Improving

Improving Customer Satisfaction: 

Improving Customer Satisfaction PMR Transfers to FTS and SESA

Objectives: 

Objectives Recognize and avoid situations that will lead to customer dissatisfaction (negative SESA) during PMR transfers 2

Customer Pain Point #1: Having to Re-explain the issue to another Analyst : 

Customer Pain Point #1: Having to Re-explain the issue to another Analyst Our customer has made a significant effort making their understanding clear Having to re-explain can be perceived as: Wasted effort Wasted time Lack of continuity IBM isn’t paying attention IBM isn’t concerned Lack of professionalism Previous details can be lost resulting in an increased time to resolution and customer frustration 3

Customer Pain Point #1: Having to Re-explain the issue to another Analyst : 

Customer Pain Point #1: Having to Re-explain the issue to another Analyst Solution Discuss verbally with the next Analyst to ensure understanding Make sure our customer knows that we have updated the next Analyst, who that is and how to contact him/her (FI 5232) Hold a three way conversation including our customer (for high severity PMRs) Document a meaningful action taken and action plan in the PMR Update the business impact statement if it has changed 4

FI 5232: 

FI 5232 Customer Pain Point #1: Having to Re-explain the issue to another Analyst 5

Customer Pain Point #2: Asking for the same or similar data again: 

Customer Pain Point #2: Asking for the same or similar data again If our customer does not understand the purpose of the additional request it can easily be perceived as: A stall tactic. A Lack of IBM sensitivity of the business impact and effort required to collect the additional data Impression of a lack of diagnostic continuity (analyst to analyst) Impression that the previous Analyst did not fully understand what diagnostic data was necessary 6

Customer Pain Point #2: Asking for the same or similar data again: 

Solution Explain what conclusions were made from the previous data Communicate what we expect to find from the additional data Check for customer understanding and agreement with the action plan Update the action plan statement in the PMR Customer Pain Point #2: Asking for the same or similar data again 7

Customer Pain Point #2: Asking for the same or similar data again: 

Customer Pain Point #2: Asking for the same or similar data again Narrowing down the problem Narrow Conclusion Problem Data 1 (Reason/Action Plan) Data 2 (Reason/Action Plan) Data 3 (Reason/Action Plan) Data n (Reason/ Action Plan) . . 8

Customer Pain Point #3: Many analysts involved in one PMR : 

Customer Pain Point #3: Many analysts involved in one PMR It can easily be perceived as: Delaying the problem resolution. A new analyst will need additional time to get up to speed on the issue Not clear who is actually working the PMR Lack of problem ownership by IBM 9

Customer Pain Point #3: Many analysts involved in one PMR : 

Customer Pain Point #3: Many analysts involved in one PMR Solution Keep the PMR until a logical break point when: New data or information is required Customer action is needed Solution was given, customer is testing 10

What works…: 

What works… Use the Warm Transfer Global Format Insert 5232 Inform our customer about the transfer (verbally for high severity issues) Talk to the next analyst to ensure understanding and answer questions When passing a PMR communicate to our customer mention “..in order to continue this effort, Bob will continue working with you..” Offer three way communication for high severity PMR transfers 11

What doesn’t work…: 

What doesn’t work… Saying it is the “end of my shift” Assuming the next analyst or our customer will intuitively understand our logic 12

Conclusions: 

Conclusions Customers manifest their satisfaction via SESA Avoid obvious customer pain points Avoid additional customer effort due to Multiple explanations Improper documentation Multiple analysts when not necessary Lack of continuity Document the action taken and planned Use the FI 5232 13