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Bringing the Chickens Home to Roost

James Cowie Global S-Business Director February 2006. Bringing the Chickens Home to Roost. Citect is the World’s Largest Independent Industrial Automation Software Company…. Founded in 1973 Listed on Australian Stock Exchange in 1997 (CTL) 8% share of growing SCADA / HMI market

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Bringing the Chickens Home to Roost

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  1. James Cowie Global S-Business Director February 2006 Bringing the Chickens Home to Roost

  2. Citect is the World’s Largest Independent Industrial Automation Software Company… • Founded in 1973 • Listed on Australian Stock Exchange in 1997 (CTL) • 8% share of growing SCADA / HMI market • 70% share in Australia • 20% share in Asia-Pacific • 100,000+ licenses sold • Debt free and profitable • Emerging player in global MES market • Strong professional services capabilities • Expanding support & training annuity revenues

  3. Citect Corporation • A top 5 Australian multinational technology company • Work with >85% of leading Australian manufacturers • Global partners distributing products in >50 countries • HQ in Sydney, Australia • Offices in Australia, USA, Europe, China Singapore, NZ, Middle East & Africa • http://www.citect.com

  4. …with a strong presence in 14 industry verticals… • Metals • Mining & Minerals Processing • Pulp & Paper • Food & Beverage • Manufacturing • Automotive • Energy Transmission & Distribution Water & Wastewater Pharmaceutical Petrochemical Telecommunication Power Generation Building Automation Facilities Management

  5. …and a strong blue-chip client base which is…

  6. Raise support quality Establish Support Philosophy Establish models & standards Adopt Business Structure Introduce standardization Reduce Support Cost Deliver consistent support Major Decision Point Vision: Create a Support Centre of Excellence

  7. Citect Support Pre-Consolidation • We had 48 support staff & 150+ Partners supporting 100,000 licenses / 6,500 customers • Customer calls taken by phone, sent to voicemail, logged via email & response poor • Customer satisfaction not as good as desired • Support a liability providing inconsistent service • Support morale was low • Support organization viewed as a place to send problem staff & a place to get away from

  8. Pre-Centralization Netherlands UK Germany Atlanta Japan China France Johannesburg Sydney

  9. S-Business Improvement • The problem: Needed quantum improvement • Solutions: Global Customer Support Centre & SCP • Benefits: Quality, consistent, cost-effective support • Advice for others: Have a vision and follow it!

  10. People Standards Place Technology Customers Processes The Core Areas of Focus

  11. Approach • Build vision • Identify existing practices • List Best Practice • Create new models • Customer handling • People • Processes • Place • Technology • Standards • Do Business Case • Create Project Plan

  12. Incorporated Hierarchy of Customer Needs Source: Dr Jon Anton

  13. Customer Communications • Customer Communication Strategy • Clear Communications about Change • Provide customers details on using Support • Local Sales staff promote Central Support • Address any incorrect perceptions • Incorporate Culture requirements • Regular scheduled Conference Calls

  14. Structure of Global support team

  15. Citect Partners & Customers SELF SERVICE AI / BI Tools EMAIL Knowledge-base and Customer History & Case Management WEB PORTAL Multi Channel Mgment TELEPHONE VIRTUAL ENGINEER Esc Customer Champions and Platinum Support Specialists Proactive Outbound Calls Best Practice in Customer Support

  16. Tools & Technology • Capitalized of existing tools and technologies • Case Management System • Knowledge Base • Test Lab • Telephony & e-Mail • Reporting • Customer Interface • Tools

  17. Processes • Call Handling • Escalation • Staff Development • Knowledge Management • Support Management • Reporting • Contract Management • Performance Management

  18. How the Global CSC Works

  19. Place: The High Wire Balancing Act • Considered many options • Decided on GCSC • Picked Sydney as location • Identified area • Decided to “hot-desk” • Designed around limitations • Approvals took time • Crazy regulations (First Aid etc)

  20. Post Centralization Germany France Japan Sydney

  21. Citect Support Post Phase 1 Consolidation • We have 42 support staff & 150+ Partners supporting 100,000 licenses / 6,500 customers • Customer calls taken predominantly by phone, or via email or web-portal & response sub 30 seconds • Customer satisfaction improving • Support has become a showcase providing consistent high quality service • Support morale is great and increasing daily • Support organization viewed as a place to be, with staff wanting to return or join

  22. People: the heart of success • Built on expanded existing team (less people overall) • Built model & justification • Recruited Globally for GCSC • Transferred interested & suitable staff • Recruited through: • Web-Site • Adverts in Australian papers • Universities • Inundated with recruiters

  23. People • Established new salary benchmark • Very selective: • Specific backgrounds • Fluent English • Second language desirable • Business experience • Stuck to desired standards • Specialists employed • Huge volume of applicants • Many competitor staff keen to join us • New work contract

  24. Staffing considerations • Reviewed shift package • Careful market assessment of salaries • Minimal relocation assistance • Flexible employment contract was vital • Assisted with internal work permits • Designed specific advertisements • Tight recruiting model • Position Description • Screening questions • Tests • Team interviews • Fundamental skills essential

  25. Bringing New Team Online • Structured Induction Program • Missed details cause grief • Action plan for each new engineer • Mentor and Buddy • Competency based training program • Individual training plans • Full Product Training • Team building including Cultural Awareness • Problem Solving skills • Customer Relationship skills • S-Business Tools • Procedures and Business Rules

  26. Operations Create CSR Attempt problem resolution Engineer Senior Engineer / Specialist Support Programmers Field Specialist Development If not resolved escalate to next level Resolve, update & close CSR

  27. Support Operations • English Language Support Center • Call Registration • Call Escalation • Call Resolution • Deliver standardized support services in English to all customers / partners • Real-time 7x24x365 Support with live engineer • Accountable for customer satisfaction • Engineers own all open CSRs regardless of escalation level

  28. Global CSC • Delivers consistent CSR handling • Built on solid Processes • Single point for Support contact • Local Language via Partners • French, German & Japanese exceptions • Use consistent processes & procedures • Instant access to real Engineers • Increased Customer Satisfaction • Increased Support Productivity • Decreased Support Cost • Increased Engineer Satisfaction • No local language Support issues

  29. Do Metrics Support Change? • Call Resolution • ≈ 40% cases resolved at 1st GCSC contact • # of escalations decreased • Fewer repeat calls but more complex calls being resolved properly • Customer Satisfaction • Increased • Faster response and better 1st time fix • Looking at customer profitability

  30. Lessons Learnt • Pretty well everything has another side • Spend time getting the core team prepared • “Yes”, sometimes means something else • Lock down dates • Verify all data & details: or suffer • Don’t accept compromise • Global infrastructure is a myth • Be ready for anything

  31. Operational Lessons • World has big differences • Cultures: need to be considered • Languages: must be managed • Office Hours: where’s the coffee • Know your Time Zones: key to load balancing • Holidays: know them

  32. Questions?

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