Proactive - Reactive Support, Which is More Important? Matthew Gulbranson 1 © Nokia 2004 Agenda • Nokia Enterprise Mobility Solutions • Growth with Deep Pockets • More with Less • Push to become Proactive • Lessons Learned • What’s the Answer? 2 © Nokia 2004 Moving to the New Nokia Drive consumer mobile multimedia Exploit mobile voice Nokia Strategy Bring extended mobility to the enterprise 3 © Nokia 2004 Nokia Operational Model, January 1, 2004 Sales & Marketing and OLS Technology Research, Venturing, Shared Support Services & Platforms Mobile Phones Multimedia Networks Enterprise Solutions Business Groups divided into Business Units Entities divided into units Support functions Nokia 4 © Nokia 2004 EMS CARE Delivery Structure Enterprise/Enterprise Channel Online Self Help Tools Americas TAC EMEA TAC MCA APAC TAC Support & Prod Hardware Installation & Onsite Replacement Services PLS Reactive Services Product Creation 5 © Nokia 2004 Importance of Support in Solution Selling Customers want Nokia “First Call- Final Resolution” Global Support and Services continues to play a major role in a solution sale 6 © Nokia 2004 The Deep Pocket Years • 1999 – 2000: Nokia experienced extensive growth… • Considerable growth in our market share • Mountain View, CA TAC tripled in size • Acquisition provided a TAC in Canada EMEA and APAC TAC’s were becoming operational • SCP certification initiative for Mountain View, CA TAC was launched late 2000 • First attempt at Proactive Services did not get off the ground • 7 © Nokia 2004 The Lean Years • 2001 – 2002: Doing more with less… 8 © Nokia 2004 • Early 2001 - Plans initiated to migrate Mountain View TAC to a Product Line Group. • Infrastructure was immature making migration a slow process • Support revenue and renewal increased substantially, headcount remained constant • SCP Certification transferred from Mountain View to Canada TAC • Canada passed certification 2002 • By late 2002, Mountain View was officially operating as a PLS Nokia Support Model: Early 2003… Product Based Self Help 75% 25% Global Technical Assistance Centers Follow-the-Sun Reactive Product Line Support Engineering: Multi-Site and Multi-Vendor Global CRM Tool 9 © Nokia 2004 Field Service 75% 25% Transactions Decrease Escalation Path Hardware Replacemen t Web Based Self Help What’s Wrong with this Picture? 10 • Everyone is working to extinguish a bush fire when the entire forest is on fire! • More fires did not equal more people! • Were we (re)creating our own fires? • Did we understand customer issues? • Were we doing anything to prevent customer issues? • Customer complaints… • “Why didn’t you tell me about this problem?” • “Your release notes and known problems do not contain the detail needed to understand the problem and risk!” • “You’re providing me different answers to the same question!” © Nokia 2004 Proactive Plunge • 2003: We’re lean, mean and out of touch with our customers… 11 • We needed to enhance our service: • Communication • Knowledge Management Process • Web site consistency • Feedback into product creation and support planning • Early 2003 - Plans were initiated to transform Mountain View PLS into two groups; Proactive and Reactive © Nokia 2004 Profile of a Proactive Engineer • Skill set of a Proactive engineer • Technology expert- Foundation we had in place • We’re already experts! 12 • Project Management Skills • PMP certification is a goal for each Proactive Project Manager • Process Skills • Quality group has implemented training internally to address • Data Analysis - Development need • Have any idea’s? © Nokia 2004 Product Line Support Service Functions Reactive Services Proactive Services Knowledge Base Escalated cases from TAC Support Site Escalate to 3rd party Proactive Communication Escalate defects to Eng. Support Planning Tasks Correction delivery (CAPA) React to Customer Escalations Prevent Customer Issues Customers 13 © Nokia 2004 Engineering & 3rd Party Product Management TAC and other GSS Functions Solution Support Model New Products and Solutions Partners and Key Accounts Mature Products and Solutions Product Product Based Based Self Self HelpHelp Escalation Path Hardware Replacement New Products and Solutions Web Based Self Help Weband Based Self Help Partners Key Accounts Global TAC Field Service L1 TAC Follow-the-Sun Global TAC L2 TAC Follow-the-Sun Reactive Services Product Line Support Proactive Services Product Engineering 14 © Nokia 2004 Transactions Decrease Mature Products and Solutions Strategy for 2004 • 2004 Support Site Proactive Communications Knowledge Management Process Support Planning Tasks Prevent customer issues 15 © Nokia 2004 Reseller Newsletter Knowledge Base KB Search Proactive Services Technical Account Manager Roll-out selective services based on customer feedback Proactive Communication • 1st Half 2004 - Implement Results • The extra focus on both Reactive and Proactive. Priority and resource requirements now defined by organization and job responsibilities • Metrics exist in areas we were ignoring (Knowledge Base Scorecard example) • New processes in place to drive consistency across all products • Stronger more focused relationships with important groups (Sales, Product Management, Quality, Engineering) • We now have the answers - What do our customers need? How could support help improve customer experience? Do we need to wait for the phone to ring to do something? 16 © Nokia 2004 Lessons Learned 17 • Defined metrics and targets are an absolute necessity – Difficult to define • Implement a cross functional process to bind the two groups together • We call it CAPA (Corrective Action Preventive Action) • Be prepared for the challenges of organizational change management • Knowledge Management is the foundation of Proactive Support! • All of this takes time…Expect hard work not miracles! © Nokia 2004 Proactive – Reactive Support, which is more important? • Both are equally important in today’s support organization • Look at your organization and budget to see how you view the importance of being Proactive. Value Nokia Support & Services Advantage Success 18 © Nokia 2004 Leverage