Improved Customer Experience through optimizing Incident ... · PDF fileSource : Ericsson Consumer Labs Network Performance Study Drivers of Loyalty to Operator Brand ... Service KPI’s

© BA Convention 2017

Improved Customer Experience through optimizing Incident

Management

✓ Delivering value to customer by reducing service outages and faster time to restore normalcy.

✓ Empowering customer by creating self- care channels and providing access to real time statues.

✓ Improving Business Processes with analytics and better synergies between engineering and

customer care teams.

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2© BA Convention 2017

The Problem Domain – Inefficient Incident Management

A Tier 1 mobile operator in India was suffering from Customer Experience

Management issues because of poorly defined and inefficient incident

management process with respect to network and service Incidents.



What Drives Customer Loyalty to an Operator BrandNetwork Performance & Customer Support are the key elements for Customer Loyalty

Source : Ericsson Consumer Labs Network Performance Study

Drivers of Loyalty to Operator Brand

“Customer Experience Management is the result of the sum of observations, perceptions, thoughts

and feelings arising from interactions and relationships between a customer (or end user)

and their service provider over the life of their relationship..”

[source: TM Forum]



Transformation Objective Identified –Shift from Network Centric to Customer Centric Operations

Customer Centric Operations

NETWORK ASSURANCE

SERVICE ASSURANCE

CUSTOMER ASSURANCE

Network

Centric

Customer

Centric

Web

Browsing

Customer Experience Management

Service Quality Management

Network Management

Voice VoD

“VIEW THE WORLD

THROUGH THE EYES OF

YOUR CUSTOMER”



How to bridge the gap between Problem and Capability

to create value for Customer?

Incident Management Expert Analytics based Solution

Poor customer experience due to inefficient

incident management process and lack of

visibility on service degradation.



The Need for Structured Business Analysis

New Use cases and Re-engineered

Incident Management Process

ApproachStages

• Align to CEM objectives, Plan and Strategize for

Requirement collection and As-IS process analysis.

• Conduct extensive workshop with Service and Network

operations, Customer Relations to understand the incident

management process

• Explain and review the findings get concurrence with the

participants

• Identify gaps in current process by comparing to

standards, find pain points and establish criteria for

future mode of operations

Interviews and WorkshopsGaps, Options, RisksPlan and Collect Gain Consensus Agreed Future State

Discover Diagnose Recommend

• Current vs. Wanted

situation

• GAP analysis

• Root causes

• Solution scenarios &

options

• Risk/Sensitivity analysis

• Value Drivers

• Validated

Requirements

• Agreed Use Cases

Normalized View of Current State

Target Operating

Model



Resolution Closure

Incident management – AS IS state

Network centric process

Source: Network Event Management

Prioritization Escalation

Reactive Naturec/o skill

Time to Detect –hours to days

Source: Service Desk

Blind on service

degradation issues




Diagnosis of AS IS Study

Key Findings -• Time taken to analyze largely dependent on the skill of the engineer.

• Not enough visibility on the Mean Time to Resolve

• KPIs not adequately defined/measured

• SLAs were rarely achieved

• Detecting and determining the network issues were primarily reactive in nature.

• Missing Customer feedback reporting mechanism.




Transformed Incident Management Process

Bringing Customer centricity to the process

Source: Service DeskResolution Closure

CEM

touchpoints

Breach of

service KPI

thresholds

Most

Probable

Cause

# of customers,

segments,

location &

services

Source: Network Event Management

Prioritization Escalation

Receive network

related complaint

Detect “Most

Probable Cause”

FCR

Possibl

e?

Up

da

te c

us

tom

er

wit

h r

es

olu

tio

n

Prioritization / Escalation




“Driver” Use Cases leading to CEM Maturity

People and Processes

Predictive Customer Care

Customer Care Centre

Proactive Service Operations

THE 4 CORNERSTONES

Knowledge Base

Next Best Action

Customer Analytics

Device Analytics

Service Analytics

NOC/SOC Collaboration

Roaming Analytics

Customer Empowerment

Reengineered Use Cases

Best Practices and Standards




Proactive Service Operations

• Proactive Analytics

• Customer, Device, Service, Roaming…

• Tool aided capabilities for End-to-end analysis

Broad Level Use Cases▪ Proactive service management▪ Services & network trouble-shooting▪ Manage QoS offer priorities/SLAs▪ Post-complaint analyses

Service KPI’s

Resource KPI’s

Performance Indicators

Collaborated Responsibilities -Service Operations Center -

• Service Monitoring-

• Service, Service Provider, Device

Network Operations Center-

• Network Monitoring

• Root Cause Analysis-

▪ Understand the root-cause – What caused the

issue? How are issues correlated? What do they

have in common?

▪ Improve the root-cause – What is the solution to

the issue?

Re-engineered Process




Predictive Customer Care Proactive handling of customer experience issues in Customer Care

Customer Segmentation and Profiling

• Product and Service Usage Analysis

• Behavior and Trend Analysis

• Customer Interaction Analysis

• Complaint Analysis

• Service channel analysis

Analyze

1. Predict Reason for Call – Why might the customer be calling? How to resolve the call?

2. Validate the Complaint – Did the customer really have an issue? If so, when and where did it happen?

3. Take Action – Identify the “Most Probable Cause” and trigger the “Next Best Action”

Resolve

1. Reduction of Average Handling Time.

2. Increase in First Call Resolution Rate

3. Reduced number of trouble tickets created.

Benefits




Customer Empowerment and Improving the Ways of Working

• Self Service Tools

• Manage & optimize quality of experience

• Mobile App Base Status tracking

• Sms/Email alerts

• User Experience Feedback Reporting

Empowering End Customers with better tools

• Process Design based on Industry standards such as ITIL

• Prioritize actions based on business value

• Optimize network proactively to improve customer experience and reduce customer complaints

• Create, Monitor and Optimize trouble tickets

People and Process




Achieve CEM Maturity through Target Operating Model

• Forge partnership with CEM vendors for continuous improvement

▪ Establish governance bodies (problem review board and change control board) for efficient and streamlined service operations

▪ Measure the KPI improvements in MTTR▪ Define the threshold levels for service KPIs to identify

potential service impacting issues

▪ Utilize CEM, driven by advanced analytics, to Identify, categorize and prioritize incidents

• Monitor service KPIs proactively

• Prioritize service incidents based on subscriber impact

• Introduce CEM driven root cause analysis and incident verification process

• Impart training on CEM such that the tools are used in issue resolution effectively




The CEM way of Incident Management – Value Realization

The Lead Indicator

Mean Time to

Resolution

The Lag Indicators

Working

capital

redeployment

Reduction in TAT

Reduction in # of

incoming complaints

Improvement in FCR

Less Effort spent in

incident resolution

• Improved NPS• Financial Benefits

Value Realization


✓ Improvement in Service satisfaction and a greater customer engagement.

✓ Optimized processes , greater efficiencies

✓ Greater customer engagement and churn reduction

Outcomes and Benefits

Learn more. www.baconvention.com

© BA Convention 2017

Thank You!

• Sagar Ganguly([email protected])

• Senthil Ganesh Murugan([email protected])

mailto:[email protected]

mailto:[email protected]

Documents

Improved Customer Experience through optimizing Incident ... · PDF fileSource : Ericsson Consumer Labs Network Performance Study Drivers of Loyalty to Operator Brand ... Service KPI’s