and ticket quality. Given the nature of the business, data
is available on a very regular basis to track performance versustargets.
Each team will have a Team Leader who is responsible for the day-to-day performance of the Team. Each
CSC Manager will have 2 –3 teams reporting to him/her. While he/she has ultimate responsibility for
the performance of the team, he/she is less likely to be invloved on the day-to-day management of the
line. The CSC Manager owns the relationship with the Customer and the IBM Account Manager.
From account to account there may be some additional roles within the team –e.g. a more senior technical
person.
IBM IDC Brno
©2003 IBM Corporation9 CSC -VUT FIT 2.3.2007
MEASUREMENTS
The CSC is a very heavily stats driven environment. Given the nature of the business,
performance data is being produced minute by minute throughout the day. The key
measurements are agreed with the customer in the contract. Please see below a list of some
of the most common measurements.
AVERAGE SPEED OF ANSWER ::: This measures how quickly the CSC Agent answers the phone. It is
usually measure in seconds [10, 30, 60 etc].
SERVICE LEVEL ::: The Service Level is usually closely linked to the ASA as this measures the percentage
of all calls that are answered within the defined ASA. If the Service Level is listed as 90%, this means
that 90% of all call need to be answered within the ASA target [10, 30, 60 etc.]
ABANDONMENT RATE :::The Abandonment Rate measures the percentage of calls, where the customer
hangs up before he/she reaches a Customer Service representative. Customers handing up is usually
indicative of long wait times. Typical Abandonment rates are 2%,5%, 10%. It is very rare to see
Abandonment Rate targets that are higher than this.
FIX RATE ::: There are several different Fix Rate calculation mechanisms. However, all of these measures
are designed to calculate the percentage of calls resolved by the Customer Service Representatives.
IBM’s goal to to resolve as many calls as possible through the Customer Service Representatives as this
is the most efficient means of handling customer queries.
CUSTOMER SATISFACTION :::On most accounts, the customers will be polled to measure their
satisfaction with the service provided. This can be done in an automated fashion through a tool [Like
IBM’s CSSR] or alternatively through a phone call to the customer.
IBM IDC Brno
©2003 IBM Corporation10 CSC -VUT FIT 2.3.2007
GLOSSARY
ASA ::: Average Speed of AnswerThis is the average time it takes to pick up a customer telephone call
CSAT ::: Customer SatisfactionThis is a measure of how satisfied customers are with the service they
have received from the CSC.
CSC ::: Customer Service CentreThis is the formal title given to IBM Helpdesks
CSR ::: Customer Service representativeThis is the official title of the ‘agents’who work within the CSC
VRU ::: Voice Response Unit This is telephony function that requests a customer to press different
buttons on their telephone keypad for different services [E.G. –Press 1 for Lotus Notes]
SSO ::: System Server Operation This is the formal title given to IBM Server operations [1stlevel –
command centre, 2nd level and 3rd level]
NSD ::: Network Service Distribution This is the formal title given to IBM Networking operations [1st
level –monitoring, 2nd level and 3rd level]
ITSec ::: IT Security This is the formal title given to IBM IT Security services
OIS ::: Operation Infrastructure Services This is the formal title given to IBM Asset, order management
units
DCS ::: Distributed Computing ServicesThis is the formal title given to IBM SW distribution services
IBM IDC Brno
©2003 IBM Corporation11 CSC -VUT FIT 2.3.2007
The Tools
IBM IDC Brno
©2003 IBM Corporation12 CSC -VUT FIT 2.3.2007
TOOLS SUITE
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY CALLHANDLING REPORTING
A CSC operation will employ a complex system of tools in order to effectively manage the service
it provides. These tools will usually be divided into the following categories : Staffing & Personnel
Management, Telephony, Call Handling and Reporting. Please CLICKon the appropriate section
to get more details on the associated tools.
IBM IDC Brno
©2003 IBM Corporation13 CSC -VUT FIT 2.3.2007
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY CALLHANDLING REPORTING
STAFFING MODULE ::: As previously mentioned in this package, it is critical for the succcess of a CSC
Operation to have the correct number of people staffed on the line through the day. This staffing is based on
historical data which can be used to predict the number of callsexpected. This, in turn, is used to calculate the
associated number of people required to handle these calls. The Staffing Module can be a complex tool which is
integrated into the phone system and extracts data on a real time basis while some CSC operations use more
simplistic Spreadsheet based tools. Regardless of the solution, the Staffing Module will be responsible for itmes
such as scheduling, vacation management, break management and training scheduling.
TOOLS SUITE
IBM IDC Brno
©2003 IBM Corporation14 CSC -VUT FIT 2.3.2007
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY CALLHANDLING REPORTING
TELEPHONY MODULE ::: The telephony module is the core of the CSC Operation. Without this, there is no
Customer Service Centre. IBM uses AVAYA telephony systems in it’s callcentres. These systems gives the call
centres their shape. All CSCs will use a tool in order to monitor real time call activity (how many calls in the
queue, actual performance against targets etc). These systems also allow the management to monitor CSR
activity (how many people are on calls, how many people are available to take calls etc). Such tools are very
powerful but need to be leveraged to ensure that all targets areachieved. As a CSC is a customer-focused
service, the quality of each and every call is of utmost importance to the Management. Therefore, it is
commonplace to deploy a system which can record a sample of the calls received by the centre. These are then
evaluated against a set of standards and the individual CSR may receive coaching, as required.
TOOLS SUITE
IBM IDC Brno
©2003 IBM Corporation15 CSC -VUT FIT 2.3.2007
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY CALLHANDLING REPORTING
CALL HANDLING MODULE ::: Once a CSR has received a call, he/she is required to document all customer
interactions in a ticketing system. It is imporant for the agentto carefully gather some basic information about
the customer’s issue as these are essential for swift problem resolution. Furthermore, should the CSR be unable
to resolve the query, the information will be passed electronically (though the ticketing system) to another
group. These details will be by required by this group also so they need to be clearly documented in the ticket. In
order to help the CSR with the resolution of the problem, he/shewill use a knowledge base of information. These
can be web or Lotus Notes based tools. By asking the customer clear problem determination questions and using
this information to query the database, the CSR will be able to find detailed, step-by-step instructions to resolve
the customer’s problem.
TOOLS SUITE
IBM IDC Brno
©2003 IBM Corporation16 CSC -VUT FIT 2.3.2007
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY CALLHANDLING REPORTING
REPORTING MODULE ::: A CSC operation is measured against a number of key targets (ASA, Service Level,
Abandonment Rate, First Call Resolution and Customer Satisfaction). While the exact nature of the targets may
vary from account to account, the requirement to produce performance reports at regaular intervals does not.
CSC Operations often deploy automated tools to produce the required customer reports. This can include a
automated survey tool which sends an electronic survey to customers and tabulates the responses or web based
solutions that report on the performance of the account versus telephony metrics (ASA, Service Level and
Abandonment Rate). Given the volume of work handled by CSC Operations, it is imporant to automate as much
of the reporting as possible as manual report generation is bothtime consuming and prone to error.
TOOLS SUITE
IBM IDC Brno
©2003 IBM Corporation17 CSC -VUT FIT 2.3.2007
Questions
IBM IDC Brno
©2003 IBM Corporation18 CSC -VUT FIT 2.3.2007
THANK YOU
IBM IDC Brno
CSO VUT FI 3/2/2007 © 2006 IBM Corporation
Management and reporting of IT services: CSO
Mariusz Hudeczek
IBM IDC Brno
© 2003 IBM Corporation2 CSO VUT FI 3/2/2007
Obsah prezentace
square4 CSOv konceptuIDC
square4 CSO–uvedenído problematiky
square4 Teamy v rámci CSO
square4 Problem management
square4 Change management
square4 Avalibility management
square4 Reporting
IBM IDC Brno
© 2003 IBM Corporation3 CSO VUT FI 3/2/2007
CSO v konceptu IDC
Cíle:
square4 Standardizace: procesů,
nástrojů, rolí
square4 Automatizace: eliminace
manuální práce
square4 Konsolidace: soustředění
procesů
Kompetence:
square4 SSO
square4 NSD
square4 DCS
square4 CSC
square4 OIS
square4 CSO
IDC – standardizace poskytovaných služeb a technologií,
dodávaných definovanými kompetencemi, umístěnými na
centralizovaném místě.
IBM IDC Brno
© 2003 IBM Corporation4 CSO VUT FI 3/2/2007
CSO: vysvětlení pojmů
CSO
Customer Service Operation
IBM IDC Brno
© 2003 IBM Corporation5 CSO VUT FI 3/2/2007
CSO: Poslání/úloha/cíle
Poslání:
Kontrola, řízení a podpora proces ů probíhajících v rámci
IBM.
Cíle:
square4 Spokojenost zákazníka
square4 Poskytnutí servisu podle podmínek kontraktu
square4 Soulad s IBM standarty
square4 Řízení a kontrola
square4 Koncentrace na podporu zákazníka
IBM IDC Brno
© 2003 IBM Corporation6 CSO VUT FI 3/2/2007
CSO: Obsah činnost
Oblasti činnosti:
square4 Řízení
• Problem Management
• Change Management
• Availibility Management
• SLA Management
square4 Kontrola
• Procesů
• Dokumentace
square4 Reportink
• Informační reporty
• Kontrolní reporty
square4 Správa nástrojů
Týmy:
square4 SMDC P&C Management
square4 SMDC Reportink
IBM IDC Brno
© 2003 IBM Corporation7 CSO VUT FI 3/2/2007
CSO: SMDC P&C Management (SM)
square4 Pro
Vloženo: 24.04.2009
Velikost: 18,61 MB
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